In the earliest stages of an intervention, recruitment decisions often get made on the basis of who is standing in the right place at the right time with the right look on his/her face. As the situation matures, we have to think more carefully about picking the right people for longer-term roles including middle and senior management. The integrity of the recruitment and selection process helps to ensure sustainability by building a strong and balanced team, demonstrating the organization’s neutrality, promoting its good name and serving as an example for partners. You may find that one of the first roles you need to fulfill is a HR administrator to help achieve these goals.
According to Flippo "Recruitment is the process of searching for prospective employees and stimulating and encouraging them to apply for jobs in an organisation"
Here are the major stages in this cycle:
1. Defining the Requirement Decide what vacancy you have. If you need to fill a new role quickly you might find it helpful to adapt one of the models provided here. Task analysis: Draw up a detailed list of tasks that the person will have to do. This helps in determining the qualities and qualifications genuinely required for the job. Job description: produce an outline of the broad responsibilities (rather than detailed tasks) involved in the job. Person specification: decide what skills, experience, qualifications and attributes someone will need to do the job as defined in the task analysis and job description.
2. Attracting applications Your file of previous applicants can be a good place to start. Advertising: phrase your announcement in a way that makes clear what the job involves and the type of person needed. Avoid any stipulations, which could be seen as discriminatory e.g. applying an age restriction, which is not necessary. You can display a notice internally and/or at your gate, in the local newspaper or with a message on the local radio station. Application Form: a well-designed form can elicit information about the person’s ability and willingness to do the job. Do not ask for irrelevant information. Make it clear on the form that applicants should consider the points in the job description and person description when applying. Allow enough space on the form for applicants’ answers, and indicate whether continuation sheets can be used. State clearly on the form the closing date for applications. For senior positions a supporting letter or CV may also be required; if this is the case indicate the kind of information sought. Background information: provide applicants with clear, up-to-date and accurate information about the organization, its work, its priorities and the job. Clearly indicate the closing date for applications and the short listing and interview dates.
3. Selection Select your candidate. Be objective and unbiased. Choose the person who best fits your person specification. Short listing: assess applications on the basis of the person specification (standard forms can be very helpful at this stage). Guard against bias and discrimination -ensure that you select for interview those who match the specifications, regardless of age, sex, race etc, and that the specifications are not themselves discriminatory.
Interviews: Interview your short-listed candidates. Remember that your job is not only to assess the best candidate for the job, but also to create a great impression of your organization. The amount and quality of the information that you establish will be largely due to the effectiveness of your questions. Use open questions (e.g. tell me about…how do you…why did you…talk me through…) and probe from the general to the specific. Avoid any questions, which could be considered discriminatory eg asking only female candidates who looks after their young children. If you think such a question is relevant -ask it of all candidates who have children.
4. Candidate assessments: The interview will provide you with some informationbut check it out before offering a job. Ways in which you could do this include:• Ask the candidate to show you examples of previous work, do a presentation, a case study, some tests or full assessment. Tests can be done before the interview or after the interview. It depends on the number of candidates being interviewed and the type of job. • Taking up references: You must have the specific permission of the applicant to do so, particularly if you wish to contact their current employer. If you need them quickly, try phoning.
5. Making a Job Offer If you think you have found the right candidate, it’s time to make the job-offer. For your successful candidate:
· Prepare and send the appropriate documentation· Make up the employee’s personnel file; and · Arrange the induction plan.
6. Induction It help your new recruit to settle in quickly and become productive as soon apossible.Legal Considerations.All documentation should be in an official language of the country in which you are operating. It is important to consult a local lawyer to ensure that your contracts are compliant with all applicable laws. Now, Let us see a little more in detail how this process can be divided into stages and how best to execute the process.
Recruitment Activities:
Here are the major stages in this cycle:
1. Defining the Requirement Decide what vacancy you have. If you need to fill a new role quickly you might find it helpful to adapt one of the models provided here. Task analysis: Draw up a detailed list of tasks that the person will have to do. This helps in determining the qualities and qualifications genuinely required for the job. Job description: produce an outline of the broad responsibilities (rather than detailed tasks) involved in the job. Person specification: decide what skills, experience, qualifications and attributes someone will need to do the job as defined in the task analysis and job description.
2. Attracting applications Your file of previous applicants can be a good place to start. Advertising: phrase your announcement in a way that makes clear what the job involves and the type of person needed. Avoid any stipulations, which could be seen as discriminatory e.g. applying an age restriction, which is not necessary. You can display a notice internally and/or at your gate, in the local newspaper or with a message on the local radio station. Application Form: a well-designed form can elicit information about the person’s ability and willingness to do the job. Do not ask for irrelevant information. Make it clear on the form that applicants should consider the points in the job description and person description when applying. Allow enough space on the form for applicants’ answers, and indicate whether continuation sheets can be used. State clearly on the form the closing date for applications. For senior positions a supporting letter or CV may also be required; if this is the case indicate the kind of information sought. Background information: provide applicants with clear, up-to-date and accurate information about the organization, its work, its priorities and the job. Clearly indicate the closing date for applications and the short listing and interview dates.
3. Selection Select your candidate. Be objective and unbiased. Choose the person who best fits your person specification. Short listing: assess applications on the basis of the person specification (standard forms can be very helpful at this stage). Guard against bias and discrimination -ensure that you select for interview those who match the specifications, regardless of age, sex, race etc, and that the specifications are not themselves discriminatory.
Interviews: Interview your short-listed candidates. Remember that your job is not only to assess the best candidate for the job, but also to create a great impression of your organization. The amount and quality of the information that you establish will be largely due to the effectiveness of your questions. Use open questions (e.g. tell me about…how do you…why did you…talk me through…) and probe from the general to the specific. Avoid any questions, which could be considered discriminatory eg asking only female candidates who looks after their young children. If you think such a question is relevant -ask it of all candidates who have children.
4. Candidate assessments: The interview will provide you with some informationbut check it out before offering a job. Ways in which you could do this include:• Ask the candidate to show you examples of previous work, do a presentation, a case study, some tests or full assessment. Tests can be done before the interview or after the interview. It depends on the number of candidates being interviewed and the type of job. • Taking up references: You must have the specific permission of the applicant to do so, particularly if you wish to contact their current employer. If you need them quickly, try phoning.
5. Making a Job Offer If you think you have found the right candidate, it’s time to make the job-offer. For your successful candidate:
· Prepare and send the appropriate documentation· Make up the employee’s personnel file; and · Arrange the induction plan.
6. Induction It help your new recruit to settle in quickly and become productive as soon apossible.Legal Considerations.All documentation should be in an official language of the country in which you are operating. It is important to consult a local lawyer to ensure that your contracts are compliant with all applicable laws. Now, Let us see a little more in detail how this process can be divided into stages and how best to execute the process.
Recruitment Activities:
- Identify Vacancy
- Prepare Job Description and person Specification
- Advertise
- Managing The Response
- Short-listing
- References
- Arrange Interviews
- Conduct The Interview
- Decision Making
- Convey The Decision
- Appointment Action Vacancy is known in two situations (generally):
Effective Recruitment
1. Is recruitment process running systematically?
2. Is it based on the job description and manpower planning?
3. Are the line managers happy with the speed and responsiveness of the HRD?
4. Are the line managers happy with the quality of recruitment process?
5. Are the candidates given complete information regarding their jobs at the time of interview?
6. Are the promises made during interview translated into actions later?
7. Do we have any uniform policy for emoluments and appointment levels?
8. Are the candidates interviewed at the scheduled time without any delay?
9. Have we lost any candidates due to delay in sending offer letter?
10.Is the participation from line managers in the recruitment and selection process adequate
11.Is any weightage being given to the qualification and experience of the candidate?
Recruitment (Download)
Recruitment Topic to Download
Recruitment Strategy
Basic Thing for Recruitment
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recruitment_policy1_1541.doc
recruitment-questionnaire.doc
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recruitment-plan.doc
recruitment.doc
effective-recruitment.doc
flowchart-recruitment.doc
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