AFTER THE OFFER

Chapter 8
INTRODUCTION

 We explore how making and announcing the

appointment decision can be designed to create
as much benefit as possible for all concerned.

 Making an appointment decision should be

conducted in a planned and systematic fashion
and records kept.
 MAKING WIN/WIN DECISIONS
 After the selection process, the social
interaction between candidates and the
decision makers is important to the subsequent
success of the appointment.

 This is the stage when details are verified, the

final check between the individual and the job
requirements is made.
 MAKING WIN/WIN DECISIONS
 The information gathered throughout the
previous selection activities can be collated to
form a report on each candidate.

 This report will include as assement of each

candidate against the predetermined selection
criteria and recommend two members of the
panel.
MAKING AN OFFER OF ENPLOYMENT
 After the final interview of recommended or
shortlisted candidates the decision can be
made immediately.

 Some employers draw their conclusion and then

seeks confirmatory evidence from referees and
carryout other checks.
MAKING AN OFFER OF ENPLOYMENT
 Some candidates are asked to wait until the
interviews have been concluded and decision is
announced to them.

 Other employing organizations inform the

chosen candidates by telephone and wait for
the offer to be accepted before informing the
others.
MAKING AN OFFER OF ENPLOYMENT
 And other slower but safer way is to inform
the candidate by writing.

 Verbal offer of employment constitutes a

legally binding contract.

 The contract is the agreement between the

employee and employer. It creates the
foundation for the legal rights and obligations
which are all two-way.
MAKING AN OFFER OF ENPLOYMENT

All employees now have the right under the Trade

Union Reform and Employment Rights Act 1993
(TURER) to receive a written statement terms
and conditions within two months of commencing
their employment.
 CONTRACT INFORMATION
 Each employee is entitled to receive the
following information within two months:

 The name of the employer and employee.

 The date when the employment began.

 The date when the employee’s period of continuous

employment began.

 The scale or rate of remuneration or method of

calculating remuneration.
 CONTRACT INFORMATION
 The intervals at which the remuneration is
paid.

 Any terms and conditions relating to:

 Hours of work including compulsory overtime.
 Holiday entitlement.
 Any terms and conditions relating to sickness or injury.
 Pension and pensions scheme.
 CONTRACT INFORMATION
 The length of notice by each party is to be
given to both.

 A brief description of the work for which the

employee is employed.

 Where the job is not permanent, the expected

duration of employment.

 The place of work.

NEGOTIATIONS AFTER THE OFFER
 They may also cover other areas that can easily
lead to misunderstandings and possible conflict.

 It is important that newly appointed staff be

given information about the organizations
accepted behavior as early as possible.
Treating Unsuccessful Candidates Well

 Deserve sensitive treatment.

 Positive result.

 Had a fair chance.

 Gained some additional insight and

learning.
Treating Internal Unsuccessful Candidates

 Long term consequences.

 Loosing commitment to their

employer.

 Witness by colleagues and friends

with in organization.

 Retain self esteem and dignity.

 Giving Feedback

 Impact on their personal lives.

 Seen as a part of contract between

organization and applicants.

 Feed back will become norm if it is internal

appointment.

 Instruments used for feed back should be

understandable with respect to context and
meaning.
 Tips For Feedback
 Should be offered if they wish

 Timing of feedback

 Amount of detail to provide

 Make use of positive

 Candidates have right to disagree

Sample Feedback Instrument
[Applicant's name]
[Applicant's address]
[Date]
Dear [name of applicant]

The interview and selection process for the position of (POSITION)

has been completed. I regret to inform you that we have selected a
candidate whose background is more appropriate to our needs for
this particular position. To ensure consideration for future
openings, I would encourage you to monitor our positions on our
recruitment website, www.abcdemployment.com.

Thank you for your interest in the Andrews and Andrews Ltd.
Please accept our best wishes as you pursue your career goals.
Sincerely, Name of Authorized Person, Designation, Name of
Company
 Correcting Mistakes

 Admit Mistake

 The Developmental Approach :

• Concerns highlighted in selection

• Considering the problem until resolved
• Training
 Correcting Mistakes

 JOB RE DESIGN:

• Some time too big task

• Too complicated
• Dependency on other
• impossible(cant do situation)
 Correcting Mistakes
 Redeployment:

• Some Time Employee Is A Problem Him

Self

• Performance Standards

• Talent Management (Problem Solving)

 Correcting Mistakes

 Demotion:

 Move to a lower level & salary scale

 Respective to personal qualities

 Aspects identified in Selection

 Correcting Mistakes

 Dismissal: Ground for dismissal(e.g. Under

qualified)

• Feed Back On Inadequate Performance

• Problem Sharing (Counseling)
• Chance Of Improvement
• Proper Settlement
• Notice Period
• Compensation
 Correcting Mistakes

 Termination By Mutual Agreement:

• Self realization

• Mutual decision
 Words Of Caution

 To Unsuccessful candidates to avoid:

• Wrong feed back to the candidate.

• Keeping the Candidate in the loop.

• Not following EEO.

• Unlawful bias.
 CONCLUSION/DISCUSSION
 Synergy

 Contract Information

 Treating Unsuccessful Candidate

 Constructive Feed Back

 Correcting Mistakes
THANK YOU