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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