Chapter 5

BUSINESS ESSENTIALS
Chapter 5: Recruitment, selection and retention procedures
Tran Ngoc Anh Khoa - Management: Leading People and Professional Development
Scope and Coverage

This unit will cover:
Defining requirements, including the preparation of job descriptions, job specifications and personnel specifications Attracting potential employees, including the evaluation and use of various methods of researching sources of applicants Selecting the appropriate person for the job
Learning Outcomes
Be able to implement requirement, selection and retention procedures
The Recruitment Process

Recruitment is the process of selecting a supply of possible candidates for positions within an enterprise. Selection is the choosing from a number of candidates the one most suitable for a specified position,
The Recruitment Process

Recruitment process Recruitment policy The Recruitment Code Creating equal opportunities in recruitment
Activity
Find out what are the recruitment and selection procedures and who is reponsible for each stage. Find and examine some of the document uses Compare
Job Analysis
the process of collecting, analyzing and selecting out information about the content of jobs in order to provide the basis for a job description and data for recruitment, training, job evaluation and performance management. Job analysis concentrates on what job holders are expected to do. Armstrong
Tran Ngoc Anh Khoa - Management: Leading People and Professional Development 7
Information that might be obtained from a job analysis

Purpose of the job Content of the job Accountabilities Performance criteria Responsibility Organizational factors Developmental factors Environmental factors
Carrying out a job analysis

Step 1: obtain documentary information Step 2: ask managers about more general aspects Step 3: ask the job holders similar question about their jobs Step 4: watch people at work
Techniques of job analysis

Basic facts Subjective issues
10
Advantages and disadvantages of interviewing

Advantages Flexibility Interactive Easy to organize and carry out New or follow-on questions can be asked in the light of information received Reveals other organizational problems Disadvantages Time consuming Hard to analyze Interviewee might feel on the defensive and might not be entirely frank
11
Competences
A persons competence is a capacity that leads to behavior that meets the job demands within the parameters of the organizational environment and that, in turn, brings about desires results. Boyzatis
12
Different sorts of competences

Behavioral/ personal competences Work-based/ occupational competences Generic competences
13
Examples of competences for managers

Intellectual Interpersonal Adaptability Results
14
Job Description
A job description sets out the purpose of a job, where it fits in the organization structure, the content within which the job-holder functions and the principal accountability of job holders and the main tasks they have to carry out.
15
Purpose of job description

Organizational Recruitment Legal Performance
16
Contents of a job description

Job title Reporting Subordinates Overall purpose Principal accountabilities or main tasks Flexibility
17
Alternatives to job descriptions

Outputs and performance levels Accountability profiles
18
Person Specification
A person specification, also known as a job or personnel specification, sets out the education, qualifications, training, experience personal attributes and competences a job holder requires to perform her or his job satisfactorily. Armstrong
19
Traditional approaches to the person specification

Physical attributes Attainment General intelligence Special aptitudes Interests Disposition Circumstances
Problems with the Seven-Point Plan

Eye contact General intelligence Attainment
21
Five-Point Pattern
Impact on others Acquired knowledge Innate abilities Motivation Adjustment
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New approaches: competences
23
Preparing the specification

Essential Desirable Contra-indicated
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Internal And External Recruitment Processes

Recruit or promote Internal recruitment External recruitment Finding and attracting suitable candidates
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Finding and attracting suitable candidates

Internal promotion Nomination of existing employees Casual applications Adverts Website Recruitment consultants Hiring temporary staff Government employment services Relationships with local schools, colleges and universities
Advertising the Position

Content of the advertisement Factors influencing the choice of advertising medium Media for recruitment advertising
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The Selection Process

Procedure Selection methods Application forms CVs and covering letters References Shortlists Group selection methods Work sampling Assessment centers
Interviews
Purpose of the interview Conducting selection interviews: matters to be kept in mind Preparation for the interview Conduct of the interview Evaluating the response Types of interview The limitations of interviews
Tests
Types of tests Trends in the use of tests Limitations of testing Impact of legal considerations to the recruitment and selection process
30
Employment Legislation and Diversity

Employment Equal opportunities and discrimination legislation Formulating an effective equal
31
Retention Procedures

Monitoring the HRM plans Health, safety and welfare Health and safety policy Motivating employees through recognition and rewards Succession planning
32

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BUSINESS ESSENTIALS

Chapter 5: Recruitment, selection and retention procedures

Scope and Coverage

The Recruitment Process

The Recruitment Process

Information that might be obtained from a job analysis

Carrying out a job analysis

Techniques of job analysis

Advantages and disadvantages of interviewing

Different sorts of competences

Examples of competences for managers

Purpose of job description

Contents of a job description

Alternatives to job descriptions

Traditional approaches to the person specification

Problems with the Seven-Point Plan

New approaches: competences

Preparing the specification

Internal And External Recruitment Processes

Finding and attracting suitable candidates

Advertising the Position

The Selection Process

Employment Legislation and Diversity

Employment Equal opportunities and discrimination legislation Formulating an effective equal

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