Principles of Recruitment & Selection

2. Principles of Recruitment & Selection • Efficient • Effective • Fair

3. Stages of Recruitment & Selection Preparing to Recruit Recruitment Selection Starting an Employee

4. Advantages • 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 Disadvantages • Salary & ENIC costs • Training • Additional equipment & resources required • Space/working area required • Time • Legal implications • Insurance • Management implications

5. 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

6. Available Options • Full-time • Part-time • Temporary workers • Overtime for existing workers • Sub contractors • Associates • Training schemes

7. Job Description Content • Main purpose of the job • Who the employee is responsible to • Main tasks of the job • Scope of the job • Conditions of the job

8. Person Specification • 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

9. Costs of Employing Staff Traceable Costs • Salary • Employers National Insurance contributions (ENIC) • Recruitment • Training • Equipment • Space/working area Non - Traceable Costs • Lost productivity • Mistakes • Wastage • Time

10. Recruitment Sources • Newspapers • Local radio • Job Centre • Recruitment & employment agencies • Training agencies • Universities/colleges • Trade publications • Internet • Internal sources • Online recruitment

11. Content of a Job Advertisement • 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

12. 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

13. Interviewing Candidates • 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

14. Making a Job Offer • Obtain references • Organise a medical examination (if appropriate) • Offer candidate the job • Inform unsuccessful candidates

15. Contract of Employment • 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

16. Disciplinary Procedures • Informal discussions • Verbal warning(s) • Written warning(s) • Final written warning Proposed minimum/standard disciplinary procedures • 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.

17. Grievance Procedures How and with whom to raise the issue Next steps, if not satisfied Time limits to each stage Right to be accompanied Grievance procedures

18. Motivating Staff Financial motivational methods • Pay rise • Fringe benefits • Bonus payment schemes • Incentive schemes Non-financial motivational methods • 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

19. Performance Management Process Identify performance criteria Establish frequency Conduct the appraisal Follow up action

20. Why Employees Leave Voluntarily • Personal circumstances change • New job • Promotion • Dissatisfied • Constructive dismissal

21. Occurs when you close your business or there is no need for a particular type of work Occurs when an employee’s fixed term contract expires and is not renewed Occurs when an employee reaches retirement age or opts for early retirement. Redundancy Expiration of employment contract Retirement

22. 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

23. 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