50134121 Recruitment and Selection

RECRUITMENT AND SELECTION

1.1 Describe in summary the legal instruments impacting on staff recruitment

and selection.

ANS: RECRUITMENT

Recruitment is distinct from Employment and Selection. Once the required number and

kind of human resources are determined, the management has to find the places where the

required human resources are/will be available and also find the means of attracting them

towards the organization before selecting suitable candidates for jobs. All this process is

generally known as recruitment. Some people use the term “Recruitment” for employment.

These two are not one and the same. Recruitment is only one of the steps in the entire

employment process. Some others use the term recruitment for selection. These are not the same

either. Technically speaking, the function of recruitment precedes the selection function and it

includes only finding, developing the sources of prospective employees and attracting them to

apply for jobs in an organization, whereas the selection is the process of finding out the most

suitable candidate to the job out of the candidates attracted (i.e., recruited).

FACTORS AFFECTING RECRUITMENT

The following are the 2 important factors affecting Recruitment:-

1) INTERNAL FACTORS

Recruiting policy

Temporary and part-time employees

Recruitment of local citizens

Engagement of the company in HRP

Company’s size

Cost of recruitment

Company’s growth and expansion

2) EXTERNAL FACTORS

Supply and Demand factors

Unemployment Rate

Labour-market conditions

Political and legal considerations

Social factors

Economic factors

Technological factors

INDUCEMENTS

Organisational inducements are all the positive features and benefits offered by an

organization that serves to attract job applicants to the organisation. Three inducements need

specific mention here, they are:-

Compensation: Starting salaries, frequency of pay increases, incentives and fringe

benefits can all serve as inducements to potential employees.

Career Opportunities: These help the present employees to grow personally and

professionally and also attract good people to the organization. The feeling that the

company takes care of employee career aspirations serves as a powerful inducements to

potential employees.

Image or Reputation: Factors that affect an organisation’s reputation include its general

treatment of employees, the nature and quality of its products and services and its

participation in worthwhile social endeavors.

SELECTION

Through the process of recruitment the company tries to locate prospective employees and

encourages them to apply for vacancies at various levels. Recruiting, thus, provides a pool of

applicants for selection.

Tests as Selection Tool:

Test are useful selection devices in that they unover qualifications and talents that can’t

be detected otherwise. They can be used to predict how well one would perform if one is hired,

why one behaves the way one does, what situational factors influence employee productivity,

etc. Tests also provide unbiased information that can be put to scientific and statistical analysis.

Standards for Selection Tests

To be useful as predictive and diagnostic selection tools, test must satisfy certain basic

requirements:

Reliability: Test scores should not vary widely under repeated conditions. If a test is

administered to the same individual repeatedly, he should get approximately identical

score. Reliability is the confidence that an indicator will measure the same thing every

time.

Validity: Validity is the extent to which an instrument measures what it intends to

measure. In a typing test validity measures a typist’s speed and accuracy. To determine

whether it really measures the speed and accuracy of a typist is to demonstrate its

validity. The question if determining the validity of a selection test, thus, has a lot to do

with later performance on the job.

Qualified People: Test require a high level of professional skills in their administration

and interpretation. Professional technicians are needed for skilled judgmental

interpretations of test scores.

Preparation: A test should be well prepared. It should be easy to understand and simple

to administer.

Suitability: a test must fit the nature of the group on which it is applied. A written test

comprising difficult words would be fruitless when it is administered on less educated

workers.

Usefulness: Exclusive reliance on any single test should be avoided, since the results in

such a case are likely to be criticized. To be useful, it is always better to use a battery of

test.

Standardization: Norms for finalising test scores should be established. There must be

prescribed methods and procedures for administering the test and for scoring or

interpreting it.

1.2 Identify organizational procedures and processes that affect staff

recruitment and selection.

ANS: PROCEDURES AND PROCESSES OF RECRUITMENT

The following are the most commonly used methods of recruiting people.

INTERNAL METHODS:

1. Promotions and Transfers

This is a method of filling vacancies from within through transfers and promotions.

A transfer is a lateral movement within the same grade, from one job to another. It may lead

to changes in duties and responsibilities, working conditions, etc., but not necessarily salary.

Promotion, on the other hand, involves movement of employee from a lower level position to a

higher level position accompanied by (usually) changes in duties, responsibilities, status and

value. Organisations generally prepare badly lists or a central pool of persons from which

vacancies can be filled for manual jobs. Such persons are usually passed on to various

departments, depending on internal requirements.

2. Job Posting

Job posting is another way of hiring people from within. In this method, the organisation

publicises job opening on bulletin boards, electronic method and similar outlets. One of the

important advantages of this method is that it offers a chance to highly qualified applicants

working within the company to look for growth opportunities within the company to look for

growth opportunities within the company without looking for greener pastures outside.

3. Employee Referrals

Employee referral means using personal contacts to locate job opportunities. It is a

recommendation from a current employee regarding a job applicant. The logic behind employee

referral is that “it takes one to know one”.

EXTERNAL (DIRECT) METHODS

1. Campus Recruitment

It is a method of recruiting by visiting and participating in college campuses and their

placement centres. Here the recruiters visit reputed educational institutions such as IITs, IIMs,

colleges and universities with a view to pick up job aspirants having requisite technical or

professional skills. Job seekers are provided information about the jobs and the recruiters, in

turn, get a snapshot of job seekers through constant interchange of information with respective

institutions.

Guidelines for campus recruiting: companies using college campuses as recruitment

source should consider the following guidelines:

Identify the potential candidates early: The earlier that candidate with top potential can

be identified, the more likely the organization will be in a position to attract them.

Employ various means to attract candidates: These may include providing research

grants; consulting opportunities to faculty members, funding university infrastructural

requirements, internships to students, etc. in the long run these will enhance the prestige

of the company in the eyes of potential job seekers.

Use effective recruitment material: Attractive brochures, films, computer diskettes,

followed by enthusiastic and effective presentations by company officials,

correspondence with placement offices in respective campus in a friendly way – will help

in booting the company image in the eyes of the applicants. The company must provide

detailed information about the characteristics of entry – level positions, especially those

that have had a major positive impact on prior applicants’ decisions to join the company.

Offer training to campus interviews: Its better to devote more time and resources to

train on campus interviewers to answer specific job –related questions of applicants.

Come out with a competitive offer: Keep the key job attributes that influence the

decisions of applicants such as promotional avenues, challenging assignments, long term

income potential, etc., while talking to candidates.

EXTERNAL (INDIRECT) METHODS:-

Advertisements:-

These include advertisements in newspapers; trade, professional and technical journals; radio

and television; etc. in recent times, this medium has become just as colourful, lively and

imaginative as consumer advertising

Newspaper Ads: Here it is easy to place job ads without much of a lead time. It has

flexibility in terms of information and can conveniently target a specific geographic location. On

the negative side, newspaper ads tend to attract only those who are actively seeking employment

at that point of time, while some of the best candidates who are well paid and challenged by their

current jobs may not be aware of such openings.

Television and radio ads: These ads are more likely to each individual who are not actively

seeking employment; they are more likely to stand out distinctly, they help the organization to

target the audience more selectively and they offer considerable scope for designing ads

creatively. However, these ads are expensive. Also, because the television or radio is simply

seen or heard, potential candidates may have a tough time remembering the details, making

application difficult.

THIRD PARTY METHODS

Private Employment Search Firms:-

As search firm is a private employment agency that maintains computerized lists of

qualified applicants and supplies these to employers willing to hire people from the list for a

fee. AT the lower end, a number of search firms operate – providing multifarious services to

both recruiters and the recruiters.

Employment Exchanges:-

As a statutory requirement, companies are also expected to notify their vacancies through

the respective Employment Exchanges,

Gate Hiring and Contractors:-

Gate hiring (where job seekers, generally blue collar employees, present themselves at the

factory gate and offer their services on a daily basis), hiring through contractors, recruiting

through word-of-mouth publicity are still in use – despite the many possibilities for their misuse

– in the small scale sector in India.

Unsolicited Applicants / Walk-ins:-

Companies generally receive unsolicited applications from job seekers at various points of

time; the number of such applications depends on economic conditions, the image of the

company and the job seeker’s perception of the types of jobs that might be available etc. Such

applications are generally kept in a data bank and whenever a suitable vacancy arises, the

company would intimate the candidates to apply through a formal channel

Alternatives to Recruitment:-

Since recruitment and selection costs are high (search process, interviewing agency fee,

etc.) firms these days are trying to look at alternatives to recruitment especially when market

demand for firm’s products and services is sluggish. Moreover, once employees are placed on

the payroll, it may be extremely difficult to remove them if their performance is marginal.

PROCEDURES AND PROCESSES SELECTION

The Process

Selection is usually a series of hurdles or steps. Each one must be successfully cleared

before the applicant proceeds to the next one. The time and emphasis place on each step will

definitely vary from one organisation to another and indeed, from job to job within the same

organisation. The sequence of steps may also vary from job to job and organisation to

organisation.

Steps in Selecting Process

Step 1: RECEPTION

A company is known by the people it employs. In order to attract people with talents, skills and

experience a company has to create a favourable impression on the applicants’ right from the

stage of reception. Whoever meets the applicant initially should be tactful and able to extend

help in a friendly and courteous way. Employment possibilities must be presented honestly and

clearly. If no jobs are available at that point of time, the applicant may be asked to call back the

personnel department after some time.

Step 2: SCREENING INTERVIEW

A preliminary interview is generally planned by large organisations to cut the cost of

selection by allowing only eligible candidates to go through the further stages in selection. A

junior executive from the Personnel Department may elicit responses from the applicants on

important items determining the suitability of an applicant for a job such as age, education,

experience, pay expectations, aptitude, location, choice etc. this ‘courtesy interview’ as it is often

called helps the department screen out obvious misfits. If the department finds the candidate

suitable, a prescribed application form is given to the applicants to fill and submit.

Step 3: APPLICATION BLANK

Application blank or form is one of the most common methods used to collect

information on the various aspects of the applicants’ academic, social, demographic, work

related background and references. It is a brief history sheet of employee’s background, usually

containing the following things:

Personal data (address, sex, telephone number)

Marital data

Educational data

Employment Experience

Extra-curricular activities

References and Recommendations

Usefulness of Application Blank or Form

Application blank is highly useful selection tool, in that way it serves three important

purposes:

1. It introduces the candidate to the company in a formal way.

2. It helps the company to have a cross-comparison of the applicants; the company can

screen and reject candidates if they fail to meet the eligibility criteria at this stage itself.

3. It can serve as a basis to initiate a dialogue in the interview.

Step 4: SELECTION TESTING

In this section let’ examine the selection test or the employment test that attempts to

asses intelligence, abilities, personality trait, performance simulation tests including work

sampling and the tests administered at assessment centres- followed by a discussion about the

polygraph test, graphology and integrity test.

Some of the commonly used employment tests are:

Intelligence tests

Aptitude tests

Personality tests

Achievement tests

Miscellaneous tests such as graphology, polygraph and honesty tests.

1. Intelligence Tests: These are mental ability tests. They measure the incumbent’s learning

ability and the ability to understand instructions and make judgements. The basic objective of

such test is to pick up employees who are alert and quick at learning things so that they can

be offered adequate training to improve their skills for the benefit of the organization. These

tests measure several abilities such as memory, vocabulary, verbal fluency, numerical ability,

perception etc. Eg. Standford-Binet Test, Binet-Simon Test.

2. Aptitude Test: Aptitude test measure an individual’s potential to learn certain skills-

clerical, mechanical, mathematical, etc. These tests indicate whether or not an individual has

the capabilities to learn a given job quickly and efficiently. In order to recruit efficient office

staff, aptitude tests are necessary. An aptitude tests is always administered in combination

with other tests like intelligence and personality tests as it does not measure on-the-job-

motivation

3. Personality Test: Of all test required for selection the personality tests have generated a lot

of heat and controversy. The definition of personality, methods of measuring personality

factors and the relationship between personality factors and actual job criteria has been the

subject of much discussion. Researchers have also questioned whether applicants answer all

the items truthfully or whether they try to respond in a socially desirable manner. Regardless

of these objections, many people still consider personality as an important component of job

success.

4. Achievement Tests: These are designed to measure what the applicant can do on the job

currently, i.e., whether the testee actually knows what he or she claims to know. A typing test

tests shows the typing proficiency, a short hand tests measures the testee ability to take

dictation and transcribe, etc. Such proficiency tests are also known as work sampling test.

Work sampling is a selection tests wherein the job applicant’s ability to do a small portion of

the job is tested.

5. Simulation Tests: Simulation exercise is a tests which duplicate many of the activities and

problems an employee faces while at work. Such exercises are commonly used while hiring

managers at various levels in an organisation. To asses the potential of a candidate for

managerial positions assessment centres are commonly used.

6. Assessment Centre: An assessment centre is an extended work sample. It uses procedures

that incorporate group and individual exercises. These exercises are designed to stimulate the

type of work which the candidate will be expected to do. Initially a small batch of applicants

comes to the assessment centre (a separate room).

7. Graphology Test: Graphology involves using a trained evaluator to examine the lines,

loops, hooks, stokes, curves and flourishes in a person’s handwriting to assess the person’s

personality and emotional make-up.

Polygraph (Lie-Detector) tests: the polygraph records physical changes in the body as

the tests subject answers a series of questions. It records fluctuations in respiration, blood

pressure and perspiration on a moving roll of graph paper. The polygraph operator forms a

judgement as to whether the subject’s response was truthful or deceptive by examining the

biological movements recorded on the paper.

8. Integrity Test: These are designed to measure employee’s honestly to predict those who are

more likely to steal from an employer or otherwise act in a manner unacceptable to the

organization. The applicants who take these tests are expected to answer several ‘yes’ or ‘no’

type questions such as:

Typical Integrity Questions

Typical Integrity Questions Yes No

Have you ever told a lie?

Do you report to your boss if you know of

another employee stealing from the store?

Do you carry office stationary back to your

home for occasional use?

Do you mark attendance for your colleagues

also?

Often these tests contain questions that repeat themselves in some way and the evaluator then

examines the consistency in responses. Companies that have used integrity tests have reported

success in tracking employees who indulge in ‘theft’. However, these tests ultimately suffer from

the same weakness as polygraph and graphology test.

Step 5: SELECTION INTERVIEW:

Interview is the oral examination of candidates for employment. This is the most essential step in

the selection process. In this step the interviewer matches the information obtained about the

candidates through various means to the job requirements and to the information obtained

through his own observations during the interview. Interview gives the recruiter an opportunity –

To size up the candidate personally;

To ask question that are not covered in the tests;

To make judgments on candidates enthusiasm and intelligence;

To assess subjective aspects of the candidate – facial expressions, appearance,

nervousness and so forth;

To give facts to the candidates regarding the company, its policies, etc. and promote

goodwill towards the company.

PHYSICAL EXAMINATION:

After the selection decision and before the job offer is made, the candidate is required to

undergo a physical fitness test. A job offer is often contingent upon the candidate being declared

fit after the physical examination.

Step 6: MEDICAL EXAMINATION:

Certain jobs require physical qualities like clear vision, perfect hearing, unusual stamina,

tolerance of hard working conditions, clear tone, etc. Medical examination reveals whether or not

a candidate possesses these qualities.

Step 7: REFERENCE CHECKS

Once the interview and medical examination of the candidate is over, the personnel department

will engage in checking references. Candidates are required to give the names of 2 or 3

references in their application forms. These references may be from the individuals who are

familiar with the candidate’s academic achievements or from the applicant’s previous employer,

who is well versed with the applicant’s job performance and sometimes from the co-workers. In

case the reference check is from the previous employer, information in the following areas may

be obtained.

Step 8: HIRING DECISION:

The line manager has to make the final decision now – whether to select or reject a candidate

after soliciting the required information through different techniques discussed earlier. The line

manager has to take adequate care in taking the final decision because of economic, behavioral

and social implications of the selection decisions. A careless decision of rejecting a candidate

would impair the morale of the people and they suspect the selection procedure and the very

basis of selection in a particular organization.

1.3 Discuss fairness, objectivity and equality of opportunity as elements

of recruitment and selection

1. Introduction

Providing equal opportunities to all employees, potential employees without discrimination. This

policy sets out the organization’s position on equal opportunity in all aspects of employment,

including recruitment, training and promotion, and provides guidance and encouragement to

employees at all levels to act fairly and prevent discrimination on the grounds of sex, race,

marital status, disability as defined by the Disability Discrimination Act 1995.

2. Definition of Discrimination

Discrimination can be direct or indirect. Both forms of discrimination must be avoided.

Direct discrimination occurs when one person is treated less favorably than another on grounds

relating to sex, race, marital status, age, disability, sexual orientation or religion.

Indirect discrimination occurs where a requirement is imposed which can be complied with by a

smaller proportion of persons of a particular sex, race, marital status, disability, age, part-time or

fixed term contract status, sexual orientation or religion, than persons in another group and which

is not objectively justifiable in the given situation.

3. Policy Statement

It is the policy of company to ensure that no job applicant or employee receives less favorable

treatment on the grounds of sex, race, marital status, disability, age, part-time or fixed term

contract status, sexual orientation or religion, or is disadvantaged by conditions or requirements

that cannot be shown to be justifiable. The organization is committed not only to its legal

obligations but also to the positive promotion of equality of opportunity in all aspects of

employment.

The Company recognizes that adhering to the Equal Opportunities Policy combined with the

relevant employment policies and practices, maximizes the effective use of individuals in both

the organization’s and employees’ best interests. Company recognizes the great benefits in

having a diverse workforce with different backgrounds, solely employed on ability.

4. Scope

The equal opportunities policy is applicable to all those who provide services to the business (or

apply to work for) as well as those directly employed by the company.

5. Objective and Commitment

The overall objective is to ensure that Aspire-i provides equality of opportunity to all persons

without discrimination.

We are committed to:

Promoting equality of opportunity for all employees and potential employees

Promoting positive and harmonious working environment in which all persons are treated

with dignity and respect

Preventing occurrences of unlawful direct discrimination, indirect discrimination,

harassment and victimization

Fulfilling all our legal obligations under the equality legislation and associated codes of

practice

Complying with our own equal opportunities policy and associated policies

Taking lawful affirmative or positive action, where appropriate

All breaches of equal opportunities policy will be investigated as alleged misconduct

which could lead to disciplinary proceedings.

This policy is fully supported by senior management and has been agreed with UNISON

6. Aspects of Employment

All colleagues who are involved in any aspect of people management have specific

responsibilities in relation to equality and diversity incorporated into their job descriptions

6.1 Recruitment and promotion

Advertisements for posts will give sufficiently clear and accurate information to enable

potential applicants to assess their own suitability for the post. Information about vacant

posts will be provided in such a manner that does not restrict its audience in terms of sex,

race, marital status, disability, age, part-time or fixed term contract status, sexual

orientation or religion.

6.2 Employment

Company will not discriminate on the basis of sex, race, marital status, disability, age,

part-time or fixed term contract status, sexual orientation or religion in the allocation of

duties between employees employed at any level with comparable job descriptions.

6.3 Training

Employees will be provided with appropriate training regardless of sex, race, marital

status, disability, age, part-time or fixed term contract status, sexual orientation or

religion. Individual circumstances, including those of people with caring responsibilities

or who have a disability, will be taken into account to ensure equality of access to

training opportunities.

7. Roles and Responsibility

All employees of Company, including members of the Board, managers of the company,

employees, sub-contactors and associates have a responsibility to ensure that we work in a fair

and just organization. Some colleagues have specific responsibilities in line with this policy:

2.1 Analyze staffing resources to meet current and future objectives.

In uncertain business settings, the significance of strategic human resources planning can

become obvious very quickly. A company that reacts to circumstances by cutting staff as a

measure to reduce short-term overhead can create unwanted repercussions. What initially looked

like a smart and necessary move to economize in lean times can end up costing the company

much more in the long-run. The resources that will be needed to subsequently recruit, hire, and

train new employees may well exceed any short-term cost savings.

HR Training:

Many organizations that attempt to hire and retain qualified staff without the assistance of

a human resources (HR) professional soon realize that HR training and expertise are

essential to successful recruitment. Hiring, and just as importantly, retaining the right

person for the job saves an organization critical amounts of time and money in the long

run.

Many workers are able to gain entry-level employment with high-school diplomas and

minimal work experience, though individuals who wish to obtain advanced HR jobs are

typically required to obtain bachelor's or master's degrees, complete extensive on-the-job

training, and get HR certification from nationally recognized professional organizations.

In the United States, associations such as the American Society for Training and

Development (ASTD), World at Work, and the Society for Human Resource

Management (SHRM) offer individuals the opportunity to get HR certification in specific

divisions.

Human Resources Planning:

The resources that will be needed to subsequently recruit, hire, and train new employees

may well exceed any short-term cost savings. Forward-looking human resources planning

typically anticipates future staffing requirements. It can help organizations avoid cost

errors.

This aids a business in keeping up with new campaigns and expansion efforts. Failure to

conduct human resources planning can result in low performing departments, employee

dissatisfaction and added strains on existing resources.

Strategic Human Resources Planning:

Both employees and the company will often realize many benefits of planning over the

long-run. In uncertain business settings, the significance of strategic human resources

planning can become obvious very quickly. A company that reacts to circumstances by

cutting staff as a measure to reduce short-term overhead can create unwanted

repercussions.

Providing specialized on-site training, even if provided by senior members of the

company, and offering one-on-one assessment and coaching sessions, can help

employees reach peak performance rates. An important aspect of strategic human

resource management is employee development. This process begins when a company is

recruiting and interviewing prospective employees.

Human Resources Succession Planning:

Usually, the CMS can create an employee’s profile that can be compared to a current job

profile, making for an easier decision on which employee is most suitable for the

position. The system can also create “succession planning,” which helps a company

determine the candidates most deserving of a promotion or those qualified to move to

another vacant position.

Human Resource Planning System:

The resources that will be needed to subsequently recruit, hire, and train new employees

may well exceed any short-term cost savings. Forward-looking human resources planning

typically anticipates future staffing requirements. It can help organizations avoid cost

errors.

Human resource staffing is a vital aspect of being able to meet the demands of the market

economy. Having a solid human resources staffing system also reduces turnover which

can pose a problem in many challenging industries.

Human Resources Planning Society:

In that function, the candidate should be exclusively occupied with human resources

issues, although not necessarily with the broad strategic planning components of HR that

are generally addressed by a company's executive leadership.

The exam itself is created by the Human Resources Certification Institute (HRCI), which

is part of the Society for Human Resource Management (SHRM). HRCI prepares and

sells exam preparation materials, including study guides and sample tests.

2.2 Develop both a job description and person specification.

JOB DESCRIPTION

Job title: Chief Executive

The person appointed will be the first paid CEO of TB Alert, the Chair having undertaken the

directorial function up to now. Creation of the CEO post is seen as a major step-change for the

organization and as the launch pad for a notable increase in activity and impact.

Purpose of job:

To develop the scale and reach of TB Alert’s activities and specifically to:

• Lead TB Alert in the implementation of its business plan;

• Create an even more effective organization capable of delivering excellent, sustainable projects

which contribute towards our goal of increasing access to effective TB treatment;

• Manage the professional staff so as to enable them to maximize their personal contributions;

• Ensure that the charity is well administered and meets its governance responsibilities;

• Enhance the charity’s impact and profile both nationally and internationally.

Main tasks:

Leading and managing the organization

• Work with the Board and its committees to define strategies to implement and further develop

the business plan;

• Lead implementation of the Business Plan, including reviewing progress against the plan and

set appropriate targets;

• Develop operating policies to ensure programs and activities are implemented effectively;

• Have responsibility for day-to-day financial management of the charity, including preparation

of budgets for agreement by the relevant committees of Trustees, and ensuring that income is

maintained and expenditure is controlled in line with budgets and that potential risks are

identified and managed;

• Define the resources (human, material and financial) needed to operate effectively and play a

part in the fundraising required to provide them, particularly in developing relationships with

institutional and statutory grant-makers and high value supporters;

• Lead the staff team and conduct their annual appraisals against agreed personal objectives;

• Work closely with the Chair and Secretary of TB Alert India to provide guidance for the staff

in that country (and other countries where representatives or staff may be appointed).

External Relations:

• Represent TB Alert and maintain effective relationships with principal supporters and

stakeholders including the UK general public, donors and funders, patients and overseas

partners;

• Lead TB Alert advocacy activities including maintaining and developing relationships with

relevant Government departments in the UK and Brussels, with parliamentarians, and with

other significant decision-makers;

• Develop and maintain relations with partner agencies, notably Stop TB Partnership, the

International Union against Tuberculosis and Lung Disease, Results UK, British Lung

Foundation, British Thoracic Society, Target Tuberculosis and Chest, Heart, & Stroke

Association, Scotland;

• Develop and maintain relations with other relevant commercial or institutional bodies in the

medical, pharmaceutical, international development and community health fields;

• Act as the "public face" of TB Alert, representing the charity in press and public appearances

when required.

PERSON SPECIFICATION

The trustees are willing to consider candidates from any background provided they can

demonstrate both the relevance of their skills and experience, and a sense of urgency and

commitment to respond to one of the world’s great killer diseases.

It is likely that the person appointed will be able to show:

• An extensive knowledge and experience of either the Public Health or International

Development sectors, preferably with an NGO focus;

• Three years or more experience in managing a large department or small organization;

• The ability to prepare and manage budgets;

• A record of successful leadership through periods of rapid growth and/or

organizational change;

• Excellent strategic development skills;

• Familiarity with UK charity law and governance issues;

• Experience of staff management including personal development and objective setting;

• Experience of program development, applications to statutory funders and management

of large statutory grants

• The ability to work in a self-directed manner, and to develop good working relationships

with stakeholders and partners;

• Computer literacy in dealing with standard MS word and data processing, spreadsheet

and communication packages.

2.3 Develop a case for additional staffing resources.

 Additional Staffing Resources case study

Case Study 19.3: The Yorkshire and Lincolnshire Bank

The bank came into existence two tears ago, on the merger of two separate organizations. One

was the Selby and Goole Building Society, a savings and loan organization with approximately

4,000 staff (800 at headquarters and the remainder in its 250 high street branches). In this

organization management’s motive was to merge with a mutually compatible partner to reduce

its vulnerability to hostile takeover bids and facilitate a move into high street banking. The other

was the Humberside Bank, with about 5,500 employees (1,000 at headquarters and 4,500 in its

250 branches), which merged because of increasingly severe competition from larger, more

progressive banks.

The directors of the new organization decided that its aim should be to become fully competitive

with other high street banks, which would require shedding the rather old-fashioned images of

the prior organizations. Although it had a suitable range of products to do this, a much more

aggressive sales and marketing effort would be required at all levels. However, it was estimated

that 25 per cent of existing headquarters staff would be unsuitable for these activities and, in

addition, significant changes were needed at branch level. For example, people had to become

conversant with the products of both organizations, and there would need to be pronounced

changes in the status and role of branches. Traditionally branches had been highly autonomous,

with branch managers controlling all activities. In the future many of them would become

satellites, with back office activities concentrated in one branch or a regional centre, and the

others relegated to the status of sub-branches, offering only counter services. Moreover, to

expand the volume of business, the new organization decided to open six days each week and to

contain the additional costs that this involved, a much higher proportion of part-time staff would

be used.

Staff began to feel the effects almost immediately. To reduce the number of ‘unsuitable’

employees a programme of voluntary severance with enhanced redundancy payments and

pensions top-up were announced, and over 1,000 people departed within six months. The bank

then recruited a significant number of highly paid specialists in such areas as human resource

management, marketing, publicity and computing from outside the banking industry, together

with a large intake of graduates on an accelerated management training programme. Thus at one

stroke it broke with what had come to be considered the normal pattern in both organizations:

recruitment at sixteen for a planned lifetime career. Shortly after these changes it was noted at a

board meeting that middle managers had begun to report increasing signs of disenchantment

among staff. Sickness absence had nearly doubled and staff was becoming highly resistant to

work anything other than basic hours. Moreover, the director of human resources reported that

employees were leaving the in-house staff association in droves and joining an outside trade

union, which would no doubt seek negotiating rights. This state of affairs caused some

consternation among the directors of the bank. The commitment of staff and their willingness to

change were crucial to future success, but it now appeared that these factors were absent. Thus a

small working party chaired by the director of human resources was formed to consider the

matter. As a first step the working party decided that a survey of staff attitudes was necessary

and an academic, Dr Paul Left, was commissioned to undertake this task. Six months later, he

produced an interim report of his findings, a synopsis of which is given in what follows.

Staff Attitude and Behavior Clusters

The majority of staff in the bank were previously employed in one or other of the two merger

partners. Before commencing the survey it was expected that the different traditions and

backgrounds of the two organizations would be reflected in current attitudes. However, attitudes

were found to be clustered on a different basis and four distinct attitude and behavior clusters

were found. Since there is a degree of attitudinal overlap between two groups, for convenience

these are described first.

Group 1: Longer-serving Headquarters Personnel (both prior organizations)

There are approximately 1,200 staff in this group (57 per cent male and 43 per cent female).

They are aged between 22 and 60 (mean age 37) and the vast majority joined one of the pre-

merger organizations at an early age, usually between 16 and 20. The group also contains a very

small number of graduates who joined direct from university, together with a few qualified

people who joined later in life. In the pre-merger organizations most of them were specialists

who remained in one area of business activity for the whole of their careers. Those who rose in

the occupational hierarchy invariably held specialist banking or building society qualifications,

gained by part-time study.

People in this group have a strong feeling of nostalgia for conditions prior to the merger. When

asked what they felt were the strengths and weaknesses of the respective pre-merger

organizations, they tended to mention only strengths and the following were prominent

responses:

i. the responsibility of handling customers’ money or assets wisely and with probity (66 per

cent)

ii. a good career structure (78 per cent)

iii. working for a caring organization (72 per cent).

An associated question asked what they felt to be the required characteristics of a successful

employee in the pre-merger organization and prominent responses were:

i. attention to detail (75 per cent)

ii. performing one’s own particular duties diligently (89 per cent)

iii. loyalty to the employer (70 per cent)

iv. not exceeding one’s authority or shirking one’s responsibilities (65 per cent).

These people openly admitted that the merger has shaken them to the core, which in some

respects has resulted in an adverse reaction to the new organization. They no longer felt that the

bank valued their expertise and knowledge and most admitted that if they could, they would

leave and find a job elsewhere. A number referred to the current organization in disparaging

terms, for example its not being a bank (or building society) any more, but just a money shop.

Perhaps because of their nostalgia and fondness for the past, many try to retain some semblance

of things as they were, both in a physical way and in terms of behavior. For instance, the size and

quality of office furniture tends to indicate seniority and status, and a great deal of deference and

visible respect is shown to superiors. Desks are always tidied up prior to leaving in the evening

and papers are put away in drawers. Lunchtime conversation often includes a degree of fond

reminiscence about the pre-merger working situation and, unless work itself strictly demands it,

they tend to shun contact with newer members of the organization. Indeed people in this group

are sometimes referred to in slighting terms, such as ‘the others’, ‘the flash Harrys’, ‘the spivs’

or ‘the young Turks’.

Group 2: Longer-serving Branch Staffs (both prior organizations)

This group numbers approximately 6,000 is dispersed among the bank’s 500 high street branches

and consists of full-time staff, from counter clerks to branch managers. The gender composition

and age distribution are roughly the same as group 1, but the mean age is slightly lower at 35.

These people mostly joined one of the pre-merger organizations direct from school, and

graduates or those with higher level qualifications are extremely rare. Few have ever worked in

anything other than a high street branch, although everyone but the juniors has experience of

counter activities and ‘back office’ work. Like group 1, they have a nostalgic view about the pre-

merger situation and are very similar in their perceptions of the strengths of the prior employer

and what were the required characteristics of a successful employee. However, they have a much

stronger dislike of post-merger working, and at times these verges on a bitter sense of betrayal.

The most resented aspects of current work are: (i) the removal of a full range of high street

banking activities from branches; (ii) the new emphasis on selling, rather than advising and

guiding customers. A comment which perhaps sums this up is: ‘There is so much pressure to sell

something to customers that the place has started to feel like a second-hand car showroom.’

Overall, though, the most resented feature of the new organization is what is perceived to be a

complete loss of career opportunities and to quote again: ‘We are history; the future belongs to

the spivs.’

Group 3: New Headquarters Staff

There are approximately 400 staff in this group, with equal percentages of males and females and

an average age of 29. They were mainly recruited within the last two years and make up the bulk

of personnel in either new departments or those that have grown significantly since the merger,

such as human resources, computing, marketing, public relations and product development.

Since they are comparatively recent recruits they have little first hand knowledge of the past and

seem to be committed to the future. When asked they readily identified both strengths and

weaknesses of the bank. The most frequently identified strengths were:

i. rapidly becoming more commercially orientated (69 per cent)

ii. a desire to be a ‘winning’ organization (80 per cent)

iii. a willingness to invest in new technology and staff resources (76 per cent)

iv. a desire to create a new image (53 per cent).

Weaknesses mentioned were:

i. too strong an attachment to the past by some employees (91 per cent)

ii. inflexibility of other employees (82 per cent)

iii. a tendency to move at the pace of the slowest group of staff (88 per cent).

When asked what they felt are, or should be the characteristics of a successful bank employee,

the most frequently mentioned attributes were:

i. performance orientated (78 per cent)

ii. flexibility (67 per cent)

iii. well educated (93 per cent)

iv. competitive (80 per cent)

v. Committed to end results rather than the means to ends (76 per cent).

Most of these people tend to be grouped together in new departments staffed exclusively by

themselves, or where they are in the majority. Their behavior contrasts sharply with people in

group 1. There is little impression of a quiet, orderly and efficient way of doing things and, at

first sight, an observer could be forgiven for thinking that chaos reigns. These people have a

‘can-do’ way of working, and getting things done seems to dominate their attitudes and behavior.

This often means working late into the evening, which sometimes means that they do not come

into work until late the following morning. What characterizes these departments is a strong

collegiate atmosphere in which managers and subordinates are usually on first-name terms and

there is a complete absence of a dress code.

Among these employees there is some recognition that they are different to other people and an

awareness that prior employees could resent or dislike them. Because of this they tend to mix

only with others in the same group and, except for contact about work tasks, they avoid people

from group 1, to whom they sometimes refer rather scathingly as ‘the suits’ or ‘the clones’.

Group 4: New Recruits

This group numbers about 2,000 and consists of part-time, female employees, most of whom

work in branches, but with a few at headquarters. Their average age is 30, but there are two

distinct sub-groups: young women with no children who either only want to work part time or

who would prefer to work full time but cannot obtain a position; married women over 35 who

have returned to work on a part-time basis through choice. They have all been recruited fairly

recently and have little knowledge of pre-merger conditions. Although they were asked about the

strengths and weaknesses of the bank the questions were often greeted with a quizzical look that

gave the impression that such considerations are irrelevant. Thus there was no clear and coherent

pattern of responses, which also applies to questions regarding perceptions of the ideal

characteristics of a successful employee. These evoked only three responses, which were given

by almost everybody: (i) punctuality; (ii) reliability; (iii) knowing your place. Thus there is an

impression that people in this group have a strongly instrumental view of work. They work

because they need the salary and have little desire to become too deeply involved with an

employing organization. This does not mean that they are less diligent than full-time employees,

most of who speak highly of their part-time colleagues. Neither does it mean that they do not mix

or socialize with full timers. Rather it indicates that they either take friendly relations with their

colleagues for granted or do not recognize that it is a facet of work they enjoy.

Although Dr Left’s report confirmed some of management’s worst fears it also gave a clearer

view of the different employee perspectives. However, by the time it was received, over 5,000

employees had resigned from the in-house staff association and in excess of 7,000, some of

whom were new part-time workers, had joined the Bank Staffs Union, which was pressing hard

for recognition rights. Most directors were extremely reluctant to break with tradition by

recognizing an external trade union and the working party headed by the director of human

resources met regularly to try to identify a solution to the issue of staff morale. At some point the

phrase, ‘a problem of multiple cultures’ was coined by the director. He also noted that employee

opinions were so divergent that it would be extremely difficult to find a way of pacifying one

group without upsetting another and, in any event, many of the changes that had upset some

groups were now irreversible. Some way had to be found of bringing about a more uniform

culture that was supportive of the organization’s aims and strategy. With these points in mind he

asked members to give the matter some thought and come to the next meeting with suggestions.

Questions

1. How would you characterize current staff behavior at the Yorkshire and Lincolnshire

Bank?

2. Do you feel that their behavior is attributable to the changes that have taken place, and

why?

3. Are the perspectives, opinions and attitudes held by employees likely to affect

achievement of the bank’s strategic plans?

4. To what extent did the management of the bank take the cultures of the two prior

organizations into account in constructing and implementing its strategic plan?

5. In your opinion is the current situation likely to be a long-term or short-lived

phenomenon and to what extent do you feel it will be an impediment to what the

management of the bank is trying to achieve?

6. Using Schein’s layered model of organizational culture, map the three levels of culture

for the different groups in the Yorkshire and Lincolnshire Bank.

7. Assuming that you are a member of the human resource director’s working party what

arguments would you put forward at the next meeting with respect to:

o Whether there is a ‘problem of multiple cultures’?

o Whether it would be advantageous for the bank to have a culture that is stronger

and more homogeneous?

o The characteristics of an appropriate culture for the bank?

o The practical steps that the bank could take to bring about a revised organizational

culture, and what techniques could be used to do this?

8. How would you describe the organizational climate in the Yorkshire and Lincolnshire

Bank two years after the merger took place?

9. To what extent is the climate in the bank likely to affect its capability to change its

culture?

3.1 Discuss the stages of a selection process

Stages in Selection Process:

• Stage 1: Screening Of Application Forms.

• Stage 2: Tests--Intelligence, Aptitude, Personality, Achievements, Simulation.

• Stage 3: Selection Interview.

• Stage 4: Selection Decision

Stage 1: Screening Of Application Forms.

Application blank or form is one of the most common methods used to collect information on the

various aspects of the applicants’ academic, social, demographic, work related background and

references. It is a brief history sheet of employee’s background, usually containing the following

things:

Personal data (address, sex, telephone number)

Marital data

Educational data

Employment Experience

Extra-curricular activities

References and Recommendations

Stage 2: Tests--Intelligence, Aptitude, Personality, Achievements, Simulation.

Selection Testing

In this section let’ examine the selection test or the employment test that attempts to

asses intelligence, abilities, personality trait, performance simulation tests including work

sampling and the tests administered at assessment centres- followed by a discussion about the

polygraph test, graphology and integrity test.

Intelligence Tests

These are mental ability tests. They measure the incumbent’s learning ability and the ability to

understand instructions and make judgements. The basic objective of such test is to pick up

employees who are alert and quick at learning things so that they can be offered adequate

training to improve their skills for the benefit of the organization. These tests measure several

abilities such as memory, vocabulary, verbal fluency, numerical ability, perception

Aptitude Test

Aptitude test measure an individual’s potential to learn certain skills- clerical, mechanical,

mathematical, etc. These tests indicate whether or not an individual has the capabilities to learn a

given job quickly and efficiently. In order to recruit efficient office staff, aptitude tests are

necessary. An aptitude tests is always administered in combination with other tests like

intelligence and personality tests as it does not measure on-the-job-motivation

Personality Test

Of all test required for selection the personality tests have generated a lot of heat and

controversy. The definition of personality, methods of measuring personality factors and the

relationship between personality factors and actual job criteria has been the subject of much

discussion. Researchers have also questioned whether applicants answer all the items truthfully

or whether they try to respond in a socially desirable manner. Regardless of these objections,

many people still consider personality as an important component of job success.

Achievement Tests:

These are designed to measure what the applicant can do on the job currently, i.e., whether the

testee actually knows what he or she claims to know. A typing test tests shows the typing

proficiency, a short hand tests measures the testee ability to take dictation and transcribe, etc.

physical manipulations of things(e.g., trade tests for carpenters, electricians, plumbers) or

Verbal, involving problem situation that are primarily Such proficiency tests are also known as

work sampling test. Work sampling is a selection tests wherein the job applicant’s ability to do a

small portion of the job is tested. These tests are of two types; Motor, involving language-

oriented or people-oriented (e.g., situational tests for supervisory jobs).

Simulation Tests:

Simulation exercise is a tests which duplicate many of the activities and problems an employee

faces while at work. Such exercises are commonly used while hiring managers at various levels

in an organisation. To asses the potential of a candidate for managerial positions assessment

centres are commonly used.

Stage 3: Selection Interview.

Interview is the oral examination of candidates for employment. This is the most essential step in

the selection process. In this step the interviewer matches the information obtained about the

candidates through various means to the job requirements and to the information obtained

through his own observations during the interview. Interview gives the recruiter an opportunity –

To size up the candidate personally;

To ask question that are not covered in the tests;

To make judgments on candidates enthusiasm and intelligence;

To assess subjective aspects of the candidate – facial expressions, appearance,

nervousness and so forth;

To give facts to the candidates regarding the company, its policies, etc. and promote

goodwill towards the company.

Stage 4: Selection Decision

When making and processing the final selection decision, there are three points to bear in mind:

Decisions need to be based solely on the criteria previously defined in the person

specification and on the needs of the job.

A brief written assessment of each interviewed candidate should be produced and kept

with other papers relating to the selected candidates applications for at least six months

from the date of the offer of appointment. (If a rejected candidate makes a formal

complaint about unlawful discrimination, the Employment Tribunal will ask for such

assessments.)

A candidate should not be rejected solely on the assumption that their prospective

colleagues may resent the appointment of a candidate of a particular sex or ethnic origin

or on any other generalized grounds.

3.2 Describe the methods to support selection decision.

Methods to support selection decision.

1-Interview Techniques

There are many possible approaches to conducting a selection interview.  Whatever the approach

one point is certain - the interview will be extremely important to both the applicant and the

employer.  For most selection situations, the interview provides the opportunity to evaluate

applicants and for applicants to gain an impression of the organization at first hand.

Major features of the approach to selection interviewing recommended include:

Focusing attention on the competencies most critical to success in the position, and

making the most effective use of the interviewing time available.

Use of a structured interview format based on careful preparation of a written checklist of

questions.

An emphasis on obtaining specific examples of relevant past behavior, rather than

attempting psychological analysis of personality which uses hypothetical questions or

relying on subjective reactions to applicants.

Use of several interviewers (panel) to share information, offset 'judgment bias' and to

reach consensus ratings of applicants.

Separation of fact gathering from comparative evaluation of applicants.

Objective, reliable and logical methodology.

Note taking during the interview, and documentation of the reasons for selection

decisions.

i. Plan for the interview

More effective use of interview time is gained by reviewing job requirements in order

to prepare a list of interview questions which will provide job relevant information. 

Sample interview questions and sample interview plans have been prepared to assist

you in your preparation.

ii. Separate data collection and judgment

Interviewers often make lasting decisions about applicants in the first few minutes. 

The usefulness of the interview as an information gathering process is then lost as the

interviewer simply looks for information to support this initial judgment.  Using a

structured interviewing process to seek information on job relevant behavior

minimizes this problem.

iii. Behavior predicts behavior

If you want to know how somebody is likely to behave in a certain situation, the best

thing to find out is how they behaved in the past when placed in a similar situation.  If

a candidate has been able to meet deadlines and to work well with other people in the

past, then the chances are they will be able to do so in the future.  As with any

prediction method, you will sometimes be wrong using past behavior to predict future

behavior so care must be taken to find supportive evidence (i.e. through referee

reports). 

iv. Develop questioning, listening and note taking skills

Knowing what to look for and having planned questions which will draw out

information about the relevant past behavior of applicants is a good start. 

Interviewers still need to conduct the interview skillfully, however.  The key skills of

questioning, listening and note taking are central to the success of the interview.  The

criteria focused interviewing process provides clear guidelines for applying these

skills to meet the needs of both the interviewer and the applicant.

2-Integrating the interview with other selection techniques

The clear criteria and rating methods utilized allow for integration of interview findings with

other selection techniques such as the application, referee reports, samples of job behavior and

ability tests.  Psychological tests are not currently used by USQ.  This means the accuracy of the

interview and other selection tools can be cross-checked.  Alternatively, different selection tools

can be used to measure different competencies relevant to the position.  This specialization

allows for more in-depth coverage of competencies.  A simple example might be when selecting

a computer operator.  A test of ability might be used instead of using the interview or referees'

report to get information about past performance or skill levels.  Similarly, having a lecturer

make a presentation may allow for an assessment of prepared oral presentation skills.  The

interview and referees' reports can then concentrate on other critical aspects.  However, they

should be focused clearly on objective and independent feedback of the applicant against the

selection criteria.  When the results of the application and interview are added to results of tests

and referees' reports, a comprehensive profile is available for selection decision making.

3-Selection decision making by panel discussion

When the interviewing, reference checking and other information gathering stages are complete,

a final decision can be made.  In the process recommended, a number of people will have been

involved in gathering information.  It is important for each person to share the information so

that all relevant data is considered.  This requires an effective process of group decision making. 

Bringing applicant data together and discussing it, criterion by criterion, allows for ratings to be

supported by behavioral or factual evidence - not just surface impressions.  These findings need

to be documented on the interview summary form. 

3.3 Identify the stages of a selection process, where records are kept and nature of those

records

Stage 1: Screening Of Application Forms.

Stage 2: Tests--Intelligence, Aptitude, Personality, Achievements, Simulation.

Stage 3: Selection Interview.

Stage 4: Selection Decision

The record unique in relation to other types of information.

1. Records are evidence of actions and transactions;

2. Records should support accountability, which is tightly connected to evidence but

which allows accountability to be traced;

3. Records are related to processes, i.e. “information that is generated by and

Linked to work processes”

4. Records must be preserved, some for very short time and some permanently.

These four characteristics of records make them different from other types of

information. In an organization records are part of the organizational memory and are used to

support organizational management. The evidential value of a record can only exist if the

content, structure and context are preserved. The context is the link between different

records that belong together, and also to the process where the record was created.

The above criteria are defining what a record must achieve, but the criteria do not explain

and exemplify what characteristics are needed in order for records to be formalized in an

information system.

Selection Procedure

The Main Objective of a selection procedure is to determine whether an applicant meets the qualification for a specific job, and then to choose the applicant who is most likely to perform well in that job.

The entire process of selection begins with an initial screening interview and concludes with a final employment decision. When a selection policy is formulated, organizational requirement like technical and professional dimensions are kept in mind.

3.4 Evaluate the selection process

Selection process can be evaluated as:

1. Reception of applications or preliminary screening

2. Application bank that gives a detail about the applicant's background and life history

3. A well conducted interview to explore the applicant's background

4. The physical examination

5. Psychological testing that gives an objective look at a candidates suitability for that job

6. A reference check

7. Final Selection approved by the manager

8. Communication of the decision to the candidate.

4.1 Identify a communication required during a selection process.

Three strategies can be used to determine the validity of a selection method. The following

section lists and discusses these strategies:

1. Content-oriented strategy: Demonstrates that the company followed proper procedures in

the development and use of its selection devices.

2. Criterion-related strategy: Provides statistical evidence showing a relationship between

applicant selection scores and subsequent job performance levels.

3. Validity generalization strategy: Demonstrates that other companies have already

established the validity of the selection practice.

4.2 Develop an induction plan for an appointed candidate

A suitable Induction Program should be prepared for the new employee, which includes:

Background to the organization

I.e. Services provided Number of Employees, the organizations Mission

Statement and Future.

Geographical layout

I.e. Departments, Services, Facilities, Car Parking.

Policies & procedures

I.e. Personnel, Industrial Relations, Health & Safety.

The employees rights, responsibilities & benefits

o Rights: Wage/Salary System, Pension Arrangements and further

education/training.

o Responsibilities: Hours, Sickness, Health, Safety and Fire Regulations.

o Benefits: Holidays, Services - (Private Health Insurance, Staff Restaurant)

and Sports & Social Activities.

The line manager for the new appointee will need to plan, and make arrangements

for, the local induction. This is likely to extend over a number of weeks.

Induction is not something that can or should be highly standardized. Instead it should

be tailored to the needs of the new post holder and the specific areas of responsibility

that they will hold.

The line manager will make arrangements for the new starter’s arrival, for example

by making sure that a desk, chair, telephone and PC are set up.

General induction to QAA

The general induction to QAA normally takes place on the employee’s first day, and

spans the majority of that day. The format is, however, modular, and so it is possible

to fit this around the other activities in the team or commitments of the line manager.