Transaction Management in Database Management System
RECRUITMENT
1. RECRUITMENT
HRM
WK 4
Dr. Shohail Choudhury
Dr. Shohail Choudhury 1
2. Definition
Recruitment in the part of the human
Resourcing process concerned with
finding the applicants: it is a positive
action by the management, going into
the labour market, communicating
opportunities and information, and
encouraging applications from
suitable candidates.
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3. Aims of the recruitment process
Creation of a pool of suitable
candidates
Management of the recruitment
process itself
The basis of selection.
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4. A systematic approach: stages
Recruitment process will involve following
stages:
A. Detailed human resource planning: needs
to meet objectives.
B. Job Analysis: definition of skills, knowledge
and attributes required to perform the job.
Job Description: Statement of the components of
the job
Person Specification: Kind of person needed to
perform the job
Competence or role definition.
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5. A systematic approach: stages
C. Identification of vacancies.
Authorisation for recruitment.
D. Evaluation of the sources of skills.
E. Preparation and publication of
recruitment information, to:
Attract potential candidates
Give a favourable impression of the job
and organisation
Equip interested applicants to apply (how
and to whom)
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6. A systematic approach: stages
F. Processing Applications:
Screening after specified period
Short listing candidates
Advising candidates of the progress
Drawing up a programme for the
selection process.
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7. RECRUITMENT POLICY & BEST PRACTICE
A typical policy might deal with:
Internal advertisements and vacancies
Efficient & courteous processing of
applications
Fair and accurate provision of information
to potential recruits
Selection of candidates without
discrimination
Recruitment of labour reflecting the
composition of the society.
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8. LEGISLATIVE FRAMEWORK
Key points in relation to recruitment:
Sex and race
The Sex Discrimination Act 1975 (amended
1986)
The Race Relations Act 1976 (amended 2003)
The Employment Equality Regulations 2003
Disability
The Disability Discrimination Act 1995
Age Diversity
The Employment (Age) Regulations 2006
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9. JOB ANALYSIS
Is the determination of the essential
characteristics of a job.
The product of job analysis is a job
specification.
Use of job analysis:
Recruitment and Selection
Appraisal
Training programmes
Rates of pay
Eliminating risks
Re-designing organisational structure
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10. Content of Job Analysis
Initial requirements:
Aptitudes, qualifications, experience, training,
personality and attitude
Duties and Responsibilities
Physical aspects; mental effort; difficult
features; degree of independence;
responsibilities for staff/materials/cash;
component tasks; accuracy required.
Environment and conditions of the Job
Hazards, remuneration, hours, shifts, benefits,
holidays; career prospects, provision of staff
services – canteens, protective clothing etc.
Social factors of the job:
Size of the department, teamwork or isolation,
amount of supervision, job status.
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11. Methods of Job Analysis
Observation of working practice
Questionnaires and interviews
Diaries, time sheet and self-recording
techniques (critical incidents)
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12. Job Description
A broad description of a job at a
given time.
Purposes and uses of job descriptions
To decide which skills and qualifications
are required.
To assess whether the job will efficiently
utilise the abilities and provide scope for
the aspirations of the prospective job
holder
To determine the rate of pay.
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13. The contents of a job description
Job title and department; to whom responsible, the
grade
Job summary
Job scope and content: list of main responsibilities
and frequency of performance
The extent and limits of the job holder’s authority &
responsibility
Relation to other associated jobs
Working hours, pay and benefits, conditions, location,
social isolation
Opportunities for training, transfer and promotion.
Objectives and expected results
An formal qualifications required.
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14. Person Specification
Profiles the ideal candidate.
Models of Person Specification
Seven Point Plan (Rodger 1970)
Five Point Pattern of Personality (Munro
Fraser 1971)
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15. Seven Point Five Point
• Impact on others incld.
• Physical Attributes Physical Attributes
•Attainment •Acquired Knowledge
•General Intelligence •Innate ability incld. Mental
•Special Aptitudes agility, aptitude for learning
•Interests •Motivation: individual goal,
demonstrated effort
•Disposition
•Adjustment: emotional
•Background ability, tolerance of stress,
circumstances human resource skills.
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16. Each feature in the specification may
be classified as:
Essential: honesty in a cashier,
Desirable: pleasant manner for public
relation officers
Contra-indicated: some features are
actively disadvantageous; such as
inability to work in a team.
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17. Recruitment Methods and Media
External recruitment
Unsolicited requests
Existing contacts
Referrals
Job centres
Resettlement services
Careers services
Employment agencies
Selection consultants
Outplacement consultants
Search consultants
Direct to source
The Internet
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18. Recruitment Advertisement
The advertisement should contain the
following information:
Organisation: its main business and
location
Job: title, responsibilities, features
Conditions: special factors
Qualifications and experience
Rewards: salary and benefits
Application: how to apply, to whom, by
what date
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19. Internal Recruitments
Advertising for self-applicants
Soliciting recommendations from
supervisors/managers and training
officers
Soliciting referrals from existing
employees to family, friends and
contacts.
Formal succession, promotion and
transfer planning.
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20. Evaluating Recruitment
Recruitment process can be audited at 4
levels (Connock 1991)
Performance Indicators:
Total number of applications
Time taken to locate applicants
Cost per applicant
Time taken to process applications
Number of female/minority/disabled
applicants
Number of qualified applicants
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21. Evaluating Recruitment
Cost-effectiveness of various methods
Monitoring the make up of the
workforce
An attitude survey: measure
satisfaction and feedback.
Benchmarking the process against
known example of good practice.
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