Problems, irregularities and even
discrimination can occur if Managers do not follow a consistent and fair process of recruiting their staff. Substantial time and resource can be wasted and the wrong person can be recruited if a simple process is not identified from the outset.
Stages of Recruitment and Selection
Vacancy and Job Analysis
When a vacancy arises the Manager should take into account several factors:
- Is the position needed or can the duties be undertaken in any other way
- Is the position temporary or permanent
- What are the duties and responsibilities of the role
- What are the number of hours and days per week required
- What technology, tools and accommodation required
- What is the reporting structure
- What are the skills, experience and knowledge required
- What is the current labour market availability for the role
- What other resources will be needed to support the position
Job Description
Detail the purpose, tasks and responsibilities of the job (job description)
Person Specification
Profile the person to fill the job, including skills aptitudes and knowledge required precisely to meet the needs of the job (person specification)
Advertising the Position
The process of marketing and advertising the position needs careful consideration to attract the right person at the least amount of cost. Understanding the labour market conditions in relation to the position is essential at this stage. Various methods can be used:
- Internal advertising
- Job centre
- Recruitment agencies
- Consultants
- Newspapers
- Specialist/professional magazines
- Internet
- Schools, colleges and further education
Advertisement
Advertisements need to be designed and presented effectively to attract the right candidate for the job. Check through newspapers and the internet to see how other advertisements are worded and laid out. This is a good opportunity to advertise and promote the company too!
Application Forms
Application forms benefit the process in a number of ways:
- Information requested will be in the same format and therefore it will be easier to compare the candidates against each other
- They provide the basis for an initial sift for identifying candidates suitable for interview
- The standard of completion can be a guide to the candidates suitability if writing and presentation skills are essential in the job
- They provide a record of qualifications, skills and experience as stated by the applicant at the point of recruitment, which may be a useful reminder later during employment
There are considerations to using application forms:
- An application form for one job will not be suitable for another.
- Consideration should be given to devising several forms to meet the needs of the various different jobs and levels
Method of Selection
There are a variety of methods available to assist in the selection process including interviews (invite to interview), tests, assessment centres, presentations, role plays and team exercises.
Preparing for Interview
- The Manager must ensure the candidate has legal right to work in the UK and if in doubt should seek various evidence from the candidate
- The interviewer should prepare by reading the completed application form, job and person specification to identify areas which need further clarification or probing
- Plan important and relevant questions to use consistently with all the candidates
- Share the questions if there are several interviewers
- Question carefully to avoid any possible discrimination
Conducting the Interview
- Consider the environment, making sure there will be no interruptions
- Show the candidate around the working environment if possible
- Identify any adjustments to the premises to accommodate the candidate who has indicated a disability
Selecting the Right Person
- Write up notes immediately after the interview
- Consider all candidates as soon as possible after interviews are completed
- Identify a method for selection such as a scoring system (interview assessment form)
- Inform the successful candidate as soon as possible
- After acceptance send the candidate an offer letter (offer letter)
- Inform the unsuccessful candidates (rejection letter) and provide positive feedback if requested
References
- Advise the candidate that references will be taken up with previous employers and do not approach a current employer unless the candidate has given prior permission
- Ideally submit a job description and person specification with the reference request
- There is no legal requirement by companies to provide references, but generally previous employers are not adverse to supplying key factual information
- If an employee wishes to see their reference then the employer should seek advice from the information commission on www.dataprotection.gov.uk as the new company also has a duty to retain confidentiality to the previous employer
Manager’s Guide and Policy and Procedure:
- Set out a working guide and policy and procedure to assist managers recruit the best people for the company in a non-discriminatory, clear, consistent and professional manner
Letters and Forms:
- Provide a selection of different application forms to cover a range of skills, from students through to senior management
- Letters cover the whole recruitment and selection process from the invitation to interview through to offer of employment including contract of employment
- Provide all the forms through the recruitment and selection process including application forms, job description, person specification, interview questions, immigration and asylum, candidate assessment and scoring forms
- Make the recruitment process much easier to follow with structure and consistency aiding the employer and manager identify “the right person for the job”
Failing to follow non-discriminatory, consistent and fair procedures entitles applicants to bring a claim before an Employment Tribunal. If successful the tribunal can order compensation to the candidate
