hr.. lit.review final

8/4/2019 HR.. Lit.review Final

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INTRODUCTION

Recent developments within organizations and within organizational business environments have brought

new challenges for personnel selection. Specifically, technological changes, globalization, social trends

and changes in the organization of work require that the organizations consider the modus operandiof

their employee selection procedures.

The change in attitude to workforce management has been great and fundamental since the early years of

the 20th century and the introduction of mass production. There are still firms and factories that hire and

fire on an almost daily basis and which offer no training or staff development at all.

However, these are now the exceptions rather than the rule. Modern Human Resources Management

(HRM) has been developed not just in response to increasing legal constraints on how workers are treated

but also as a recognition that a truly successful and competitive business depends on the support and

coordination of a well-trained and suitably motivated team of staff.

The central of HRM is to recruit, train, and utilize a businesss personnel in the most productive manner

to assist the organization in the achievement of its objective.

The Human Resources department consists of several responsibilities namely; Recruitment and Selection,

Wages and salaries, Industrial relations, Training programs, Health and safety, Redundancy

(retrenchment) and dismissal.

Recruitment and selection are considered to be the most important role of the Human Resources

department. It involves attracting and selecting the best candidates for vacancies that arise.

This project deals with the analysis of the recruitment and selection process at Bank One, one among the

top 5 banks in Mauritius.


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LITERATURE REVIEW


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HUMAN RESOURCE MANAGEMENT (HRM)

Michael Armstrong (1988), one of the most influential writers of the modern times defines Human

resource management as a strategic and coherent approach to the management of an organizations most

valued assets- the people working there who individually and collectively contribute to the achievement

of its objectives.

According to John Storey (1995), HRM is a distinctive approach to employment management which

seeks to achieve competitive advantage through the strategic deployment of a highly commited and

capable work force, using an integrated array of cultural, structural and personal techniques.

Human resource management involves all management decisions and action that affect the relationship

between the organization and its employees-its human resources (Beer et al, 1984).

Human resource management comprises of a set of policies designed to maximize organizational

integration, employee commitment, flexibility and quality of work (Guest, 1987).

RECRUITMENT AND SELECTION

Broadly speaking, recruitment and selection is concerned with the identification and selection of the right

personnel to satisfy the human resource requirements of an organization.

The focus of recruitment and selection is on matching the capabilities and inclinations of prospective

candidates against the demands and rewards inherent in a given job (Herriot, 1989; Montgomery, 1996;

Plumbley, 1985). Recruitment and selection lie at the heart of how businesses procure human resourcesrequired to maintain a sustainable competitive advantage over rivals (Aaker, 1989; Jackson et al., 1989;

Pettigrew et al., 1988; Raghuram and Arvey, 1996; Walker, 1992) and hence staffing positions, especially

managerial posts, in organizations may well represent one of the most important human resource

management functions (Judge and Ferris, 1994).

RELATIONSHIP BETWEEN RECRUITMENT AND SELECTION

According to Gatewood and Field, selection is more closely related to recruitment than it is to any other

HRM programs, because both are concerned with processing individuals to place them in jobs. Other

HRM areas deal with individuals after they have been placed. Until recently, recruitment and selection

were often conducted as separate activities. Recruitment was the process of attracting a group of

individuals to an organization. Selection began after recruitment was completed and was the process of

reducing this group down to those suitable for employment. Sara Rynes, in an extensive review of


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recruitment, points out that this is a nave view point. At the very least, the selection requirements thus

applied to applicants affect the recruitment sources used and some of the specific information about the

job that is included in the recruitment message. Correspondingly., the applicant pool obviously serves as

the limiting factor in selection. If this pool is inappropriate for the position, the effectiveneess of the

selection program is limited.

HUMAN RESOURCE PLANNING

Human resource planning determines the human resources required by the organization to achieve its

strategic goals. As defined by Bulla and Scott (1994) it is the process for ensuring that the human

resource requirements of an organization are identified and plans are made for satisfying those

requirements. Human resource planning is based on the belief that people are an organizations most

important strategic resource. It addresses human resource needs both in quantitative and qualitative a term

which means answering two basic questions:

How many people? What sort of people?

According to Armstrong, HRP also looks at broader issues relating to the ways in which people are

employed and developed in order to improve organizational effectiveness. It can therefore play an

important part in strategic human resource management.

As Quinn Mills (1983) indicates, HRP is a decision-making process that combines three important

activities:

Identifying and acquiring the right number of people with the proper skills Motivating them to achieve high performance, and Creating interactive links between business objectives and people-planning activities


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RECRUITMENT

What is recruitment? A useful definition is: searching for and obtaining potential job candidates in

sufficient numbers and quality so that the organization can select the most appropriate people to fill its job

needs (Dowling and Schuler,1990). How does recruitment differ from selection? Whitehill (1991)

describes the recruitment process as a positive one: building a roster of potentially qualified applicants ,

as opposed to the negative process ofselection.

The recruitment process has two key aims:

the attraction and retention of the interest of suitable applicants the projection of a positive image of the organization to those who come in contact with it

Noe et al (2006:194) define recruitment as the practice or activity carried on by the organization with

the primary purpose of identifying and attracting potential employees

On the other hand, Cherrington (cited in Nel et al, 2004:219) defines recruitment where Everyorganization must be able to attract a sufficient number of job candidate who have the capabilities and

aptitudes that will help the organization achieve its objectives. It also needs to be noted that recruitment

is an activity that is related to, and influenced by, the human resource planning activity, in that if an

organization identifies a labor surplus through HR planning, management would want to reduce the

supply of labor and therefore recruitment would not be appropriate for the organization at that stage.

Ward (1998:16-23) emphasizes that such reduce the supply responses are inadequate and identifies the

actual reasons for the recruitment of people to be:

.to directly or indirectly adds to the companys revenue

To directly or indirectly add to the companys expenditure

Through accommodation of the two preceding criteria, enhance the companys profitability (Ward,

1998: 18).

Recruitment should be in line with the organizational strategy and HR strategy supported by the HR Plan.

The figure below explains how jobs are created, competencies developed and fixed in the organizational

charts.


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Effective recruitment steps

Three steps to develop an effective recruitment process are:

Step 1: Ensure an up-to-date job description which contains information related to:

Specific tasks and activities required for a job

The knowledge, skills and abilities required for effective performance by the job incumbent.

Step 2: Develop an effective recruitment strategy which considers:

Appropriate sources of recruitment (i.e., advertisements, personal referrals, employment agencies,direct applications).

Appropriate recruiters (e.g. supervisor or co-worker).

Step 3: Evaluate the recruitment strategy to determine its efficacy.

For example:

Conduct a cost-benefit analysis in terms of the number of applicants referred, interviewed, selected, and

hired. Compare the effectiveness of applicants hired from various sources.

Factors Influencing Recruitment

External Factors

External factors (Nel et al, 2004:220) influencing recruitment includes:

Government and Trade Union Limitations

Countries, such as South Africa, have put in place equal rights legislation to address unfair recruitment

practices. Trade Unions often participate in the recruitment process so as to ensure that the process is fair.

Labor Market Conditions

Labor market conditions significantly impact an organizations choice of recruitment program (Nel et al,

2004:220). For example, if there is an undersupply of skills within the labor market, an intensive and

multi-pronged recruitment program would need to be implemented.


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Internal Factors

Internal factors which influence recruitment include:

Organizational Policy

Organizational recruitment policies with regards to internal v/s external recruitment, employment equity,

diversity v/s person-organization fit, etc. (see section 4.2.2) will influence the nature of the organizations

recruitment.

The Image of the Organization

The public image of the organization, as well as the image which the prospective employee has of the

organization, will impact on the organizations recruitment program (Nel, et al, 2004:220).

Recruitment Requirements

It is important that the organization, through effective job analysis, job descriptions and job

specifications, sets out realistic requirements for the potential job incumbent. Should unrealistic

requirements be set, the success of the recruitment program will be impeded?

Recruitment Sources

Due to the expansive nature of the labor market, the source from which an organization recruits potential

employees is a critical aspect of its overall recruitment strategy, there are two types of sources, the

internal and external sources.

Internal Sources

Promotion and transfer of present employees;

Job advertisements circulated to present employees;

Personal records to identify present employees with potential;

Skills inventories which provide information on the qualification, skills, performance and experience of

present employees (Nel et al, 2004:221).


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External Sources

Employment agencies

Head hunting

Walk-ins

Referrals

Professional associations

Advertisements (placed in newspapers, trade magazines, the internet, etc

JOB ANALYSIS

According to Michael Armstrong, job analysis produces the following information about a job namely;

overall purpose, content, accountabilities, performance criteria, responsibilities, organizational factors,

motivating factors, developmental factors and environmental factors. The management of a business need

to determine what work needs to be done. Job analysis is a key part of this need. It concentrates on what

job holders are expected to do. It provides the basis for job description, which in turn influences decision

taken on recruitment, training, performance appraisal and reward systems.

Purpose of job analysis

Choose employees either from the ranks of your existing staff or from the recruitment of newstaff.

Set out the training requirements of a particular job. Provide information which will help in decision making about the type of equipment and

materials to be employed with the job.

Identify and profile the experiences of employees in their work tasks (information which can beused as evidence for staff development and promotion).

Identify areas of risk and danger at work. Help in setting rates of pay for job tasks.

How is a job analysis carried out?

Several techniques should be used to complete an effective job analysis. Research business documents- for example, procedures manuals.


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Ask relevant managers about the requirements and purpose of the job; what are the key activities;what relationships does the job have with other posts. Develop a comprehensive profile through

these discussions.

Interview the existing job holder (if the job already exists). Observe the job holders to see what they really do.

THE KEY INFORMATION THAT NEEDS TO BE COLLECTED INCLUDES:

Job title Main duties and tasks Targets and performance standards that the job holder is required to achieve The amount of supervision that is normally given/freedom of decision-making in the job. Skills and/or qualifications needed for the job (including personal skills)

JOB DESCRIPTION

A job description sets out the basic details of a job, defining reporting relationships, the overall objective

of the job, the main activities or tasks carried out and any other special requirements or features. For

recruitment purposes, information may be provided on the arrangements for training and development and

career opportunities. The terms and conditions for the job pay, benefits, etcwill also be included, as

will special requirements such as mobility, travelling or unsocial hours.

JOB SPECIFICATION

A job specification goes beyond a mere description in addition, it highlights the mental and physical

attributes required of the job holder.

Job analysis, description and specification can provide useful information to a business in addition to

serving as recruitment instruments. For example, staff appraisal is a mean of monitoring staff

performance and is a feature of promotion in modern companies. In some companies, for example,

employees and their immediate line managers discuss personal goals and targets for the coming period

(e.g. the next six months). The appraisal will then involve a review of performance during the previous

six months, and setting new targets. Job details can serve as a useful basis for establishing dialogue and


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targets. Job descriptions can be used as reference points for arbitrating in disputes as to who does what

in a business.

PERSONNEL SPECIFICATION

The personnel specification is a document specifically introduced to assist the recruitment process drawn

up to identify the required characteristics of the new recruit.

Two examples or their hybrids are in common use: Rogers seven -point plan and Munro Frasers five-

fold grading system.


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Feature sought Essential Desirable

1. Physical make-up Able to communicate orallywith confidence and

sensitivity

None

2. Attainments At least one years previousexperience of recruitment/

general personnel

administration

Previous experience of project work.

Previous experience of supervising

staff knowledge of current

employment law.

3. Intelligence Able to pick up organizationscultural systems quickly

4. Aptitudes Able to:Carry out job analysis

Design up advertisements, induction

training, organize programs and

record systems

Computer literacy and with

experience of computers in work

environment

5. Interests None None6. Disposition Able to relate well to all

categories of employee

within the organization

Conscientious, thorough in

task completion

Enhances professional image of

Personnel Department

Can cope with mundane as well as

profile activities

7. Circumstances None None

Personnel Specification for personnel assistant ( Rogers 7 point)


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Aspects of individual to consider Essential Desirable

1. Impact on others Able to communicate arally withconfidence and sensitivity, and

relate well to all categories of

employee within the organization

conscientious.

Enhances professional inmage of

Personnel Department.

2. Acquired knowledge orqualifications

At least one years experience of

recruitment/ general personnel

administration

Previous experience of project

work.

Previous experience of

supervising staff.

Knowledge of currentemployment law.

Computer literate.

Experience of computers in work

environment.

3. Innate abilities To learn job requirements andperform effectively in short time

scale.

Potential to pick up organizations

culture/ systems quickly.

Writing job descriptions, person

specifications, design ofadvertisements and introduction

training programs, maintain

accurate records and produce

statistical returns.

4. Motivation Can cope with mundane aspects ofjob as well high profile activities.

Wishes to develop career in

personnel management.

5. Adjustment Achieves and reacts calmly totime pressure deadlines.

Conscientious and thorough in

task completion.

Personnel specification for personnel assistant (following Munro Frasers five-point grading)


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TYPES OF RECRUITMENT

Internal recruitment

Internal recruitment is the process of finding internal candidates and encouraging them to apply for

organizational openings (Schneider & Schmitt, 1986), in other words, workers who already form part of

the personnel of the organization and possess the required skills and knowledge are encouraged to apply

for the vacant post. The announcements for the vacant posts are normally done through circulars,

company news letter, and word to mouth and so on.

Advantages of internal recruitment

It saves time and money, rather than recruiting someone from outside the business (advertising,interviewing, etc.)

The person is already known to the business and their reliability, ability and potential are known. The person also knows the organizations way of working and what is expected from employees. It can be very motivating for other employees to see their fellow workers being motivated it

makes them work harder.

Disadvantages of internal recruitment

No new ideas or experience come into the business. Other companies may have different ways ofworking and these ways may be better in some respect. This allows these working practices to be

spread to other businesses and make them more efficient.

There may be jealousy and rivalry amongst existing employees.External recruitment

External recruitment refers to the process of finding potential candidates outside the organization and

encouraging them to apply for and be willing to accept organizational vacancies.

Advantages of external recruitment

Brings in new ideas and skills and techniques with new candidates coming into the organization External candidates may have broader experience External candidates may have some expertise which he/she can share with new colleagues Candidates may be familiar with competitors


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Disadvantages of external recruitment

It is costly The company may end up with someone who proves to be less effective than they did on paper

and in the interview situation.

METHODS OF RECRUITMENT

There are a number of methods of external recruitment. However, there are certain critical issues that

should be taken into consideration to be able to choose the right method. Some of these are:

The cost for choosing a particular method. The coverage under that particular method of communicating the vacancy The deadline for filing in the post, etc.

Below are listed some external forms of recruitment:

Advertising Associations and unions Colleges and secondary schools Employee referral programs Employment agencies Walk-ins Internet


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SELECTION

The Selection Process

(Source: Getewood and Field, Human Resources Selection, fifth edition)

Job Analysis

Identification of relevant Job Performance Dimensions

Identification of knowledge, Skills, Abilities (SKAs) necessary for the job

Development of Assessment devices to measure KSAs

Validation of assessment devices: content, construct and criterion

Use of assessment devices in the processing of Applicants


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Identification of relevant job performance measuresOne of the major purposes of selection programs is to identify those applicants who will be successful on

the job under consideration. We assume actual differences among workers can be measured on aspects of

the job that are important to the performance of the job. In other words, there is some way that the

organization can tell how successful the workers are on the job.

Identification of worker characteristicsUsing both, the job analysis information and the job performance data, the HR specialist must identify the

Knowledge, Skills, Abilities (SKAs) and other employee characteristics that a worker should possess in

order to perform the job successfully. The KSAs become the basic pool of characteristics to be evaluated

in applicants.

Development of Assessment DevicesAfter the KSAs of primary interest have been identified, it becomes necessary either to find or construct

the appropriate selection devices for collecting information from applicants. These instruments can be

classified into the following groups: application blanks, biographical data forms, and reference checks;

the selection interview; mental and special abilities tests; personality assessment inventories; and

simulation and performance measures. There are twa basic principles for choosing the selection device(s)to be used. The first is that the device must measure the KSAs identified previously and secondly the

assessment device should be able to differentiate among applicants.

Validation ProceduresThere are several ways to validate the selection process. In empirical validation, for example, two types of

data are collected:

(a) The scores on the selection devices of a representative sample of individuals(b) Measures of how well each of these individuals performing on important parts of the job. The

purpose of validation is to provide evidence that the data from the selection instruments are

related to job performance.


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Selection methods

It can be argued that staff selection is becoming the axis on which all other human resources issues turn.

In this fast-moving environment the time available for new employees to adapt and develop is

diminishing. They are expected to become effective almost instantly, to perform and to move on. It must

be said that identifying the best candidate for the job is only one side of a coin, as the candidate needs to

be motivated to accept the offer. This point is made by Herriot (1984) who pointed out that the

psychological contract can be terminated by either side at any point in the process.

Choosing the right person for the job is critical to the organizations success and a poor or inappropriate

choice can not only be costly to the organization but demoralizing to the employee (who finds himself in

the wrong job), and demotivating to the rest of the workforce.

Of course the perfect match is not always possible and the organization will then be faced with 3 major

time-consuming and costly choices as depicted by Beardwell and Holden (1990):

To encourage or modify the job to fit the person To encourage personal change and development until an acceptable fit is reached A mixture of the above

There is a vast array of selection methods available to an organization, from the gaining popularity of

psychometric exercises to the rare world of graphology.

The main ones are described below:

Interview

An interview can be described as a conversation with a purpose. It provides a valuable opportunity for an

exchange of information, which will enable both parties that is the interviewer and the interviewee to

make a decision; to offer or not to offer ajob; to accept or not to accept the offer.

Types of interviews

Individual or one-to-one interview

These are by far the most common, and the offer the best opportunity for the communication to flow

between the interviewer and the candidate. The interviewee finds himself in a comfortable situation and is

at ease to express himself correctly. However such types of interviews have some problems. For instance,


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if the interviewer lacks objectivity, then he is the sole judge and this will go unchecked. Additionally, the

interviewer may find that he lacks knowledge of some of the areas in which he has to question the

candidates.

Panel interview

To a certain degree, panel interviews help overcome the problems of face to face interview. Generally

speaking, a panel will consist of two or more people who will together interview the candidates. It is a

common practice for the practice to be made up of the line managers of the vacant position, an HR

specialist, plus others who have a significant interest in the appointment. One of the main advantage of

using the panel interview is the fact that any decision made will be a group decision and based upon the

feelings of all panel members and not one individuals.

The interview has long been acknowledged as the most frequently used selection device. A reasonable

case can also be made that it is the most important device in many selection decisions because it is given

the most weight. It is also a fairly tine-consuming and expensive selection tool, as a survey of members of

the Society of Human Resource Managers indicates. (Gatewood and Field, 2001).

Selection tests

Selection tests such as psychological tests of intelligence or personality are used to provide more valid

and reliable evidence of levels of intelligence, personality characteristics, abilities, aptitudes and

attainments that can be obtained from an interview.

As defined by Smithy and Robertson (1986), a psychological test is carefully chosen, systematic and

standardized procedure for evolving a sample of responses from candidates which can be used to assess

one or more of their psychological characteristics with those of a representative sample of an appropriate

population.


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Types of selection tests

Intelligence tests

Tests of intelligence such as Ravens Matrices measure general intelligence. Intelligence is defined by

Toplis et al (1991) as the capacity for abstract thinking and reasoning. For general selection purposes,

an intelligence test that can be administered to a group of candidates that is best, especially if it has been

properly validated, and it is possible to relate test scores to norms in such a way to indicate how the

individual taking the test compares with the rest of the population, in general or in a specific area.

Personality tests

Personality tests attempt to assess the personality of candidates in order to make predictions about their

likely behavior in a role. There are many different theories of personality and, consequently, many

different types of personality tests. These include self-report personality questionnaires and other

questionnaires that measure interests, values or work behaviour.

Aptitude tests

Aptitude tests are job-specific tests that are designed to predict the potential of an individual has to

perform tasks within a job. They can cover such areas as clerical aptitude, numerical, mechanical aptitude

and dexterity.

Attainment tests

Attainment tests measure abilities or skills that have already been acquired by training or experience. A

typing test is the most typical example. It is easy to find out how many words a minute a typist can type

and compare that with the standard for the job.


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Other types of tests:

Biodata

Biodata refers to biographical information about the candidate and much of this sort of information is

gathered on application forms. Applications forms, as with other tools used for selection purposes, should

be clearly designed so that selectors know how they are going to use the information when it is received.

Difficult and lengthy forms have been used in the past to check an individuals motivation in applying

for a job and it is certainly the case that a lengthy application form will deter those from applying if they

are not absolutely sure that they want the job.

Short listing from application forms is a risky business and many candidates who do not hace the right

background or have not had the same opportunities as others but who might be excellent in post can be

ruled out.

Herriot , Glendinning and Wingrove (1984) found that selecting candidates on the basis of application

forms was a haphazard affair with candidates who filled in the white spaces on the form standing a greater

chance of selection because filling in the spaces was equated with motivation.

Group methods

Roles

Many organizations are now interested in whether an employee will fit into an existing group. Some

organizations are therefore using Belbins work on team roles (Belbin, 1981) not only to identify what

role exist at present within the team and therefore what is the gap, but also to select a candidate with the

required role preference.

Problem solving

A small group of 6-8 people is asked to solve a work-related problem in a limited period of time. Eachindividual may also be asked to feed back to the assessors the behaviour of a chosen candidate, thus each

individual would not only be asked to contribute to solving the problem but they would be required to

appraise another individual.

The candidate will be assessed on:


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Problem solving ability in the short and long term creativity Ability to work well and contribute to a team situation Interpersonal skills; ability to listen, to appraise and assess others; Leadership and chairing qualities

In-trays

The exercise simulates what a manager might find in his or her in-tray and the candidate is allocated a

limited period of time-say 30 minutes- in which to go through the in tray of memos, letters, reports and

other documents and to make appropriate written decisions. Those decisions or suggestion actions will be

communicated and explained to an assessor following the event. The in-tray exercise will typically be

assessing:

Ability to make appropriate decisions when under time pressure;

To deal with situations appropriately To be aware of the knock-on effect of decisions to other parties; Ability to organize and priorities

Presentation

Each candidate is asked to write and present a piece of work to an audience. Typically the presentation

will be time limited and on a relevant topic.

The candidate will be assessed on:

Verbal and non-verbal presentation skills Relevant content Time management

Work stimulationexercise

A typical work situation is stimulated so that a candidates ability to do the job effectively can be

assessed. The alternative is to rely on what the candidate say they would do in a given situation, but what

or how they say they would carry out a piece of work may be different to what they would do in practice.


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The candidate is asked to comment on or answer questions, which mirror the type of activity which is

involved in the job. For example, a prospective senior manager may be asked to comment individually

and in writing on the last years financial figures suggesting questions that he or she would like to ask the

accountant, or a secretary may be asked to undertake a typing test, or a prospective television newscaster

may be asked to present a piece of news.

Repertory grid technique

Kelly (1955) developed the notion of personal construct psychology as a theory of personality which over

the last five years has been developed for use in the selection process.. the technique allows the individual

to make sense of his or her world by indentifying similarities and differences between sets of events in his

or her life and in this way develops personal construct. Kellys repertory grid in extremely useful when

trying to uncover a candidates real motivation and preferences and marks anew and exciting step forward

in the field of selection.

Assessment centres

Assessment centres have been described by Lewis (1985) as a selection procedure using multiple

methods. An assessment center is a program of tests work simulation situations, exercises and interviews

which are designed to measure and assess a wide potential required for effective performance in the job.

Assessment center techniques have gained prominence in the last decade but they are not new and date

back to the second World War.

The time, cost and expertise involved in setting up an assessment center that is relevant to a particular

organization is enormous. On the other hand organizations have the opportunity to view and assess

candidates from a number of differing perspectives using a wide range of methods, and hopefully to

present the organization in a positive light.

BARRIERS TO EFFECTIVE SELECTION

There are a number of selection methods available which all attempts to predict future work behaviour

and potential. The key to an effective method of selection is that it should not only provide more


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information about the candidates. However there are many barriers that may restrain the achievement of

the achievement of effective selection such as:

Perception Stereotyping Gender issues The older employee Halo effect Projection

Choosing selection methods

Before examining the techniques used in choosing selection methods there are some general principles to

be considered. Rodger told generations fo his students that in considering the use of any psychological

technique they should check that it is technically sound, administratively convenient and politically

acceptable. This roughly means that it should really work, be cost effective and run into so much

resistance.

According to M. Armstrong a good test is one that provides valid data that enable reliable predictions of

behavior to be made and therefore assist in the process of making objective and reasoned decisions when

selecting people for jobs. He further states that there are four criteria which need to be present in choosingany selection method. These are sensitiveness, standardization, reliability and validity.

INDUCTION

New workers in a firm are usually given an induction program in which they meet other workers and are

shown the skills they must learn. Generally, the first few days at work will simply involve observation,

with an experienced worker showing the 'new hand' the ropes. Many large firms will have a detailed

training scheme, which is done on an 'in-house' basis. This is particularly true of larger public companies

such as banks and insurance companies. In conjunction with this, staff may be encouraged to attendcollege courses to learn new skills and get new qualifications. Training thus takes place in the following

ways:

1. On the job - learning skills through experience at work

2. Off the job - learning through attending courses.
http://www.thetimes100.co.uk/theory/theory--recruitment-training--369.phphttp://www.thetimes100.co.uk/theory/theory--recruitment-training--369.php


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Once the chosen candidates have been informed of their selection for the job postings, they are granted

offer letters and apprised briefly about their roles and responsibilities. During this process, the chosen

candidates are encouraged to ask questions about organization philosophies, work culture and employee

practices. They are the informed about start dates, induction programs, compensation packages and otherdetails about their jobs.

INDUCTION TRAINING

Induction Training is absolutely vital for new starters. Good induction training ensures new startersare

retained, and then settled in quickly and happily to a productive role. Induction training is more than

skills training. 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 the canteen is, what the dress

code is, where the toilets are. 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 arerequired to do, with clear methods, timescales and expectations.

hr.. lit.review final

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