1. Process of Recruitment
HRM – UNIT 10
Elspeth Woods
3 May 2013
Process of Recruitment

2. Aims and Objectives
To introduce you to the general process of recruitment in organisations
By the end of the session
Most students will understand some of the factors that can influence HR Planning and have contributed to a PESTLE analysis of those factors
All students will have discussed the extent to which HR planning can benefit certain organisations
All students will have participated in creating a job description
All students will have an understanding of the requirements of assignment 10.02

3. Overview
The aim of resourcing talent is to make sure that an organisation has competitive advantage through attracting and retaining more capable people than rivals. (Armstrong 2010) Recruitment Strategy provides the framework for creating an employee value proposition; an Employer Brand with the aim of being an Employer of Choice for quality candidates

4. THE ELEMENTS OF TALENT MANAGEMENT
Business strategy
Resourcing
strategy
Role
Management
development
succession
The talent
pool – a
skilled,
engaged &
committed
workforce
Career
management
Continuing talent audit
External
resourcing
Internal
Performance
Total
reward
Attraction and
retention
policies
Learning and
Engagement/
commitment
Talent relationship mgt
This resource is part of a range offered free to academics and/or students using Armstrong’s Handbook of Human Resource Management Practice, 11th edition, as part of their course. For more academic resources and other FREE material, please visit and then click on Academic Resources.

5. Employee Value Proposition Employer Brand – How?
What the organisation has to offer that adds value
Pay and Benefits
Effectiveness of organisation
Reputation for retaining staff
Extent to which it acts responsibly
How it treats people
Embraces diversity and all that it offers
Work life balance and personal/professional growth
Analysis – what do people want and take account of?
Do organisation values mirror what people want?
Examine and define the brand
Benchmark against others (Sunday Times Top 100 companies to work for)

6. Session 1 HR Planning Bulla and Scott (1994) definition
“the process for ensuring that the human resource requirements of an organisation are identified and plans are made for satisfying those requirements.”

7. Planning – Reasons to recruit?
Employee leaving
High turnover
Sickness
Extra work
Different work
Maternity /Paternity cover

8. In Four Groups – decide yourselves!
Using PC’s in library/ books etc – define the following:
Generation X
Generation Y
Generation Z
Baby Boomers
What are the key characteristics?
Ages represented;
Challenges they present to employers

9. Changing Nature of Workforce
Demographics
Generation Y - those up to age around 30 – looking for fulfilment and rewarding roles
Generation X – Middle age group – dependent children/parents – looking for flexible hours, skills development and fairness within organisations
Baby Boomers – aged elderly parents and older children to support – approaching flexible retirement – Motivated by teamwork
Generation Z – In education

10. HR Planning: Two components to the process of HR Planning
Managing the Demand for Human Resource
Business Need
Business Expansion
Product Development
Managing the Supply of Human Resource
Attract right people
Attract right skills
Market forces

11. Supply Skill shortages Geography Economic Situations
Occupational Types
Competitive Position

12. Demand Generally managers like to have lots of staff
Power, status
Empire Building seen as a mark of success
Higher numbers of staff = Higher overhead cost
Company Strategy can lead to demand
Opening more branches; serving new markets
Or- Down-sizing due to decreasing markets
Routine turnover over of staff “Attrition Rate”

13. Labour Turnover Good measure of “health of a business”
Number of employees leaving in a year
Average Number of employees in a year
Good measure of “health of a business”
Low rates may cause concern – Why?
High turnover very bad news – Why?
Must be considered in the context of the industry
x 100

14. Process of Recruitment & Selection
Competency Analysis & Framework
Job Analysis
Job Description
Person Specification
Recruitment
Selection
Appointment
Induction

15. Job Analysis Job Duties Responsibilities
Machines, Equipment, tools and material
Controls over work – nature of supervision
Performance standards
Interaction with others
Organisational relationships
Physical factors and job environment
Education, training, experience and personal requirements
Caruth et al (2009:

16. Conducting the Analysis
Observe the job holder & interview them
Job analysis interview with specialist
Job Evaluation
Pre-prepared questionnaire
Work diaries
Performance appraisal information/goals targets
Panels of experts
Anything else that gives you relevant info about the job