Principles of Recruitment & Selection Efficient Effective Fair.

Principles of Recruitment & Selection

• Efficient• Effective• Fair

Stages of Recruitment & Selection

Preparing to Recruit

Recruitment Selection Starting an Employee

Disadvantages• Salary & ENIC costs• Training • Additional equipment &

resources required• Space/working area required• Time• Legal implications• Insurance• Management implications

Advantages• Increases productivity• Assists with the existing

workload• Increases sales• Contributes to the success of

the business• Allows a business to expand

• Enables you and/or employee to conduct new activities

Stage 1• Define tasks of the job• Identify activities and responsibilities

relating to the tasks

Job Analysis

Stage 2

• Identify skills, knowledge, experience, aptitudes and attitudes required to perform each task

• Full-time

• Part-time

• Temporary workers

• Overtime for existing workers

• Sub contractors

• Associates

• Training schemes

Available Options

• Main purpose of the job

• Who the employee is responsible to

• Main tasks of the job

• Scope of the job

• Conditions of the job

Job Description Content

• Skills, knowledge, aptitudes• Length and type of experience necessary • Competencies• Education & training• Personal qualities• Personal circumstances – e.g. clean driving

licence, access to transport• ‘Essentials’ & ‘desirables’ should be defined

Person Specification

Traceable Costs

• Salary

• Employers National Insurance contributions (ENIC)

• Recruitment

• Training

• Equipment

• Space/working area

Costs of Employing Staff Non - Traceable Costs

• Lost productivity• Mistakes• Wastage• Time

• Newspapers• Local radio• Job Centre• Recruitment & employment agencies• Training agencies• Universities/colleges• Trade publications• Internet• Internal sources• Online recruitment

Recruitment Sources

• Business name & activities• Job title/position• Requirements of the job• Qualifications• Experience• Personal attributes • Job tenure (e.g. contract length)• Job location • Salary & benefits • Application process• Contact details

Content of a Job Advertisement

Essentials & desirables

Short-listing Interview Candidates

Compile applications/

CVs

Identify selection criteria

Compare applications

against criteria

Short-list candidates

Invite candidates

for interview

The short-listing process

• Be prepared• Set a structure for the interview• Ensure that the interview environment is appropriate• Devise appropriate timeframes• Ask appropriate questions• ‘Score’ answers/responses• Be prepared to answer candidates’ questions

Interviewing Candidates

• Obtain references• Organise a medical examination (if appropriate)• Offer candidate the job• Inform unsuccessful candidates

Making a Job Offer

• Job title • Reporting structure • Start date • Expected hours of work • Holidays• Sickness• Remuneration details • Benefits • Basic terms and conditions • Details of probationary period • Details of disciplinary and

grievance procedures

Contract of Employment

• Informal discussions• Verbal warning(s)• Written warning(s)• Final written warning

Disciplinary Procedures

Proposed minimum/standard disciplinary procedures• Step 1. Employer sets out in writing the reason for the disciplinary action.

A copy is sent to the employee and he/she is invited to attend a meeting to discuss the matter.

• Step 2. The meeting must take place before the action is taken unless suspension is involved.

• Step 3. If the employee wishes to appeal he/she must inform the employer.

Grievance Procedures

How and with whom to raise the issue

Next steps, if not satisfied

Time limits to each stage

Right to be accompanied

Grievance proceduresGrievance procedures

Financial motivationalmethods• Pay rise• Fringe benefits• Bonus payment schemes• Incentive schemes

Motivating Staff

Non-financial motivationalmethods• Chance of promotion• Security• Flexible working patterns• Prestige and achievements• Training opportunities• Setting goals/targets• Job enrichment• Job enlargement• Working conditions• Working as a team

Performance Management Process

Identify performance criteria

Conduct the appraisal

Follow up action

Establish frequency

• Personal circumstances change• New job• Promotion• Dissatisfied• Constructive dismissal

Why Employees Leave Voluntarily

Redundancy

Expiration ofemployment contract

Retirement

Occurs when you close your business or there is no need for a particular type of work

Occurs when an employee’s fixed term contract expires and is not renewed

Occurs when an employee reaches retirement age or opts for early retirement.

For a dismissal to be fair it must be related to oneof the following reasons:

• Capability or qualifications• Conduct• A legal requirement which stops the employee from carrying out

the job or stops you employing them e.g. if a van driver loses their driving licence

• Redundancy• Some other substantial reason of a kind such as to justify the

dismissal

Fair dismissal

• Grounds of pregnancy or maternal reasons• Are, or propose to become or refuse to become, a member of a

Trade Union • Seek to claim their employment rights• Take certain specified action on health and safety grounds• Have disclosed certain kinds of wrongdoing in the workplace

("whistleblowing")• Exercised his/her right to be accompanied, or act as a companion,

at a disciplinary or grievance hearing • Have taken part in lawfully organised official industrial action lasting

eight weeks or less (or longer in some circumstances)• Enforced, or sought to enforce, a right under the working time

regulations

Automatic Unfair Dismissal Reasons