Hrm-Recruitment and Selection Process
Human resources: recruitment and selection – STUDENT COPY
Introduction 3 1 Overview 3 2 Effective recruitment and selection 3 3 Person–job fit or person–organisation fit? 5 3.1 A two-way process 5 3.2 Person–job fit 5 3.3 Person–organisation fit 6 4 Specifying job and person requirements 6 4.1 Initial assessment 6 Description 7 4.2 Job analysis 7 Box 1: Checklist – undertaking a job analysis 7 4.3 Organisational analysis 9 4.4 Job description 9 Example 1: Job description for a Buying Manager 9 4.5 Person specification 11 4.6 Recruiting and selecting internal candidates 14 4.7 Attracting applicants 14 Box 2: Sources of recruits 14 4.8 Advertising 15 Box 3: Contents of a job advertisement 15 4.9 Further particulars, application forms and dealing with paperwork 16 4.10 Shortlisting 17 4.11 References 19 4.12 Candidates make decisions too 19 Box 4: Internet recruitment 19 5 Methods of selection 20 5.1 The interview as a selection method: pros and cons 20 5.2 Tests as a selection tool 20 Box 5: Selection tests 20 5.3 The selection interview 21 Box 6: Considerations in interview preparation 22 5.4 Structuring the interview 23 Example 2: Interview weaknesses 23 Box 7: Examples of organisation fit questions 25 5.5 Closing and deciding 26 Example 3: Meeting the criteria 26 6 Summary 27 Do this 28 Try this 28
References 28
Acknowledgements 29
Introduction
In this session we look at the first stage of managing people – attracting and selecting staff. Recruitment and selection are usually considered as one process. However, we will make the distinction here between the initial actions and considerations when planning staff recruitment and the process of selecting an individual from a pool of applicants. Recruitment needs to be carefully planned in order to attract the right
Introduction 3 1 Overview 3 2 Effective recruitment and selection 3 3 Person–job fit or person–organisation fit? 5 3.1 A two-way process 5 3.2 Person–job fit 5 3.3 Person–organisation fit 6 4 Specifying job and person requirements 6 4.1 Initial assessment 6 Description 7 4.2 Job analysis 7 Box 1: Checklist – undertaking a job analysis 7 4.3 Organisational analysis 9 4.4 Job description 9 Example 1: Job description for a Buying Manager 9 4.5 Person specification 11 4.6 Recruiting and selecting internal candidates 14 4.7 Attracting applicants 14 Box 2: Sources of recruits 14 4.8 Advertising 15 Box 3: Contents of a job advertisement 15 4.9 Further particulars, application forms and dealing with paperwork 16 4.10 Shortlisting 17 4.11 References 19 4.12 Candidates make decisions too 19 Box 4: Internet recruitment 19 5 Methods of selection 20 5.1 The interview as a selection method: pros and cons 20 5.2 Tests as a selection tool 20 Box 5: Selection tests 20 5.3 The selection interview 21 Box 6: Considerations in interview preparation 22 5.4 Structuring the interview 23 Example 2: Interview weaknesses 23 Box 7: Examples of organisation fit questions 25 5.5 Closing and deciding 26 Example 3: Meeting the criteria 26 6 Summary 27 Do this 28 Try this 28
References 28
Acknowledgements 29
Introduction
In this session we look at the first stage of managing people – attracting and selecting staff. Recruitment and selection are usually considered as one process. However, we will make the distinction here between the initial actions and considerations when planning staff recruitment and the process of selecting an individual from a pool of applicants. Recruitment needs to be carefully planned in order to attract the right
References: Billsberry, J. (2000) Finding and keeping the Right People, 2nd edn, London, Prentice-Hall Cowling, A.G. and Mailer, C.J.B (1981) Managing Human Resources, London, Edward Arnold. Ludlow, R. and Panton, F. (1991) The Essence of Successful Staff Selection, London, Prentice-Hall. Acknowledgements The content acknowledged below is Proprietary (see terms and conditions) and is used under licence. Grateful acknowledgement is made to the following sources for permission to reproduce material in this product: Box 1 Reprinted from "Managing Human Resources", Cowling, A.G. and Mailer, C.J.R., p.9, © 1981, with permission from Elsevier; Example 1 Reprinted from "Managing Human Resources", Cowling, A.G. and Mailer, C.J.R., pp 12-13, © 1981, with permission from Elsevier; Table 1 Reprinted from "Managing Human Resources", Cowling, A.G. and Mailer, C.J.R., p.19, © 1981, with permission from Elsevier