Recruitment and Selection Guidelines

Introduction
The continued success of the Organisation depends on its ability to recruit and select
high quality staff at all levels. It is, therefore, essential that the recruitment and
selection process is properly planned, organized.
The use of guidelines can assist Selection members to make their decisions in a
more systematic manner and with a greater degree of objectivity.
The following guidelines aims to ensure that staff are recruited and selected on the
basis of their relative merits and decisions are made following a fair, consistent and
justifiable process. The guidelines will also ensure that the Organisation's
procedures are consistent with the relevant employment equality legislation.
The recruitment and selection of staff also provides an opportunity for the
Organisation to present itself in a favourable light. Treating job applicants in a
professional and positive manner is more likely to leave them, whether they are
successful or not, with a positive view of the Organisation.

Overview of the Recruitment and Selection procedures

The following provides a brief overview of the key elements of the recruitment
and selection process.

Identify vacancy to be filled and Produce Manpower Requisition Form

Draw up an advertisement for the post

Shortlist candidates

Ensure appropriate preparation for the interview

Conducting Interviews

Evaluate candidates

Verification of Documents

Offer of Appointment

1.

Identify vacancy to be filled and Produce Manpower Requisition Form

1.1

Planning and preparation are the keys to successful recruitment and selection.
The first task is to identify clearly the job that needs to be done.

1.2

Manpower Requisition Form includes vacancy details, job description & person
specification.

1.3

The Job description sets out the overall context and purpose of the job,
the key duties and responsibilities, the reporting structure and the operating
environment within which the job is done.

1.4

The benefit of a job description is that it provides purpose, content, duties

and responsibilities of the job to those involved in the recruitment and
selection process. It is also of benefit to job applicants as it provides them
with a clear insight into what exactly the job involves. A well- written job
description will also help to give job applicants a positive first impression
of both the department/section and the Organisation.

1.5

The Person specification is prepared after decisions about the responsibilities

of the post have been made and the job description finalised. It defines the
skills, knowledge, experience and personal attributes and other relevant
factors which are required for effective job performance.

1.6

The purpose of the person specification is to set out the agreed criteria to be
used in the selection of candidates. Agreed criteria provide a consistent and
objective set of standards for all applicants and a structured means of
candidate assessment.

1.7

It is important to ensure that all criteria are clear, relevant to the job,
justifiable and non- discriminatory.

1.8

There is no pre-determined set of criteria which should be included in the

person specification but factors which are typically covered include.

1.9

Skills
Experience
Qualifications
Other relevant factors

The selection criteria can be divided into those that are Essential and those
that are Desirable. The essential criteria are the minimum requirements
deemed necessary for satisfactory job performance. Desirable criteria
are those factors that would be beneficial to optimising job performance.
All applicants must meet each of the essential selection criteria in order to be
shortlisted The desirable criteria are those that will be used to further
reduce the numbers to be called for interview.
3

2.

Advertising the post

2.1

Effective advertising will help to ensure that the widest pool of suitable
applicants is made aware of the vacancy to be filled. All vacancies are
normally advertised both internally and externally.

2.2

Job advertisements will usually be placed by the HR Dept.

2.3

The following information is typically included in the job advertisement

Job title

Location

Salary

Key duties

Key selection criteria

2.4

HR Dept. will decide where the post will be advertised.

3.

Shortlisting of Job applicants

3.1

The responsibility of the Selection member is to select for interview only

those applicants who meet the selection criteria. This must be done in a
manner that is valid, fair and consistent and must also be done in
accordance with the guidelines of the Organisation,

3.2

The shortlisting process then involves reviewing each application and

eliminating, in the first instance, those candidates who fail to meet the
essential criteria.

3.3

If it is considered necessary to reduce the number of applicants further, the

Board may then apply the desirable criteria to agree the final shortlist.

3.4

It is important to remember that no new criteria should be introduced at the

shortlisting stage. Subjective or personalised comments about individual
applicants should not be made and the focus will be on whether or not the
applicants meet the agreed criteria.

4.
4.1

Preparation for Interview

Careful preparation and organisation are needed to ensure that all aspects of
the interview process are effective. Practical arrangements should be made
in the following areas:

Reception of candidates

has clear information on the venue been provided both to the

candidates and to interview members?
is there an appropriate waiting area?
4

Scheduling of interviews

has sufficient time been allocated for conducting

interviews?

has appropriate time been scheduled for interviewer to prepare

themselves for each interview?

The interview environment

is the interview room accessible?

is there appropriate light, heat and ventilation in the room?
have steps been taken to prevent interruptions and noise?
is there an appropriate layout of the table and chairs?
is water available for the Interviewer and for candidates?

4.2
The Selection Members will also need to be well prepared for the
interviews. Areas for consideration include;

ensuring that all members have reviewed the relevant

documentation, including applications, job description and person
specification
agreeing on the evaluation procedures

Conducting Interviews

5.1

To be effective, the selection interview needs to be well structured and

conducted. All members of the Selection Board will need to take joint
responsibility for

ensuring that the interview concentrates on gathering information that

relates to the selection criteria.

ensuring that the control of the interview remains with the Interviewer.

participating actively in all stages of t he interview.

ensuring that candidates

applications and to ask and
can sometimes be helpful
formulating their responses

taking notes to assist the evaluation of candidates.

conducting the interview in a fair and professional manner.

5.2

It is important to remember that the interview is a two - way process.

have sufficient time to talk through their

answer questions. The appropriate use of silence
to candidates in collecting their thoughts and
to the questions.

5.3

Interview Questions should be phrased in a manner best suited to

obtaining the information sought.
Open questions are used to introduce a topic or to initiate a general
discussion on an issue.
Probing questions can be used to explore a specific subject more closely.
Closed questions generally elicit 'yes' or 'no' answers but can be
useful to confirm particular details.
Multiple questions inviting answers to a number of separate points should
be avoided.

5.4

As far as possible it is important to avoid confusing the candidate by the

use of jargon or specialised terminology which is not relevant to the job.

Candidate Evaluation

6.1

There are a number of different approaches to the process of candidate

evaluation. Whatever approach is used, the underlying principle is that it
must be objective, systematic and fair.

6.2

In case of more than one Interviewer, the Interviewers must use an agreed
marking system with candidates being marked by each individual assessment
interviewer on the basis of objective criteria agreed before the process
commences.
The benefit of an agreed marking system is that it provides a systematic
approach to evaluating the candidates against agreed criteria. It also gives
all Interviewers the opportunity to contribute to the evaluation process.
(See appendix 1 for sample marking/evaluation sheets)

6.3

When Interviewer have made a final decision on the person/persons to be

recommended for appointment , The report, together with all interview
notes, will be sent to the HR Dept. as soon as possible.

6.4

Once the Interviewer has made its recommendation to appoint one or more
candidates, HR Dept. contact the successful candidate.

Verification of Documents

7.1

The Organisation reserves the right to obtain and verify the candidate's
academic qualifications, experience details, salary slips before confirming
an offer of employment.

8.

Offer of appointment

8.1

Once HR Dept. verified the documents to appoint one or more candidates,

the agreed procedures for making an appointment will be followed.

Offer of Appointment include:

Name and address of selected candidate

Position name and grade
Date of Joining
Place of work
Terms and conditions of employment
Salary Annexure

9.

Medicals

9.1

The primary purpose of the pre-employment medical is to assess the

individual's ability to carry out the duties associated with a particular post.

9.2

The candidate should be made aware of any special factors or issues

relating to the job which might impact on his/her ability to perform it.

9.3

List of required test will informed him through mail by HR Dept.

Appendix 1
Sample Evaluation Sheet

Sr.
No.

Position
Name

Asst. Manager

Criteria 1
Criteria 2
Planning & Personality
Organising

Criteria 3
Comm.
Skills

Criteria 4
Team
Handling
Exp.

Criteria 5
Job
Knowledge

Personality

Comm.
skills

Driving
License

Team spirit

Sales
Attitude

Personality

Comm.
skills

Driving
License

Extrovert

Excel
Knowledge

Comm.
skills

Discipline

Personality

Multi
functional

Total

Marks
2

Yakult Lady D2D

selling
Coordinator
Marks

Sales
Executive
Marks

Centre
Administrator
Marks

Mark of 1 -5

Little evidence of competence

Mark of 6 -10

Significant weak area

Mark of 11-15

Acceptable, achieves a sufficiently high standard

Mark of 16-20

Above average, an area of distinct strength

Mark of 21-25

Excellent