Transcript Document

Principles of Recruitment & Selection
• Efficient
• Effective
• Fair
Stages of Recruitment & Selection
Preparing to
Recruit
Recruitment
Selection
Starting an
Employee
Disadvantages
Advantages
• Salary & ENIC costs
• Training
• Additional equipment &
resources required
• Space/working area required
• Time
• Legal implications
• Insurance
• Management implications
• Increases productivity
• Assists with the existing
workload
• Increases sales
• Contributes to the success of
the business
• Allows a business to expand
• Enables you and/or employee
to conduct new activities
Job Analysis
Stage 1
• Define tasks of the job
• Identify activities and responsibilities
relating to the tasks
Stage 2
• Identify skills, knowledge, experience,
aptitudes and attitudes required to
perform each task
Available Options
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Full-time
Part-time
Temporary workers
Overtime for existing workers
Sub contractors
Associates
Training schemes
Job Description Content
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Main purpose of the job
Who the employee is responsible to
Main tasks of the job
Scope of the job
Conditions of the job
Person Specification
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Skills, knowledge, aptitudes
Length and type of experience necessary
Competencies
Education & training
Personal qualities
Personal circumstances – e.g. clean driving
licence, access to transport
• ‘Essentials’ & ‘desirables’ should be defined
Costs of Employing Staff
Traceable Costs
Non - Traceable Costs
• Salary
• Employers National
Insurance contributions
(ENIC)
• Recruitment
• Training
• Equipment
• Space/working area
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Lost productivity
Mistakes
Wastage
Time
Recruitment Sources
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Newspapers
Local radio
Job Centre
Recruitment & employment agencies
Training agencies
Universities/colleges
Trade publications
Internet
Internal sources
Online recruitment
Content of a Job Advertisement
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Business name & activities
Job title/position
Requirements of the job
Qualifications
Experience
Personal attributes
Job tenure (e.g. contract length)
Job location
Salary & benefits
Application process
Contact details
Essentials &
desirables
Short-listing Interview Candidates
The short-listing process
Compile
applications/
CVs
Identify
selection
criteria
Compare
applications
against
criteria
Short-list
candidates
Invite
candidates
for
interview
Interviewing Candidates
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Be prepared
Set a structure for the interview
Ensure that the interview environment is appropriate
Devise appropriate timeframes
Ask appropriate questions
‘Score’ answers/responses
Be prepared to answer candidates’ questions
Making a Job Offer
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Obtain references
Organise a medical examination (if appropriate)
Offer candidate the job
Inform unsuccessful candidates
Contract of Employment
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Job title
Reporting structure
Start date
Expected hours of work
Holidays
Sickness
Remuneration details
Benefits
Basic terms and conditions
Details of probationary period
Details of disciplinary and
grievance procedures
Disciplinary Procedures
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Informal discussions
Verbal warning(s)
Written warning(s)
Final written warning
Proposed minimum/standard disciplinary procedures
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Step 1. Employer sets out in writing the reason for the disciplinary action.
A copy is sent to the employee and he/she is invited to attend a
meeting to discuss the matter.
Step 2. The meeting must take place before the action is taken unless
suspension is involved.
Step 3. If the employee wishes to appeal he/she must inform the employer.
Grievance Procedures
How and with whom
to raise the issue
Grievance
procedures
Next steps, if not
satisfied
Time limits to each
stage
Right to be
accompanied
Motivating Staff
Financial motivational
methods
Non-financial motivational
methods
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Pay rise
Fringe benefits
Bonus payment schemes
Incentive schemes
Chance of promotion
Security
Flexible working patterns
Prestige and achievements
Training opportunities
Setting goals/targets
Job enrichment
Job enlargement
Working conditions
Working as a team
Performance Management Process
Identify performance criteria
Establish frequency
Conduct the appraisal
Follow up action
Why Employees Leave Voluntarily
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Personal circumstances change
New job
Promotion
Dissatisfied
Constructive dismissal
Redundancy
Occurs when you close your
business or there is no need for a
particular type of work
Expiration of
employment
contract
Occurs when an employee’s fixed
term contract expires and is not
renewed
Retirement
Occurs when an employee reaches
retirement age or opts for early
retirement.
Fair dismissal
For a dismissal to be fair it must be related to one
of the following reasons:
• Capability or qualifications
• Conduct
• A legal requirement which stops the employee from carrying out
the job or stops you employing them e.g. if a van driver loses
their driving licence
• Redundancy
• Some other substantial reason of a kind such as to justify the
dismissal
Automatic Unfair Dismissal Reasons
• Grounds of pregnancy or maternal reasons
• Are, or propose to become or refuse to become, a member of a
Trade Union
• Seek to claim their employment rights
• Take certain specified action on health and safety grounds
• Have disclosed certain kinds of wrongdoing in the workplace
("whistleblowing")
• Exercised his/her right to be accompanied, or act as a companion,
at a disciplinary or grievance hearing
• Have taken part in lawfully organised official industrial action lasting
eight weeks or less (or longer in some circumstances)
• Enforced, or sought to enforce, a right under the working time
regulations