The aim of recruitment is to ensure that the organization's demand for employees is met by attracting potential employees (recruits) aim of selection is to identify, from those coming forward, the individuals most likely to fulfil the requirements of the organisation. Recruitment policies constitute the code of conduct which the organisation is prepared to follow in its search for possible recruits in the marketplace.
The aim of recruitment is to ensure that the organization's demand for employees is met by attracting potential employees (recruits) aim of selection is to identify, from those coming forward, the individuals most likely to fulfil the requirements of the organisation. Recruitment policies constitute the code of conduct which the organisation is prepared to follow in its search for possible recruits in the marketplace.
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The aim of recruitment is to ensure that the organization's demand for employees is met by attracting potential employees (recruits) aim of selection is to identify, from those coming forward, the individuals most likely to fulfil the requirements of the organisation. Recruitment policies constitute the code of conduct which the organisation is prepared to follow in its search for possible recruits in the marketplace.
Direitos autorais:
Attribution Non-Commercial (BY-NC)
Formatos disponíveis
Baixe no formato DOC, PDF, TXT ou leia online no Scribd
recruitment and selection process in organisations, and considers certain aspects of the process in greater detail. What is a Key Result Area ? Area which will indicate the success of an activity Distinguish 'recruitment' subprocesses from 'selection' sub processes What is recruitment ? It will be helpful to distinguish 'recruitment' sub processes from 'selection' sub processes. The aim of recruitment is to ensure that the organization's demand for employees is met by attracting potential employees (recruits) in a cost-effective and timely manner. Recruitment Generation of pool of qualified applicants for organisation jobs. What is selection ? The aim of selection is to identify, from those coming forward, the individuals most likely to fulfil the requirements of the organisation. Selection: Matching the job requirements with the abilities of the job applicant. ex: Match maker: Match applicant with the job. To put it another way, recruitments is concerned with assembling the raw materials, and selection is concerned with producing the right blend for the organisation, to a particular point in time. Recruitment (1) Human Resource Plan (2) Policies: Recruitment policies constitute the code of conduct which the organisation is prepared to follow in its search for possible recruits in he marketplace. Some examples of reputable policies in this field are as follows. In matters of recruitment, this Company will: * advertise all vacancies internally before making use of external sources * always advertise under the company name when advertising externally, * endeavour to ensure that every applicant for a position in the Company is informed in advance about the basic details of the vacancy, and the basic conditions of employment attached to it * endeavour to ensure that applicants are kept informed of their progress through the recruitment procedures * seek possible candidates on the basis of their ability to perform the job required In matters of recruitment, this Company will not: * knowingly make exaggerated or misleading claims in recruitment literature or job advertisements * discriminate unfairly against possible candidates on he grounds of sex, race, age, religion or physical disablement (3) Procedures: The recruitment activities of an organisation are carried out mainly by personnel staff. These activities represent the marketing role of personnel, reaching out across the organisation's external boundaries into the labour market. It is important, therefore, that such activities are conducted in a manner that sustains or enhances the good reputation of the organisation. People who are treated well when they seek employment with the organisation are potential ambassador for the organisation, whether they are successful in their application or not. Conversely, those who are treated badly in this situation are quick to spread their criticism. Examples of bad treatment of applicants include, omitting to reply to a letter or form of application, keeping applicants waiting for an interview, and failing to inform applicants who have been unsuccessful. Well-organised Personnel department work to a checklist of recruitment procedures designed to minimise errors and thus avoid marring the organisation's image externally and Personnel's reputation internally. A typical checklist is shown in Figure A. It helps to ensure a rational and logical approach to the recruitment of employees throughout the organisation. (4) Job Analysis: In most organisations this information is contained in a formal document, completed following an analysis of the job (Job Analysis). In some cases it may be less formally expressed, but nevertheless covers the points noted above. Job analysis: Find out for each job the type of skills necessary to execute the job. (5) Job description: The job description referred to in item 2 would usually contain at least the following information about the job concerned: * Title of Job * Overall Purpose of the Job * Grade/Salary Level of Job * Principal Responsibilities of the job * Title of Immediate Superior's Job * Limits of Authority * Number of Subordinates * Location of job Job description: Specifies what the job is about, how the job is done and why it is done. (6) Person's Specification/Job specification: The candidate specification, or personnel specification, as it is frequently called, is a summary of the knowledge, skills and personal characteristics required of the job holder to carry out the job to an acceptable of performance. This is an extremely important feature of the recruitment process, because it sets down a standard by which candidates for interview may be tested. There are two very well- known classifications for personal requirements: the Seven-Point Plan, developed by professor Rodger of the National Institute of Industrial Psychology in the 1950s, and the Five-Point Plan produced by J. Munro Fraser at about the same time. These two attempts to produce general profiles of candidates for selection are compared in Figure B. - Specifications of a person. Specify who will be the best person to do the job in terms of ability, skill, temperament etc. It can be seen that there are many common features between the two classifications. In practice, the Seven-Point plan tends to be the most popular, and individual firms often model their own personnel specifications based on it. A formal layout for a personnel specification is shown in Figure C. Note that the form enables a distinction to be drawn between points that are essential in order to fulfil the job requirements and those that are desirable, but not essential, for adequate performance. In cases where a tight specification is drawn up, ie where the emphasis is on the essential requirements of the job, the job market is being effectively segmented, and the response will be specialized. Where a loose specification is drawn up, the emphasis will be more on what is desirable than on what is essential, and the response will to be proportionately larger. When skilled manpower is plentiful, specifications will tend to be tight, and vice versa in times of manpower shortages. To illustrate the use of such a document as shown in Figure C, we could take the example of a Chief Accountant's position in a medium-sized engineering company employing, say, 1500 people. In this case a formal accountancy qualification would be regarded as essential, as would a practical knowledge of the accounting systems used in engineering companies. Experience of deputising for the chief accountant in an accountancy department would be desirable. Any reference to skills would tend to relate to social skills (eg ability to work with line colleagues) and intellectual skills (eg ability to see opportunities for developing computer-based systems). The requirements for personality/motivation would probably include an ability to work under pressure and a willingness to adopt accountancy procedures to meet the needs of marketing and production, where existing systems are not working effectively enough. Physical requirements would probably be omitted, and interests might be related only to work interests. The circumstances of the position might require the Chief accountant to live within a reasonable travelling distance of the company's head office, and might require him to be away from home for short periods on company business. (7) Sources of recruitment - Internal sources - External sources Advantages of internal sources 1. Employee motivation increases 2. Succession of promotions (all promoted) 3. Known devil better than unknown angel 4. Salary not high Disadvantages of internal sources 1. Not creative 2. Controlling problems 3. Internal politics Advantages of external sources 1. Bring a lot of new ideas 2. No favoritism 3. Unbiased 4. Bring information about competitors Disadvantages of external sources ? (8) The job advertisement: The job advertisement referred to in in Figure A is the external advertisement in the press and trade or professional journals. The basic principles of an effective job advertisement (ie one that attracts sufficient numbers of the right kind of candidates) can be summarised as follows: * Provide brief, but succinct, details about the position to be filled * Provide similar details about the employing organisation * Provide details of all essential personal requirements * Make reference to any desirable personal requirements · State the main conditions of employment, especially the salary · indicator for the position * State to whom the application or enquiry should be directed * Present the above information in an attractive form (9) Short-listing arrangements/Preliminary screening: Short-listing arrangements are necessary to select from the total number of applicants those who appear, from their application form, to be worthy of an interview. If an external advertisement has hit the target segment correctly, then only relatively small numbers of applications will be forthcoming, and most of these will be strong candidates for interview and the difficulty will be to decide who not to invite. If the advertisement has been drawn up rather loosely, or has deliberately sought to tap a large segment of the labour market, then large numbers of applications can be expected, many of whom will be quite unsuitable. In drawing up a short-list, it is common practice to divide the applications into three groups as follows: (1) Very suitable - must be interviewed (2) Quite suitable - call for interview if insufficient numbers in category (1), or send holding letter (3) Not suitable - send polite refusal letter, thanking them for their interest in applying. If there are numbers of very suitable candidates, then it may be necessary to have two or more sequential interviews, until only the best two or three candidates remain. This whole procedure may sound quite long-winded, but when purchasing the human assets of the organisation it is worthwhile spending time over the selection of these the most valuable asset of all. -Looking at the applications and taking in people who satisfy recruitment and reject others Screen out under qualified and over qualified people. Selection In the overall process of tapping the labour market for suitable skills and experience, recruitment comes first and is followed by selection. Recruitment's task is to locate possible applicants and attract them to the organisation. Selection's task is to cream off the most appropriate applicants, turn them into candidates and persuade them that it is in their interest to join the organisation, for even in times of high unemployment, selection is very much a two-way process- the candidates is assessing the organisation, just as much as the organisation is assessing him. The main objective of selection, therefore, is to be able to make an acceptable offer to the candidate who appears, from the evidence obtained, to be the most suitable for the job in question. The most widely-used technique in the selection process is the interview. Well behind the interview, in terms of popularity, comes psychological testing, and both interviews and tests will be considered shortly. However, before turning to them, it is important to reflect on the role of application forms and letters of application in the selection process. (1) Application forms/letters of applications: An applications form or a letter of application tells an organisation whether or not an applicant is worthy of an interview or a test of some kind. This initial information constitutes the bedrock of the selection process, ie: prima facie evidence of an applicants' suitability or unsuitability for the position in question. An applicant who is deemed suitable on this evidence, then becomes a candidate for interview. Many organisations require applicants to write a letter (letters of applications) explaining why they are interested in the vacant post and how they proposed to justify the role they think could play in it. This approach enables the organisation to see how well applicants can argue a case for themselves in a letter, but it has the disadvantage that the information provided is controlled by the applicant - he can leave out points which may not help his case, and build on those which do. Thus most organisations prefer to design their own application forms, so as to require applicants to set out the information about themselves in a standardized way. Application forms vary considerable in the way they are set out. Some, for example, as in Figure D, require prospective candidates to answer routine questions in a form that gives them no opportunity to discuss their motives for applying or to talk about themselves in a general way. Others, as in Figure E are very open-ended in their format, and require applicants to expand at some length on themselves and on how they see the job. In between the two forms illustrated are several compromise versions, which aim to establish some kind of balance between closed and open questions. The answers to the closed questions supply the organisations with routine information in a standardized form; the answers to the open questions provide a clue to the motives, personality and communication skills of the applicants. (2) Preliminary Interview You knock out applicants not needed (3) Preliminary Test (If necessary) ex: Drivers, give a mechanical test psychology test Polygraph test (whether he is lying) (4) Checking up references With personnel manager's network, check with informal network (5) (a) The selection interview: The selection interview is far and away the most common technique used for selection purposes. Unlike most other management techniques, it is employed as much by amateurs as by professionals. Whereas in work study, for example, only a trained work study analyst will generally be permitted to conduct method studies and work measurement exercises, in the selection of staff everybody is deemed capable !. Few managers and supervisor carry out selection interviews regularly; many of them have received no formal training in the technique either, so it is not surprising to learn that research has shown that such interviews are frequently neither reliable nor valid. Interview: You find out whether the person you interview is the person you want. -Personnel Manager has to find what are individual needs and what are our needs and satisfy both. The measure of the reliability of an interview: is the extent to which conclusions about candidates are shared by different interviewers, The measure of the validity of an interview: is the extent to which it does measure what it is supposed to measure, ie the suitability of a particular candidate for a particular job. The Main reason why so many poor interviews are carried out are two fold: 1. Lack of training in interviewing technique, and 2. Lack of adequate preparation for an interview Training designed to enable appropriate staff to conduct competent interviews generally involves two major learning methods; (1) firstly, an illustrated talk/ discussion; and, (2) secondly, practical interviewing exercises. The first method enable trainees to understand the process that is taking place during an interview, and to acquire a method for harnessing that process by means of role-playing exercises, and to understand how they may need to adapt their behaviour in order to meet the aims of this kind of interview. Much has been written about selection interviewing, but most of the points made can be condensed into the following guide to good practice (Figure F). This highlights the sort of issues which busy managers needs to know about if they are to make optimum use of their own, and the candidates', time in the short period available for the interview. (Please refer the text book for the figure) Figure F There are a few points arising from the guide in Figure F, which particularly ought to be stressed. (1) The first is the question of preparation. As with so many tasks, the better the preparation, the better the final result. It is very important to be properly prepared before an interview. It enables the interviewer to feel confident in himself about his key role in the process, and enables him to exploit to the full the information provided by the candidate. It also helps to minimise embarrassment caused by constant interruptions, inadequate accommodation and other practical difficulties. (2) Welcome the candidate. (3) Encourage candidate to talk. Questioning plays a vital role in a selection interview, as it is the primary means by which information is obtained from the candidate at the time. Questions have been categorised in a number of different ways. For our purposes, it is enough to distinguish between: (1) Closed questions and (2) Open questions. The major differences between them are as follows: (1) Closed questions: These are questions which require a specific answer or a Yes / No response. For example questions like : 'What course of study led to your qualification ?' (specific); 'How many people were you responsible for in your previous job ? (specific); 'Were you personally authorised to sign purchase orders ? (specific-Yes/No); 'Have you experience of ....?' (specific-Yes/No). (2) Open questions: These are questions that require a person to reflect on, or elaborate upon, a particular point in his own way. Example of open questions are: 'What is it that attracts you about this job ?', 'Why did you leave ... company ?', 'How would you tackle a problem of this kind, if you were the manager ?'. Open questions invariable begin with What ? or How ? or Why ? It is usual to ask close questions to check information which the candidate has already partly supplied on his application form, and to redirect the interview if the candidate is talking too much and/or getting off the point. Open questions tend to be employed once the interview has got under way, with the object of getting the candidate to demonstrate his knowledge and skills to the interviewer. Ask good questions: -Ask questions that elicit detail answers (1) Leading questions: Questions where you put answer in to the mouth and expect the other to say yes or not ex: Do you like to have a office car ? (2) Obvious questions ex: From a person who got eight distinctions at the G. C. E. Ordinary Level exam you ask: You got eight distinctions at the G. C. E. Ordinary Level exam ? (3) Questions not job related ex: What is the capital of India ? (4) Irrelevant questions ex: Who is Luxmi Bai ? (Singer) (5) Embarrassing Questions ex: How many children you have ? Are you married ? (6). Questions that rarely produce a true answer ex: Do you drink alcohol ? (4) Control the interview: Controlling the interview is sometimes a problem for interviewers. Lack of control can be manifested in the following ways: * the candidate takes over the interview, dominating the talking, following his own interests and interrupting the interviewer, *the candidate is allowed to spend too long over his replies, and to repeat things he has already mentioned, *the interviewer appears to be tentative in asking questions, and appears to accept whatever the candidate says, *the candidate patronises the interviewer Interviewers can help themselves to maintain control in a firm, but diplomatic way by: * proper preparation, especially the preparation of key questions to be put to the candidate * returning to questions which they feel have not been adequately answered by the candidate, ie they are showing that they will not be fobbed off by a plausible non-answer, * politely, but firmly, cutting short a response which has gone on too long, * taking an opportunity themselves to supply information to the candidate, thus requiring him to listen, * using the application form as a map of the interview, on which progress can be plotted, * resisting the temptation to get involved in an interesting, but time-consuming, issue raised by the candidate, * allocating the time available for the interview between the key phases to be covered. (5) Supply necessary information: It is usual for interviewers to supply a certain amount of information to candidates. It is better not to treat the candidate to a ten-minute account of the job and its conditions right at the beginning of the interview, when he or she is feeling tense and wants to get started. If possible, it is better to feed in information as the interview progresses and to round off the final stage of the interview with any routine information about conditions of service. Candidates' questions may be left to the end or dealt with during the course of the interview. In general, the more information that can be supplied before the interview, the better. (6) Close interview: Ideally, the time available for the interview should be spent in assessing the candidate as a person, and adding a feedback dimension to the information obtained from the application form, references and any other previous data about the candidate. Thus the hall mark of a good interview is a lively exchange of relevant facts and impressions between the interviewer and the candidate, which enables the interviewer to decide if the candidate is suitable, and which enables the candidate to decide if he or she still wants he job. Interviews are usually conducted on (1) a one-to-one basis, but a (2) two-to-one situation is also widely favoured, and there is still a lot of support for (3) panel interviews, especially in the public services. (1) One-to-one basis. (2) Two-to-one situation: In a two-to-one situation, the two interviewers usually agree amongst themselves as to how they will share the questioning and information supplying during the interview. Frequently, in medium and large organisations, one of the two organisation-representatives is a personnel specialist, and the other is the 'client' seeking to fill the vacancy in question. The advantages of this type of interview are that whilst one interviewer is asking questions, or pursuing a point, the other can observe the candidate's reactions and make an independent evaluation of this response; and that each interviewer can specialise in his own areas of interest in the selection process, the 'client' concentrating on technical capability and the ability to fit into his team and the Personnel member concentrating on the wider aspects of having such a person as an employee of the organisation. The slight disadvantage of this approach is that the candidate may be less forthcoming if there are two people present to interview him. (3) panel interviews: The panel interview is an altogether different prospect for a candidate. In this case the individual candidate is faced by several interviewers - at least three and possibly as many as eight or ten. In the case of a panel interview, it is of greatest importance to decide who is going to ask which questions, and how the panel is to be chaired. In some public sector panels, there are members who do not ask any questions and who do not comment either - they are simply as observers, until after the interviewing process is over, when they contribute their impressions to the final decision-making discussion. Generally, however, panel members agree beforehand how they will allocate questions, and then they rely on the discretion of the chairman to deal with the allocation of supplementary issues. The advantage: of this type of interview is (1) that it ensures the fairness of the proceedings. There are several disadvantages:, however - (1) the candidate will find it difficult to feel at ease in such a formal atmosphere; (2) the individual panel members may be more concerned about being cued for their questions than being concerned to listen to what the candidate is saying; (3) and there is also the problem that the interviewers are often not able to follow up points with the candidate because they are under pressure from their chairman or their colleagues to move on to the next question. (7) Final stages Pitfalls of interviews: - Interviews are stress provoking to the interviewee - Only a small and unrepresentative share of behaviour is sampled - initial appearance can influence evaluation of character - Verbal fluency is mistaken for brightness or intelligence . (Halo effect) - Most interviewers have set prejudices (bad perception) which operate as condition reflectors. Therefore we must be: - Conscious of pitfalls - Focus on dynamics ex: from interview find out attitudes hopes ambitions (dynamics) Rules for interviews developed by the British Institute of Industrial Psychology (1) Give your whole attention to the interview (2) Listen don't talk (3) Never argue never give advice (4) Listen to what be wants to say, what he does not want to say, and what he can't say without your help (5) As you listen plot out a personal pattern emerging (6) Try to get a picture of the applicant Taken as a whole, interviews are most useful for assessing the personal qualities of an individual. They help to answer questions such as 'Is this candidate likely to be able to fit into our team or our environment ?' and "Has this particular candidate any special personal characteristics which give him an advantage over his rivals ?' Interviews are not so useful for assessing technical ability of the value of past experience. This is one of the reasons why organisations may consider using psychological tests to supplement information gained during interviews. (b) Psychological tests/selection tests: Psychological tests, or selection tests as they are often called, are standardised tests designed to provide a relatively objective measure of certain human characteristics by sampling human behaviour. Such tests tend to fall into four categories as follows: (i) Intelligence tests (ii) Aptitude tests (iii) Attainment tests and (iv) Personality tests Intelligence tests and others are standardized in the sense that the same set of tasks have been given to many other people over a period of many years, and bands of typical results have been developed to provide standards against which subsequent results can usefully be compared. Publishers of tests invariably insist that only trained personnel should administer their material so that the standard conditions of each test are adhered to strictly, and so that the scoring of tests can be relied upon. All reputable tests have been carefully checked for their validity and their reliability. Checks for validity are designed to ensure that any given test measures what it sets out to measure, eg an intelligence test should be able to measure intelligence, and a manual dexterity test should be able to measure manual dexterity. Checks for reliability are designed to ensure that tests produce consistent results in terms of what they set out to measure. Thus, if a test which is carried out on an individual at a particular point in time is repeated, the results should be similar. The different categories of tests are as follows: (1) Intelligence tests: These tests are designed to measure thinking abilities. The word 'intelligence' has no generally accepted definition, as yet, and has to be defined in terms of a number of different interpretations of its meaning. It is enough for our purposes to understand that general intelligence can be manifested by verbal ability, spatial ability or numerical ability, or a combination of these. Popular tests in use for personnel selection are often composed of several different sections, each of which aims to test candidates on the key ability areas just referred to. (2) Aptitude tests: These are basically tests of innate skills. They are widely used to obtain information about such skills as mechanical ability, clerical and numerical ability, and manual dexterity. Several standard tests are available for the use of organisations, and it is also possible to have tests specially devised, although this is a much more expensive business, since the tests have to be validated before they can be implemented with any confidence. (3) Attainment tests: These tests measure the depth of knowledge or grasp of skills which has been learned in the past- usually at school or college. Typical attainment tests are those which measure typing abilities, spelling ability and mental arithmetic, for example. (4) Personality tests: The use of personality tests derives from clinical situations. Their application to personnel selection is rather restricted, because of the problems associated with the validity of such tests. Where they are employed in work situations, they usually take the form of personality inventories - lists of multiple choice questions in response to theoretical situations posed by the test designers - or of projection tests - where the candidate is required to describe a series of vague pictures or a series of inkblots. The aim of personality tests is to identify an individual's principal personality traits or dimensions, eg introverted or extroverted, sociable or isolate etc. Psychological test can provide useful additional or confirming information about a candidate for a position. They can supplement the information obtained from application forms and from interviews, and are particularly useful where objective information would be illuminating. They are probably most economically applied in situations where reasonably large numbers of recruits are needed every year eg school-leavers, college-leavers and other younger employees. Apart from attainment tests, most of the categories still remain relatively unpopular with employers, and there is no question of psychological tests ousting the need for application forms and interviews. (6) Medical test (7) Letter of appointment (8) Orientation and indunction