RECRUITMEN PROCESS
Recruitment management system is the comprehensive tool to manage the entire recruitment
processes of an organisation. It is one of the technological tools facilitated by the information management systems to the HR of organisations. Just like performance management, payroll and other systems, Recruitment management system helps to contour the recruitment processes and effectively managing the ROI on recruitment.
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The features, functions and major benefits of the recruitment management system are explained below:
- Structure and systematically organize the entire recruitment processes.
- Recruitment management system facilitates faster, unbiased, accurate and reliable processing of applications from various applications.
- Helps to reduce the time-per-hire and cost-per-hire.
· .Recruitment management system helps to incorporate and integrate the various links like the application system on the official website of the company, the unsolicited applications, outsourcing recruitment, the final decision making to the main recruitment process
- Recruitment management system maintains an automated active database of the applicants facilitating the talent management and increasing the efficiency of the recruitment processes.
- Recruitment management system provides and a flexible, automated and interactive interface between the online application system, the recruitment department of the company and the job seeker.
· Offers tolls and support to enhance productivity, solutions and optimizing the recruitment processes to ensure improved ROI
- Recruitment management system helps to communicate and create healthy relationshipswith the candidates through the entire recruitment process.
The Recruitment Management System (RMS) is an innovative information system tool which helps to sane the time and costs of the recruiters and improving the recruitment processes
For formulating an effective and successful recruitment strategy, the strategy should cover the following elements
- Identifying and prioritizing jobs
Requirements keep arising at various levels in every organisation; 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.
- Candidates to target
The recruitment process can be effective only if the organisation completely understands the requirements of the type of candidates that are required and will be beneficial for the organisation. This covers the following parameters as well:
- Performance level required: Different strategies are required for focusing on hiring high performers and average performers.
- 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.
- 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.
- 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.
- 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.: behavioural, technical etc.) to focus while interviewing and selecting a candidate.
- 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.
· Attract and encourage more and more candidates to apply in the organisation.
· Create a talent pool of candidates to enable the selection of best candidates for the organisation.
· Determine present and future requirements of the organization in conjunction with its personnel planning and job analysis activities.
· Recruitment is the process which links the employers with the employees.
· Increase the pool of job candidates at minimum cost.
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· Help increase the success rate of selection process by decreasing number of visibly under qualified or overqualified job applicants.
· Help reduce the probability that job applicants once recruited and selected will leave the organization only after a short period of time.
· Meet the organizations legal and social obligations regarding the composition of its workforce.
· Begin identifying and preparing potential job applicants who will be appropriate candidates.
· Increase organization and individual effectiveness of various recruiting techniques and sources for all types of job applicants
Internal Sources Of Recruitment
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1. TRANSFERS
The employees are transferred from one department to another according to their efficiency and experience.
2. PROMOTIONS
The employees are promoted from one department to another with more benefits and greater responsibility based on efficiency and experience.
3. Others are Upgrading and Demotion of present employees according to their performance.
4. Retired and Retrenched employees may also be recruited once again in case of shortage of qualified personnel or increase in load of work. Recruitment such people
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save time and costs of the organisations as the people are already aware of the organisational culture and the policies and procedures.
5. The dependents and relatives of Deceased employees and Disabled employees are also done by many companies so that the members of the family do
External Sources Of Recruitment
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1. PRESS ADVERTISEMENTS
Advertisements of the vacancy in newspapers and journals are a widely used source of recruitment. The main advantage of this method is that it has a wide reach.
2. EDUCATIONAL INSTITUTES
Various management institutes, engineering colleges, medical Colleges etc. are a good source of recruiting well qualified executives, engineers, medical staff etc. They provide facilities for campus interviews and placements. This source is known as Campus Recruitment.
3. PLACEMENT AGENCIES
Several private consultancy firms perform recruitment functions on behalf of client companies by charging a fee. These
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agencies are particularly suitable for recruitment of executives and specialists. It is also known as RPO (Recruitment Process Outsourcing)
- EMPLOYMENT EXCHANGES
Government establishes public employment exchanges throughout the country. These exchanges provide job information to job seekers and help employers in identifying suitable candidates.
- LABOUR CONTRACTORS
Manual workers can be recruited through contractors who maintain close contacts with the sources of such workers. This source is used to recruit labour for construction jobs.
- UNSOLICITED APPLICANTS
Many job seekers visit the office of well-known companies on their own. Such callers are considered nuisance to the daily work routine of the enterprise. But can help in creating the talent pool or the database of the probable candidates for the organisation.
- EMPLOYEE REFERRALS / RECOMMENDATIONS
Many organisations have structured system where the current employees of the organisation can refer their friends and relatives for some position in their organisation. Also, the office bearers of trade unions are often aware of the suitability of candidates. Management can inquire these leaders for suitable jobs. In some organizations these are formal agreements to give priority in recruitment to the candidates recommended by the trade union.
- RECRUITMENT AT FACTORY GATE
Unskilled workers may be recruited at the factory gate these may be employed whenever a permanent worker is absent. More efficient among these may be recruited to fill permanent vacancies
The selection interview
Preparation;
The venue;
Welcoming the candidate;
The interview questions;
Question types;
Taking notes;
Candidates that require permission (work permit) to work in the UK;
Avoiding discrimination
Preparation
Preparation is a vital part of the recruitment and interviewing process. It is not sufficient for panel members to meet up 20 minutes before the start of the first interview. Time should be set aside at least a day or two in advance of the interview date for the panel to convene and decide on:
· the format of the interview and order of questions
· the questions to be asked of all candidates
· the specific questions to be asked of individual candidates
· who is going to ask which questions
· the optimum start date for the post
· any other details candidates may need about the role that were not sent at application
As noted previously, the ideal time to do this is at the short-listing stage, as all members of the panel should ideally be convened already for this part of the exercise. You will be looking through applications forms against the criteria in the person specification, and so the generic and specific questions could be developed at this stage.
The venue
Where you hold the interviews is important. This should ideally be in a light and airy room, with sufficient space to hold the panel and interviewees, without being so large as to be intimidating. Obviously, if a presentation is required, the correct equipment must be booked.
All potential distractions should be minimized, such as:
· Put a sign on the door to indicate interviews are taking place, and if necessary, redirections to visitors
· Forward any telephones to another office (ensure the occupants know this has been done!) or turn the volume right down
· Provide refreshments (particularly water) for the panel and the interviewee, and replenish regularly
· Where possible, ensure that the temperature in the room is comfortable
· Place the interviewee's chair facing away from any windows where appropriate to minimize any distractions to them
Arrange the room and furniture in a format suitable to the particular interview you are doing. There are a number of possible options, dependent on the type of interview and number of panel members present. Some people think that having a desk between the panel and the interviewee is intimidating and presents a barrier, others prefer to have the use of a desk or table for the interview paperwork. An ideal layout is to have a round or square table around which the panel and the candidate can sit.
Welcoming the candidate
When organizing the interviews, it is best to allocate a person (not on the panel) who can meet the candidates as they arrive, complete some of the 'welcoming' tasks, such as taking their coats, giving them a drink etc, and the show them to the interview room. This means that the individual is settled when they get to the interview.
At the start of the interview, the Chair of the panel should introduce themselves and the other members, including names and job titles/roles. Next, outline the format of the interview so that the candidate is aware of what is going to happen. A typical format might be:
· Introductions to the Chair and panel members
· A brief introduction to the role/how it fits into the structure
· Inform candidate that you may be taking some written notes
· The candidate gives a presentation
· Panel questions to the candidate on their presentation
· Panel questions testing the criteria from the person specification
· Time for the candidate to ask questions
· Informing the candidate of the next step (i.e. they will be contacted either by phone or in writing of the outcome)
· Thank them for coming and ensure someone shows them out
Before starting the interview, it is useful to ask a few welcoming, friendly questions to put them at ease, such as asking them about their journey and so on. The interview should not be about putting the candidate under excessive pressure and making them feel uncomfortable; putting them at their ease and building a rapport will ensure you get the right information from them.
It may be appropriate to include a visit to the relevant department or office as part of the interview so that candidates can see and get a feel for the work environment.
The interview questions
As the interview is the main, and often the only method of selection used after sifting applications, it is important to get it right, and get the most out of it, so that you build up a true picture of the candidates' ability to do the job. Careful consideration of the questions will help ensure that the right information is gathered in order to make an informed decision. You should use the criteria that you set out in your person specification at the start of the recruitment process as the basis for question development.
Start with the essential criteria, and design a question (or series of questions) to test for evidence of their abilities in each area. A few questions that would test some of the desirable criteria are useful as a tool to differentiate between suitable candidates. These questions should be asked of all candidates to ensure consistency, enable you to assess the level to which candidates match your criteria, and make an informed and fair recruitment decision. However, each interviewee will answer the questions in a slightly different way. Therefore, you will need to probe and ask specific questions of the individual candidates to explore their responses.
You may like to ask some questions of certain candidates that are specific to their application, or individual circumstances. However, care must be taken to ensure that such questions do not breach our Equal Opportunities Policy, or any employment legislation (see
legal requirements of the Recruitment Policy). For example, if you were interviewing four male candidates and one female, and you asked the female if she had any childcare commitments, but did not ask this of the male candidates, assuming that they would not have any responsibility, this would be discriminatory. Further advice in this area can be obtained from your Human Resources Adviser.
Question types
There are a number of different question types, some of which should be used frequently, others that should be used sparingly/carefully, and some of which should be avoided altogether:
Open - questions that start with, "what, when, how, who, why, please…" and illicit a fuller response than just ‘yes or no’, for example:
· What experience do you have of managing a team?
· Why did you decide to move from working in finance to Human Resources?
· How do you keep up to date with the latest thinking/developments in your field?
· Whom did you report to in your previous role?
Behavioural - putting a question into a context and asking for examples of the interviewee's behaviour in the past. These questions are particularly effective as they provide 'evidence' of a candidate's experience/competence of a particular area or skill, for example;
· Please tell me about a time when you successfully handled a complaint from a student
· Please give an example of a complex problem that you solved with minimum assistance from others
· Tell us about a time when you have had to use effective verbal communication skills
Probing - to ensure that you get the most information out of candidates, and to follow up an answer you may have got from another question, you need to probe. This is also useful if you want to be sure that a candidate really understands what they have said to you and that they have not just used a 'stock' answer. Probing is an important but difficult skill that becomes easier the more you practice for example;
· Why do you think that project was so successful?
· How do you think you might have approached it differently if you could do it again?
· So, whom did you speak to about it?
· What other people were involved in that group?
Closed - these are questions that only require a 'yes' or 'no' answer, or a very brief/specific response. These questions should be used sparingly as they do not encourage the candidate to open up and you will get very limited information, for example:
· Have you completed your TiLL course?
· Do you work well in a team?
However, closed questions can be useful for checking facts, or focusing a very talkative candidate, for example;
· How many years experience have you had in finance?
· So, have you actually created a database before?
Multiple - a common mistake that interviewers make is to ask two or more questions in one. This can be very confusing for the candidate, and often results in the interviewer being asked to repeat the question, for example:
· Have you ever done a presentation to a large group of people before, and what was the presentation about?
· Tell me about a time when you led a research project, how did you go about it, and what were the main outcomes?
These questions are fine, if they are broken down and asked separately.
Hypothetical - the candidate is given a scenario (either fictitious of real) and asked how they would react/deal with the situation. These questions can be useful to test someone's reaction under 'pressure' or assess their initiative. However, they should be used sparingly as it is usually better to seek evidence of what someone has actually done or how they have behaved in the past ('behavioural' questions), e.g.,
· You are in the office alone. You are dealing with a student who has a query about their coursework, which has gone missing. You have some papers that need copying for a meeting, which starts in half an hour, and then the phone rings. How do you manage these tasks?
· A member of your team has been an hour late for work for the last three days without explanation. There is an important meeting in the morning that you need them to attend. How would you deal with this issue?
Checking/Reflective - used to clarify a point made by the candidate, and to check that you have understood what they meant, for example:
· You say that you felt frustrated at the time, why was this?
· So, you actually spoke to the student?
· It seems that you felt you coped very well with the situation, is that right?
Leading/Loaded - these questions should be avoided as you are giving the candidate a limited possible response; they are likely to answer based on what they think you want to hear rather than what they actually think. Trying to ascertain 'political' answers is not helpful in seeing whether they have the ability to do the job, and in some cases could be seen as discriminatory, for example:
· This is a very stressful environment; I presume you cope well under pressure?
· Do you think it is better to own up if you have made a mistake, or attempt to cover it up and risk the consequences?
Taking notes
Most people like to take notes during an interview to assist with making recruitment decisions. It is good practice to let the candidate know that this will happen so they do not get alarmed when someone starts scribbling after their first answer! It is quite difficult to make notes and listen actively to responses at the same time. Therefore, a good tip is to take it in turns to make notes so that when one person is asking questions another panel member makes some notes.
It is important to remember that any notes made must be appropriate and non-discriminatory. Under the Data Protection Act 1998, individuals have the right to see any documentation held about them, this includes any formal and casual notes kept after the interviews. Therefore, if you wouldn't want the candidate to read it, do not to write it!
Candidates that require permission (work permit) to work in the UK
Before an employee can start work at the College, it is necessary to ascertain their eligibility to work in the UK. All candidates are asked to make a declaration of their status on their application form. The successful candidate will be asked to provide documentary evidence of their status to Human Resources on appointment (see list of documents that are excepted as
proof of identity accepted to satisfy legal requirements).
The law and rules around employment of Non-EU Nationals is complex and so this section is not designed to represent a definitive guide to this issue. It is best to consult with your Human Resources Adviser to ensure compliance, or if you have any queries about a candidate’s eligibility, prior to making an offer.
The basic principle under The Asylum and Immigration Act 1996 is that it is illegal to employ an individual who is not a British Citizen or an EU National, without prior permission, either through obtaining a work permit, or if their individual circumstances allow it. The main exclusions to this rule are set out below, together with the current list of EU countries,
If you select a candidate who requires a work permit, the work permit application requires evidence of why the other EU National candidates could not perform the role. Therefore, if for example there are two candidates who are suitable for the role and one requires a work permit and the other does not, you are obliged by the legislation to select the individual who does not require a permit. It is important not to make assumptions about a person’s right to work based on their nationality, as this may be direct discrimination under the Race Discrimination Act. You should get advice from Human Resources before making any offer in this situation.
Please note that the roles and professions for which the Home Office will issue work permits are limited and are usually those that are considered to be 'shortage occupations', or very highly specialized. Work permits are highly unlikely to be approved for any posts other than academic or research roles, and will not be approved for any clerical, administrative, or manual posts. Again, it is strongly recommended that you seek advice from Human Resources if you are in any doubt as to a posts' eligibility.
Avoiding discrimination
It is important to distinguish between complying with the legislation in this area, and being discriminatory. Assumptions should not be made about a persons eligibility to work based on their appearance, accents or names, for example. All candidates are required to declare their eligibility to work on the application form, sign to say the information they give is correct and then bring evidence to the interview. Therefore it would not be appropriate to ask certain candidates to confirm their eligibility at interview because they are an ethnic minority, or have a 'non-western' sounding name as this could constitute discrimination and is based on prejudice and assumptions.
Notify unsuccessful candidates
Unsuccessful candidates;
Feedback
Unsuccessful candidates
Unsuccessful candidates are normally informed in writing of the outcome of their interview as soon as the successful candidate has accepted an offer of employment. However, if the panel had decided that a candidate is not appointable to a post (regardless of whether the first or second choice accepts) then they will be written to as soon as possible.
Once an acceptance is received from the first choice candidate, a final rejection letter is sent to any second choice candidates as required. If the first choice candidate does not accept then the Chair of the panel is informed and a decision is made about offering the job to another candidate or re-advertising.
As with other stages of the process, Schools/Professional Service Departments are welcome to send out the letters to unsuccessful candidates directly, however, the standard template letters, which are available from Human Resources must be used.
Feedback
Some unsuccessful candidates may ask for reasons why they were not shortlisted or selected for a post. If the applicant has specific grounds for concern, the Human Resources Team will liaise with the school or department concerned to give feedback.
Well thought out and constructive feedback can be very useful for candidates and gives a good impression of the College. However, it is recognized that managers may feel wary of giving feedback for a number of reasons, and in such cases, you are encouraged to discuss this with your Human Resources Manager before responding to the candidate.
Select candidates for interview & identify any tests or presentations required
All applications received are held in the Human Resources Team until the closing date. On the first working day after the closing date, one set of all the application forms, together with a
Shortlist memo and
Shortlist form is sent to the Chair of the interview panel (or nominee) along with a list of the names of all applicants. Human Resources retain the other set.
Shortlisting the applicants;
Shortlisting paperwork;
Selection tests and presentations;
Invitation to interview letters;
Travel and accommodation expenses;
References
Shortlisting the applicants
In order to ensure the best candidates are chosen for the role, and to promote an objective and non-discriminatory process, shortlisting should ideally be carried out by the interview panel, or at least by one member of the panel and another appropriate person. This ensures that a number of people assess a candidate and that individual opinions or prejudices do not dominate. Those involved in the shortlisting should meet to discuss their views on applications. If it is possible to gather the panel together, this makes an ideal opportunity to also plan for the interview itself.
Each applicant should be assessed against the person specification to determine the extent to which they meet the criteria. Applicants should not be shortlisted if they do not meet the essential criteria as set out in the specification.
If you have specified a particular qualification, or standard of education, you should note that many overseas qualifications are comparable and, in some cases superior to those awarded in the UK, and therefore may warrant the applicant being shortlisted. If you are uncertain of the status of such qualifications, please contact the Registry for further advice.
Stereotyping should be avoided and assumptions must not be made whether or not someone will ‘fit in’ because of their age, gender or disability, for example. Assumptions can be incorrect and the College could be wrongfully deprived of a potential asset. Such assumptions are also likely to be subjective and discriminatory, and therefore, may contravene the College's Equal Opportunities Policy.
In terms of the optimum number of applicants to shortlist, it is difficult to put a limit as each post is different and may attract a very different number of appropriate candidates. However, it is advisable to restrict the number of interviews that you carry out to five or six in any one day. If you wish to shortlist more than this, it is recommended that interviews be carried out over 2 days, and you may consider a two-stage selection process to reduce the number of candidates who reach a panel interview.
For academic posts, the Master has requested shortlists are limited to up to five applicants for any one post. If you wish to shortlist more than five applicants, you must make a case to the Master to do so, before the invitation to interview letters are sent out.
It is possible to identify (usually up to two) applicants as reserves in case any of your first choice candidates do not attend. However you will need to be able to differentiate as to why they were not first choice candidates by the extent to which they met the criteria.
Shortlisting paperwork
The
Shortlist form is designed to give space for (brief) notes and reasons on why l candidates were or were not shortlisted. This is necessary in case of any potential dispute, or if applicants request feedback on why they did not get an interview. The reasons given must relate to the criteria set out in the person specification for the post. These notes will also be referred to if a work permit application is required for the successful candidate at a later stage.
Once the
Shortlist form has been completed, you should fill in the
Shortlist memo, ensuring that all the necessary information required to set up the interviews is included and send it to your Human Resources Manager. Please ensure that you allow sufficient time between getting the forms to Human Resources and the interview date. This is to allow the appropriate paperwork to be completed and to give the candidates time to arrange leave from work and prepare for the interview, (ideally a minimum of 10 working days).
Selection tests and presentations
If your selection procedure requires candidates to deliver a presentation or undergo a test, they will be informed of this in their invitation letter. Please ensure that you include the relevant presentation topic or test instructions on the
Shortlist memo.
Selection tests can be very useful tools in the selection process to help with assessing the suitability of candidates for the role. Any test you use must be fair, unbiased and directly relevant to the central requirements of the job. Ideally, they should take place in an environment similar to the job situation. For example, for some administrative jobs, a word-processing or written test may be useful. This could include drafting correspondence or setting up a simple spreadsheet, whereas candidates for a Lecturer role are likely to be asked to prepare a presentation to test their delivery skills and knowledge of a subject.
Whilst the Human Resources Team is happy to provide advice about devising tests, the school or department should provide the material/content. This ensures that the test is relevant to the job in question. The tests should be held in the school or department concerned and there should be a member of that school or department available to monitor the candidates and to offer appropriate assistance if required. The appointing School/Professional Service Department should arrange any equipment or rooms required for any presentations or tests.
Invitation to interview letters
Once Human Resources receive the
Shortlist Memo and
Shortlist Form, they will invite the candidates to interview. The Human Resources Team will then (except for externally funded posts) send an interview pack to the Chair of the panel, which will include:
· A set of the application forms/CVs of those shortlisted
· A set of any references received (where applicable)
· A copy of the advertisement
· Job description & person specification
In the invitation to interview letters, candidates are requested to report to the Reception Desk of the appropriate building, for directions to the interview room. The Human Resources Team will inform the attendant on duty at the Reception Desk of the interview arrangements so that they are prepared to welcome the candidates. If you wish to vary these reporting arrangements for any reason, please ensure that you inform Human Resources at the shortlisting stage.
You should make arrangements for the interview papers to be copied to the members of your interview panel. If you wish to send the invitation to interview paperwork out yourself directly from your School/Professional Service Department, this is fine. However, you must use the template letters and documentation, which are available from your Human Resources Adviser.
Travel and accommodation expenses
The
details of expenses available are set out in the Recruitment Policy. However, please note that any interview travel expenses over and above the £150 limit will be met by the recruiting School or Professional Service Department and must therefore be agreed with the candidate beforehand. This is something to look out for if a candidate will need to travel from a distance/abroad.
References
The Human Resources Team will request references at the time they invite candidates to interview. In each case, two references are sought, including one from the current/most recent employer who should not be a relation of the candidate. If a referee happens to be a panel member (for either shortlisting or interviewing) then the candidate will be asked to provide an alternative referee.
Although the Human Resources Team does chase up outstanding references, sometimes these are not received before the interview panel meeting. Whilst it is advisable to see references before a candidate starts employment, if they have not been received, you should make the following statement (which will be added to their offer letter) when making the verbal offer to them, 'this offer is subject to the receipt of two references which the College finds satisfactory’.
Analyse the job
Job analysis;
Job design;
Job titles;
Job descriptions;
Person specification
Job analysis
If an employee leaves the College, it is likely that you will want to replace them. However, before getting approval to appoint and advertising the same post, you should take time to consider the role and decide if there are any changes required. Job analysis is the term given to this assessment of a role. Job analysis is a systematic procedure for obtaining detailed and objective information about the post, before it is advertised and filled, giving the opportunity to tailor it to what is currently required.
Questions to ask about the role:
· What tasks did the previous postholder carry out
· What level were these tasks
· Did they have supervisory responsibility or budgetary control
· Are the reporting lines still appropriate
· Are there any other tasks that would need to be added to this role (or taken away if the role is considered too large)
· Is the level at which the role holder is expected to undertake tasks still appropriate (note, if changes are made here, the role may need to be regraded; please contact your Human Resources Adviser for advice).
· Is the grade of the post accurate for a new person to come in and fill (this is especially important if the previous postholder was promoted during their time in the role (you should consult with Human Resources to determine the correct grade)
· Are the hours of work still suitable (i.e. does it need to be made full-time or vice versa)
· Is there still a requirement for this role at all
Job design
If you wish to create a new post, which is not replacing a leaver, or filling an established post, you will need to design the job. This involves considering the duties that the new post will cover, and the level these tasks will be (e.g. maintain, develop, manage, or assist etc.). You will need to decide how the post will fit in with the current organizational structure for your school/department/faculty, what the reporting lines will be, and if the post will be responsible for supervising or managing people in other posts.
Job titles
The job title should be an accurate reflection of the scope and nature of the role undertaken, including giving an indication of the seniority of the post. In view of this, and of the fact that job titles relate to other processes in the College, please give due consideration to the correct job title for the role. If you feel a current job title needs to be changed before being filled, and/or if you would like advice on selecting the most appropriate title, please contact your Human Resources Adviser.
Job descriptions
Once you have either analysed an existing role, or designed a new post, you will need to produce a job description. The job description should provide basic information about the role, including the title, whom the post reports to (job title of the postholder only, not their actual name), any other posts for which the job has responsibility, and the date it was created or updated.
Please see
appendix for a sample Job Description and Further Particulars, using a standard Birkbeck template, which should be used for all jobs.
The main purpose of the role should come next, followed by a breakdown of the specific duties. Whilst the description should be comprehensive, it must be concise; there is no need for every minor task to be quoted. The working relationships that the postholder must maintain should be outlined to illustrate the communications aspects of the role (e.g. relationships with students, members of the public, trade unions etc.). Finally, the dimensions of the job may be noted where applicable (e.g. size of budget managed, number of students supervised, number direct line reports etc.).
A good job description will enable candidates to apply effectively; it is a statement, which sets out:
a. the roles and functions of the faculty, school or department
b. the general purpose of the job
c. an outline of the duties involved
d. a full description of the main responsibilities of the post
The more accurate and informative a job description is, the more likely it will be that the College will attract applicants who meet a school or department's needs. This often makes shortlisting and interviewing easier and less time-consuming for everyone involved. A well-written and laid out job description also helps to give potential applicants a positive first impression of the school or department and the College. Job descriptions should not contain any personalized information, such as the names of postholders as this can mean they become out of date very quickly.
Job descriptions are working documents that will be used for other purposes following the selection process, such as for staff development discussions and job evaluation/promotions reviews.
Person specification
The person specification is one of the most important documents within the recruitment and selection process and so is an essential requirement for every post. The purpose of the Person Specification is to set out a list of the knowledge, skills, experience and level of qualifications that are required to carry out the role effectively, and should be developed from the job description. Consider the range and depth of duties to be undertaken, and assess what the postholder will need, under the headings above, to enable them to do the job.
This specification then forms the objective criteria against which all candidates will be assessed throughout the selection process. These criteria must consist of the minimum standards considered essential for the effective performance of the job. Desirable criteria may be included, but these must be referred to only if candidates have met the essential criteria.
Mention of selection tests, which form part of the recruitment process, should be made on the person specification form.
The following key points will help you to develop your person specification:
· identify the key duties from the job description
· translate the duties into the skills and knowledge required to do the job
· separate the essential skills from the desirable ones; specify as far as possible in precise job-related terms
· identify any specific knowledge requirements for the job or the requirement of some evidence of the ability to learn
· indicate qualifications and level of education required for the job, if relevant (remembering to state "or equivalent" to cover all types of qualifications)
· identify what experience is required to carry out the job. This should be realistic and appropriate to the role
Reference to age, marital status or to dependents should not be included since these are unlawfully discriminatory. The main aim of the person specification is to set out the skills and abilities that a candidate would need in order to be able to carry out the role to a satisfactory standard. It is not a 'wish list'; setting the criteria too 'high' may result in a lack of suitable applicants. However, pitching them too low may mean you have a high volume of applicants who all meet your criteria. Please refer to
appendix for a sample person specification for the post of Lecturer in Psychology, which uses the standard template form.
The job described and the level of skills/experience required must relate to an appropriate grade. Where necessary, the Human Resources Team will undertake job evaluation; any subsequent amendments to the job will have to be agreed before the post is advertised, to ensure the correct grade and salary.
In today’s rapidly changing business environment, a well defined recruitment policy is necessary for organizations to respond to its human resource requirements in time. Therefore, it is important to have a clear and concise recruitment policy in place, which can be executed effectively to recruit the best talent pool for the selection of the right candidate at the right place quickly. Creating a suitable recruitment policy is the first step in the efficient hiring process. A clear and concise recruitment policy helps ensure a sound recruitment process.
It specifies the objectives of recruitment and provides a framework for implementation of recruitment programme. It may involve organizational system to be developed for
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implementing recruitment programmes and procedures by filling up vacancies with best qualified people.
COMPONENTS OF THE RECRUITMENT POLICY
- The general recruitment policies and terms of the organisation
- Recruitment services of consultants
- Recruitment of temporary employees
- Unique recruitment situations
- The selection process
- The job descriptions
- The terms and conditions of the employment
A recruitment policy of an organisation should be such that:
- It should focus on recruiting the best potential people.
- To ensure that every applicant and employee is treated equally with dignity and respect.
- Unbiased policy.
- To aid and encourage employees in realizing their full potential.
- Transparent, task oriented and merit based selection.
- Weightage during selection given to factors that suit organization needs.
- Optimization of manpower at the time of selection process.
- Defining the competent authority to approve each selection.
- Abides by relevant public policy and legislation on hiring and employment relationship.
- Integrates employee needs with the organisational needs.
