1. Recruitment and Selection
Unit 7
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2. Why?
To obtain the best staff possible for the organisation to allow them to achieve their objectives.
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3. Factors to be considered.
Current Labour Market Trends
Fewer people being born so there is an aging population resulting in fewer people to recruit.
Other areas of the market may have to be looked at.
Forecasting any possible future staffing needs of the company.
Staff turnover, promotion, retirements and redundancies.
Continually changes due to changes in the external environment (PESTEC)
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4. Support for staff development in training and motivation.
Need to establish a corporate culture.
Any increase in workload.
Increase in demand for product or introduction of new technologies.
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5. Job Analysis…. The first step
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6. Involves establishing whether a vacancy actually exists.
If a person leaves….. Do we need someone to replace them?
Areas that need to be looked at to answer this question.
What are the physical and mental elements of the job?
What skills are required?
Who would they be responsible and accountable to?
Where will they work?
What are the health and safety consideration?
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7. Create a job description
The job does exist so……
Create a job description
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8. Job Description/Specification
A description of the job and what needs to be done.
Basis for the advertisement of the vacancy.
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9. An Example
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10. Details to be included…
Job Title
Purpose of job
Main tasks and responsibilities
Decision making powers they have
Responsible to and for
Skills, qualifications and experience required
Where the job is based
The resources required.
Pay and conditions.
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11. What type of person do we want?
Person Specification
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12. Person Specification Identify the individual you need for the job.
Look at skills, qualifications and experience.
Details of qualities the ideal candidate should have.
Team worker
Take the initiative
Physical attributes in respect of personal appearance.
Level of intelligence
Personality
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13. Sales Person        Smart Appearance Good numeracy Skills
Established Sales Record
Good numeracy Skills 
Good Communicator 
Calm, Patient  
Socialising, Sport
Employed in existing Sales Team 
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14. Where do we recruit from?
Advertise the job
Where do we recruit from?
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15. Internal Recruitment
Suitable candidates may already work for the company which means someone could be promoted and they have a large pool of employees to choose from.
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16. Advantages Lower cost of advertising and induction training.
The person is already known by the org. therefore less risk of appointing the wrong person.
The employee will already be trained and as they are not leaving the company this investment will not be lost.
Internal promotion is a strong motivator for employees.
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17. Disadvantages Restricts the number of applicants for the post.
The best person for the job may not exist in the company.
New workers can bring new skills and ideas to the company.
Promotion of an existing employee will create another vacancy which then has to be filled.
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18. External Recruitment Recruiting from out with the organisation.
Method depends upon the type of vacancy that needs to be filled.
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20. Suitable for unskilled or semi-skilled labour
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21. Used for specialist staff such as software designers.
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22. Used for Management posts
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23. Used for temporary or permanent staff such as Nurses.
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24. Internet Recruitment
Carried out by specialist companies. They attract a range of applicants for either specific jobs or for jobs the applicants would like to which may be available in the future.
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25. The Selection Process
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26. Need to see if the recruitment process has been successful.
Have we attracted the correct calibre of candidate?
If not we may need to advertise again.
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27. Curriculum Vitaes (CVs)
Usually sent with a covering letter
Brief outline of applicant’s skills
Should be split into sections, Personal Details, Education, Qualifications, Work Experience, Hobbies and Interests
Usually no longer than 2 pages
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28. Application Forms
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29. Most common form of showing interest in the vacancy.
They give applicants the same questions and opportunities to describe themselves.
Easier to compare information from a large number of candidates.
Application forms are compared to the person spec. to see which appear to match.
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30. HR decide on how many people they will interview as this is costly to the business, the amount of people should be kept to a minimum whilst not restricting your choice.
At this stage, the HR department will decide which applicants they will reject and which will be called to interview.
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31. The Interview
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32. Interviews
Opportunity for the applicant to find out more about the job and the organisation.
At the end of the interview process the applicant may decide the job is not for them.
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33. Types of Interview
One-to-one: one interviewer conducts all the interviews and selects the best person
Successive: candidates have several interviews with different interviewers.
Panel: several people will sit on a panel, each panel member will ask a question about aspects of the job
Group: several interviewees attend at the same time and are observed performing under various scenarios
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34. Interviews Most common form of making the final decision.
May not be the most successful way of picking a candidate as it does not show how a person will perform on the job.
Line managers usually carry out the interview not HRM therefore they are not skilled in the process.
They usually base their decision on how they ‘feel’ about the candidate by being impressed with appearance and personality traits.
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35. Successful Interviews
Interviewer must be fully prepared with set questions and information.
Must bring the best out of each candidate by being open minded and unbiased, making them welcome and controlling the interview.
Be able to supply any further relevant information to the candidate
Close the interview
Follow up
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36. Unsuccessful Interview
There are 2 main causes for poor interviews:
i) lack of training in interviewing technique
ii) lack of adequate preparation for interview
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37. References Used to vouch for an applicant’s character
Normally prepared by your current line manager
Referees will be asked for their opinion regarding timekeeping, absence rate, suitability for post
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38. Interviews are less useful for assessing the technical ability of candidates.
It is possible that interviewers may get a false impression of a candidate – therefore an interview can be supplemented by other forms of testing.
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39. Attainment Tests
Test the depth of knowledge or grasp of skills learnt in the past – usually at college or at school.
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40. Aptitude Tests
Measure how good the applicant is at a particular skill such as maths, word processing etc.
Each applicants performance can be measured and compared.
However some people may perform differently under test conditions – stress.
Each candidate should have a number of opportunities to perform.
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41. Psychometric Testing
Measure personality, attitudes and character of the applicant.
Timed tests involving multiple choice used to show the applicants ability to think, reason and analyse.
They are designed to be challenging but do not need to have prior knowledge.
Most commonly used in management and graduate recruitment.
If not properly prepared they may be biased towards a certain social class, sex or race.
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42. Intelligence Tests (IQ)
These are standard tests which results can be measured and compared. They are designed to measure thinking ability.
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43. Medical/Fitness Test
Used to measure a candidate’s physical suitability for a job eg policeforce, fire service, army, teaching
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