Final Project Recruitment Process

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Recruitment Process

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Introduction

Recruiting and selecting the right people is of paramount importance to the

continued success of any organization. This recruitment and selection policy sets

out how to ensure, as far as possible, that the best people are recruited on merit and

that the recruitment process is free from bias and discrimination.

Defining Recruitment

Recruitment is an important part of a business human resources planning. In all

businesses, people are a vital resource and they need to be managed as such. The

overall aim of the recruitment and selection process is to obtain the number and

quality of employees that are required in order for the business to achieve its

objectives.

Recruitment is becoming more and more important in business. In particular, this

reflects the increasing need for a well-motivated and flexible workforce thatrequires less management supervision.

In general term we can say that Recruitment is a process of attracting a pool of

candidates from specified sources and then selecting the eligible ones through a

specified procedure.

It is important to appreciate that recruitment is a continuous process because of :

Staff departures (e.g. retirements, sackings, resignations)

Changes in business requirements (e.g. new products, markets, expanded

operations)

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Changes in business location (a relocation often triggers the need for

substantial recruitment)

Promotions

So we can say that Recruitment is :

The process of gathering a group of qualified applicants.

Includes tasks like writing a job description and job postings and going

through the steps of posting it internally( e.g Bulletin Board, Intranet and

email notification) externally (e.g. newspaper ads, temp. agencies, internet)

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Recruitment Process

Recruitment process in any organization generally follows the following steps :

Attracting Applications

File of previous applicants can be a good place to start.

Advertising: Phrase the announcement in a way that makes clear what the job

involves and the type of persons needed. Avoid any stipulations which could be

seen as discriminatory e.g. applying an age restriction which is not necessary.

Application Form : A well-designed form can elicit information about the

persons ability and willingness to do the job. Do not ask for irrelevant information.

Make it clear on the form that applicants should consider the points in the job

description and person description when applying. Allow enough space on the form

for applicants answers, and indicate whether continuation sheets can be used. State

clearly on the form the closing date for applications. For senior positions a

supporting letter or CV may also be required; if this is the case indicate the kind of

information sought. A journal application form to be filled by the candidate is

given in the Annexure.

Background Information: Provide applicants with clear, up-to-date and accurate

information about the organization, its work, its priorities and the job. Clearly

indicate the closing date for applications and the short listing and interview dates.

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Selection

Select the best candidate. Be objective and unbiased. Choose the person who best

fits the person specification.

Short listing:Assess applications on the basis of the person specification (standard

forms can be very helpful at this stage). Guard against bias and discrimination

ensure that you select for interview those who match the specifications, regardless

of age, sex, race etc, and that the specifications are not themselves discriminatory.

Interviews: Interview your short-listed candidates. Remember that your job is not

only assess the best candidate for the job, but also to create a great impression of

your organization. Follow the WASP format as an interview structure:

Welcome the candidate and make him/her feel at ease.

Acquire information about the candidate. Do this before you tell him/her

about the job youre less likely to get what he/she thinks you want to hear

this way!

Supply information about the organization and the job.

Part, having agreed what steps are to be followed next.

The amount and quality of the information that you establish will be largely due to

the effectiveness of your questions. Use open questions (e.g. tell me about.. how are

youwhy did you talk me throughdo) and probe from the general to the

specific. Avoid any questions which could be considered discriminatory e.g. asking

only female candidates who look after their young children. If you think such a

question is relevant ask it from all candidates who have children.

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Candidate Assessment: The interview will provide you with some information but

check it out before offering a job. Ways in which you could do this include:

Ask the candidate to show you examples of previous work, do a

presentation, a case study, some tests or a full assessment. Tests can be done

before the interview (either at home, or immediately beforehand) or after

the interview.

Some agencies, faced with large numbers of candidates with dubious

qualifications and no prior experience, have run large-scale tests as part of

the short listing process. Inviting 100 candidates to sit a short exam is one

way to publicly demonstrate equal treatment and selection for interview on

the basis of merit alone.

Taking up references. You must have the specific permission of the

applicant to do so, particularly if you wish to contact their current employer.

If you need them quickly, try phoning.

Get others to see your preferred candidate/s. This could be done informally

e.g. someone could show them around, or talk to them about their job, or

more formally at another interview.

Making a job offer

For your successful candidate:

prepare and send the appropriate documentation;

make up the employees personnel file; and

Arrange the induction plan.

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How to make recruitment process effective

Recruitment process does not have to be elaborate. However, following a consistent

process can lead to lower costs, lower turnover and higher productivity. By making

our companys goals to recruit and select the best candidate for every position we

can make ensure that we will get best out of each and every selected candidate.

When creating our companys personalized recruitment process, we should cover

the following points:

Form a general statement that reflects your companys attitude on the

importance of effective recruiting.

Define what is expected of each individual in the organization.

Determine if we have an open job. Do not assume that because someone has

left our organization, you have an opening. In many cases, responsibilities

can be shuffled, people can be promoted, or the function can be outsourced

or eliminated altogether. Analyze the position to create an all-inclusive job description. The

following should be clear; title; location; reporting structure; salary range;

exempt; qualifications, education; certifications; physical demands; and

work environment.

Think about what questions we want to ask applicants. Make sure that we

know what may legally asked in an interview. Our policy should have this

information listed in it.

Decide where we are going to fine the type of people we need, what internal

and external sources we will use, and how much we want to spend to find

the right person.

Make sure we are fair and consistent during the interview process. Typical

processes include the following: welcome the applicant, outline the

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interview, ask questions, listen, close the interview properly, and record

information.

Accommodate any disabilities. If our organization has more than 20

employees, we will want to include a statement that makes it clear that we

provide individuals with disabilities the reasonable accommodations they

need to interview. This might include a sign language interpreter, written

rather than oral responses, large print and an accessible location. Interviews

should be held in offices or conference rooms that are private and easily

accessible to individuals with disabilities.

Determine how we would like the hiring managers to communicate their

final selection.

Checking references. We can avoid many embarrassing situations by

accurately checking the information on the prospective employees

application. Decide if this process will be done in-house or outsourced.

Decide what type of approval process our organization will follow. Also,

determine who makes the offer and whether it is in writing over the phone

or in person.

Set a start date. Once the candidate accepts the offer, start the wheels in

motion on what needs to happen before his or her first day on the job.

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