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Recruitment And Selection Process OP 09

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Hillary Jenkins
Hillary Jenkins

The document discusses recruitment and selection processes. It defines recruitment as attracting suitable individuals to apply for open positions, with the aim of selecting the best applicants. The recruitment process involves determining if a vacancy exists, whether to hire internally or externally, and advertising the position through various channels. The selection process identifies candidates with the required skills, knowledge, and fit for the organization using tools like testing, interviews, and reference checks to evaluate applicants against the job description and person specification.

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+ Recruitment and Selection Hillary Jenkins, Otago Polytechnic 2008
Recruitment Selection The process of attracting suitable individuals to apply for positions in an organisation. Aim - to attract the best applicants and exclude any that are not suitable
Recruitment Recruitment is job centred: Questions to ask before starting the process Should the job continue in its present form? Is it needed at all? Can the work be redistributed Does this job add value or assist the organisation to achieve its objectives
Recruitment Process Determine the vacancy External Do we buy in skills, knowledge, ability? Internal grow our own inside the organisation?
Recruitment Process Internal vs External Before any decision is made to recruit new staff, the experience and qualifications of current staff need to be considered Vacancies should be advertised on staff noticeboards before going outside
Recruitment Process Benefits of internal recruitment : Saves on cost of recruitment and selection Builds staff morale Reduces costs of induction and training Allows for succession planning Selection is based on actual performance assessment of current staff Provides career paths for employees Building Quality Service by Lynn Van der Wagen (pg65)
Recruitment Benefits of external recruitment : Brings in new skills Encourages competition Gives the organisation exposure in employment market Brings in applicants with current knowledge and qualifications Building Quality Service by Lynn Van der Wagen (pg65)
Recruitment Process Advertise the vacancy National press Local press Recruitment agencies Radio Internet Internal methods Educational sources http://jobs.search4.co.nz/job/view/2n6q4v/search/o/education-training/3/
Recruitment If you are too detailed in the specifications –not enough people will apply; and if you are too general, too many will apply Important to choose people who will mix/blend in well and compliment the skills of the existing team http://www.jobsearch.co.uk/show_job.cgi?j=4814049&c=7&o=219&cat=39
Selection Process Want candidates who have: Skills Knowledge Correct attributes Good fit to the organisation Bilateral Process Candidates are more assertive in choosing organisations they want to work for
Selection Process Job Analysis Job description Person profile Job context
Selection Criteria Job descriptions Person specifications What is the difference between the two of these?
Selection Criteria Job description – the role of the person, duties and responsibilities of the individual and of the job Full or part-time Fixed, casual, permanent contract
Selection Criteria Person specification – the skills, experience and knowledge necessary to perform the job http://www.ers.dol.govt.nz/publications/pdfs/checklist_personal_profile.pdf
Selection Criteria Job Context is the situational and supporting information regarding the job Work climate (safety) Reporting relationships Unspoken rules Budgetary information and incentives eg. The job context for someone working in front-line tourism may state that the position could be associated with complaints, time pressure, stress, unpredictable work hours
Selection Process Selection devices: Psychological, aptitude or ability testing Medical examinations Reference check Academic achievement Selection interview Training and experience
References Wagen Der Van, Lynn. (1994) Building Quality Service – with competency-based human resource management. Butterworth-Heinemann, Australia.

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Recruitment And Selection Process OP 09

  • 1. + Recruitment and Selection Hillary Jenkins, Otago Polytechnic 2008
  • 2. Recruitment Selection The process of attracting suitable individuals to apply for positions in an organisation. Aim - to attract the best applicants and exclude any that are not suitable
  • 3. Recruitment Recruitment is job centred: Questions to ask before starting the process Should the job continue in its present form? Is it needed at all? Can the work be redistributed Does this job add value or assist the organisation to achieve its objectives
  • 4. Recruitment Process Determine the vacancy External Do we buy in skills, knowledge, ability? Internal grow our own inside the organisation?
  • 5. Recruitment Process Internal vs External Before any decision is made to recruit new staff, the experience and qualifications of current staff need to be considered Vacancies should be advertised on staff noticeboards before going outside
  • 6. Recruitment Process Benefits of internal recruitment : Saves on cost of recruitment and selection Builds staff morale Reduces costs of induction and training Allows for succession planning Selection is based on actual performance assessment of current staff Provides career paths for employees Building Quality Service by Lynn Van der Wagen (pg65)
  • 7. Recruitment Benefits of external recruitment : Brings in new skills Encourages competition Gives the organisation exposure in employment market Brings in applicants with current knowledge and qualifications Building Quality Service by Lynn Van der Wagen (pg65)
  • 8. Recruitment Process Advertise the vacancy National press Local press Recruitment agencies Radio Internet Internal methods Educational sources http://jobs.search4.co.nz/job/view/2n6q4v/search/o/education-training/3/
  • 9. Recruitment If you are too detailed in the specifications –not enough people will apply; and if you are too general, too many will apply Important to choose people who will mix/blend in well and compliment the skills of the existing team http://www.jobsearch.co.uk/show_job.cgi?j=4814049&c=7&o=219&cat=39
  • 10. Selection Process Want candidates who have: Skills Knowledge Correct attributes Good fit to the organisation Bilateral Process Candidates are more assertive in choosing organisations they want to work for
  • 11. Selection Process Job Analysis Job description Person profile Job context
  • 12. Selection Criteria Job descriptions Person specifications What is the difference between the two of these?
  • 13. Selection Criteria Job description – the role of the person, duties and responsibilities of the individual and of the job Full or part-time Fixed, casual, permanent contract
  • 14. Selection Criteria Person specification – the skills, experience and knowledge necessary to perform the job http://www.ers.dol.govt.nz/publications/pdfs/checklist_personal_profile.pdf
  • 15. Selection Criteria Job Context is the situational and supporting information regarding the job Work climate (safety) Reporting relationships Unspoken rules Budgetary information and incentives eg. The job context for someone working in front-line tourism may state that the position could be associated with complaints, time pressure, stress, unpredictable work hours
  • 16. Selection Process Selection devices: Psychological, aptitude or ability testing Medical examinations Reference check Academic achievement Selection interview Training and experience
  • 17. References Wagen Der Van, Lynn. (1994) Building Quality Service – with competency-based human resource management. Butterworth-Heinemann, Australia.