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Recruitment and Selection |
Recruitment and Selection
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It is important to a company that it appoints the right people to do the job. Recruitment takes place in three stages:
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| (1) | | Definition: the requirements of the organization are defined.
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| (2) | | Recruitment: the position is advertised and applicants are attracted to fill it.
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| (3) | | Selection: a candidate is chosen from the applicants.
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Defining
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In order to define the capabilities of the position, it is important to start with a job analysis. Some features of a job analysis include: (1) the overall purpose of the job; (2) the tasks that the place holder has to fulfill; (3) to whom the place holder will be accountable; (4) how performance will be assessed; (5) what competences, that is, skills and knowledge, the place holder requires; (6) what responsibilities the place holder will have; (7) where the place holder will fit into the organization as a whole; (8) what will motivate the place holder; (9) what training the place holder will need.
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Once the job analysis is complete, this leads to a job description. A job description is a document that makes a statement of the purpose, duties and responsibilities of the job, and may include the following: (1) job title; (2) the purpose of the job; (3) a statement of to whom the postholder is responsible; (4) what the postholder's authority is; (5) what resources the postholder may have access to; (6) targets for the postholder, means by which the performance of the postholder will be assessed; (7) any other special circumstances that are related to the job.
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Job descriptions provide useful information for the recruitment of candidates to the vacant post. Thereafter, they may provide the basis for evaluation and appraisal of the postholder's performance.
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However, job descriptions can also become over-rigid. If the demands of the job are constantly changing, then the job description can prevent innovation and change. It can impose a need to renegotiate a contract.
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The organization that is recruiting may also decide that it wishes to draw up a person specification. A person specification is a description of the “ideal” person to fit the post and join the organization. Various characteristics may be identified, such as knowledge, intelligences, skills, experience, qualifications, age, physical characteristics and personality.
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Many organisations base their person specifications either on the Rodger's Seven Point plan of Munro-Fraser`s Five Fold grading system. (See below)
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Rodger`s Seven Point Plan
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| (1) | | Physical make up — health, physique, appearance, bearing, speech, manner
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| (2) | | Attainments — education, qualifications, experience |
| (3) | | General intelligence
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| (4) | | Special aptitudes — mechanical, manual dexterity, facility in the use of words and numbers
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| (5) | | Interests — intellectual, practical, physical, artistic, social.
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| (6) | | Disposition- acceptability, influence over others, steadiness, dependability, self-reliance. |
| (7) | | Circumstances — domestic, family.
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Munro-Fraser`s Five Fold grading system
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| (1) | | Impact on others — physical make-up, appearance, bearing, speech, manner.
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| (2) | | Acquired qualifications — education, training, work experience.
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| (3) | | Innate abilities — natural quickness of comprehension, aptitude for learning.
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| (4) | | Motivation — the kind of goals set by the individual, consistency, determination.
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| (5) | | Adjustment — emotional stability, ability to withstand stress, ability to get on with people.
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