2.5.2 Effective Recruitment Flashcards

1
Q

Responsibilities of directors:

A
  • overall business performance
  • business target-setting and strategy formation
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2
Q

Responsibilities of senior managers:

A

management and leadership of key business functions

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3
Q

Responsibilities of supervision and team leaders:

A
  • leading a team of workers
  • performance management
  • providing training, support and motivation
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4
Q

Responsibilities of operational staff:

A

carrying out the key operations of a business

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5
Q

Responsibilities of support staff:

A

providing services that support the main function of the business

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6
Q

Recruitment process:

A
  1. Decide on type of worker need
  2. Draw up recruitment documents - e.g. job adverts, job descriptions, person specification, job particulars etc.
  3. Attract applicants - e.g. through job adverts
  4. Receive applications - though CVs, application forms and letters
  5. Shortlist - a list of suitable candidates is drawn up
  6. Selection - involves interviews and assessments, references might be requested
  7. Select the right people - involves interviews and assessments; references might be requested
  8. Training - to develop skills using on-the-job and off-the-job training (all staff, but especially new staff)
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7
Q

Person specification:

A
  • a profile of the ideal candidate for the job
  • It lists the criteria necessary to carry out the job – skills and qualities
    • essential and desirable characteristics
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8
Q

What should be included in a person specification?

A
  • Skills, knowledge and aptitudes
  • Experience
  • Qualifications, education and training
  • Personal characteristics
  • Essential and desirable criteria
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9
Q

Skills, knowledge and aptitudes:

A

Include any skills, knowledge or aptitudes that the candidate need e.g. IT or written skills

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10
Q

Experience:

A

You may want candidates to have prior experience of performing particular skills or tasks

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11
Q

Qualifications, education and training:

A
  • Required qualifications must be necessary for satisfactory job performance
  • In some professions it will be a legal requirement that the candidate has certain qualifications in order to practice
  • In other cases it may be that it would be impossible to carry out certain tasks without having been trained to do them
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12
Q

Personal characteristics:

A

If you want candidates to demonstrate particular personal qualities e.g. the candidate may need certain personal qualities such as the ability to work in a team, or to take on a leadership role

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13
Q

Essential and desirable criteria:

A
  • ‘Essential’ criteria are those attributes or qualifications which the candidate must have in order to do the job
  • Any candidate who does not meet these requirements can be ruled out straight away
  • ‘Desirable’ criteria are not essential to carry out the job but a candidate who meets these criteria is likely to perform the job better
  • Desirable criteria can help you choose between good candidates who all meet the essential criteria
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14
Q

Benefits of a person specification:

A
  • it can be used as a guide when devising job advertisements and application forms
  • it provides recruiters with a tool to compare one candidate with another
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15
Q

Job description:

A

contains essential information about a job role

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16
Q

What does a job description include?

A
  • job title
  • who the person is responsible to (line manager)
  • key duties
  • salary or wage
  • responsibilities
  • special requirements
  • conditions
17
Q

CV:

A

a document that lists a person’s experience and qualifications

18
Q

What does a CV include?

A
  • employment and history
  • skills and experience
  • references from current or previous employees
19
Q

Contents of job application form:

A
  • Person details (name, nationality etc.)
  • Educational history and qualifications
  • Previous employment history (periods, positions, roles, achievements etc.)
  • Sustainability and reasons for applying for a job
  • A chance for applicants to sell themselves’
  • Names of referees
20
Q

Advantages of job application form vs CV:

A
  • Business can tailor questions and format to exact needs
  • An application form forces candidates to answer same questions and provide information in a consistent format
  • CV’s come in many different formats, with key information either missing or presented in different ways
  • Encourages the applicant to consider the specific needs of the employer – e.g., to respond to questions relevant to the employer
  • More likely to get up to date information from the applicant
21
Q

Reasons for rejecting candidate from job application stage:

A
  • May not meet standards et out in job specification
  • Wrong qualifications
  • Insufficient experience
  • May not have completed application form to a satisfactory standard
  • May be unlucky
  • Employer has set a limit on number of candidates who progress through to interview stage
22
Q

Internal recruitment:

A

jobs given to staff already employed by the business, involves promotion and reorganisation

23
Q

Pros of internal recruitment:

A
  • fast and easy to advertise vacancy
  • cheaper than external advertising - saves money
  • candidates already know the business so will be more efficient from the beginning
  • promotion opportunities motivate current employees and increases employee engagement
  • shorter hiring time
  • reduces need for onboarding
24
Q

Cons of internal recruitment:

A
  • May create jealousy between employees
  • Limits application pool
  • May leave gaps in certain teams
  • May encourage unfair promotions
25
External recruitment:
job centres, job advertisements, recruitment agencies (offline and online), headhunting, personal recommendation etc.
26
Pros of external recruitment:
- more potential applicants (larger hiring pool) - new ideas, viewpoints and skills brought into the business → help business to grow - suitable if the business is growing and needs more employees - enhances diversity - easier to find a specialised candidate - reduces employee tension
27
Cons of external recruitment:
- May create jealousy between employees - wont understand company values as well as internals - Higher recruitment costs - Further training may be required increasing costs
28
Job advertisement examples for internal recruitment:
- notice boards - staff magazine and newsletter - email
29
Job advertisement examples for external recruitment:
- Newspapers and magazines - Job centres - Employment agencies and “headhunters” - Direct contacts (e.g. with employees in a competitor business) - Internet recruitment websites
30
Factors to consider when job advertising:
- Type of job - Senior management jobs merit adverts in the national newspapers and/or specialist management magazines - Many semi-skilled jobs need only to be advertised locally to attract sufficient good quality candidates - Cost of advertising - National newspapers and television cost significantly more than local newspapers etc. - Readership and circulation - How many relevant people does the medium reach? - How frequently is the publication published? - Frequency - How often does the business want to advertise the post?
31
What makes a good job advertisement?
- accurate - short - honest - positive - relevant
32
Contents of a job advertisement:
- Details of the business (name, brand, location, business activities) - Outline details of job (title, main duties) - Conditions (special factors affecting the job) - Experience / qualifications required - Rewards (financial and non-financial) - Application process (how should applicants apply, how to; deadlines)
33
Longlist:
total pool of applicants
34
Shortlist:
- Shortlist = small number of suitable applicants - Should ideally be drawn up by two people, acting independently - Important not to only include “perfect” or “ideal candidates”
35
What information can the interviewer obtain?
- Whether they are suitable for job - Whether they fit into the business - Information that cannot be obtained on paper from a CV or application form - Conversational ability – often known as people skills - Neutral enthusiasm or manner of applicant - See how applicant react under pressure - Queries or extra details missing from CV or application form
36
What information can the candidate obtain from an interview?
- Obtain information about job - Access the working culture of a possible new employer - Whether job or business is right for them - What is culture of company like - What are exact details of job that may be omitted from job description
37
Examples of selection tests:
- aptitude tests - intelligence tests - personality tests
38
Why are selection tests used?
- Basic interview can be unreliable as applicants can perform well at interview but not have qualities or skills needed for job - Selection tests increase chances of choosing best applicant and so minimise high costs of recruiting wrong people
39
References:
- Written character statements from people who know the applicant well - An important “safety check” - A chance to learn more about the strengths and weaknesses of an applicant - Final check that all information given by candidate is correct - Good honest reference from an independent source can also reveal good or bad incidences from candidate’s past or particular traits that may have been missed