7.1 Capon: Understanding Organisational Context 2nd edition © Pearson Education 2004 Understanding Organisational Context 2e Slides by Claire Capon Chapter.

7.1Capon: Understanding Organisational Context 2nd edition © Pearson Education 2004

Understanding Organisational Context 2e

Slides by Claire Capon

Chapter 7

Human resource managementWorkplace legislation

Employee recruitment process


Employment legislation

• Contract of Employment Act 1963

• Industrial Relations Act 1971

• Employment Acts 1980, 1982 1988 & 1990

• Trade Union Act 1984


Health & Safety legislation

• Factories Act 1961

• Offices, Shops & Railways Act 1963

• Fire Precautions Act 1971

• Health & Safety at Work Act 1974


Discrimination commissions

• Equal Opportunities Commission– Equal Pay Act 1970– Sex Discrimination Act 1975

• Commission for Racial Equality– Race Relations Act 1976

• Disability Rights Commission– Disability Rights Commission Act 1999


Table 7.2 Employee recruitment process


Assessment of the job

Stage 1

Job analysis

Job description


Job analysis

• Collect information on the:

- tasks and activities of the job

- responsibilities of the job

- conditions under which the job is done


Job analysis

• Examine current job description

• Speak to:

- the current job holder

- their manager

- their peers and subordinates


Job description

• Update the job description

• Identification of the job

• Summary of the job

• Content of the job

• Working conditions

• Performance standards


Assessment of type of applicant

Stage 2

Person specification

Key results areas



• Review updated job description(this outlines the job)

• Translate job tasks and activities into required skills and abilities

• Update personnel specification (this outlines the person)



• Apply Rodger’s 7 point plan by:

- drawing up a set of criteria to assess all applicants

- deciding which criteria will be essential and which desirable


Table 7.5 Rodger’s seven-point planSource: Torrington, D and Hill L (1995) Personnel Management: HRM in Action (3rd edn), Harlow: Prentice Hall.



• Physical make-up required for effective performance of the job includes:

- appearance, health, fitness, manner and voice



• Attainment - deals with education and previous employment

• Covers qualifications, and type and amount of work experience required



• General intelligence is assessed, as jobs requiring complex work patterns require a different level of general intelligence to those which are repetitive and routine



• Special aptitudes cover:

- already-acquired knowledge or skills needed for effective performance in the job

- ability of applicants to adapt existing skills and knowledge



• Interests covers:

- relevant out-of-work activities which

support the application for employment



• Disposition covers relevant personal characteristics, such as an ability to:

- meet tight deadlines

- work well in a team

- work on own initiative



• Circumstances covers those which will have to be met by the successful applicant on a regular basis

e.g. shift work, working away from home or being on call


Key results areas

• Key results areas provide the job holder with the:

- expected goals, outputs and outcomes of the

job

- basis for his/her appraisal


Attracting applicants

Stage 3

Placement of the advertisement

The advertisement


Placement of advert

• Internal advertising, vacancy sheet, vacancy list on premises

• Technical or industry press:

e.g.New Scientist

The Bookseller


Placement of advert

• National press:

e.g. Independent, Guardian, The Times, Daily Telegraph, Financial Times

Sunday Times, Observer, Independent on Sunday


Placement of advert

• Local press in South Yorkshire:

Sheffield Star

Yorkshire Post

Barnsley Chronicle


Placement of advert

• Job centres

• Employment agencies

• Management selection consultancy

• University careers service

• School careers service


The advert

• The advert should contain brief details on the:

- organisation and its line of business

- job and duties, summarised from the job description


The advert (cont.)

- key requirements for the job, summarised from

the person specification

- salary or salary scale and how people can apply

for the vacancy


Assessing applicants

Stage 4

Assessment of

application forms

Assessment of applicants


Assessment of application forms

• Does the applicant meet the essential criteria covering the following key areas?

- qualifications

- work experience

- aptitudes


Assessment of application forms

• Does the applicant meet any of the desirable criteria?

• Reject applicants who meet none or few of the essential criteria

• Proceed to the interview stage with applicants who meet the essential and desirable criteria


Table 7.9 Interview structure



• Carry out first interviews

• Select candidates for second interviews

• Aptitude tests

• Carry out second interviews



• A good interviewer will:

- choose an appropriate environment (private

and quiet)

- seek to relax the applicant



- set the scene by recapping on the job and type of

person sought

- structure the interview around the application or person specification



- ensure relevant questions are asked - relevant

questions will give enough information to assess if the applicant meets the criteria on the person specification



- ask open-ended questions - this allows the applicant

to explain his/her answers

- allow the applicant to ask questions - the interview

is a two-way communication process



- close the interview by telling the candidate

when and how they will know the outcome of the interview, and thank the candidate for coming



• Finally, the interviewer(s):

- select the successful applicant

- check references

- confirm appointment

7.1 Capon: Understanding Organisational Context 2nd edition © Pearson Education 2004 Understanding Organisational Context 2e Slides by Claire Capon Chapter.

Documents

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job stage

job conditions

job tasks

job content

job summary