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Recruitment and Selection

Hillary Jenkins, Otago Polytechnic 2008

Recruitment Selection

• The process of attracting suitable

individuals to apply for positions in an

organisation.

• Aim - to attract the best applicants and

exclude any that are not suitable

Recruitment

• Recruitment is job centred:

– Questions to ask before starting the process

• Should the job continue in its present form?

• Is it needed at all?

• Can the work be redistributed

• Does this job add value or assist the organisation to achieve its objectives

Recruitment Process

• Determine the vacancy

– External

• Do we buy in skills, knowledge, ability?

– Internal

• grow our own inside the organisation?

Recruitment Process

Internal vs External

• Before any decision is made to recruit new staff,

the experience and qualifications of current staff

need to be considered

• Vacancies should be advertised on staff

noticeboards before going outside

Recruitment Process

Benefits of internal recruitment :

1. Saves on cost of recruitment and selection

2. Builds staff morale

3. Reduces costs of induction and training

4. Allows for succession planning

5. Selection is based on actual performance assessment of current staff

6. Provides career paths for employees

Building Quality Service by Lynn Van der Wagen (pg65)

Recruitment

Benefits of external recruitment :

1. Brings in new skills

2. Encourages competition

3. Gives the organisation exposure in employment market

4. Brings in applicants with current knowledge and qualifications

Building Quality Service by Lynn Van der Wagen (pg65)

Recruitment Process

• Advertise the vacancy

– National press

– Local press

– Recruitment agencies

– Radio

– Internet

– Internal methods

– Educational sources

http://jobs.search4.co.nz/job/view/2n6q4v/search/o/education-training/3/

Recruitment

• If you are too detailed in the specifications –not

enough people will apply; and if you are too general,

too many will apply

• Important to choose people who will mix/blend in well

and compliment the skills of the existing team

http://www.jobsearch.co.uk/show_job.cgi?j=4814049&c=7&o=219&cat=39

Selection Process

• Want candidates who have:

– Skills

– Knowledge

– Correct attributes

– Good fit to the organisation

• Bilateral Process

– Candidates are more assertive in choosing organisations they want to work for

Selection Process

• Job Analysis

– Job description

– Person profile

– Job context

Selection Criteria

• Job descriptions

• Person specifications

What is the difference between the two of these?

Selection Criteria

• Job description – the role of the person, duties and

responsibilities of the individual and of the job

– Full or part-time

– Fixed, casual, permanent contract

Selection Criteria

• Person specification – the skills, experience and knowledge necessary to perform the job

• http://www.ers.dol.govt.nz/publications/pdfs/checklist_personal_profile.pdf

Selection Criteria

Job Context is the situational and supporting information regarding the job

• Work climate (safety)

• Reporting relationships

• Unspoken rules

• Budgetary information and incentives

– eg. The job context for someone working in front-line tourism may state that the position could be associated with complaints, time pressure, stress, unpredictable work hours

Selection Process

• Selection devices:

– Psychological, aptitude or ability testing

– Medical examinations

– Reference check

– Academic achievement

– Selection interview

– Training and experience

References

• Wagen Der Van, Lynn. (1994) Building Quality Service – with competency-based human resource management. Butterworth-Heinemann, Australia.