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The Recruitment & Selection Process

The Recruitment & Selection Process

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Published by kamdica

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Published by: kamdica on Jan 27, 2010
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09/09/2012

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In the earliest stages of an intervention, recruitment decisions often get made on the basis of whois standing in the right place at the right time with the right look on his/her face. As the situationmatures, we have to think more carefully about picking the right people for longer-term rolesincluding middle and senior management. The integrity of the recruitment and selection processhelps to ensure sustainability by building a strong and balanced team, demonstrating theorganization’s neutrality, promoting its good name and serving as an example for partners. Youmay find that one of the first roles you need to fulfill is a HR administrator to help achieve thesegoals.Here are the major stages in this cycle:1.
Defining the Requirement
Decide what vacancy you have. If you need to fill a new role quickly you mightfind it helpful to adapt one of the models provided here.
Task analysis:
Draw up a detailed list of tasks that the person will have to do.This helps in determining the qualities and qualifications genuinely required for the job.
Job description:
produce an outline of the broad responsibilities (rather thandetailed tasks) involved in the job.
Person specification:
decide what skills, experience, qualifications andattributes someone will need to do the job as defined in the task analysis and jobdescription.2.
Attracting applications
Your file of previous applicants can be a good place to start.
Advertising:
phrase your announcement in a way that makes clear what the jobinvolves and the type of person needed. Avoid any stipulations, which could beseen as discriminatory e.g. applying an age restriction, which is not necessary.You can display a notice internally and/or at your gate, in the local newspaper or with a message on the local radio station.
Application Form:
a well-designed form can elicit information about the person'sability and willingness to do the job. Do not ask for irrelevant information. Make itclear on the form that applicants should consider the points in the job descriptionand person description when applying. Allow enough space on the form for applicants' answers, and indicate whether continuation sheets can be used. Stateclearly on the form the closing date for applications. For senior positions asupporting letter or CV may also be required; if this is the case indicate the kindof information sought.
Background information:
provide applicants with clear, up-to-date and accurateinformation about the organization, its work, its priorities and the job. Clearlyindicate the closing date for applications and the short listing and interviewdates.3.
Selection
Select your candidate. Be objective and unbiased. Choose the person who bestfits your person specification.
Short listing:
assess applications on the basis of the person specification(standard forms can be very helpful at this stage). Guard against bias anddiscrimination - ensure that you select for interview those who match thespecifications, regardless of age, sex, race etc, and that the specifications arenot themselves discriminatory.
Interviews:
Interview your short-listed candidates. Remember that your job is notonly to assess the best candidate for the job, but also to create a greatimpression of your organization.
 
 The amount and quality of the information that you establish will be largely due tothe effectiveness of your questions. Use open questions (e.g. tell me about...howdo you...why did you...talk me through...) and probe from the general to thespecific. Avoid any questions, which could be considered discriminatory egasking only female candidates who looks after their young children. If you thinksuch a question is relevant - ask it of all candidates who have children.4.
Candidate assessments:
The interview will provide you with some informationbut check it out before offering a job. Ways in which you could do this include:
Ask the candidate to show you examples of previous work, do apresentation, a case study, some tests or full assessment. Tests can bedone before the interview or after the interview. It depends on thenumber of candidates being interviewed and the type of job.
Taking up references: You must have the specific permission of theapplicant to do so, particularly if you wish to contact their currentemployer. If you need them quickly, try phoning.
5. Making a Job Offer 
If you think you have found the right candidate, it’s time to make the job-offer.For your successful candidate:
Prepare and send the appropriate documentation
Make up the employee's personnel file; and
Arrange the induction plan.6.
Induction
 help your new recruit to settle in quickly and become productive as soon aspossible.
Legal Considerations
 All documentation should be in an official language of the country in which you are operating.It is important to consult a local lawyer to ensure that your contracts are compliant with allapplicable laws.
Now, Let us see a little more in detail how this process can be divided into stages and howbest to execute the process:The Recruitment Process: Stages
The recruitment process begins when you know you need someone new in the School or Department, either because an existing staff member has left, or because there is new work to bedone. It doesn't finish until after the appointment has been made and you have reflected on anychanges that you would make in future recruitments.The main stages are identified below.Recruitment Activities:
Identify Vacancy
Prepare Job Description and person Specification
Advertise
Managing The Response
Short-listing
 
References
Arrange Interviews
Conduct The Interview
Decision Making
Convey The Decision
Appointment Action
Vacancy is known in two situations (generally):
1. An employee leaves and there is a vacancy created2. Business GrowthThe vacancy is intimated to the HR department by the concerned technical department.
Writing a Job Description
 A job description provides the employing organization, potential applicants and the eventual postholder with a clear outline of what is required in the job.A job description should specify:
Title: The
title of the post
Grade:
The grade, which is attached to the post.
Purpose or aim:
A brief description of the purpose of the job. This can probably be limited to onesentence.
Responsible to (Person):
Title of the post(s) to which the post holder will be immediately andultimately responsible.
Responsible for (Person):
Title of post(s) the post holder will be responsible for. The numbersand grades of other posts formally supervised by the post holder should be specified, and therelevant supervisory relationships within the department generally could usefully be expressed inthe form of a family tree.
Duties:
Start with the elements, which take up most of the post holder's time. It may be helpful todistinguish between regular, intermittent, and emergency duties, and/or to assign an approximatepercentage of time to each specific duty.The job description should not include details of how the tasks or activities should be carried out,but some indication should be given, where appropriate, of the purpose or objectives of the task.It is important to make clear those tasks or activities for which the post holder has ultimateresponsibility. These should be clearly distinguished from those tasks and activities in which thepost holder has involvement but not responsibility.In order to avoid misunderstanding of the post holder, it is suggested that the words "Responsiblefor" are used with care and only where responsibility does rest with that post holder. For example:a typist might be considered to be responsible for the accuracy of the typing of a documentwhereas the author of the document is responsible for its content.In view of the need to provide flexibility and to take into account future developments (especially if the job description is part of the contract of employment), it is advisable to specify as the lastitemized duty 'such other comparable duties as may be required by the Head of Department'.
Equipment
 For certain posts (for example technicians), it may be appropriate to outline the principalequipment to be used by the post holder.
Guidance for writing a list of duties
 Use the checklist below to help in drawing up the list of duties within a job description. (Not allareas will be applicable in each case.)
Does the post holder have to deal with people? Who? How often? In what way (e.g.letters/memos/telephone/in person/at public meetings)? To do what (e.g.persuade/negotiate/instruct/give information/request information/act as receptionist)?

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