Planning the recruitment process.Introduction Effective recruitment processes are vital in ensuring that an organisation has the people it needs to implement its strategy and meet its objectives. Recruitment can be expensive, but so too is the appointment of an employee who is inadequately qualified, fails to perform well or leaves the organisation before he or she has been able to make a significant contribution. The time and effort invested in planning the process of recruitment carefully can help to get the right person for the job, reduce labour turnover and enhance competitive advantage. National Occupational Standards for Management and Leadership This checklist has relevance to the following standards: D: working with people, units 3, 4 Definition Recruitment is the process of attracting, assessing, selecting and employing people to carry out the work activities required by a company or an organisation. This checklist focuses on planning and undertaking the initial stages of the process. This involves assessing whether there is a need for additional or replacement staff, identifying the tasks to be carried out, specifying the kind of person needed, finding a pool of suitable candidates and drawing up a shortlist short·list also short-list n. A list of preferable items or candidates that have been selected for final consideration, as in making an award or filling a position. Noun 1. . Action checklist 1. Review staff requirements Take a broad view of your staffing needs and consider whether you really 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. . If an employee is leaving, review the work load and decide whether a full-time full-time adj. Employed for or involving a standard number of hours of working time: a full-time administrative assistant. full permanent replacement is needed or whether an alternative option would be more appropriate. For example, would a part-time or temporary worker be sufficient? Should the work be restructured or outsourced? What would the staffing implications of this be? 2. Consult with those involved Take any organisational policies and procedures Policies and Procedures are a set of documents that describe an organization's policies for operation and the procedures necessary to fulfill the policies. They are often initiated because of some external requirement, such as environmental compliance or other governmental into account. Authorisation for a replacement or a new appointment may be needed from senior management. Consult with your personnel or HR department if you have one, as they will have expertise in this area. Ask yourself which other departments may have an interest in the appointment--it may be possible to make it a joint effort. Where possible, talk to the previous holder of the post. Discuss the job role with the relevant supervisor, and especially with the people the new employee will be working with. 3. Specify 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. List the duties, responsibilities and relationships involved in the job role and define the level of authority the post holder will have. If you are filling a post that has been vacated, consider whether the job should be carried out in the same way or whether there are changes that you wish to make. Decide what qualifications and skills are required; what type and length of experience is needed and which personal attributes will be important. This will enable you to draw up an up to date job description and person specification. State how soon the person is expected to be competent in the job, what training you are prepared to give and set a target start date. 4. Research the labour market Review the job description and person specification and ask yourself whether you are likely to find what you are looking for in one person. If so, undertake some research to gauge the pay and benefits package you will need to offer. Salary surveys are usually expensive, but are often summarised in the press at the time of publication. Monitoring job advertisements and networking with employers in your area and sector can also give you an idea of current pay rates. You should also consider whether you will be able to find suitable candidates locally or need to look further afield. 5. Comply with legal requirements Recruitment activities are covered by a growing body of legislation and codes of practice designed to exclude discrimination and unfair treatment. These include: the Sex Discrimination Act 1975, the Race Relations race relations Noun, pl the relations between members of two or more races within a single community race relations npl → relaciones fpl raciales Act 1976, the Disability Discrimination Act 1995, the Employment (Sexual Orientation sexual orientation n. The direction of one's sexual interest toward members of the same, opposite, or both sexes, especially a direction seen to be dictated by physiologic rather than sociologic forces. ) Regulations 2002; the Employment (Religion or Belief) Regulations 2003 and the CRE CRE Commercial Real Estate CRE Corporate Real Estate CRE Commission for Racial Equality (Scotland) CRE CCD (Charge Coupled Device) and Readout Electronics CRE Camp Response Element statutory Code of Practice on Equality in Employment. Keep yourself up to date with the latest developments to ensure that you follow good practice and don't infringe in·fringe v. in·fringed, in·fring·ing, in·fring·es v.tr. 1. To transgress or exceed the limits of; violate: infringe a contract; infringe a patent. 2. the regulations. 6. Plan how to find and attract candidates * Start within your organisation. Are there any employees suitable for promotion or re-assignment? Even if you are doubtful, it is important to advertise internally as a courtesy to staff who may wish to apply, and because they may have friends or relations who will be interested in the position. * Check records of any previous applicants, whether unsolicited un·so·lic·it·ed adj. Not looked for or requested; unsought: an unsolicited manuscript; unsolicited opinions. unsolicited Adjective or otherwise. Draw on any appropriate contacts. For example, training organisations may be useful, whether you are looking for apprentices or MBAs. * Decide whether to use the services of a recruitment agency to identify and shortlist candidates for you, weighing the costs incurred, against the time and expertise at your disposal. * Consider whether e-recruitment techniques, using either a corporate website or an e-recruitment service would be appropriate. 7. Decide where to advertise If you decide to advertise independently rather than use an agency, think through the options and decide which is most likely to reach the kind of candidates you have in mind: * local job centre * local or national press * specialist publications, such as the magazines of professional bodies or trade associations * Internet Internet Publicly accessible computer network connecting many smaller networks from around the world. It grew out of a U.S. Defense Department program called ARPANET (Advanced Research Projects Agency Network), established in 1969 with connections between computers at the recruitment sites 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 . Research the costs involved and decide what you can afford. 8. Write the advertisement Decide if you and/or other staff have the skills and knowledge required 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 wish to hire an advertising agency to draft the advert and place it appropriately. It is preferable 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 provides the following details clearly and 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. : * duties and responsibilities of the job * qualifications and experience required * personal qualities sought * location * some indication of the salary range * form of reply you require i.e. a CV and covering letter or completion of an application form * the deadline for the submission of applications * whether further information is available and in what form. It is important to ensure that the advertisement complies with relevant legislation. Bear in mind too, that it will be on public display and ensure that it presents a positive picture of your organisation which will attract candidates. If you are using an application form, check that it requests all the details you will need to help you assess the candidates. It can also be helpful to ask a colleague to complete the form from the perspective of a candidate to ensure that it is clear. Prepare an information pack to send out to those requesting further information. 9. Draw up 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. Decide how many people you wish to interview, probably five or six at the most. Ask other colleagues, including a supervisor or manager, to help you sift through the applications and take their opinions into account. Be as objective as you can, matching the candidates against the requirements you have defined. Look out for any unexplained unexplained Adjective strange or unclear because the reason for it is not known Adj. 1. unexplained - not explained; "accomplished by some unexplained process" employment gaps, and assess the quality of presentation and how well the replies are tailored to the specific job. 10. Reply to candidates Contact those you do not wish to interview as quickly as possible. Treat them 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 , thanking them for their interest in your organisation and the position. You may wish to keep a few candidates in reserve, in case none of those on the shortlist proves suitable. Contact the candidates on the shortlist to check that they are still interested in the job and arrange a date and time for interview. Make sure that you provide directions so that candidates can find you and be clear about whether you are prepared to meet travel expenses. 11. Next steps The following checklists cover the next stages in the recruitment process: * Steps in successful selection interviewing (107) * Organising the induction induction, in electricity and magnetism induction, in electricity and magnetism, common name for three distinct phenomena. Electromagnetic induction of new recruits (001) How not to plan recruitment Don't: * assume you have a vacancy before reviewing the current situation carefully * skimp skimp v. skimped, skimp·ing, skimps v.tr. 1. To deal with hastily, carelessly, or with poor material: concentrated on reelection, skimping other matters. 2. on the preparation of an appropriate job description and person specification * overlook suitable internal candidates * ignore relevant legislation Additional resources Books Recruiting excellence: an insiders guide to sourcing top talent, Jeff Grout Grout A binding or structural agent used in construction and engineering applications. Grout is typically a mixture of hydraulic cement and water, with or without fine aggregate; however, chemical grouts are also produced. and Sarah Perrin Maidenhead Maidenhead, city (1991 pop. 59,809), Windsor and Maidenhead, S central England, on the Thames River. It is a residential town with brewing and milling industries as well as a resort. The 13th-century stone bridge was rebuilt in the 1770s. : McGraw Hill, 2005 People resourcing, 3rd ed, Stephen Taylor London: 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. , 2005 Recruitment and selection, 2nd ed, Gareth Roberts Gareth Roberts may refer to:
London: Chartered Institute of Personnel and Development, 2005 Are you looking at me: a practical pick and mix guide to recruiting a diverse workforce, Wendy Blake Ranken London: NCVO NCVO National Council for Voluntary Organisations (UK voluntary and community sector national representative body) Publications, 2004 Personnel selection adding value through people, 4th ed, Mark Cook Chichester: John Wiley John Wiley may refer to:
This is a selection of books available for loan to members from the Management Information Centre. More information at: www.managers.org.uk/mic Journal articles Online recruitment IDS HR Studies, Apr 2006 no 819, whole issue Recruitment and retention IDS HR Studies, Oct 2005 no 807, whole issue Recruitment and selection Equal Opportunities Review, May 2005 no 141, pp1-4 supplement This is a selection of journal articles available from the Management Information Centre. More information at: www.managers.org.uk/mic Related checklists Get the right people and get the people right (123) Preparing and using job descriptions (110) Steps in successful in selection interviewing (107) Organising the induction of new recruits (001) Internet resources Business Link: www.businesslink.gov.uk Section on employing people includes advice on recruitment procedures. CRE Good Practice Employment: www.cre.gov.uk/gdpract/employ.html Includes the statutory Code of Practice on Equality in Employment and advice on job advertisements. DTI Diffusion tensor imaging (DTI) A refinement of magnetic resonance imaging that allows the doctor to measure the flow of water and track the pathways of white matter in the brain. Employment Matters: www.dti.gov.uk/employment Provides details of employment legislation. Equal Opportunities Commission: www.eoc.org.uk/ Section on How to put equality into practice includes a checklist on recruitment and selection and information on advertisements. |
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