Recruitment slides handouts

Selection and Recruitment

Objectives

By the end of this session you will be able to:• Explain the difference between recruitment

and selection• Explain the process of recruitment• Explain the consequences of not following

procedure

Equality

Sourcing

Interviewing

Decision

JDR Process

Sourcing

Person/Organisational Fit

Definition-Recruitment

• Recruitment refers to the process of attracting, screening, and selecting qualified people for a job

Selection

• Selection is the process by which managers and others use specific instruments to choose from a pool of applicants a person or persons more likely to succeed in the job(s).

Summary

• Two functions are closely connected, each requires a separate range of skills and expertise, and may in practice be fulfilled by different staff members.

Recruitment generates optimum number of job seekers

Selection inherently negative as involves rejection of applicants

Your organization is effectively a supplier.

Employees are customers.

The product

Person/Organisational Fit

Triggers

• Person leaving for new pastures• Promotion within group• New job created –due to new process• Increased headcount –expansion

Vacancy to fill -options

• Re hire as before?• Part time role ?• Job Share ?• Flexi time basis?• Automated ?

Person– job fit or person–organisation fit?

Person-job fit ?

knowledge   knowledge  

skills   skills  

attitude   attitude  

Person-job-fit

Person Organisation fit• Approach• Style• Culture• Speed of

change• Ways of

working

Oversell put off quality candidates

Specifying job and person requirements

Job Analysis

• Observation of job• Discussion with job holder or supervisor• Writing a complete checklist

Job Descriptions

• Review staff performance in appraisals• Assess training needs when someone new

starts

Equality

ExerciseJob Age range Gender Politics Hobbies Car

Social worker 27–43 Either Liberal or Green, left-wing

Camping cycling rambling Old Volvo or Saab

Supermarket checkout operative

Building labourer

Accountant

Senior civil servant/government official

Personal secretary to managing director

Police inspector

Salesperson

Fundraiser for a charity

Equal Opportunities

• Equality Act 2010• Replaced Sex discrimination, Race relations

and Disability discrimination acts

Protected Characteristics

• Age• Disability• Gender reassignment• Marriage and civil partnership• Religion• Race• Sex and sexual orientation

Direct Discrimination

• When a person is treated less well, in comparison with someone else, because of his or her racial or ethnic origin, religion or belief, disability, age or sexual orientation.

Indirect discrimination

• When an apparently neutral specification, criteria or practice would disadvantage people on the grounds of racial or ethnic origin, religion or belief, disability, age or sexual orientation unless the practice can be objectively justified by a legitimate aim.

All things medical

• Equality Act 2010 makes it unlawful to ask candidates to complete a medical questionnaire before being offered a job.

• Any particular physical or medical requirement should be made clear in the job advert and job description

Dealing with applicants

• Applications treated confidentially• Only circulated to relevant people• Applicants responses should be acknowledged

Sourcing

Internal-shopping within the business • Career progression• Transfer (wrong job/right job)

JDR job board

Sourcing your recruits

Virtual World75% of companies using corporate website for recruitment

Little evidence internet produces better applicants but certainly more

Preferred search method for prospective employees-89% of graduates using online medium

Virtual benefits?

• Employers ?

• Employees

• Negatives?

Advertisements

• Requirements of job• Necessary/desirable criteria for applicants• Job location• Reward package• Job tenure (contract length)• Details of how to apply

Shortlisting

• Upto 6• Time• Quality

Interviewing

Assessment centre

Selection Interview

The aim of the selection interview is to determine whether the candidate is interested in the job and competent to do it. A selection interview also has the following functions:

• to explain the work of the organisation, the job and any features such as induction and probation

• to set expectations on both sides, including a realistic discussion of any potential difficulties (if appropriate)

• to enable the candidate to assess whether they want the job being offered

What does the interviewer need?

• Job description, person specification• Individual application forms, CVs, etc.• Details of terms and conditions of

employment: hours of work, fringe benefits, perks, etc.

• Information on general prospects, training, induction etc. within the organisation

What does the candidate need?

• Details of venue; to be met on arrival• Access to facilities: toilets, any special needs

for candidates with disabilities• Comfortable waiting area

Requirements of a good interview

• A structured interview plan enabling the interviewer(s) to assess what they are looking for in the candidate and whether the person:– could do the job (assessment against the person

specification)– would do the job (judgements of motivation and

commitment)– would fit (elements of person-organisation fit)

• A clear idea of the areas of questioning for each candidate to check that they fulfil the criteria

• Agreement on the roles of those involved in the interview if there is a panel: who will chair and how questions will be divided among the panel members in an organised way

• A disciplined approach to timing: enough time for each candidate and not too many candidates per day

Requirements of location

• Suitable room and layout: consider whether formal or informal and what type of setting to create

• Freedom from interruptions and other discomforts and distractions such as extraneous noise, uncomfortable furniture, extremes of temperature, etc.

• Appropriate access for people with special needs

Effects-beware

Antidote

• Questions planned before interview• All candidates asked the same questions• Answers are scored using a rating system• Questions focus on the attributes and

behaviours needed in the job.

Interviewing-Questions

• Types ?• When to use?• How to use?

Great Questions

• How good are your communication skills• Can you lead a team• Can you adapt to change • How would you rate your analytical skills• Are you a good team player• How do you rate yourself as a project manager• Can you use Excel

Examples of Competency based questions

• Tell me about a time when you have had to change the way you do something

• Can you tell me about a time when you worked well in a team

• Tell me about a plan, policy or strategy that you implemented in your area.

• Describe a situation when you had to gather a large amount of data, to analyse it objectively and to make a decision or recommendation based the results

Technique

S

T

A

R

S.T.A.R.

• Situation• Task• Action• Result

General rules

• The questions should be capable of eliciting information that is relevant to success or failure at work.

• They should not be random or overlapping; rather, they should be comprehensive, grouped in an organised way and clearly distinguishable.

• Similar areas of questioning should be used for all candidates.

• The questions should allow you to compare each candidate with the job/person specification

Organisational Questions• Could you compare the cultures of the organisations where you

have worked before and say how the differences affected your behaviour at work?

• Where were you happiest at work? (followed by) What was it about the place that made you feel like this?

• Why did you decide to join each of the organisations you have worked for?

• What factors will cause you to decide whether or not to leave your current employer?

• How is your effectiveness measured in your present job?• What are the things you have regretted leaving behind at places

where you have worked in the past?

Decision

References

Good always ?

Job requirements

Candidate 1

Candidate 2

Candidate 3

Candidate 4

Qualifications

Interview Score

Personality Score

Benchmarking

What do we take into consideration?• Interview 1st and 2nd- ratings• Testing• Activity-presentation etc.

JDR Process

Selection Process

Vacancy Approved

Pitfalls

Hiring Approval

• Replacement of current role (leaver)• New Role

Process Map - New Role-Manufactoring

Production Mgr

HR Manager

Approving Mgr-(Ops Mgr)

EMT level 1-Finance

EMT level 2 HR

CEO Approval

Process Map – Replacement-Manufactoring

Production Mgr

HR Manager

Approving Mgr-(Ops Mgr)

EMT level 1-Finance

EMT level 2 HR

Vacancy Approved-Kick off

1st Interview Stage

CVCVCVCV CVCVCV CVCV

AgencyMid Wash up-after 1st round of interviews

Testing

Testing- adaptive

Testing- cont.

Linear on the fly (LOFT)

-

Testing

• Paper and Pen• Multiple choice • Commercial reasoning, Fault identification,

verbal ,numeric and error checking

2nd Interview stage

• HR Interview• Hiring

Manager (+1)• Site Tour• Testing

Key factors

Final Wash Up

Offer

Pitfalls

Pitfalls• Job offer at interview• Salary increase after served probation• Incorrect salary offered• Using non approved source of applicants • Note taking= none ?!

Job Role

Production operative

Snr Design Engineer

Planning Administrator

2 months

1 month

3 months

Time

Exit Interview

What is it?Why have it?What do you do after the interview has been conducted ?

Objectives

You are now able to:• Explain the difference between recruitment

and selection• Explain the process of recruitment• Explain the consequences of not following

procedure