Recruitment

Page 1
Human Resource Management
Session 3
LO1: The nature and scope of HRM

What is Recruitment ?
A positive action:
Entering labour market
Communicating information
Generating interest
Concerned with obtaining a field of suitable
applicants
A public Relations exercise

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Aims of The Recruitment
Obtain both the right number & type of
people
Contribute to the organisation’s
objectives
Generate a field of suitably qualified
applicants.
Find the right person to do the right job in the
right place at the right time & that it is the
con
Recruitment: Internal v External
Recruitment
• A business can recruit in two different ways:
Internal recruitment is when the business looks
to fill the vacancy from within its existing
workforce
External recruitment is when the business looks
to fill the vacancy from any suitable applicant
outside the business
• Of course, the option to use BOTH internal and
external recruitment can be used. This is often the
case for senior management appointments
.
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Internal Recruitment: Advantage
• Cheaper and quicker to recruit
• People already familiar with the business
and how it operates
• Provides opportunities for promotion with
in the business – can be motivating
• Business already knows the strengths and
weaknesses of candidates
Internal Recruitment: disadvantage
• Limits the number of potential applicants
• No new ideas can be introduced from
outside
• May cause resentment amongst candidates
not appointed
• Creates another vacancy which needs to be
filled

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External recruitment: advantages
and disadvantages
• Advantages:
• Outside people bring in new ideas
• Larger pool of workers from which to find the best
candidate
• People have a wider range of experience
Disadvantages:
• Longer process
• More expensive process due to advertising and
interviews required
• Selection process may not be effective enough to
reveal the best candidate
Recruitment : The Staged Approach
Human Resource Planning /
Manpower Planning
Job Analysis
ID Vacancies
Evaluate Labour Sources
Distribution of Job Information
Process
Applications
Inform Applicant of Outcome
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Job Analysis
Process of Collecting, Analysing &
Setting Out Information Regarding

Jobs
Provides Basis

For:
Job
Descriptio
n
Person
Specification
Role
Definition
DATA
Job
Evaluation Performan
ce
Manageme
Other HRMnt
purposes
Job Analysis
• Job analysis is the process of collecting &
analysing information about the tasks,
responsibilities & job contexts. The objective of
this exercise is to provide the information on
which the job description and person specification
may be based. It involves two elements:
• Defining the information required &
• Collecting the information from appropriate
sources.

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Information Required: checklist
• Title of job: in unambiguous terms.
• Organisational context: location of job, deptt,
chain of command, reporting to
• Summary of job: purpose & objectives
• Content of job: duties, res & importance.
• Physical working environment: office, hours,
salary, associated benefit/incentive
• Other information: promotion, edn, training
• Performance standard: monitor & review period
• Human requirements: persons specification
Information Collection
• Observing the job: check that they understand all
the actions.
• Interviewing the job holder
• Work study techniques-measuring & timing
actions.
• Diary method-job holders complete diary
recording all actions
• Work performance.
• Critical incident technique- observing the key
incidents in the jobs.

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Job Descriptions
• It describes the job in terms of its duties, res, &
purpose. It sets the parameters of the job by
covering the total requirements-the who, what,
where, when and why. The key elements are:
• *the job title*reporting to*primary
objectives*key tasks*how the res are to be carried
out*extent of res*key contacts and basic
conditions of work.
• Job description should be unambiguous and
succinct/precise.
JOB DESCRIPTION
Organisation’s Name:
Job Title:
Department/Division:
Context:
Job Summary:
Reports To:
Responsible For:
Contacts :
Job Content / Major Duties:
Working Conditions:
Performance Standards:

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Why Is A Job Description Important?
It sets out :
• The purpose of the job
• Where the job fits in the Organisation’s
structure
• The context within which the job-holder
functions
• The principal accountabilities of the job-holder
or the main tasks that the person[s] have to
carry out.
Why Undertake Producing a Job
Description?
• Communication
• Tactical Approach to Selection
Process
• Expectations of would be candidates
• Advertising
• Reference Point

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Usefulness of job description to
individual
• Provides information to the potential employee/
job applicant so that s/he can determine whether or
not the job is suitable.
• Gives the potential employee or the job holder the
opportunity to set individuals goals, objectives and
targets.
• Job description is an authoritative document that
guides the individual through day to day task
achievement.
Usefulness of job description to
organisation
• Enables the personnel specifications to be written.
• Gives the org an in-depth overview of the job.
• It is the basis for a training needs analysis to be
undertaken and appropriate training to be planned
for, implemented & evaluated.
• Provides an additional source of information
during performance appraisals or professional dev
interviews.

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Person Specification
• The person specification is used in the recruitment
process to provide recruiters with an ideal profile
of the candidate the co wishes to attract. It is a
psychological blueprint of the candidate who will
possess the requisite knowledge, qualifications
skills, & experience to enable him/her to do the
job efficiently & effectively.
• One of the models followed in designing person
specification is seven point plan
Seven point plan: developed by Prof.Alec
Rodge(1950),essential & desirable criteria
• Physical make up: appearance, dress etc.
• Attainments: edn, training & qualification.
• General intelligence: mental set
• Special attitudes.
• Interests.
• Disposition: personality/sense of humor/introvertextrovert.
• Circumstances: frequent travel/ unsociable
working hours.

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ORGANISATION’S NAME:
DEPARTMENT / DIVISION :
PERSON SPECIFICATION FORM:
POST :
DEPT / UNIT :
Essential
Requirements
Desirable
Education /
Qualifications
Skills / Abilities
Knowledge
Experience
Disposition
Other
Requirements
Distribution of Job Information Aims
TO:
Attract attention & hold interest
Present an image
Facilitate application
Filter out unsuitables

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How To Reach The Labour Market
Advertising
Word of mouth
Agencies
Head hunting
Consultants
Careers fairs / exhibitions
Internet
Agencies for Recruitment
Government
Institutional
Private
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Where to Advertise
There are specific points that need to
be taken into consideration when
advertising:
1. Is the target Internal or External?
2. Which medium will be most
appropriate?
3. The Cost in relation to:
Paid circulation
Readership
Type of vacancy
Job Advertisement [1]
Should:
Be both concise & comprehensive
Attract a good field / range of applicants
Be relevant to the job / vacancy
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Job Advertisement [2]
ATTENTION
IMPORTANT TO ATTRACT ATTENTION
OF TARGET GROUP
INTEREST
HOLD INTEREST SO THAT ALL THE
INFORMATION IS READ
DESIRE
AROUSE A DESIRE FOR THE
OPPORTUNITY OFFERED
ACTION
STIMULATE ACTION – TARGET GROUP
APPLY FOR THE POSITION
The Advertisement
The following is a checklist of what should be
included:
Name and brief details of employing
Organisation
Job and duties
Key points of the personnel specification
Salary
What to do
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Composition of the The Job Advert
Job title/ location / salary
Brief description of the:
Job
Nature of the organisation
“Ideal person”
Organisation benefits and facilities
Unique features
Application procedure and closing date
Reference number
Equal opportunities statement
Evaluating Success of Recruitment Process
Cost of & response to each job search
Future performance of those recruited
Cost of a bad decision
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Competency Frameworks
Competency frameworks, when done
well, can increase clarity around
performance expectations and establish a
clear link between individual and
organisational performance. When
developing and implementing a
competency framework, care needs to be
taken to balance detail with flexibility
and avoid an overly prescriptive and noninclusive approach.
Summary
It is important to ensure that the Job
Description & the Person Specification
are:
• Accurate & concise
• Up-to-date
• Relevant to the vacancy
• Fall within the legislative framework
• Appropriately advertised