Recruitment and Selection of a Suitable Human Resource ManagerIntroductionThe overall aim of the recruitment and selection process should be to obtain at minimum cost the number and quality of employees required to satisfy the human resource needs of the company. The process will have to go through three stages; defining requirements, attracting candidates and selecting the candidates.
Defining Requirements.Requirements for the position will be set out in the form of role profiles and person specifications. This provides the basic information required to draft advertisement, brief agencies or recruitment consultant, and assess candidates. A role profile listing competence, skill, educational and experience requirements produces the job criteria against which candidates will be assessed at the interview or by means of psychological tests. There will be a need to set the job specification which will define the education, training, qualifications and experience.
The job specification can be set out under the following headings:Technical competencies – what the individual needs to know and be able to do to carry out the role, including any special aptitudes or skills required; Behavioral and attitudinal requirements – the types of behaviors required for successful performance in the role will be related to the core values and competency framework of the organization to ensure that cultural fit is achieved when selecting people; Qualifications and training – the professional, technical or academic qualifications required, or the training that the candidate should have undertaken; Experience – in particular, categories of work or organizations, the types of achievements and activities that would be likely to predict success; Specific demands – where the role holder will be expected to achieve in specified areas, e.g. introduce new systems; Organizational fit – the corporate culture and the need for candidates to be able to work within it; Special requirements – traveling, unsocial hours, mobility etc; Meeting candidate expectations – the extend to which the organization can meet candidates’ expectations in terms of career opportunities, training, security etc.Attracting CandidatesAttracting candidates is primarily a matter of identifying, evaluating and using the most appropriate sources of applicants.
However, in cases where difficulties in attracting or retaining candidates are being met or anticipated, it may be necessary to carry out a preliminary study of the factors that are likely to attract or repel candidates-the strengths and weaknesses of the organization as an employer.First consideration should be given internal candidates, although sometimes due to equal opportunity policies, all internal candidates should apply for vacancies on the same footing as external candidates. If there are no people available within the organization the main sources of candidates are advertising, the internet and outsourcing to consultants or agencies. Advertising is the most obvious method of attracting candidates.
A recruitment advertisement should start with a compelling headline and then contain information on; the organization, the job, the person required-qualifications, experience etc., the pay and benefits offered, the location and the action to be taken.Sifting applicationsWhen the vacancy has been advertised and a fair number of replies received, the typical sequence of steps required to process and sift applications is as follow;- List the applications on a control sheet, setting out name, date the application was received and the actions taken- Send a standard acknowledgement letter to each applicant unless an instant decision can be made to interview or reject.- The applicant may be asked to complete and return an application form to supplement a letter or CV which may be on paper or in electronic format.- Compare the applications with the key criteria in the job specification and sort them initially into three categories: possible, marginal and unsuitable.
– Scrutinize the possibles again to draw up a shortlist for interview. This scrutiny should be carried out by a specialist and, preferably the manager.- Draw up an interview program. The time you should allow for the interview will vary according to the complexity of the job.
– Invite the candidates to interview, using a standard letter where large numbers are involved. At this stage, candidates should be asked to complete an application form, if they have not already done so.- Review the remaining possibles and marginals and decide if any are to be held in reserve. Send reserves a standard ‘holding’ letter and send the others a standard rejection letter.
The latter should thank candidates for the interest shown and inform them briefly, but not too brusquely, that they have not been successful.SelectionThe main selection methods are the interview, assessment centers and tests.After the interviewing and testing procedure has been completed, provisional decision to make an offer by telephone or writing can be made.
This is normally subject to satisfactory references and the candidate should be told that these will be taken up. If there is more than one eligible candidate for a job it may be advisable to hold one or two people in reserve.Obtaining ReverencesThe purpose of references is to obtain in confidence factual information about a prospective employee and opinions about his or her character and suitability for a job.
The factual information is straightforward and essential. It is simply necessary to confirm the nature of the previous job, the period of time in employment, the reason for leaving, the salary or rate of pay and, possibly, the attendance record.Confirming the offerThe final stage in the selection procedures is to confirm the offer of employment after satisfactory references have been obtained, and the applicant has passed the medical examination required for pension and life assurance purposes or because a certain standard of physical fitness is required for the work. The contract of employment should also be prepared at this stage.ReverencesArmstrong, M. (2006), A handbook of Human Resource Management Practice. 10th Edition, kogan Page, London and Philadelphia.
Smart, D (1983) Selection Interviewing. Wiley, New YorkTaylor, S (1998) Employee Resourcing, Institute of personnel and Development, LondonTownley, B (1989) Selection and Appraisal: reconstructing social relations? In new perspectives in Human Resource Management. Ed J Storey, Routledge, LondonWickens, P (1987) the road to Nissan, Macmillan, London