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
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Employment legislation
• Contract of Employment Act 1963
• Industrial Relations Act 1971
• Employment Acts 1980, 1982 1988 & 1990
• Trade Union Act 1984
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Health & Safety legislation
• Factories Act 1961
• Offices, Shops & Railways Act 1963
• Fire Precautions Act 1971
• Health & Safety at Work Act 1974
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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
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Table 7.2 Employee recruitment process
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Assessment of the job
Stage 1
Job analysis
Job description
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Job analysis
• Collect information on the:
- tasks and activities of the job
- responsibilities of the job
- conditions under which the job is done
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Job analysis
• Examine current job description
• Speak to:
- the current job holder
- their manager
- their peers and subordinates
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Job description
• Update the job description
• Identification of the job
• Summary of the job
• Content of the job
• Working conditions
• Performance standards
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Assessment of type of applicant
Stage 2
Person specification
Key results areas
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Person specification
• 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)
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Person specification
• 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
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Table 7.5 Rodger’s seven-point planSource: Torrington, D and Hill L (1995) Personnel Management: HRM in Action (3rd edn), Harlow: Prentice Hall.
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Person specification
• Physical make-up required for effective performance of the job includes:
- appearance, health, fitness, manner and voice
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Person specification
• Attainment - deals with education and previous employment
• Covers qualifications, and type and amount of work experience required
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Person specification
• General intelligence is assessed, as jobs requiring complex work patterns require a different level of general intelligence to those which are repetitive and routine
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Person specification
• Special aptitudes cover:
- already-acquired knowledge or skills needed for effective performance in the job
- ability of applicants to adapt existing skills and knowledge
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Person specification
• Interests covers:
- relevant out-of-work activities which
support the application for employment
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Person specification
• Disposition covers relevant personal characteristics, such as an ability to:
- meet tight deadlines
- work well in a team
- work on own initiative
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Person specification
• 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
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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
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Attracting applicants
Stage 3
Placement of the advertisement
The advertisement
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Placement of advert
• Internal advertising, vacancy sheet, vacancy list on premises
• Technical or industry press:
e.g.New Scientist
The Bookseller
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Placement of advert
• National press:
e.g. Independent, Guardian, The Times, Daily Telegraph, Financial Times
Sunday Times, Observer, Independent on Sunday
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Placement of advert
• Local press in South Yorkshire:
Sheffield Star
Yorkshire Post
Barnsley Chronicle
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Placement of advert
• Job centres
• Employment agencies
• Management selection consultancy
• University careers service
• School careers service
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The advert
• The advert should contain brief details on the:
- organisation and its line of business
- job and duties, summarised from the job description
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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
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Assessing applicants
Stage 4
Assessment of
application forms
Assessment of applicants
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Assessment of application forms
• Does the applicant meet the essential criteria covering the following key areas?
- qualifications
- work experience
- aptitudes
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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
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Table 7.9 Interview structure
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Assessment of applicants
• Carry out first interviews
• Select candidates for second interviews
• Aptitude tests
• Carry out second interviews
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Assessment of applicants
• A good interviewer will:
- choose an appropriate environment (private
and quiet)
- seek to relax the applicant
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Assessment of applicants
- set the scene by recapping on the job and type of
person sought
- structure the interview around the application or person specification
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Assessment of applicants
- ensure relevant questions are asked - relevant
questions will give enough information to assess if the applicant meets the criteria on the person specification
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Assessment of applicants
- 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
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Assessment of applicants
- close the interview by telling the candidate
when and how they will know the outcome of the interview, and thank the candidate for coming
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Assessment of applicants
• Finally, the interviewer(s):
- select the successful applicant
- check references
- confirm appointment