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Unit 5 Recruitment and Selection

The document outlines a 4 stage recruitment process: 1) defining the job, 2) defining the ideal candidate, 3) attracting candidates, and 4) selecting candidates. It provides details on each stage, including job analysis, defining a person specification, possible candidate sources, and tips for shortlisting and interviewing.

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K60 NGUYỄN THỊ LAN ANH
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140 views3 pages

Unit 5 Recruitment and Selection

The document outlines a 4 stage recruitment process: 1) defining the job, 2) defining the ideal candidate, 3) attracting candidates, and 4) selecting candidates. It provides details on each stage, including job analysis, defining a person specification, possible candidate sources, and tips for shortlisting and interviewing.

Uploaded by

K60 NGUYỄN THỊ LAN ANH
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Unit 5 Recruitment

Recruitment process
04 stages
• defining the job to be done;
• defining the characteristics of the ideal candidate;
• attracting candidates;
• selecting candidates

Stage 1: Defining the Job to be Done


You might find it useful to draw a flowchart to assist you to define the steps necessary to complete this
stage effectively. It should resemble the chart below.

Job Analysis
- The tasks which comprise the job must be analysed. This process is known as job analysis. The main
steps involved are :
• identifying the tasks involved in the job;
• examining how, when and why tasks are performed;
• identifying the main duties and responsibilities of the job;
• noting the physical, social and financial conditions of the job.

Stage 2: Defining the Ideal Candidate


- match the characteristics of the job with the characteristics of candidates
- Describing a 'person specification': the knowledge, skills and experience required
- Decisions about candidates' suitability must be based on an assessment of their characteristics on the basis
of the criteria defined.
The 'Seven Point Plan'
(1) Physical make-up - health, physique, appearance, hearing and speech.
(2) Attainments - educational and occupational attainments and experience .
(3) General intelligence - ability to reason quickly and accurately, to learn quickly and to handle complex
ideas.
(4) Specialised aptitudes - manual dexterity, mechanical aptitude, verbal or numerical facility, artistic
aptitudes.
(5) Interests - intellectual, practical and constructional, physically active, social and artistic .
(6) Disposition - personality characteristics such as steadiness and selfreliance, acceptability to others,
relationships with others.
(7) Circumstances - domestic circumstances.

Stage 3: Attracting Candidates


Having written a person specification, it is necessary to encourage some people to become applicants.
Possible sources of applicants for jobs can be categorised as:
• Internal advertisements or analysis of personnel records.
• External advertisements.
• Employment agencies - private or public.
• Schools, colleges or other institutions providing training courses .
• Casual callers or writers of letters.
• Recommendations from existing employees.
Point out certain advantages of the job offered to attract candidates:
Earnings (including any bonus).
• Perks , e.g. discount on goods, overalls, canteen, other staff facilities.
• Hours of work .
• Holidays.
• Other information which you may like to have would include :
• Company name, size, location, etc.
• Conditions of work , rush hours , quiet times.
• Training.
• Promotion prospects.
• Job security .
• Notice periods.

Stage 4: Selecting Candidates


Short-listing
Three types of information which all forms require are :
• personal details - name, address, date of birth, etc.;
• education;
• job history or work experience
Interviewing
Interviewers should not :
• keep the interviewee waiting;
• interview without systematic preparation and planning;
• allow the interview to be interrupted;
• ask trick, leading, multiple or discriminatory questions or too many closed questions.
• lose control of the interview to the interviewee;
• fail to give the candidate information about the job;
• take copious notes during the interview;
• display bias or prejudice;
• talk too much (probably not more than one-third of the interview
time);
• allow the candidate to gloss over important points.

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