Higher AdministrationAdministrative ServicesOutcome 3

Recruitment and Selection Procedures

Recruitment vs Selection

Recruitment - Getting the right person to apply for the job.

Selection – Choosing the right person for the right job.

The Recruitment Process Job Evaluation/Job Analysis

Identification of duties/skills Do we need to replace this post?

What if a replacement isn’t necessary? Can it be outsourced? Can duties be reallocated?

eg Management Review

Does the role still exist at all?

The Recruitment Process Job Description

Duties, Responsibilities, Hours of Work (and Days), Remuneration, Location, Line Manager etc

Person Specification Skills and Qualities which can be

essential or desirable

Workforce PlanningBeing aware of who is employed and requirements for the future…

Age and Gender Skills Staff Turnover Ethnic minorities and Disabilities Succession Plan

An Opportunity… When a vacancy exists for a job, it is

not automatically filled either by an internal or external applicant.

Organisations will take the opportunity to evaluate the duties and roles of that job before they decide to fill the post.

HeadhuntingSometimes an organisation will know who they want for a specific job and they will approach that person directly and ask them to apply for the job.

Internal Recruitment

Advantages Less Expensive

Employees' skills and knowledge already known

Increased flexibility with ‘homegrown talent’

Improves morale (promotion opportunities)

Disadvantages No new talent introduced

Favouritism?

Difficult to find the right person?

External Recruitment

Advantages Higher chance of the

right person being appointed

Fresh skills and ideas

Increased diversity

Disadvantages More expensive

Recruitment takes longer

Upset existing employees

Extra training may need provided.

Using a Recruitment AgencyAdvantages: They have access to a wide range of candidates eg some

already on record Specialist knowledge and experience – eg psychometric testing HR Departments can focus on other activities such as training

and staff development Can downsize the HR Department

Disadvantages: More expensive – may need to pay even if a suitable candidate

isn’t found Lack of internal knowledge – inappropriate appointments Process may be impersonal and therefore applicants won’t

have a feel for the organisation before starting work

The Selection Process Application Forms

Allows each candidate to be easily compared against others

Often online forms

Curriculum Vitae Summary of qualifications and experience Often accompanied by a covering letter

Equal Opportunities It is unlawful to treat one person less

favourably than another, wholly or mainly on the grounds of: Sex Martial status Race Nationality Colour Ethnicity Disability Age Religion

Equality Act 2010

Discrimination Direct Discrimination:

“young motivated woman” required

Indirect Discrimination:“staff must be at least 5’9” in order to reach equipment”

Discrimination by association is unlawful (ie just because you are connected to someone with one of the protected characteristics)

Bullying or harassment because of one of the protected characteristics is unlawful

The Short-List and Interviews Most organisations will limit the

number of candidates to be interviewed to between 4-8 people.

Interviews: One-to-one Number of sequential interviews Presentations

Preparing for Interviews Book a room and arrange the seating

Read all documentation

Agree on questions to be asked

Control the interview (Time-keeping)

Put the candidate at ease

Interviews

Benefits Meet and

discuss face-to-face

Candidate views premises

Drawbacks Hasty

impressions

Interviewees nervous and not perform to their full potential

Interviews: The Interview Checklist

A checklist can be used as evidence to justify decisions and treat all candidates fairly.

Testing can also assist in the selection choice

Interviews: The Effective InterviewAn effective interview is one where the interviewer:

Quickly establishes a rapport with the candidate

Listens to what is said Asks ‘open’ questions eg “Example of a

time when you showed leadership qualities?”

Summarises and evaluates the candidate’s response

TestingSkills Tests – ascertain if the candidate has the skills and ability to do the job.

Intelligence Tests – general knowledge, numeracy and literacy.

Aptitude Tests – measure an individual's level of verbal, numerical and diagrammatical reasoning eg the ability to prioritise.

Attainment Tests – spelling or typing (WPM)

Personality/Psychometric Tests – explore the candidates personality and thinking processes. Only qualified staff should analyse, to avoid misleading results.

Medical Tests – check that the candidate is fit for the type of work.

The problem with testing is that it can make people feel nervous and as a result not perform as well.

Making a Decision References:

Contacted to verify what they have said Allows candidates to be compared Previous employer’s opinion

Other Employment Checks: eg PVG (protection of Vulnerable Groups)

Informing unsuccessful candidates

Internet ResearchNottingham University Recruitment and Selection

Complete the Equal Opportunities Quiz

Staff Development

Staff Appraisal Employees who know what and how

much is expected of them are likely to be more effective than those who are unclear about their role.

A meeting held between the employee and the line manager where a performance evaluation will be carried out.

Staff Appraisal A plan of development will be made

Reviewed in 3-6 months, where targets are checked and further comments and opinions recorded

Can be linked to Performance Related Pay (PRP) – although not popular!

Staff Appraisal - Ingredients Objective – not a forum for raising problems and

moans

Participative – both the manager and employee take an active role

Considered – taking account of the strategic aims of the organisation

Developmental – help to develop the employee personally and professionally

Staff Appraisal Discuss and set targets; complete forms

Agree performance criteria

Complete Personal Development Plan

Measure actual performance against criteria

Salary review and/or bonus

Further training

Methods of Appraisal Management by Objectives:

Emphasises setting of agreed targets, in line with organisational goals

Competency-based:Emphasises the importance of assessing how the work is carried out eg customer service

360-degree:Uses a variety of people to build an overall profile eg superiors, peers and subordinates

Successful Staff Appraisals Identify and match business and personal objectives

Discover employees suitable for promotion

Identify training needs

Control and monitor performance

Assist individuals with self-development

Improve employee motivation

Review salaries or payment methods

Check effectiveness of current work practices

Update job descriptions

Areas for Development Job performance Communication skills IT skills Customer service skills Future training and development Personal goals eg timekeeping Career objectives

Measuring Success…

Deadlines

Emails and Phone Calls

Monthly Sales

Complaints Dealt With…

Complaints Against…

Contribution to Profit…

Benefits of Staff Appraisals Managers know what to expect from

employees Managers develop skills dealing with

employees Employees can discuss personal and

professional development Feedback on performance

(Strengths/Weaknesses)

Internet ResearchCharted Institute of Personnel and Development

For further information and fact sheets that you can download.

Professional Development

Continuing Professional Development

Staff development looks at what the

employee needs to do to enhance

their current skills, whereas an

appraisal measures their existing

ones.

Continuing Professional DevelopmentSkills and training should be linked to organisational goals.

Discussion surrounding evidence of targets being met…

What is needed varies: Education? Development? Training?

Continuing Professional DevelopmentEducation: background academic knowledge to undertake the job (eg a degree)

Training: gaining knowledge and skills to do the current job

Development: identifying future potential and undertaking education or training to achieve it

Benefits of CPD (Lifelong Learning)

Staff become more proficient at their job

Customers are more satisfied Staff develop ‘transferable skills’

Less stress on individual More adaptable to change

Education does not stop once employed… but the amount of time allocated depends on the organisation eg Google’s 20% time

TrainingInduction Training: the initial introduction to the organisation

Ongoing training: lists of courses/events published which may be run in-house (internal) or off-site (external)

Induction TrainingWhat might be included? Software used by the business Meeting fellow workers and a tour of

the premises Awareness of Health and Safety

procedures Informing employees of Company

policies

Training Needs AnalysisOrganisations work out which courses they need to offer by conducting a skills scan of their staff and the results of appraisals and development reviews.

If an organisation is working towards, or has already achieved, Investors in People (IIP) status, they will have a specific policy.

Internet ResearchInvestigate what is meant by the Quality Mark ‘Investors in People’.

What benefits does this provide the organisation with?

What are the key principles?

Types of TrainingBlended Learning:A mix of lecture, tutorial, practical activities and online material.

Many employees are now encouraged to learn in their own time in places that suit them eg at Scottish Power staff have access to online materials which they can work through at their own pace.

On-The-Job TrainingTraining provided within the organisation while continuing to carry out work: Demonstrations Job rotation Coaching from a mentor Working on a specific project

(secondment)

Off-The-Job TrainingTraining provided outwith the usual working environment. It may still take place within the organisation, but is often at college or other training centre: Lectures Online Distance Learning (Open learning) Case Studies Individual Projects In-tray exercises

In-House Training

Advantages Tailored to suit

organisation’s requirements

Cheaper than external training

No travel required

Arranged to fit in with other organisation commitments

Disadvantages Training cancelled if

another emergency occurred

Training not always taken seriously – employees know trainers

Course may be too specific

External Training

Advantages Networking with other

colleagues

Improved concentration (away from working environment)

Ability to cascade knowledge

May lead to a formally recognised qualification eg HNC

Disadvantages Expensive – time and

money

Employees may leave if they gain qualifications

Course may not be relevant to organisation

Employees may not pass the course assessment

Staff Welfare

Staff-Friendly PoliciesWork-life Balance:Employees spending time with families and time for recreation activities.

Well-being Initiatives:Head-massage, pilates, yoga, healthy eating options being introduced, gym membership, support to stop smoking etc

Time to talk:A counselling service where staff can speak in confidence

Absence management:How often and how long staff are absent monitored – ‘back to work’ interviews and in-house doctor check progress and health

Internet ResearchVisit Scotland’s Health at Work website.

Summarise the benefits of the programme.

Which organisations in the local area have gained awards?

CounsellingStress may be related to work or personal issues (family or home) but anything that affects an employee’s work performance.

Stress may lead to: Not sleeping well Drinking or smoking too much Over anxious/argumentative Lack of concentration and poor judgement

Counsellors help with personal problems eg death in the family/marital problems as well as work/health problems.

All matters are treated in the strictest confidence and no records are kept in employee files.

Internet ResearchVisit the BUPA website and look at the fact sheet on “Stress in the Workplace”.

Note the causes, triggers and effects of stress, and how to avoid them.

Grievance and Disciplinary ProceduresInformation provided with the contract of employment.

Ensures that all employee are treated fairly.

Disciplinary procedures already covered in Outcome 2

GrievancesRaised by employees when they are unhappy about how they have been treated or about something that has happened at work.

Have they been demoted? Paid less than expected? Change in physical environment? Change in job conditions? Sexual harassment? Bullied?

Grievance ProceduresA Grievance Procedure should:

Make it easy for employee to raise issues with management

Be available in writing and simple to understand

Enable a line manager to deal informally with a grievance

Keep proceedings confidential

Allow the employee to have a companion at a formal grievance meeting/hearing

Grievance: Procedure StepsStep 1: inform the line manager of a grievance in writing

Step 2: meet with the manager to discuss the grievance with a representative if necessary

Step 3: if the matter is not resolved meet with a more senior manager

Step 4: be given the right to an appeal meeting if the employee feels that a grievance has not been satisfactorily resolved and be notified of the final outcome.

Internet ResearchGrievances should take place within set time limits; depending on the seriousness of the grievance.

If there is no agreed resolution than matters can be taken to the Advice, Conciliation and Arbitration Service (ACAS) to settle.

Visit the ACAS website and search the site for information on handling grievances. Take some notes on the importance of clear procedures for the employee and employer.

Absence ManagementConsequences of ignoring short or long-term absences include: Loss of productivity and increased costs Additional work for remaining staff Repeated absence can cause resentment

An employee’s return to work needs to be managed and planned. Support must be given from line managers and the HR Department.

Absence ManagementHR should introduce procedures which are sensitive to the individual concerned.

Keeping in contact with the individual during absence

Arranging return-to-work interviews Agree staged return-to-work Arrange meeting with the organisation’s doctor Using disciplinary procedures for short-term

absence Involve occupational health and rehabilitation

programmes for long-term absence

Higher AdministrationAdministrative ServicesOutcome 3