HRM TERM PAPER final - Copy

8/7/2019 HRM TERM PAPER final - Copy

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INNOVATIVE RECRUITMENT AND

SELECTION PROCESS ADOPTED BY

COMPANIES



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Contents

Introduction ................................................................................................................................ 3

Recruitment and selection ........................................................................................................... 5

The recruitment process ..............................................................Error! Bookmark not defined.

Pay ..........................................................................................Error! Bookmark not defined.

Attracting applicants................................................................Error! Bookmark not defined.

The advertisement ...................................................................Error! Bookmark not defined.

Application forms ....................................................................Error! Bookmark not defined.

Selecting the best candidate ...................................................................................................... 24

Who makes the decision? ...................................................................................................... 25

Selection techniques .............................................................................................................. 25

Making the decision .................................................................................................................. 28

References and checking ........................................................................................................... 29

The offer ............................................................................................................................... 30

Preparing for the new employee ............................................................................................ 31

Employees who may need special attention ........................................................................... 33

Risk assessment. ....................................................................................................................... 34

Minorities .............................................................................................................................. 34

Induction process effectiveness ............................................................................................. 35

Monitoring effectiveness ....................................................................................................... 35

A framework for job description ..............................................Error! Bookmark not defined.

Person specification .................................................................Error! Bookmark not defined.



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Introduction

Most employers recognize the fact that their staff is their greatest asset, and the right recruitment

and induction processes are vital in ensuring that the new employee becomes effective in the

shortest time. The success of an organization depends on having the right number of staff, with

the right skills and abilities. Organizations may have a dedicated personnel/human resource

function overseeing this process, or they may devolve these responsibilities to line managers and

supervisors. Many people may be involved, and all should be aware of the principles of good

practice. Even in large organizations with a specialist personnel department, it is essential to

involve others in the task of recruitment and induction. After recruitment, a good induction

program is the way to help a new employee settle into the organization and become effective

quickly. In this booklet we offer guidance on the implementation of induction program, and a

checklist of the sort of things such programmers should cover. This list may seem long but to the

new recruit many things are not obvious and need to be pointed out. The first section of the

booklet deals with recruitment and selection. The second with the process of induction. This

booklet will serve as an introduction for anyone, in a large or small organization, who becomes

involved in recruitment, selection and induction as part of their job.

To receive information on possible candidates employers invest in job advertisements,

screenings of enrollees and sometimes even assessment centers. The formal ways of finding

candidates for open positions are various and sometimes very cost- intensive. But the aim of an

employer must be to find well fitting persons for firms¶ vacancies at the lowest possible costs.

Formal methods of staff search and working contracts often do not fulfill these purposes to full

extent. One way the employer can get further information on the persons¶ character and keep the

search costs on a minimum is to use social contacts for the search for new employees. Whether

employers use their network contacts to fill an open position is rather rarely explored. If so, those

studies mostly concentrate on single firms. Here with it contributes to enrich the discussion on

the meaning of social networks on the labor market on an empirical base from the employer¶s

perspective. Most studies on the use of social networks focus on an employee¶s or job seeker¶s

point of view. But for firms also, the use of social networks is an important topic in staffing

processes. The second part of this paper will give a brief overview of some important findings

research came up with by now. The focus lies on research questions concerning characteristics of

positions that are filled by and firms that use social networks.



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Social Networks on the Labor Market Social networks come to be an important aspect

concerning staffing processes and movements on the labor market. Indeed, network analysis

concerning the labor market put a strong focus on the possibilities job seekers have when using

their social capital to find a job. The role of social networks concerning staffing processes from

the firms¶ perspective has not been explored as well, even though networks are one of the most

frequently used ways of recruitment. Studies that focus on employer¶s perspective are mostly

case studies focusing on single firms or industries.



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Recruitment and Selection

The importance of good recruitment and selection Recruiting people who are wrong for the

organisation can lead to increased employee turnover, increased costs for the organization, and

lowering of morale in the existing workforce. Such people are likely to be discontented, unlikely

to give of their best, and end up leaving voluntarily or involuntarily when their unsuitability

becomes evident. They will not offer the flexibility and commitment that many organizations

seek. Managers and supervisors will have to spend extra time on further recruitment exercises,

when what is needed in the first place is a systematic process to assess the role to be filled, and

the type of skills and abilities needed to fill it. Most recruitment systems will be simple, with

stages that can be followed as a routine whenever there is a vacancy to be filled, and which can

be monitored and adapted in the light of experience.

� Efficient ± cost effective in methods and sources

� Effective ± producing enough suitable candidates without excess and ensuring the

identification of the best fitted for the job and the organization

� Fair ± ensuring that right through the process decisions are made on merit alone.

The importance of fairness:The employer has the legal responsibility to ensure that no unlawful discrimination occurs in the

recruitment and selection process on the grounds of sex, race, disability, age, sexual orientation

and religion or belief. Equality of opportunity is an integral part of the recruitment and selection

process, and to this end employers may offer training and encouragement to any under-

represented groups. Examples include pre-application assistance for those who do not have

English as their first language, or management development training for women where they are

under-represented in management grades. Job advertisements may also state that the employer

encourages applications from those groups that are under-represented in the organization.

Employees and their representatives will also have an interest in fair, non-discriminatory

recruitment and selection policies, and they should be fully consulted when new procedures are

introduced or existing procedures reviewed. The Equality Act 2010 (covering disability, sex,

race, gender reassignment, marriage and civil partnership, pregnancy and maternity, sexual



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orientation, religion or belief and age) sets out the legal requirements for employers.

Organizations should be aware that the provisions of the Equality Act 2010 not only make it

unlawful to discriminate against disabled individuals without justifiable reason but also require

employers to make reasonable adjustments to the workplace or working arrangements. Detailed

guidance is available in the Code of Practice on the elimination of discrimination in employment.

Recruitment refers to the process of attracting, screening, and selecting qualified people for a job

at an organization or firm. For some components of the recruitment process, mid- and large-size

organizations often retain professional recruiters or outsource some of the process to recruitment

agencies. Recruitment is an important part of an organization¶s human resource planning and

their competitive strength. Competent human resources at the right positions in the organization

are a vital resource and can be a core competency or a strategic advantage for it. It acts as a link between the employers and the job seekers and ensures the placement of right candidate at the

right place at the right time. The objective of the recruitment process is to obtain the number and

quality of employees that can be selected in order to help the organization to achieve its goals

and objectives. With the same objective, recruitment helps to create a pool of prospective

employees for the organization so that the management can select the right candidate for the

right job from this pool.



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1. Identify vacancy

2. Prepare job description and person specification

3. Advertising the vacancy

4. Managing the response

5. Short-listing

6. Arrange interviews

7. Conducting interview and decision making

The recruitment process is immediately followed by the selection process i.e. the final interviews

and the decision making, conveying the decision and the appointment formalities.

Recruiting strategy:

Organizations have developed and follow recruitment strategies to hire the best talent for

their organization and to utilize their resources optimally. A successful recruitment strategy

should be well planned and practical to attract more and good talent to apply in the

organization.

For formulating an effective and successful recruitment strategy, the strategy should cover



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the following elements:

1. Identifying and prioritizing jobs:

recruitment keep arising at various levels in every organization; it is almost a never-

ending process. It is impossible to fill all the positions immediately. Therefore, there

is a need to identify the positions requiring immediate attention and action. To

maintain the quality of the recruitment activities, it is useful to prioritize the

vacancies whether to focus on all vacancies equally or focusing on key jobs first.

2. Candidates to target :

The recruitment process can be effective only if the organization completely

understands the requirements of the type of candidates that are required and will be

beneficial for the organization. This covers the following parameters as well:

o Performance level required: Different strategies are required for focusing on

hiring high performers and average performers.

o Experience level required: the strategy should be clear as to what is the

experience level required by the organisation. The candidate¶s experience can

range from being a fresher to experienced senior professionals.

o Category of the candidate: the strategy should clearly define the target

candidate. He/she can be from the same industry, different industry,

unemployed, top performers of the industry etc.

3. Sources of recruitment :

The strategy should define various sources (external and internal) of recruitment.

Which are the sources to be used and focused for the recruitment purposes for various

positions. Employee referral is one of the most effective sources of recruitment.

4. Trained recruiters:

The recruitment professionals conducting the interviews and the other recruitment

activities should be well-trained and experienced to conduct the activities. They

should also be aware of the major parameters and skills (e.g.: behavioral, technical



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etc.) to focus while interviewing and selecting a candidate.

5. How to evaluate the candidates: The various parameters and the ways to judge them i.e. the entire recruitment process

should be planned in advance. Like the rounds of technical interviews, HR

interviews, written tests, psychometric tests etc.

The recruitment industry has five main types of agencies:

Employment agencies: Also known as traditional agencies, recruitment agencies have

historically had a physical location. A candidate visits a local branch for a shortinterview and an assessment before being taken onto the agency¶s books.

Recruitment consultants then work to match their pool of candidates to their clients'

open positions. Suitable candidates are short-listed and put forward for an interview

with potential employers on a contract or direct basis.

Recruitment websites and job search engines: The emergence of meta-search engines

allows job-seekers to search across multiple websites. Some of these new search

engines index and list the advertisements of traditional job boards. These sites tend to

aim for providing a "one-stop shop" for job-seekers.

"Headhunters" for executive and professional recruitment: Headhunting is a

specialized area within recruitment whereby the recruiter understands a particular

space/industry well enough to know the key performers and players in the market.

Head Hunting is the process of working closely with an employer, understanding the

strategic hiring and growth needs, defining the perimeters of a search, identifying the

targets/ top talents at mid to top level of other organizations, making a approach tothe selected targets, understanding candidates¶ personal Pull/Push factors, managing

and preparing clients' and candidates' expectations

Niche agencies which specialize in a particular area of staffing, : Specialized

recruiters exist to seek staff with a very narrow specialty. Because of their focus,



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these firms can very often produce superior results due to their ability to channel all

of their resources into networking for a very specific skill set. This specialization in

staffing allows them to offer more jobs for their specific demographic which in turn

attracts more specialized candidates from that specific demographic over time

building large proprietary databases

In-house recruitment. :: Under pressure to reduce costs, both large- and medium-

sized employers tend to undertake their own in-house recruitment, using their human

resources department, front-line hiring managers and recruitment personnel who

handle targeted functions and populations. In addition to coordinating with the

agencies mentioned above, in-house recruiters may advertise job vacancies on their

own websites, coordinate internal employee referrals, work with external

associations, trade groups and/or focus on campus graduate recruitment.

The stages in recruitment include sourcing candidates by advertising or other methods, and

screening and selecting potential candidates using tests or interviews.

A manager can recruit in two different ways:

Internal recruitment is when the business looks to fill the vacancy from within its existing

workforce.

External recruitment is when the business looks to fill the vacancy from any suitable

applicant outside the business.

Advantages Disadvantages

Internal

Recruitment

Cheaper and quicker to recruit Limits the number of potential

applicants

People already familiar with the business

and how it operates

No new ideas can be introduced from

outside the business

Provides opportunities for promotion

with in the business ± can be motivating

May cause resentment amongst

candidates not appointed

Business already knows the strengthsCreates another vacancy which needs



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and weaknesses of candidates to be filled

External

Recruitment

Outside people bring in new ideas Longer process

Larger pool of workers from which to

find the best candidate

More expensive process due to

advertisements and interviews

required

People have a wider range of experienceSelection process may not be

effective enough to reveal the best

candidate

F

our most popular ways of recruiting externally:

Job centers - These are paid for by the government and are responsible for helping the

unemployed find jobs or get training. They also provide a service for businesses needing to

advertise a vacancy and are generally free to use.

Job advertisements - Advertisements are the most common form of external

recruitment. They can be found in many places (local and national newspapers, notice

boards, recruitment fairs) and should include some important information relating to the job

(job title, pay package, location, job description, how to apply-either by CV or application

form). Where a business chooses to advertise will depend on the cost of advertising and the

coverage needed (i.e. how far away people will consider applying for the job

Recruitment agency - Provides employers with details of suitable candidates for a

vacancy and can sometimes be referred to as µhead-hunters¶. They work for a fee and often

specialize in particular employment areas e.g. nursing, financial services, teacher

recruitment

Personal recommendation - Often referred to as µword of mouth¶ and can be a

recommendation from a colleague at work. A full assessment of the candidate is still needed

however but potentially it saves on advertising cost.



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METHODS OF RECRUTING PPL:

You can develop relationships with potential candidates long before you need them. These

ideas will also help you in recruiting a large pool of candidates when you have a current

position available. Read on to discover the best ways to develop your talent pool and recruit

employees.

The earlier you adopt these practices, the better your organization will do in the upcoming

war for talent. (And, trust me; you will experience wars for talent as the baby boomer

generation retires.) Read on to discover the best ways to develop your talent pool.

Recruiting Your Ideal Candidate

A job description that tells potential employees the exact requirements of the position is

useful. Even more useful is the process you use to develop the job description internally and

the behavioral characteristics of your ideal candidate. Assemble a team of people who

represent the best qualities of the people who currently hold the same or a similar position.

Include the hiring manager.

Develop a job description that delineates the key responsibilities and outputs of the position.

Then, define the behavioral characteristics of the person you feel is your ideal candidate.

Finally, list your five - ten key responsibilities and characteristics you will use to screen

resumes, perform phone screens and eventually, establish the questions for the candidates

you interview.

Sound like a lot of effort? It is. But, you'll have a much better idea about the characteristics

of the ideal candidate you want to attract to your company when you do this planning via

email or a recruiting planning meeting.



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Tap Your Employee Networks in Recruiting Candidates

Spread word-of-mouth information about the position availability, or eventual availability,

to each employee so they can constantly look for superior candidates in their networks of

friends and associates. In this age of online social and professional networking, the chances

are, you and your employees are instantly connected to hundreds, and even thousands, of

potential candidates. Tap into this potential audience on Facebook, LinkedIn, and Twitter ,

to name just a few.

Use trade show booth time to meet and get to know potential candidates as well as

customers. Encourage employees to gather business cards from, and develop relationships

with, high potential possible employees. And, don't stop with employees alone; tap thenetworks of your social, board, funder and academic connections, too.

In a client company, the sales manager referred a childhood friend, who was moving back to

our state, for a position. Out of touch for several years, the now new employee had

contacted all of his friends when he needed to relocate from Chicago to the Detroit area. My

client benefitted from the sales manager's network and hired an outstanding employee.

Make sure you publicize your interest in employee referrals. In some companies, employee

referrals, especially for hard-to-fill positions, are even rewarded with cash bonuses. Posting

all open positions, announcing openings at the company meetings and sharing growth plans

with company members will help spread your message.

Take Advantage of Your Industry Contacts, Association Memberships and

Trade Groups for Recruiting Candidates

Pay for employees to participate in and network in industry groups, conferences and trade

shows. Periodically, create master lists of industry leaders and other potential employees

from customers, colleagues, coworkers and friends. Develop a plan for contacting these

people systematically and regularly. Be prepared to share your job description with them

through mail, email, on the Internet and by fax. Follow up on every good lead.



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Use extensive telephone networking. Bring people in for interviews before you have an

available position. You may even want to consider starting a periodic company newsletter

to keep your master lists of potential employees, customers and interested others up-to-date

about company progress and happenings. You can use online and/or mail distribution to

send these out.

Looking for the "right" associations to join? Check out this resource: Find Associations,

People, and Businesses from the American Society of Association Executives.

Use Your Web Site for Recruiting Candidates

Does your "Join Our Team" section of your company Web site tell and even, "sell potential

employees about the vision, mission, values and culture of your company? Do you present a

message about how people are valued? Do you express your commitment to quality and to

your customers? If not, you are missing out on one of the most important recruiting tools

you have to appeal to prospective high-potential employees.

Instead of the typical, dryly-written job listings about available positions, your Web site

needs to include this vision, this information that sets your company apart from others in

your industry. Your job listings must sparkle with personality so a potential candidate

thinks, "this organization is for me." And, now that you have their attention, you also need

to provide a way for candidates to easily submit resumes for consideration for future

positions.

One client Web site has a "Talk to the President" link and, believe me, people do. We

receive a constant stream of resumes and contacts through this invitation and even hired a

Director of Production who made his first contact here. Another posts generic position

descriptions for positions that frequently need applicants. People respond. Web site

recruiting works.



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Maintain Frequent Contact with Interested Candidates

Don't let these potential employees submit their resumes and never hear from you again

either. You'd lose all the momentum you just spent time developing with the favored few.

Just as I recommended earlier with employee networks and professional contacts, continue

and nurture the relationship.

Enable interested candidates to subscribe to the company newsletter; consider writing a

mini-newsletter just for them. Follow-up all website submissions with a greeting that thanks

the individual for their interest in your company. Send a periodic update about your job

openings. Invite the potential employee to visit your organization when they are in the area.

Your professional, ongoing contact with interested people ensures recruiting success.

Become an Employer of Choice for Recruiting Candidates

Think about what a potential employee considers before agreeing to join your organization

or business. Are you stable, making money and growing? Are you employee-friendly? Does

your mission catch the mindshare and/or the heartstrings of the people you most want to

recruit? Will a new employee feel part of something bigger than themselves if they join

you? Will your organization nurture their talent and provide exciting opportunities for

challenge and professional growth?

If you can answer these questions affirmatively, analyze every component of your recruiting

process to make sure that you are sending these messages. If you want to be an employer of

choice, you must act like an employer of choice. Furthermore, you must communicate this

commitment to your prospective employees.

People look for little things - that are really big things - such as noticing whether you return

phone calls promptly. They observe when all interviewers repeat the same questions. They

are aware that you responded to acknowledge receipt of their resume. They appreciate a

phone call when someone else is picked for the job they wanted. (Yes, you still need to send

a letter to the people you interviewed, but the more informal follow-up is appreciated.) They



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feel welcomed when they can communicate with you via email.

In addition, being an employer of choice is a reputation you build in your industry that is a

powerful tool in attracting top talent.

Recruit Using the Internet

The Internet, in addition to your own organization Web site, is in its infancy in terms of its

usefulness to employers, potential employees and society, in general. Learn how to use the

Internet to find and attract great candidates. These are options you can currently consider .

Post your positions on professional association Web sites. This includes local chapter Web

sites or professional associations related to the job. (This is an excellent method for finding

local talent.)

Post open positions on Web sites those private vendors or your state and/or local

government provide. In Michigan, positions can be posted at no cost on various websites

including JobOpenings.net - Michigan, MLive.com - Everything Michigan and Michigan

Workforce Development. (Search for your local job sites at America's Job Bank , A bout¶s

Job Searching site and at Alison Doyle's Job Searching site for your state WorkforceDevelopment organization through your state department of labor. You'll find multiple

options for both posting positions and searching for jobs.)

Post your classified ad on newspaper-related Web sites. Most newspapers have an affiliated

Web site where you can post ads. These ads are either included in the price of a classified

print ad or you can pay separately for online posting only. Make sure your recruitment ads

"sell" the vision and the advantages of your organization. Effective ads portray your

company as an exciting and rewarding place to work. Effective job postings make people

want to apply to your firm.

Pay to post on some commercial Web sites.



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Use Headhunters and Recruiters

Sometimes, it is worth your time to use headhunters, recruiters, and employment placement

firms. The best firms have done much of this homework and candidate pool development

for you. Expect to pay 20-35 percent of the cost of the new recruit's annual salary. But, for

some positions, and in some industries, the cost in your department's time and the time

invested in a possible failed search, are worth it.

Additionally, recruiters have an already-developed pool of candidates. They provide a

second pair of experienced eyes to help you with your search. Some of them are very good.

I met with a recruiter recently and offered him a sales job in a client organization on the

spot. Believe me, he was that good - I can definitely see him finding great candidates for employers.

When you work in an HR role, calls from potential recruiters come several times a week. I

ask for references and check them. I also talk with non-competing firms to get referrals of

recruiters with whom they've been pleased. You can also research recruiters at the

Recruiter's Online Network .

Use Temporary Agencies and Firms for Recruitment

Consider using temporary staff as a solution to "try a person out in a position" or to staff a

position you are not sure you need for the long haul. Temporary employees can also provide

a useful buffer for the ups and downs of the business cycle so that you do not have to affect

your core staff during down times.

Temp firms will recruit and screen to your specifications and guarantee your satisfaction.

They save your staff immense amounts of time as they provide testing, drug screening,

reference checking, background checks, and anything else you'd like, for a nominal fee. By

the time I meet the selected group of candidates, most of the work, other than a personal job

interview, has been completed for me.



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Additionally, as the firms become familiar with your needs, just as headhunters and

recruiters do, they will seek out and suggest talent they believe meets your criteria for star

candidates.

I work with two or three agencies and my client company hires only the top five percent of

temporary staff members, so we hire great people.

V endor Management System

A vendor management system (VMS) is an Internet-enabled, often Web-based application

that acts as a mechanism for business to manage and procure staffing services ± temporary,

and, in some cases, permanent placement services ± as well as outside contract or

contingent labor. Typical features of a VMS application include order distribution,

consolidated billing and significant enhancements in reporting capability that outperforms

manual systems and processes.

In the financial industry due to recent regulations, Vendor Management implies consistent

Risk Classificant and due diligence done to ensure Risk assessment that eliminates undue

third party risks exposure.

The contingent workforce is a provisional group of workers who work for an organization

on a non-permanent basis, also known as freelancers, independent professionals, temporary

contract workers, independent contractors or consultants. VMS is a type of contingent

workforce management. There are several other terms associated with VMS which are all

relevant to the contingent workforce, or staffing industry.

A vendor is literally a person or organization that vends or sells contingent labor.

Specifically a vendor can be an independent consultant, a consulting company, or staffing

company (who can also be called a supplier ± because they supply the labor or expertise

rather than selling it directly).

A VOP, or Vendor On Premise, is a vendor that sets up shop on the client's premises. They

are concerned with filling the labor needs and requirements of the client. The VOP does

this either by sourcing labor directly from themselves, or from other suppliers, whom may

be their competitors. Also, the VOP manages and coordinates this labor for the client.



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A MSP, or Managed Service Provider, manages vendors and measure their effectiveness in

recruiting according to the client's standards and requirements. MSPs generally do not

recruit directly, but try to find the best suppliers of vendors according to the client's

requirements. This, in essence, makes the MSP more neutral than a VOP in finding talent

because they themselves do not provide the labor.

VMS is a tool, specifically a software program, that distributes job requirements to staffing

companies, recruiters, consulting companies, and other vendors (i.e. Independent

consultants) It facilitates the interview and hire process, as well as labor time collection

approval and payment.

A CMS, or Contractor management System, is a tool which interfaces with the Access

Control Systems of large refineries, plants, and manufacturing facilities and the ERP systemin order to capture the real-time hours/data between contractors and client. This type of

system will typically involve a collaborative effort between the contractor and facility

owner to simplify the timekeeping process and improve project cost visibility.

An EOR, or Employer of Record, is designed to facilitate all components of independent

contractor management, including classification, auditing, and compliance reviews.

Employer of Records helps drive down the risk of co-employment and allow enterprises to

engage and manage independent contractors without the stress of government audits or tax

liabilities.

Find Out Where Your Ideal Candidates Live

Identify what your needed candidates read; notice the Web sites they visit; study the

listservs on which they participate; determine the industry magazines and newspapers they

read. Identify their favorite news sources, forums, discussion groups, and places to practice

social networking. In other words, find out everything you can about the types of people

who make up the top ten percent of your current employees and the best of your talent pool.

Use this information to screen resumes, of course, and to develop effective interview

questions. Most importantly, use this information to develop creative, fun recruiting

strategies for your potential openings. Sit with an interested group that includes members of



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the group you are trying to recruit and brainstorm other potential ways to locate a well-

qualified pool of candidates for each position.

Some examples I've seen include a very funny ad in a staid newspaper. It literally jumped

off the page because it stood out so strongly from the pack. (The ad was looking for a

creative for an ad agency; I'll bet they found their perfect candidate.) I've been recruited as a

potential staff member while browsing in a book store. People recruit at trade shows from

the people visiting their booths.

Just One More Thought About Recruiting Employees - Publicity

Here's a bonus thought about recruiting great employees: The publicity your organization

receives in the news media, in print, on television, on the radio and online is tremendously

important for recruiting. A few good words, an interesting article or a piece about your

mission that reflects your organization in a favorable light, will result in potential

employees coming to you. And that, in my way of thinking, is the best way of all to find

great potential employees for your candidate pool.

Ideas for recruiting are endless and endlessly challenging, but the time and effort you invest

are worth it when they result in top talent for your organization«

Effective Campus Recruitment Programs

The Recruitment Process

The campus placement office usually coordinates the recruitment process. The recruitment

season typically extends from mid-October to mid-March. However, because of increased

competition, campus recruiting is becoming a year-round activity

Campus Selection



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One of the first steps in developing a campus recruitment program is to select the right

campus with which to build a relationship. Although there is no set formula for determining

which campuses to visit, campuses can be rated by several objective factors

Curriculum/ranking ± Is the school accredited: Is the curriculum relevant to the needs of your

organization?

Location ± Will the distance to campus justify the time and money it takes to recruit there?

Will the distance create relocation and retention issues?

Demographics ± Does the overall enrollment and percentages of woman and minority

candidates meet the company¶s recruiting needs?

Graduation dates ± When will candidates be available for work?

Career services/faculty/student organizations ± Are the services the company needs available

through the career center? Is the faculty accessible and interested in career opportunities for

their students? Can the company collaborate with the school¶s student organizations?

Competitive environment ± Are the student¶s expectations in line with what the organization

can offer?

Potential recruiters/team leaders ± Does the company have enough alumni to create a

recruiting team?

Internal opinion of the school ± What is the general opinion of the school within the

company? Would the school be accepted as part of the campus recruiting program

Effectiveness of RecruitingMethods

� On-campus recruiting

� Organization¶s internship program

� Employee referrals

� Organization¶s co-op program

� Career/job fairs

� Faculty contacts

� Internet job postings (campus website)



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� Internet job postings (own company website)

� Student organizations/clubs

� Internet job postings (commercial career website)

� Job postings to career offices

� Request resumes from career offices (print)

� Internet resume data bases

� Recruitment advertising (print)

� Newspaper advertising (campus and/or local newspapers)

� Career/job fairs (virtual)

� Internet banners

� Video interviewing

Contract Hire Recruitment

A Flexible Global Resourcing Service

SRD Recruitment is a specialist recruiter of engineering and technical professionals to the

Oil & Gas, Petrochemical, Utilities, Mining and Waste Management industries worldwide.

We proactively manage the contract hire recruitment needs of major organizations as a single

point of contact or as a specialist recruiter alongside other preferred suppliers. We employ a

comprehensive range of proven successful recruitment methods through a global network to

fill job vacancies, managing the applicant response through all stages of the recruitment

process.

The main benefits to the client of contract hire recruitment are:

� Reduced Fixed Costs - By retaining contractors only as long as required and reduced in-

house administration and payroll costs.

� Reduced Recruitment Cost- No advertising, contractor screening, contract negotiation and

administration costs.

� No Training Costs- Contractors generally require no formal training and once fully briefed

on the job are able to ³get up to speed´ in short time.

� Set Charge Rates- Charge rates, usually hourly or day rate calculation, can be fixed and



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provide a total cost to the client with no hidden overheads or payroll contribution.

� No Employment Responsibility- SRD assumes employment liability including pay,

taxation, social security, holiday pay, sick pay, maternity pay, pensioncontributions and

insurances.

� Experienced & Flexible Contractors-Contractors tend to have a broader base of experience,

are willing to work long hours, are available at short notice, will work in adverse locations

and conditions and are adept at ³getting the job done´

Types of interviews

It is important to determine the type of interview that you would like to use before the start

of the process and then maintain that style with each candidate. Regardless of the type

chosen, the interview should move beyond the ³what and when´ to the ³how and why´ a

candidate did something and how the competencies of the candidate match the current job

description. Five of the most common interview types are listed below:

� Phone interview:

- Could be used early in the screening process

- May be done with select committee members instead of the entire committee

� Interactive video interview:

- Similar to a phone interview

- Provides ability to see body language and facial expressions

� Campus interview:

- Finalists

- Methods may include panel, sequential or one-on-one



24

Selecting the best candidate

Whatever form the applications take, there may be a need to sift them before moving on to the

interview stage. Such a sift serves to match the applicants as closely as possible to the job and

person specification and to produce a shortlist of people to interview. To avoid any possibility of

bias, such sifting should be undertaken by two or more people, and it should involve the direct

line manager / supervisor as well as personnel. The sifting stage can also help the organization

by providing feedback on the advertising process and the suitability of the application form. It

can also identify people who might be useful elsewhere in the organization. If references or

medicals are to be taken up before the invitation to interview stage, it should be made clear on

the application form/information pack sent to the applicant. Some jobs require medicals to be

given at the commencement of employment, and employers may seek preliminary information

on a separate medical questionnaire at the time of recruitment. This applies mainly in driving

work and industries where there is an exposure to certain chemicals. Any employer who needs

advice should contact the Employment Medical Advisory Service (part of the Health and Safety

Executive) in their area. If your organization believes that pre-employment health screening is

necessary, you must make sure it is carried out in a non-discriminatory way. It is unlawful to ask

health related questions before making a job offer (whether conditional or unconditional), except

in order to:

� determine if a candidate can carry out a function which is essential to the job

� ask whether candidates need special arrangements for any part of the application process

� anonymously monitor whether candidates are disabled

� take positive action to assist disabled people

� Check that a candidate has a disability where this is a genuine requirement of the job.

If a report from any individual¶s doctor is sought, then permission must be given by the

individual, and they have the right to see the report (Access to Medical Reports Act 1988). The

candidates who best match the specifications may then be invited for interview. The invitation

letter should tell candidates that they should advise the organization in advance if any particular

arrangements need to be made to accommodate them on arrival or during the interview; for

instance, ramp access or lighting levels. The invitation letter should also clearly state whether the

organization will pay the candidate¶s reasonable travel expenses for the interview.



25

Who makes the decision?

In some companies there will be a personnel or human resource specialist who will undertake

most of the sifting and short listing. It is very important that the line manager/supervisor for the

job also be involved, both at the job and person specification stage and at the interview stage.

The final selection will thus normally be a joint decision, except in those very small companies

where only a line manager/supervisor is available to do the recruitment of staff. Gaining the

commitment of the immediate manager/supervisor by involving them in the selection process can

be vital to ensuring that the new employee is settled successfully into the organization. It may be

useful both for the candidates to see the environment in which they would be working, and, if

they are to be part of a team, for the current team members to meet the candidate.

Selection techniquesThere is a variety of methods available to help in the selection process ± including interviews,

tests (practical or psychometric), assessment centers, role plays and team exercises, to name a

few. Usually a range of methods will be used by the organization depending on the type of job to

be filled, the skills of the recruiter and the budget for recruitment. Interviews most jobs are filled

through interviews. The interview has two main purposes ± to find out if the candidate is suitable

for the job, and to give the candidate information about the job and the organization. Every

candidate should be offered the same opportunities to give the best presentation of them, to

demonstrate their suitability and to ask questions of the interviewer. A structured interview

designed to discover all relevant information and assess the competencies of the applicant is an

efficient method of focusing on the match between job and candidate. It also means that there is

a consistent form to the interviews, particularly important if there are a number of candidates to

be seen. Unstructured interviews are very poor for recruiting the right person. The structured

interview is most likely to be effective in obtaining specific information against a set of clearly

defined criteria. However, not every manager is skilled at interviewing, and may not be able

to judge efficiently the applicant¶s skills and competencies. Ideally all interviewers should

receive training, including the equal opportunities aspects of recruitment and the relevant

legislation. Interviews need not be formal. The length and style of the interview will relate to the

job and the organization. Some vacancies may call for a formal interview panel, some for a less



26

formal, one-to-one interview. The interviewer(s) should consider the job and the candidates

when deciding on the nature of the interview.

All interviews, whether formal or informal, need careful preparation if they are to be successful.

Each candidate should leave with a sense of being treated well and fairly and having had the

opportunity to give of their best. Preparing the interview

The interviewer should prepare by:

� reading the application form, job and person specifications to identify areas which need

further exploration or clarification

� Planning the questions. In some interviews it is appropriate to ask only one or two

questions to encourage the candidate to talk at length on certain subjects. In others it may

be better to ask a series of short questions on several different areas. If there is more than

one interviewer, different people can cover different topics, e.g. job knowledge, training,

qualifications. Do not ask for personal information or views irrelevant to the job.

� Do not ask potentially discriminatory questions such as µAre you planning to have

children in the next few years?¶

� being ready for the candidates¶ questions, and trying to anticipate what additional

information they may seek. Conducting the interview Conduct the interview in an

environment that will allow candidates to give of their best. Arrange for there to be no

interruptions, divert telephone calls, welcome the candidate(s), and show them

cloakroom facilities, etc. If possible, let the candidate have a brief tour of the place of

work. This is particularly useful in the case of people new to the job market (school-

leavers, returning men and women), who may have little or no experience of what to

expect in a workplace. It may also prove valuable in offering an additional opportunity to

assess the candidate¶s interaction with possible colleagues. Consider whether any

adjustments need to be made to accommodate an interviewee who has indicated a

disability on the application form ± it is easy to overlook simple adjustments that may be

reasonable to make: candidates with hearing impairment may not only need to be able to

clearly see the interviewer as they are talking, but may need communication support if

they are not to be placed at a disadvantage is there an alternative to steps for access to the

building? Can the interview take place elsewhere, where access might be easier for

someone with a physical disability? It is common that both interviewer and candidate are



27

nervous. Thorough preparation will help both of you. Be careful not to fill silences by

talking too much ± the aim of the interview is to draw information from the candidate to

decide if they would suit the job. The candidate should do most of the talking.

Nevertheless, the interviewer will want to encourage candidates to relax and give of their

best in what is, after all, a somewhat unnatural setting. It is important to keep the

conversation flowing, and the introductions and initial µscenesetting¶ can help all parties

settle to the interview. The following pointers may be helpful in conducting the

interview:

� introduce yourself (and other interviewers if present); this also gives the candidate time to

settle down

� give some background information about the organization and the job ± this helps

everyone to focus on the objective

� Structure the questions to cover all the relevant areas, and don¶t ask too many µclosed¶

questions. Open-ended questions (i.e. ones that can¶t be answered just by a yes or no

answer) will encourage the candidate to speak freely ± they often begin µwhat¶, µwhy¶,

µwhen¶ or µhow¶

� avoid leading questions

� listen, and make brief notes as necessary on salient points

� have a time frame and keep to it, allowing sufficient time for candidates to ask any

questions they might have

� Make sure the candidate is familiar with the terms and conditions of the job, and they are

acceptable. If not, and the candidate is the best one for the job, then some negotiation

may be necessary ± be careful to avoid inadvertent discrimination

� tell the candidate what will happen next and when to expect to hear from the

organization.

Practical tests If the job involves practical skills, it may be appropriate to test for ability before

or at the time of interview. This is generally acceptable for manual and word processing skills,

but less useful for clerical and administrative posts. Telephone skills are increasingly in demand,

and candidates for telesales/call centre work will almost invariably be asked to undertake a

practical test. Any tests must, however, be free of bias and related to the necessary requirements

of the job. Consideration in giving any tests must include the objectives of such a test, the



28

efficiency of the method selected, the numbers of candidates (and vacancies), the costs and

benefits of such a method. Psychometric and psychological tests, including bio data There are

numerous tests commercially available which can assist in measuring aspects of personality and

intelligence such as reasoning, problem solving, decision making, interpersonal skills and

confidence. Although many large organizations have used them for a number of years, they are

not widely used, and some tests are considered controversial ± for instance, those that assess

personality. Any organization considering the use of psychometric or psychological tests should

refer to the guides available, and make sure they have the skills and resources necessary. Tests

should never be used in isolation, or as the sole selection technique. Where a decision is made

solely on the automatic processing of personal data, an applicant may require, under the Data

Protection Act 1998, that the organization reconsiders any rejection or make a new decision on

another basis. Bio data (short for biographical data), is a questionnaire format with multiple

choice answers. The questions are of a biographical nature and answers are scored according to

the scoring key developed by the employer. In general bio data is successfully used only by

really large employers, who have a large throughput of applicants19. Use of bio data, like other

tests, needs careful control to avoid any possibility of discrimination or invasion of privacy.

Think carefully before using any test ± is it actually necessary for the requirements if the job? Is

the test relevant to the person/job specification? What is the company policy about using tests,

storing results and giving feedback to the candidate? Marking criteria must be objective, and the

record sheets should be retained in accordance with the Data Protection legislation. Assessment

centers, role-plays and team exercises Assessment centers are often used by large organizations

making senior management or µfast-stream¶ graduate appointments. Exercises, sole and group,

may take place over a few days, normally in a residential setting. The individual may also be

required to make presentations and to take part in role-plays or team events.

Making the decisionDecide whom to employ as soon as possible after the interview/test/assessment. Use of a

structured scoring system helps here, particularly one that is based on the applicants¶

competencies, and helps avoid the pitfalls of stereotyping, making snap judgments, and µmirror-

image¶ effects (that is, a Subconscious subjectivity ± looking for similarities to oneself in the

candidate). Structured scoring allows the organization to weight some elements or competencies



29

if desired and to compare a candidate¶s score with the job specification µideal¶ score ± although

care must be taken when considering the results that a high overall score doesn¶t mask allow

score in a crucial area. Write up notes immediately after the interview ± recording relevant

answers and detail. This is not only for the decision-making process but also to provide feedback

to the candidate if requested. If the candidate is already working for the organization. Be aware

also that your reasons for appointing or not appointing a particular candidate may be challenged

under discrimination legislation. Inform all the applicants of the outcome as soon as possible,

whether successful or unsuccessful. Keep in touch if the decision is delayed. Try to give positive

feedback to unsuccessful candidates on any Aspects they could reasonably improve for future

success. It is sensible to maintain a favorable view of the organization among the applicants ±

there may be future job vacancies for which they would be suitable and for which you would

wish them to apply. Failure to get one job does not necessarily mean unsuitability for other jobs

with the organization. You may want to keep CVs or applications on file for future matching.

Also bear in mind that applicants and their families may be your customers as well as potential

employees, so it makes business sense to treat them fairly and courteously.

References and checking

State on the application form when any references will be sought, and do not approach a current

employer unless the candidate has given express permission. If references are sought, they will

be most effective if you include a job description with the request, with structured, relevant

questions that will enable you to gain accurate further information about the candidate¶s abilities.

Detailed guidance on confidentiality when giving and receiving references may be found in the

Employment Records section of µEmployment Practices Data Protection Code¶ available on the

website of the Information Commissioner at www.ico.gov.uk. The Code has guidance on what to

do when a worker asks to see his or her own reference. This includes guidelines on what

information it is reasonable to withhold if the reference enables a third party (e.g. the author of

the reference) to be identified. Do not ask for personal information or for conjecture about the

applicant. Remember too that completing a reference takes time and proper consideration, so

only seek such references if you believe they are necessary and appropriate.

A simple form confirming dates of employment, capacity and particular skills may be

satisfactory. The holding of particular qualifications, training or licenses may be important to the

job, and it is reasonable to ask candidates for proof. If checks on such qualifications are to be



30

made, it is good employment practice to make sure the applicant knows, and that copies of any

relevant documents will be held on their personnel file. The timing of reference and qualification

checks is variable. It is often the case that references are taken up at shortlist or offer stage, and

the candidate may be asked to bring documentary evidence of qualifications to the interview. Job

Offers are sometimes made µsubject to satisfactory references being received¶, but this is not

advisable. The referee may simply fail to provide any kind of reference. There is no legal

requirement to do so. Or a referee may wrongly indicate the applicant is unsuitable, in which

case if the offer is withdrawn on those grounds, the organization could face legal action by the

applicant. The organization needs a policy of what to do in circumstances such as then on-supply

of a reference ± an initial µprobationary¶ period might be an acceptable way of proceeding.

The offer

Once the successful candidate is identified, and any necessary references and checks completed,

Send out an offer letter. This is preferable to telephoning the candidate, as a letter enables the

specifics of the job to be re-stated, with the terms and conditions, any pre-conditions (e.g. subject

to exam Success), or post-conditions (e.g. subject to a satisfactory probation period). Remember

that the employment contract is a legal one, and exists even before the candidate has commenced

employment. The offer letter should set out the following points:

� The job title and the offer of that job

� Any conditions (pre or post) that Apply to the offer

� The terms of the offer ± salary, hours, benefits, pension arrangements, holiday

entitlement, place of employment, etc

� The date of starting, and any Probationary period

� What action the candidate needs to take, eg returning a signed acceptance of the offer,

agreement

� to references, any date constraints on acceptance

� If the letter is to form part of the contract of employment, it should say so.

Alternatively it could form the main terms and conditions of employment ± a written

statement required by law to be issued to employees within two months of them

starting work.



31

Preparing for the new employee

Once the candidate has accepted the job, the organization must then prepare for the new

employee¶s arrival and induction. Failure to attend to this can create a poor impression and undo

much of the positive view the candidate has gained throughout the recruitment and selection

process. A good induction programmed reinforces positive first impressions and makes

new employees feel welcome and ready to contribute fully.

Induction the process of familiarization with the organization and settling into the job. It is easy

to forget that the selection process is only the beginning of the employment relationship, and the

future of that relationship depends to a considerable extent on how the new employee is settled

into the job. Most employee turnover is among new employees, and work efficiency is reached

only after a period of learning and adjusting to the new environment. By planning an induction

programmed, in consultation with trade union or other employee representatives if available, the

organization can quickly build on the positive attitude of the successful candidate. However keen

new recruits may be, they may have anxieties about how well they will:

� get on with their co-workers

� understand the standards and rules (written and unwritten) of the organization

� make a good impression on their new manager or supervisor

� be able to do the job.

A good induction programmed makes business sense, whatever the size of the organization, and

whatever the job. It introduces the newcomer not only to their immediate colleagues, but to other

workers with whom they may have less day-to-day contact, including trade union representatives

(if they are recognized in the organization) or employee representatives on any staff committee

or council.)

The induction timetable Induction often begins before the person has actually started, in that the

organization will supply material as part of an initial µinformation pack¶, or with the invitation to

interview, or with the letter of job offer. This may be particularly important in jobs of a technical

nature, where it is helpful for the new starter to be as well informed as possible about that side of

the work. Clearly, learning the particular projects and initiatives will have to be done in the

workplace but much µmental preparedness¶ can be undertaken in advance. The Company

Handbook, and the Written Statement of Employment Particulars, can also provide essential

information about the organization and the job. A good reception, with the line or personnel



32

manager spending time with the new employee, is important on the first day. There may be

further documentation to complete, perhaps a preliminary discussion about training either

immediately or in the future, an explanation of the development opportunities that are available,

and of course enough information to give the new starter a good grasp of the working practices

of the organization. Any particular health and safety requirements should be made known,

together with details of whom to go to for help and advice during the course of their

employment. Many companies use a µbuddy¶ system, where an experienced worker is nominated

to assist the new recruit in all the day to- day questions that may arise. It is useful to have a

written checklist of the items that need to be covered in the induction programmed; and an

Example of such a list is at Not only does this give some structure to the induction but it also

ensures that both the new starter and the manager know what has or has not been covered at any

given time. Such a checklist is normally drawn up by the personnel section in consultation with

other involved Staff, such as safety officers, line manager/supervisors, employee representatives

(if appropriate), and Training officers. The induction programmed may be spread over several

days or weeks, and may incorporate specific job training, but the following points should be

borne in mind:

� All employees need to be able to work in a safe and healthy manner.

Recruitment and placement procedures should ensure that employees (including managers)

Have the necessary physical and mental abilities to do their jobs, or can acquire them through

training and experience. Employers should have systems in place to identify

Health and safety training needs arising from recruitment

� People can take in only so much information at any given time, and should not be overloaded.

It is Important that health and safety is introduced in a structured way

� If there are special health and safety requirements, make sure the new starter fully understands

Their importance ± otherwise there is the risk of being exposed to unnecessary danger or

endangering their co-workers. All employees must know what to do in the event of a fire or other

Emergency

� Setting out the plan of induction at the beginning avoids the problems that can arise in trying to

arrange time in the future, when the employee is established in the job

� don¶t forget induction needs for shift workers or night workers. They may need some time on

days, or modified shifts, to cover the induction period



33

� even if the induction period covers job training, try to let new starters do some practical work,

as this will assist their learning and enable them to relate what they are being taught to what they

will be doing. The outcome of all this is that the new starter should have a good feel for the

organization, and should continue to feel that they made the right decision in joining the firm.

The induction process Induction need not be a very formal process but it needs to be properly

managed. In many organizations it will be carried out informally by the new starter¶s manager or

supervisor on a day-to-day basis. Nevertheless, having a structured checklist to follow is useful

for both parties. Most induction will consist of meeting and talking with new colleagues,

watching activities and asking questions. It may be appropriate to provide certain information in

written form; and if the organization has a company handbook, this can often act as an aide

memoire covering important aspects of the company organization and how it functions.

If a group of new employees is recruited at the same time, it may make sense to hold group

induction

Sessions on the common topics to be covered ± discussion, videos, slide presentations can all add

to the Effectiveness of the programmed. Even people transferring from one part of the

organization to another need induction into their new area. Don¶t assume that they will know the

relevant people or the skills they will need in the new job. However, they may need a more

individually tailored induction programmed to meet their particular needs.

Employees who may need special attention

The new starter who has considerable recent work experience and is a confident, out-going

Individual may have a different induction need from the person with little or no experience, and

who maybe shy or reserved in this new work setting. School and college leavers for school or

college leavers, who may be nervous but excited at their first job, it is particularly important for

the employer to encourage a positive attitude to work and to allay any fears the new recruit may

have. They need to be sure of their position in the company, and of the opportunities they will

have to train and develop their skills. Health and safety is a particularly important area to stress.Young people often have no feel for workplace hazards, and may be vulnerable to accidents.

Young workers are seen as being particularly at risk, and employers are required to

� assess risks to young people under 18, before they start work21

� take into account their inexperience, lack of awareness of existing or potential risks

� address specific factors in the



34

Risk assessment

Employers are required to make a suitable and sufficient assessment of the risks to the health and

safety of employees and identify groups of workers who might be particularly at risk. People

returning to work after a break in employment, or changing their work situation Men or women

returning to work after some years caring for children or other relatives may feel apprehensive

about the new job ± even when they may have worked for the company in the Past. They may

feel out of touch with developments, and in need of re-establishing themselves. Their Induction

programmed needs to take this into account, offering training and extra help to settle in and

become valuable members of the organization. This is also true of those who might have been

living/working abroad, or who are changing their career focus. Employees with disabilities

Careful pre-planning can reduce the problems which may arise for employees with disabilities,

whether in terms of access, equipment or dealing with colleagues. Specialist advice is available

from the Disability Employment Adviser and the Disability Service Teams of the Department for

Work and Pensions. The Department for Work and Pensions also operates the Access to Work

Scheme, whereby assistance may be available in meeting the cost of any aids and adaptations

required. These services can be contacted via the Job centre network. Management/professional

trainees commonly, management and professional trainees are not recruited for specific jobs but

undergo further education and training after their employment commences. This may mean they

are less able to be involved with practical work, and without care this can lead to a loss of

interest and motivation. Their induction period should attempt to include them in appropriate

work in the organization if at all possible.

Minorities

They should have the same induction programmed as any other new starter, but attention should

be paid to any sensitivities. Employers may need to be aware and take account of any particular

cultural or religious customs of new employees who are part of an ethnic or religious minority so

that misunderstandings do not occur. Acas¶ Equality Service can assist employers with free

advice on the development and implementation of policies and practices for greater

Equality among the workforce



35

Induction process effectiveness

There may well be several people involved in the planning and delivery of the induction

programmed. In a small company, it may be the personnel officer, the manager or supervisor,

and perhaps a µbuddy¶. A larger organization may call on the abilities and skills of many people.

These could include:

� The personnel or human resource manager. Their likely involvement would be to go over the

terms and conditions, complete any necessary paperwork, and perhaps give an overview of the

company organization

� A competent health and safety Adviser, particularly if there is a need for specific safety

procedures Or protective clothing, etc. This person assists an employer in

Applying the provisions of health and safety law

� The training officer

� The line or department manager. This person will normally provide the more local welcome to

the organization, explaining where that particular department or section fits with the whole, and

providing the first round of introductions to the department

� The supervisor, who will have the greatest responsibility and interest in getting the new starter

settled in and effective as soon as possible. This is generally where the use of a checklist can best

be made, with the supervisor able to check easily what has been covered, what needs to be done,

and any particular points that may need further explanation

� The trade union or employee Representative, and safety Representative, to explain their role.

It is often useful to have a co-worker to act as a guide and adviser to the new recruit, even if the

organization does not have a formal µbuddy¶ system. This person can help in those everyday

questions such as canteen facilities, introducing other co-workers, explaining the layout of the

building, etc in an informal way as they occur. This process can also be a good way of providing

a development opportunity to the person who acts as guide and mentor.

Try to follow up the new employee after a suitable period, perhaps six months, to check that the

induction went well. This could be part of a general review for the individual.

Monitoring effectiveness

As with any work activity it is recommended that the recruitment and induction process be

reviewed for its effectiveness. If any stage of the recruitment process failed to produce the

expected result, e.g. if the advertising method has produced too many candidates, you may want



to examine what happened and why to make it more efficient in the future. Future recruitment

exercises may require modifications to the methods used± a successful recruitment for one job

does not automatically mean the same method will be as successful again. This is particularly

true if the labor market changes, with, for instance, fewer school leavers but more mature

workers being available. Recruitment and induction may be a continuous process in your

organization, necessitating more or less constant monitoring. Monitoring regularly will also

ensure equal opportunity policies are being actively pursued, and that internal candidates are

receiving the same consideration as external candidates.

Conclusion

Recruiting people with the right skills and qualities is essential for any organization if it is to

maintain and improve its efficiency. Not only the personnel manager but also the line

manager/supervisor has a part to play in the selection process. It is crucial that both these people

have training to enable them to carry out

Their roles effectively. Careful analysis of the job to be done, and of the competencies required

to do it, is necessary if the right people are to be fitted into the right job. Having selected the best

candidate

For the job, the next stage is to ensure that the new recruit is successfully integrated into the

Organization through a well-planned induction programmed. Induction need not be an elaborateexercise, but it must be thought out in advance, carried out in a timely and careful manner, and

evaluated to ensure that it meets the needs of the employee. The benefits of a good induction

programmed are a more settled employee, a more effective response to training, lower employee

turnover, and improved employment relations.

Documents

HRM TERM PAPER final - Copy