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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