Contents

PageList ofTables

2Acknowledgement

31. INTODUCTION

1.1 Background of the Organization

4

1.2 Objectives of the Organization

4

1.3 Services and Customers or Market Segments

5

1.4 Organization Structure

I2. OBJECTIVES OF THE STUDY

7

3. REVIEW OF LITERATURE

7

4. ANALYSIS

254.1 Methodology

254.2 Analysis on

25 Planning Recruitment, Standard Recruitment Procedure and

25 Recruitment Procedure

I. Confirming a Vacancy and Creating the JDs

26II. Placing Advertisements

27III. Applying For a Position

28IV. Short listing Candidates for Interview

28V. Interviewing Candidates

30VI. Using Tests and Presentations

32VII. Making a Selection Decision

345. FINDINGS (Key issues)

356. RECOMMENDATIONS

36List of Tables

Page

Table 1 (table which includes the guidelines to be used when

31Interviewing candidates. For example: Time)

Table 2 (The record sheet used when doing the presentations

33and tests)ACKNOWLEDGMENT

I sincerely acknowledge with thanks the time and expertise shared with me by everyone who contributed towards completing this project report. Special thanks to the HR manager, staff members at the British Council, Colombo who supported me to gather data on this particular area and for the valuable information provided by them in their respective fields. I am grateful for their cooperation during the period of my assignment. of Human Resource Management.

I take this opportunity to express my profound gratitude to my lecturers at IPM who freely imparted knowledge on Human Resources management and shared their expertise and experiences and encouraged in further pursuing this subject.

Last but never the least I thank my family and friends who helped me tremendously by extending rock-like support in preparing this project from its inception to the very end.1.1 Background of the Organization

History of the organization

In the 1920s and early 1930s, the Foreign Office realized the need for an organization responsible for the promotion of British culture, education, science and technology in other countries, along the lines of existing French, German and Italian cultural organizations. The British Council has expanded to run over 200 offices in more than 100 countries around the world.This led to the setting up of the 'British Committee for Relations with Other Countries' in 1934. The name was later changed to the 'British Council for Relations with Other Countries, and then shortened to the 'British Council'.

Sir Reginald ('Rex') Leaper is recognized as the founder of the British Council. Persuaded of the importance of what he termed 'cultural propaganda' in promoting Britain, he persuaded Foreign Office colleagues to fund this work, and in 1931 arranged lecture tours and book donations to nearly 30 countries. In 1933 he contributed to the setting up of a Cultural Relations Committee - with the Board of Education and the Department of Overseas Trade, and in 1934 founded the organization which was to be renamed The British Council. 1.2 Objectives of the organizationWe have centers in Colombo and Kandy which offer access to the full range of the British Council's education, culture and development services.The areas we concentrate on are:

Promoting the English language as a tool for international communication and a key to educational opportunities.

Providing links to the global information society and UK networking opportunities for Sri Lankan professionals. Supporting the exchange of ideas and experience between Britain's education system and Sri Lanka. Demonstrating the energy and creativity of British culture and providing opportunities for exchange and cooperation between British and Sri Lankan artistes. Contributing to the development in fundamental areas such as governance and human rights.1.3 Services and Customer Market SegmentsThe British Council in Sri Lanka provides a wide range of services which include a lot of Educational services. The Library, Examination services, Education services, Teaching Centre and the Programme Delivery team mainly provides the following services.

Our libraries in Colombo & Kandy have provided a wide range of services to visitors amounting, 272720 in Colombo & 129215 in Kandy. Both libraries in Colombo & Kandy this year have provided a more focused collection to their prioritize audiences to suite our country subject targets. We have withdrawn out non target subject areas and have added 12% new stock to target subject areas such as Contemporary UK literature & Fiction, Management, ELT and Young Learners. The libraries have also been working on improving currency of stock in order to provide an up to date collection.

School linking Workshops are conducted in various districts in order to gain

knowledge about global development issues and the necessary skills, knowledge and

understanding to become active, responsible and informed global citizens. Also we can describe in a nut shell the service which we aim to produce in the following way. Being able to share experience and culture as well as having close access to teachers and students from a very different cultural background (UK) which truly motivates the English medium students and making teaching a new experience for the teachers involved in this project. Dreams and teams - Focus of this project is giving to young peoples lives and how it boosts their self-esteem and confidence, and the benefits. Not only on the individuals involved, but also on the local communities.

D&T has given the opportunity of interacting with other cultures and religions to use communication technology such as videoconferencing and internet.Military Communication Skills Project - which aims to improve the systems and standards of language training for military personnel.

Teaching Centers provided courses for 10,908 people during the year.In our own centers we improved the systems and services in our English language learning zones to provide more help for those who want to study on their own.

The very successful Teaching Knowledge Test (TKT) teacher training programme in Colombo and Kandy has now been running for over four years. The British Council has trained over 600 teachers who all achieved good results in the exams. This exam is a new step on our ladder of qualifications for Sri Lankan teachers.

Professional Training Centre We have recently been able to offer our top-class Professional Training Centre programmes outside of Colombo in Galle, Jaffna and the Maldives, in order to offer access to these programmes to busy professionals, unable to travel to the capital.Our Exams team administered 50,429 for IELTS; 7,509 for GCE; 4,702

for EFL; and 4,780 professional exams up to 4,638 (including 839 UK university exams).

Our UK Education exhibition in Colombo had 56 UK institutions participating (59 last year) while Kandy had 27 (34). They attracted over 3000 (5,971) visitors and a lot of media interest.

www.educationuk.lk has already become our most successful website, attracting (63,144) unique visitors while our new www.ukalumni.lk site attracted 6,242. We welcomed 44 (51) promotional visits by UK institutions. With our education promotion activities overall we reached 9,811 (8,570) people.

2. OBJECTIVES OF THE STUDY

To gain a wide knowledge about the recruitment and selection policies and procedures. To gain knowledge and understand the concept of the particular organization. To improve knowledge of the organization and cultures and leveraging Knowledge as a Service to Build a Knowledge Culture in my Organization. 3. REVIEW OF LITERATURE

Introduction What is Recruitment?

What is Selection?

What is Induction?

Why Recruitment and Selection are important?

The Recruitment process.

I. Human Resources Planning

II. Job Analysis

III. Recruitment

IV. Selection

V. Induction and Orientation

Role of HR in the recruitment process.

INTRODUCTION

An organization has three types of strengths or resources, which can be identified as Human, Financial and Material strengths.

Three of these strengths should be well balanced to run an organization in a very smooth manner as if one of these strengths fails or collapses, the whole organization will be in trouble. Out of the above-mentioned aspects HUMAN or the MANPOWER is the most vital resources since Human Resources make things happen while all other resources make things possible. Employees are not just people employed, but a resource like any other resource which are scarce in supply and can be developed.

Every organization has a goal. A higher percentage of organizations have their goals focused on earning high profits while some organizations are focused only on social service.

Organizations such as Unilever, owns many of the world's consumer product brands in foods, beverages, cleaning agents and personal care products, employs nearly 180,000 people and had worldwide revenue of almost 40 billion, or just over US$62 billion, in 2005, while The United Nations (UN), an international organization whose stated aims are to facilitate cooperation in international law, international security, economic development, social progress, human rights, and achieving world peace.

Whatever the goal it is, every organizations main asset is the people power they have in them. Manpower helps the organization to make its daily activity easy and while their knowledge to finish tasks for the betterment of the work place and the manpower also helps the organization to make things more efficient and effective.

Recruitment and selection, is the process which comes alive when it comes to the stage of finding and hiring people and building the cadre of the organization.

The key objective in preparation of this project report is to have a thorough study about what Recruitment and Selection actually is and when it comes to practical terms, how an organization practices the theoretical methods.

By studying and observing how the process of Recruitment, Selection and Induction of British Council, an effort has been put to comply the mentioned objective in this report.

What is Recruitment? No matter how good the idea is or how well thought through a business plan may be, it is people that are responsible for how well the business functions.

If the business of an organization is to grow and develop, an organization will need staff other than an entrepreneurial team. However, many businesses fail to grow and either employ nobody other than the owner-manager or engage only a small number of people, usually family members or friends.

The cadre or the work force is the most valued asset of an organization and it is important to have qualified people who are equipped with the right attitude and the ability with qualifications required to the particular job. Without putting the machine, material and financial resources in to action, no organization will be operated constantly and no organization will meet the goals (profit) successfully. The term RECRUITMENT is defined as THE PROCESS OF SEEKING AND ATTRACTING A POOL OF PEOPLE FROM WHICH QUALIFIED CANDIDATES FOR JOB VACANCIES CAN BE CHOSEN.

What is Selection?Once the recruitment part is done, the next stage is sorting and selecting the most suitable candidate for the vacant position. Various methods and procedures are used in the process of selection. Depending on the position vacant, the stages in selection differs.

Basically, three steps can be identified in the process of selection, and they are

Sorting Applications

Implement selection program: conduct interviews, exercises, tests

Review candidate data and make selection

SELECTION can be defined as THE PROCESS OF CHOOSING THE MOST SUITABLE APPLICANT/CANDIDATE FOR A LOB FROM AMONG THE AVAILABLE APPLICANTS What is Induction?Induction Training is absolutely vital for new starters. Good induction training ensures new starters are retained, and then settled in quickly and happily to a productive role. Induction training is more than skills training. When there is a new employee in the organization, it is important to give them the right induction that will benefit themselves and the organization. This induction period can be considered as the foundation for getting the most out of the employee and to determine their long term success in the organization. It's about the basics that seasoned employees all take for granted: what the shifts are, where the notice-board is, what the routine is for holidays, sickness, where's the canteen, what's the dress code, where the toilets are, as well as new employees also need to understand the organizations mission, goals, values and philosophy, personnel practices, health and safety rules, and of course the job they're required to do, with clear methods, timescales and expectations.

INDUCTION is A TECHNIQUE BY WHICH A NEW EMPLOYEE IS HABILITATED INTO THE CHANGED SURROUNDINGS AND INTRODUCED TO THE PRACTICES, POLICIES AND PURPOSES OF THE ORGANISATION.Why recruitment and selection is important? The process of Recruitment and Selection is one of the crucial activities in an organization. It counts a lot in the status of finance. An effective recruitment and selection process reduces turnover. These processes match up the right person with the right job skills. Interviews and background checks ensure that you employ a candidate who is reliable and carries out the objectives you planned for providing quality services and goods to your customers. Recruiting people who are wrong for the organization can lead to increased labor turnover, increased costs for the organization, and lowering of morale in the existing workforce. Such people are likely to be discontented, unlikely to give of their best, and end up leaving voluntarily or involuntarily when their unsuitability becomes evident. They will not offer the flexibility and commitment that many organizations seek. Managers and supervisors will have to spend extra time on further recruitment exercises, when what is needed in the first place is a systematic process to assess the role to be filled, and the type of skills and abilities needed to fill it.

Most recruitment systems will be simple, with stages that can be followed as a routine whenever there is a vacancy to be filled, and which can be monitored and adapted in the light of experience.

In today's rapidly changing business environment, organizations have to respond quickly to requirements of people. Hence, it is important to have a well-defined recruitment policy in place, which can be executed effectively to get the fittest for the vacant positions. Selecting the wrong candidate or rejecting the right candidate could turn out to be costly for the organization. Selection is one area where the interference of external factors is minimal. Hence the HR department can use its discretion in framing its selection policy and using various selection tools for the best results. The Recruitment ProcessI) HR Planning

Organizations are greatly affected by their demand for labour, and therefore by the supply of labour. If an organization or an individual do intend to grow their business, even by engaging family and friends, recruitment needs to be done professionally and it is the function of the human resource plan to determine the numbers of staff needed, when they will be recruited, how they will be managed and the costs involved in their employment.HR Planning is also called as Manpower Planning. As the first stage of the process of recruitment, it is the stage where the development of strategies for matching the size and skills of the workforce to organizational needs is done. Human resource planning assists organizations to recruit, retain, and optimize the deployment of the personnel needed to meet business objectives and to respond to changes in the external environment. The process involves carrying out a skills analysis of the existing workforce, carrying out manpower forecasting, and taking action to ensure that supply meets demand. This may include the development of training and retraining strategies.It is the process where the identification of the job vacancy and the decision of how many people will be taken. Human Resource planning can be defined as the process by which the guiding members of an organization manages and leads the people who will be responsible for implementing the strategies necessary to fulfill its mission and reach its vision.The need for labour will arise due to various reasons. Either it can be due to an internal condition or due to an external condition. Some of the reasons of need of labour are listed below.

RESIGNATION

TERMINATION

PROMOTIONS

ORGANISATION CHANGES THE NATURE OF ITS BUSINESS

DECISION TO UPGRADE THE QUALITY OF THE PRODUCT OR THE SERVICE HAS BEEN TAKEN

GROWTH OF THE ORGANIZATION (Opening of Island wide and overseas branches)

ENTERING TO NEW MARKET

How to determine Human Resource Needs? Of course there are three main traditions or ways in doing it.

Trend Analysis:

An aspectof technical analysis that tries to predict the future movement of a stock based on past data. Trend analysis is based on the idea that what has happened in the past gives traders an idea of what will happen in the future.Ratio Analysis:

Technique used in forecasting future work force needs by using ratios between sales volumes and number of employees needed.

Scatter Plot:A graphical method used to help identify the relationships between two variables.II) Job AnalysisPreparation of the Job Description (which describes about the job) and Job Specification (which describes about the person whose going to do the job).

Content of Job Analysis-Job Description & Job Specification

III) RecruitmentThe decision of the methods of getting touch or attracting the potential candidates is taken at this stage. Recruitment can be done either INTERNALY or EXTERNALY

Internal Sources Transfers

-

Location Change

Promotions

-

Shifting an employee to a senior position

Referrals of Employee- Buddy finds buddy

Job Posting

-

Informing employees internally about Available available positions(i.e. notice board, ) general e mail general e mail)

Succession plans-

Managerial level

External Sources Advertising

-

Newspaper ads, TV, Radio, Internet etc.

Employee Agencies

Special Events

-

Job Fairs, Career days

Head Hunting

Educational Institutions

Outsourcing / Labor contract

Employee Recommendation

There are both advantages and disadvantages in the above mentioned recruitment methods.

By recruiting people internally, an organization will have people who are familiar with the organizational rules and regulations and the culture of it and therefore there will not be a requirement in training them and having induction programs and the employee will be able to start work immediately after the placement. The employee is not new to the organization and hence a probation period is not vital. Because of the better utilization of the internal talents, so that the present employees will see a future in the organization and the turnover will be controlled to a certain extent. Internal recruitment will be a booster for moral, seeing and feeling that the hard and devoted work and the performance is considered and appreciated by the management.

The biggest advantage of having an internal recruitment system is that the cost can be reduced in advertising and pay packages. The time cost in interviews and sorting resumes could be saved.

Having restricted choice, conflicts, inbreeding and absence of competition are some of the disadvantages in having internal recruits, while the external recruits bring new and bright ideas, competition, and fresh blood. Having wide options and indirect publicity for the organization is some of the great advantages which external recruitment systems have.

Organizations put tremendous effort to recruit the very best person for every job. Without the best people, an organization cannot be the best firm. The graph shows the recruitment and selection process in detail:

IV) Selection

The selection procedure is focused on discovering knowledge, experience, skills, abilities and personal characteristics of the candidates. During the selection procedures the candidates are interviewed, tested and submitted to standard psychological instruments.

There isnt a fixed process for selection. The method of selection differs from one organization to another. Yet there are some similarities in the process in which the selection is done. Some of the common steps in the process of selection are as follows.

1) Review Applications

2) Preliminary Interview

3) Selection Test

4) Reference checking

5) Medical Examination

6) Selection decision

V) Induction and OrientationNew employee orientation is the process used for welcoming a new employee into an organization. New employee orientation, often spearheaded by a meeting with the Human Resources department, generally contains information about safety, the work environment, the new job description, benefits and eligibility, company culture, company history, the organization chart and anything else relevant to working in the new company.

Employee orientation often includes an introduction to each department in the company and training on-the-job. New employee orientation frequently includes spending time doing the jobs in each department to understand the flow of the product or service through the organization.

ROLE OF HR IN RECRUITMENT AND SELECTION

Recruitment and selection is one of the key result areas of Human Resource Management. The responsibilities of the Human Resources Department in recruitment and selection, is to outline the companys policy of recruitment of staff of best in class of all disciplines in keeping with its policy of offering equal employment opportunity. Company ensures they attract and recruit quality employees, using best available techniques of selection. Having a well structured recruitment policy and up to date methods of recruiting, will ensure the organization being empowered with the best work force available in the job market.

Human Resource department is the main facilitator and the main component which involves and holds the responsibility of building the work force of the organization collectively, with the experts of the organization.

4. ANALYSIS

4.1 & 4.2 Methodology and Analysis

The methodology and analysis of recruitment and selection procedures carried out by the British Council are covered in this section. I gathered information on these procedures by discussing with the line manager who then directed me to the HR manager for further explanation on the topic and observed the ways in which things happen at the British Council with regard to HR practices.THE RECRUITMENT AND SELECTION PROCESS AT BRITISH COUNCIL

SRI LANKA

PLANNING RECRUITMENT, STANDARD RECRUITMENT AND RECRUITMENT PROCEDUREPolicy

All jobs must be advertised internally to staff based in the country in which the vacant post exists. This does not apply to jobs within the teaching centre network or on overseas package terms which may be advertised internally more widely. If there is no suitable internal candidate the post can then be advertised externally within the country, through the corporate website and appropriate media.

Recruitment Procedures

This section describes the British Council worldwide recruitment and selection procedures for all staff.Procedures

The following steps for recruitment are covered in these procedures.

1. Prepare theJob Descriptionfor the vacancy.

2. Are there exceptional situations to consider before advertising the vacancy?

3. Identify and allocate the necessary funds for this recruitment exercise.

4. Decide on the type of advertising and recruitment.

5. Place the advertisement.

6. Acknowledge all applications.

7. Short-list the candidates for interview and inform the unsuccessful applicants.

8. Interview the short-listed candidates.

9. Make your decision, offer the job to the selected candidate and inform the unsuccessful applicants. Give feedback, as appropriate.

10. File all records of the recruitment exercise.The following topics will describe the criteria adopted by the organization to do the Recruitment and Selection Procedure.I. CONFIRMING A VACANCY AND CREATING THE JDS

This section describes how to confirm a vacancy and prepare aJob Description. It also indicates what to do when the duties of a job change.

Policy

AJob Descriptionspecifies the aim of a job, its duties and related standards. A job-holder's performance is managed and assessed against all criteria stated in the Job Description. The Job Description also indicates which of these criteria will be used to select candidates for the job.

You must review the Job Description before advertising a vacant post. You must also review a Job Description.Procedure

Deciding whether a vacancy really exists

Is the post really needed?

Could the job be done in other ways?

Do you have permission to recruit?

Reviewing the requirements of the vacant post and the associated knowledge, skills and behaviors.

II. PLACING ADVERTISEMENTS

This section describes how to place an advertisement for a job vacancy.

Policy

You must advertise jobs internally first, so that suitable candidates can be identified from within the relevant British Council office. If you cannot select any suitable candidate from this internal recruitment exercise, advertise jobs externally through the appropriate press.

Procedure

Include the following brief details in the job advertisement:

Title of the job

Purpose of the job

Pay band

Start date

Expected length of posting (if applicable)

Name of person from whom details of the job are available

Name of person from whom job description/person specification is available

Name of the line (or recruiting) manager and of anyone else to whom informal enquiries can be directed, and from whom theJob Descriptioncan be obtained

To whom applications are to be sent, including a telephone, fax number and email address

Statement that the job is being advertised internally and externally

Deadline for applications. Make sure the advertisement conforms to British Council house style.

For external advertisements: Pass the advertisement to your relevant HR contact who will pass it to the nominated agency for preparation and placement.For internal advertisements: E-mail your job advertisement totheBulletin, via your relevant HR contact, with a job description. III. APPLYING FOR A POSITION

This guidance describes how internal staff can apply for British Council positions and give feedback on the application process.

British Council staff must apply for positions using the correct procedures.

For job advertisements, and how to respond to them, see the job vacancy section of theBulletin. Further information is available on the Human Resources (HR) intranet.IV. SHORTLISTING CANDIDATES FOR INTERVIEW

This procedure describes how to short-list candidates for interview.

Policy

All candidates must be short-listed against the criteria for the job.Procedures

Handling external application forms

Assign a number to each candidate on theShort-listing Matrix form and put the same number on the application form. It is important to number the forms in this way for the purposes of equal opportunities monitoring and, if necessary for random selection.

Setting up a short-listing panel

Pre-requisites for members of a short-listing panel

If you have not done recruitment and selection training before or are new to recruitment and selection in the British Council then you must successfully complete theE-Learning Recruitment and Selection Courseand also, within one month, attend the one-day face-to-face recruitment and selection course either in the UK or in country/region.

Standards

The following standards apply in all cases:

At least two people must be involved.

All members of the panel should normally be at least one pay band above or the same pay band as the post being recruited for.

At least two of the panel members must have undertaken full recruitment and selection training in the previous three years

Short-listing the candidates

The aim of short-listing is to identify candidates who meet all the essential criteria for the post, and then to decide which candidates to interview. The short-listing process is normally based on essential criteria only.Prepare theshort-listing matrix.Evaluate each candidate against the essential criteria. Each short-listed person must read the job application form

Do not take into account any additional information provided by the applicant or the applicant's line manager.

Do not take into account any previous short-listing or interview decisions.

For internal candidates: If there are no evaluations for the applicant, ask the applicant's manager in writing to provide an open reference against the competencies required for recruitment, and send a copy of the letter to the candidate.

For external candidates: HR contacts are responsible for requesting both personal references and references from employers,

If five or more candidates meet the essential criteria/competencies, you can also short-list against desirable criteria /competencies,

Informing candidates

Either the recruiting manager or their HR contact is responsible for informing candidates of the short-listing results.Inform all candidates of the results of short-listing using appropriate model letters. Agree who will give feedback to unsuccessful candidates if they request it. Give all unsuccessful candidates the opportunity to receive feedback on their application.V. INTERVIEWING CANDIDATES

This section describes how to prepare for and manage interviews.

Policy

All staff involved in interviewing must be trained in selection interviewing.

Preparing for interviews

1. Form an interview panel. The following standards apply in all cases:

At least two people must be involved, and not more than four.

At least one interviewer must not have been involved in the short-listing process

All members of the panel must be at least one pay band above or the same pay band as the applicant. At least two of the panel members must have undertaken full recruitment and selection training in the previous three years (as stated above)

The interviewers must represent a diverse mix of gender, ethnicity, age, disability, religion or belief and sexual orientation where possible.

2. Schedule the interviews and make appointments.

3.Book a private room for the interviews and make sure the seating is arranged comfortably and suitably. Do not interview in an open plan area.

4. Read theJob Description.

5. Read each candidate's application form and, for internal recruitment, the last three performance evaluations. Scheduling interviews:

Interviewing is extremely tiring and you will lose your focus and objectivity if you try to see too many people in one day.Table 1

Pay bandInterview timeComments

Junior and middle management45 minutes to one hour plus 45 minutes post-interview for discussion and scoring.Maximum of five candidates a day.

Middle and senior managementOne to one and a half hours plus 45 minutes to one hour for post-interview discussion and scoringMaximum of three candidates a day.

Use the following guidelines for scheduling interviews:

Aim to interview three candidates for each vacancy.

Ask candidates to confirm their intention to attend.

Ask candidates to attend 15 minutes earlier than their interview time.

VI. TESTS AND PRESENTATIONS

This section describes how and when to use skills, ability tests, psychometric instruments and presentations as part of the selection process for a British Council job.PolicyManagers are strongly recommended to use these tests for jobs requiring the use of written and spoken English, unless local circumstances or local legal rules out this possibility.

Ability tests and other appropriate psychometric tests may only be administered and interpreted by appropriately qualified people.

PresentationsYou may only include a presentation exercise as part of a selection process if presentation skills or the underlying abilities required are among the essential criteria for a job.TestsManagers in the UK must use the British Council's own work-based tests as part of the selection process when recruiting externally for administrative and junior management level jobs (pay bands 4 and 6). Managers outside the UK are strongly recommended to use these tests for jobs requiring the use of written and spoken English, unless local circumstances or local legislation rule out this possibility. Work- based tests have been designed so that they can be used globally and you do not have to be licensed (specially trained) to administer and score them. Ability tests and other appropriate psychometric tests may only be administered and interpreted by appropriately qualified people.

Presentation Guidance

Presentations are not easy to assess objectively and extend the time required for assessing the candidate. They can only provide evidence about the skills involved in giving them, that is:

presenting ideas clearly

building a positive relationship with the candidate

structuring the delivery of information logically

keeping within a time frame

Using tools, such as overhead projectors or flipcharts.

Donotuse presentations to judge or assess the following qualities:

effectiveness as a teacher or trainer

managerial or administrative skills

creativity or innovation

Procedure

Get professional advice from your HR contact or the Recruitment team before designing a presentation exercise. Choose a subject on which a wide range of candidates can find something to say, or are likely to have opinions or ideas.

During the presentation, assessors must:

Record evidence in support of their judgments.

Use a marking scheme, rating candidates as A, B or C.

Use the ratings to contribute to the final selection decision.

Fifteen minutes is allowed for each presentation: five minutes for the presentation, five minutes for any over-run and five minutes for the panel's discussion and recording. A record sheet is completed for each candidate (see the example below).Table 2Candidate's nameSubject of assessmentEvidenceRating

Advantages: were they stated and clear?

Disadvantages: were they stated and clear?

Ended before/on/over time?

Examples of verbal and non-verbal communication which did/did not build rapport

Overall rating for the presentation

The panel notes behavioral and verbal evidence. Presentations are timed with a stopwatch. The panel stops candidates who over-run by more than two minutes. Over-runs of up to two minutes are noted but not stopped. Candidates are rated for each criterion, and overall, as follows:

A: Exceeds competency level requiredB: Meets competency level required

C: Did not meet competency level required

After each presentation, the panel members:

Form their own opinion of the candidate's performance

Discuss and reach consensus on the ratings to be awarded

Record the ratings and supporting evidence.

Candidates with an overall rating of C are not offered appointment. Candidates with an overall rating of A are considered for appointment before those with an overall rating of B.Tests GuidanceYou must use the British Council's own work-based tests for external recruitment to administrative and junior management jobs. There is staff time involved in running the tests but there are no additional costs. To complement the quality and range of information available about candidates, ability tests produced by reputable specialist publishers may also be appropriate as part of the selection process for some jobs. There are strict ethical guidelines on the use of these tests and the use of personality assessment techniques as part of a recruitment process. Personality assessment techniques can also be used for individual staff development, and are usually most appropriate in this context. Procedure

The procedures stipulated by the test publisher and/or the British Council's own work-based tests must be followed.VII. MAKING A SELECTION DECISIONThis section describes the process of deciding which candidate to appoint and communicating that decision to all candidates. These procedures are carried out by recruiting managers.

Policy

Accurate records of all recruitment exercises must be completed and kept by the recruiting manager for one year. IT records must be kept for three years.

Procedures

Assessing and comparing individual candidates against selection criteria

1. At the end of the interview each interviewer:

Reviews their own overall assessment of the candidate, using their own interview notes.

Considers the score they would give the candidate against each competency, based on the evidence gathered from all data sources.

2. The panel discusses the assessment of each candidate. One interviewer records their jointly

1. Make sure the panel has taken all available evidence into account.

2. When all the candidates have been interviewed, the panel selects the strongest candidate and reserve(s). The following guidelines apply:

The candidate must be measured against the selection criteria/competencies and levels as specified in the advertisement and job description.

Selection criteria and their relative importance must remain the same throughout the process.

Take account of the competency levels required/specified in the job description when making a final decision.

You cannot appoint a candidate who scores a C (the rating mentioned in the record sheet when using the presentations) on any essential competency.

1. Retain all hard copy records, including the notes of individual interviewers for one year.3. FINDINGS (KEY ISSUES)

There is no proper procedure to send feedback forms to the unsuccessful candidates;

For not short listing

For the candidates who were not selected.

If there is a procedure to point out the following, for the unsuccessful candidates it can protect the corporate image of the organization as well as to create prospective customers

Showing the weaknesses

Suggest an optional job

Give hints to improve weaknesses

Send a thanking letter for attending to the interview/applying for the vacancy.

In a nut shell, the process of Recruitment, Selection and Induction has been discussed in a technical method. At the end all organizations will have to keep in mind, that recruitment and selection play a major role and can lead the organization into success if you recruit the right people for the right job or can lead in to failure if the recruits fail to perform as expected.

4. RECCOMENDATIONSList of references Regional Intranet for British Council procedures

Shared Documents

Human Resource Management by Gary Desller

Rewards and Salary Administration

Employee Relations

Industrial Relations

Performance Management

Training and Development

RECRUITMENT AND SELECTION

JOB SPECIFICATION

Education

Qualifications required

Experience

Experience

Training

Skills

Attitude & motivation

Initiative

Analysis & judgment ability

Emotional characteristics

Personality

Age-range

Health

JOB DESCRIPTION

Job title

Location

Summary of duties

Detailed statement of work to be performed

Tools, equipments & machines to be used

Materials used

Responsibility

Working conditions

Hazards

Authority

Relationship to other jobs.

JOB ANALYSIS

Content of the job

Difference in the nature of jobs

Tasks involved in the job

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