Planning the recruitment process.[check] This checklist deals with the recruitment process from the moment the current postholder resigns or when a need for another person is perceived, through to the drawing up of a short-list short-list tr.v. short-list·ed, short-list·ing, short-lists To include (a candidate for a job, for example) on a shortlist. from which to interview. Recruitment is an expensive process in its own right, but it can also have costly implications if the appropriate people are not identified, both in terms of the performance of the organisation and high labour turnover. To minimise these problems, a planned approach to recruitment allows a systematic review of the organisation's employment needs and the way to achieve them. Definition The first half of the recruitment process, before conducting interviews, is concerned with verifying that you have a vacancy VACANCY. A place which is empty. The term is principally applied to cases where an office is not filled. 2. By the constitution of the United States, the president has the power to fill up vacancies that may happen during the recess of the senate. , identifying the sort of person you are looking for Looking for In the context of general equities, this describing a buy interest in which a dealer is asked to offer stock, often involving a capital commitment. Antithesis of in touch with. and in what capacity, finding them and making a short-list. Advantages of planned recruitment It: * allows you to ensure that you really have a post to fill * offers you the opportunity to re-evaluate the existing position to see if a different type of job specification is needed * lets you decide on what basis you wish to employ somebody * ensures that you consider all possible avenues for finding the person. Disadvantages * Time consuming. * May lead to delays in making an appointment. Action checklist 1. Decide if you have a vacancy Review whether you have a need for the work to be carried out at all or whether it can be incorporated into somebody else's job. If you have a vacancy assess whether you need a full-time, permanent member of staff. Would a temporary or part-time employee be sufficient? Consider the use of an agency or consultancy to supply staff on the basis you want, or outsourcing (1) Contracting with outside consultants, software houses or service bureaus to perform systems analysis, programming and datacenter operations. Contrast with insourcing. See netsourcing, ASP, SSP and facilities management. the work altogether. 2. Consult other staff who are involved You will probably need to get authorisation to appoint or re-appoint from senior management. Consider other departments in the organisation which might be interested in the appointment; you might want to make it a joint effort. Talk to the previous holder of the post where possible, to the relevant supervisor and especially to the people the new person will work with. Consult the personnel department, if you have one, because they will be able to lend you their expertise. Decide who is to interview applicants as they may want some say at an early stage. 3. Work out the sort of person you are looking for List the duties, responsibilities, authority and relationships that the job involves. If you are filling a post that is being vacated, assess whether you want it carried out in the same way as before or whether there are changes that you wish to make. Decide what qualifications are needed, what type and length of experience are required, and what personal attributes are important. On this basis you can then draw up an up-to-date job description and person specification. (Advice on writing a job specification is contained in a related checklist in this series). Forecast how soon the person is expected to be competent, what training you are prepared to give and when the start date of the job should be. 4. Find out if they exist Ask yourself whether you are likely to find the qualities, qualifications and experience that you are seeking in one person. If so, research the kind of pay and benefits package you will have to offer. This can be done through monitoring local and national advertisements, referring to salary surveys (often expensive but usually summarised in the press at time of publication) and networking with other employers in your area and sector. This research will also give you a feel for whether you are likely to find suitable candidates locally or whether you will have to look further afield. Start thinking about whether people will want to join your organisation and about how to attract them. 5. Plan how you will find them Start within your own organisation. Are there suitable employees ready for this opportunity? Even if your assessment is negative, ensure that you advertise the post internally, both as a courtesy to staff and because they may pass the information on to any interested friends and relations. Word of mouth can be a valuable recruitment method, but guard against the gender and racial imbalances that this practice may perpetuate per·pet·u·ate tr.v. per·pet·u·at·ed, per·pet·u·at·ing, per·pet·u·ates 1. To cause to continue indefinitely; make perpetual. 2. . Check previous applications, whether unsolicited un·so·lic·it·ed adj. Not looked for or requested; unsought: an unsolicited manuscript; unsolicited opinions. unsolicited Adjective or not. Draw on any appropriate contacts you have, for example relevant training schools, useful whether you are looking for apprentices or MBAs. Decide at this point whether to use the services of a recruitment agency to find and short-list applicants for you. Your decision will be based on the time and expertise you have available and the costs incurred by employing an agency. 6. Decide where to advertise If you are going it alone, and you need to advertise, pinpoint the part of the press you need to contact. Do you want to use local or national newspapers? If the post is of a specialist nature you may wish to advertise in the journals of professional bodies or the trade press. Find out how much adverts cost for varying amounts of space and decide what you can afford. Consider using local job centres as well as new media such as the Internet, which now has various job pages and mailing lists An automated e-mail system on the Internet, which is maintained by subject matter. There are thousands of such lists that reach millions of individuals and businesses. New users generally subscribe by sending an e-mail with the word "subscribe" in it and subsequently receive all new . 7. Write the advertisement Decide if you and/or other staff are skilled enough to draw up an advert. If your organisation has a personnel department they will probably take on this task, but do ensure that you are involved throughout the process. In the case of a senior post or if you are recruiting in large numbers, you may feel it appropriate to hire an advertising agency to draft the advert and select where it should appear. It is better to name your organisation in the advert rather than use a box number unless you have particular reasons for secrecy secrecy see confidentiality. , as a box number could deter some applicants. Ensure that the advert states the following clearly but succinctly suc·cinct adj. suc·cinct·er, suc·cinct·est 1. Characterized by clear, precise expression in few words; concise and terse: a succinct reply; a succinct style. 2. : * the duties and responsibilities of the job * the qualification and experience required * the personal qualities sought * where the job is based * indications of the salary or type of salary * what form of reply is demanded (CV or request for an application form) * whether further information is available and in what form. Ensure that the advert presents a picture of an interesting and dynamic organisation because many people will notice it, including those who do not apply for the job. More importantly, check that the advert does not contravene con·tra·vene tr.v. con·tra·vened, con·tra·ven·ing, con·tra·venes 1. To act or be counter to; violate: contravene a direct order. 2. any legislation and codes of practice, for example in the areas of sex and racial discrimination. If you intend to ask applicants to use an application form, make sure this form requests all the details you need to assess the candidates. Complete the application form yourself, or get a colleague to do it, from the point of view of applicants, and check its suitability. Prepare an information pack for those who ask. 8. Draw up a short-list Decide on the length of the short-list, probably five or six people at most. Following your advert you will need help to sift through the applications. It may be outside assistance from an agency of some kind which can use computers if there are large numbers of replies, or from other staff, supervisors or managers in your organisation. Apart from the question of time, it is advisable ad·vis·a·ble adj. Worthy of being recommended or suggested; prudent. ad·vis  a·bil to get other opinions. Things to
look out for when reading an application include how well-matched is the
candidate to your requirements, any unexplained unexplainedAdjective strange or unclear because the reason for it is not known Adj. 1. unexplained - not explained; "accomplished by some unexplained process" employment gaps, the quality of presentation and how tailored the reply is to your particular job and organisation. 9. Reply to candidates Those whom you have no intention of interviewing should be contacted as quickly as possible and dealt with courteously cour·te·ous adj. Characterized by gracious consideration toward others. See Synonyms at polite. [Middle English corteis, courtly, from Old French, from cort, court; see : they, and their relatives and friends, may be future customers or acquaintances of potential, future applicants. Those whom you do wish to interview should also be contacted as quickly as possible to check that they are still interested in the job and if so to arrange a date and time. Make sure they know where to find you and whether you are willing to meet their expenses. You may wish to keep a small number of candidates in reserve. 10. Next steps The following checklists will assist in the next stages of appointing staff: * Steps in successful interviewing. * Organising the induction induction, in electricity and magnetism induction, in electricity and magnetism, common name for three distinct phenomena. Electromagnetic induction of new recruits. Dos and don'ts for advertising a vacancy Do * Take the opportunity to review if there is a job to be filled. * Have a clear idea of who you are looking for. * Use assistance from at least one other person. * Assess the market before advertising. Don't * Forget the recruitment process has public relations public relations, activities and policies used to create public interest in a person, idea, product, institution, or business establishment. By its nature, public relations is devoted to serving particular interests by presenting them to the public in the most implications. * Lay your organisation open to charges of discrimination. Fundamentals of human resource management (8th ed): David A DeCenzo and Stephen P Robbins Hoboken NJ, John Wiley John Wiley may refer to:
Human resource management theory and practice (3rd ed) John Bratton For the boxer, see . John Bratton (March 7, 1831 – January 12, 1898) was a U.S. Representative from South Carolina. Born in Winnsboro, South Carolina, Bratton attended the Academy of Mount Zion Institute in Winnsboro. and Jeffrey Gold Basingstoke, Palgrave MacMillan, 2003 Organizational success through effective human resources The fancy word for "people." The human resources department within an organization, years ago known as the "personnel department," manages the administrative aspects of the employees. management: Ronald R Sims Westport Conn, Quorum A majority of an entire body; e.g., a quorum of a legislative assembly. A quorum is the minimum number of people who must be present to pass a law, make a judgment, or conduct business. Books, 2002 People management and development: human resource management at work (2nd ed) Mick Marchington and Adrian Wilkinson Chartered Institute of Personnel and Development The Chartered Institute of Personnel and Development (CIPD) is the leading professional body for those involved in the field of personnel, training and development. Membership of the CIPD is highly respected and widely accepted by employers as a requirement of practice. London, 2002 Managers' guide to hiring the best person for every job, Deanne Rosenberg New York New York, state, United States New York, Middle Atlantic state of the United States. It is bordered by Vermont, Massachusetts, Connecticut, and the Atlantic Ocean (E), New Jersey and Pennsylvania (S), Lakes Erie and Ontario and the Canadian province of NY: John Wiley, 2000 Useful addresses The Work Foundation, Peter Runge House, 3 Carlton House Terrace Carlton House Terrace refers to a street in the St. James's district of London, England, and in particular to two terraces of white stucco-faced houses on the south side of the street overlooking St. James's Park. , London SW1Y 5DG. Tel: 0870 165 6700 www.theworkfoundation.com Chartered Management Institute Inspiring Leaders The Chartered Management Institute is a professional institution for managers, based in the United Kingdom. In addition to supporting its members, the organisation encourages management development, carries out research, produces a wide variety Management House, Cottingham Road, Corby, Northants NN17 1TT Tel: 01536 204222 www.managers.org.uk Chartered Institute of Personnel and Development, 151 The Broadway, London Broadway (or sometimes The Broadway) is a street in the City of Westminster, in central London. It runs north from Victoria Street. Buildings include:
Tel: 020 86126200 www.cipd.co.uk Thought starters * Is there a high turnover of staff in your organisation? * Do you know the total cost of replacing a member of staff? * What is your own experience of being a candidate in the recruitment process? |
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