Professional Documents
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A. Austen II Recruitment and Selection Popr
A. Austen II Recruitment and Selection Popr
in public service
Agenda
Precursors to Successful Recruitment and
Selection
The civil service staffing process (recruitment and
selection)
Public service motivation
Trends in recruitment and selection
Best practices in improving recruitment selection
process
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Definition
Recruitment can be defined as:
all activities directed towards locating
potential employees
the attraction of applications from suitable
applicants.
The aim of recruitment is to get the best
person suited to the job based on objective
criteria for a particular job
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Costs of mistakes:
engaging incompetent,
underqualified,
unmotivated employees;
employing another
person requires repeating
the process and
generates costs
Element of PR
strategy
Commonality
Openess
Competitiveness
Legality
Non-discrimination
Constancy of criteria
Neutrality
Objectivism
Transparency
Personal data security
Acting without delay
Recruitment
Selection
Selection of tests
Screen, interview, and checks (reference and other)
Final selection / Negotiate and hire
Postselection considerations
Employer recruitment
Elements influencing effectiveness of
recruitment:
The breadth and quality of the process
The size of the labour pool and the location of
jobs
Offered pay and benefits
Job quality and requirements of the position
Organizational image
Applicants perspective
Avoiding cold, unthoughtful and dilatory
treatment:
Timing to minimize anxiety
Feedback to optimize scarce job search
resources
Information that makes distinctions
Enthusiastic, informative, and credible
representatives
funding
2.
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Position
announcement
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Capabilities
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Duties:
Manage the operations of the Ministerial
and Parliamentary Services function
including provision of high level coordination, information and advice services
to the Department and to the Minister
including the timely preparation and
provision of high quality correspondence,
briefings, speeches and other documents
for and on behalf of the Minister.
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Desirable Requirements:
High level analytical, conceptual, strategic, research
and creative skills and the ability to understand the
political, social and organisational environment in the
context of the health and human services sector;
identify relevant issues and priorities and make sound
judgements
high level interpersonal skills including written and oral
communication skills, negotiation and conflict
resolution skills;
the ability to develop, manage and maintain
collaborative stakeholder and client networks; and to
work collaboratively with senior executives and peers
to achieve common goals and objectives.
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Norm-based
Affective
Participation
formulation
Commitment to a public program because
of personal identification
Advocacy for special or private interest
A desire to serve public interest
Loyalty to duty and to government as a
whole
Social equity
Commitment to a program from a genuine
convinction about its social importance
Patriotism of benevolence
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attraction to policymaking
commitment to the public interest
social justice
civic duty
compassion
self-sacrifice
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Analysis: Candidates
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Recruitment strategies
Job
posting
Electronic posting
Personal contact recruitment
Recruitment by mail
Head-hunting
Noncompetive recruitment
Develop a recruiting DVD
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Recruitment strategies:
Partnerships
University/college/
high school
communications,
art and computer
science programs
Other city
departments or
agencies to
advertise
Student Interns
Professional
production
companies and
advertising
agencies
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Selection criteria
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Selection criteria
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Selection criteria
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Screening
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Screening
Discriminating among the qualified and
the unqualified
Identifying most highly qualified
candidates
Screening particular candidates;
results in offering position to the best
candidate
Confirming the qualifications and ability
of the chosen candidate; it may include
the first period of employment
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and experience
evaluations
Letters of recommendation
Self-assessment
General aptitude and
trait test
Performance test for
specific jobs
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to Avoid
Marital
status
Children and other dependants
Religion
Politics
Ethnic origins
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Final selection
1.Keep a list of all applicants considered for final
selection.
2.Identify fair selection criteria for the final selection
phase.
3.Ensure that the criteria are in line with the
advertised requirements as well as the job
content.
4.Ensure that each selection committee member is
provided with all the relevant information
pertaining to each short-listed applicant.
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Final selection
5.Ensure that the interviews are conducted in a fair
and effective manner and that each candidate is
weighed
comprehensively
against
the
requirements as advertised.
6.Ensure that a comprehensive motivation is
compiled in respect of all the applicants
interviewed.
7.Ensure that all applicants are informed about the
outcome of the final selection phase.
8.Ensure that all relevant information is put on
record.
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Closing selection
Closing selection
1. Phone call and further clarification
2. Letter of intent
3. Completing employment forms
4. Protocols may be available for intetested
individuals
5. Number of candidates
6. Names, surenames and adresses of 5 top
candidates
7. Recruitment and selection criteria
8. Justification of the decision
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Procedural Changes:
Eliminating arbitrary rules and regulations that
restrict the choices of hiring managers and
supervisors
Adopting flexible and appealing hiring procedures.
Screening applicants quickly
Validating entry requirements and examinations.
Instituting worker-friendly personnel policies,
Creating more flexible job descriptions.
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Use of Technology:
Many scholars believe that technology will be the
most notable HRM trend of the next few decades
Many large public organizations use computer
bulletin boards and electronic mail to improve
recruitment process
Managers can have online access to applicants'
test scores, qualifications and contact information
Software programs: to administer online
examinations, track applicants, match resumes
with skill sets, expedite background checks, and
shepherd job candidates through a paperless
staffing process
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Best practices
Makeover:
A new look to convey the importance and excitement of their
positions, as well as why they were a great place to work
Added photos to depict the unique work environment at
NNSA.
Implemented an internet-based targeted recruitment
strategy to identify potential candidates from job boards and
other locations
They sent recruiters to fifteen universities in the South and
West to recruit interns with an emphasis on diversity
The results produced 28 qualified candidates, up from three
unqualified candidates in the previous recruitment process
+ 30 highly qualified interns
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Best practices
U.S. Department of Education
Problem:
The hiring process took too long and did not always deliver
qualified candidates.
Upon mapping out the hiring process, it was discovered that
there were discrete steps with over 45 handoffs between
different managers, administrative officers and HR
specialists.
Managers were disengaged from the hiring process. Job
descriptions were problematic. When managers could not
find good candidates they had a tendency to sit on the list,
until ultimately it was re-posted.
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Makeover:
The hiring process was streamlined by eliminating
redundancies and unnecessary steps resulting in a
reduction of more than half of the stepsdown to 53.
The automated process for assessing applicants has
been overhauled and questions are more closely
aligned with skills needed to be successful on the job.
The process of change has not been easy and has
taken a commitment of time and effort on the part of
leaders, HR, managers and others involved in the
hiring process.
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Best practices
Makeover:
The agency started with an end-to-end mapping of the
hiring process and identified both short and long term fixes.
They used focus groups to document the process, identify
roles and responsibilities, and assess obstacles.
Through the process the agency eventually reduced the
number of steps in the hiring process by more than twenty
percent.
Other key things they did included better marketing positions
using visually appealing, plain-English announcements,
proactively targeting qualified candidates via internet,
resume databases and built tools to effectively screen
applicants to ensure they were a good fit for the position.
They eventually assigned responsibility for the process to one
person at the executive level.
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