understanding organisational context 2e

7.1Capon: Understanding Organisational Context 2nd edition © Pearson Education 2004

Understanding Organisational Context 2e

Slides by Claire Capon

Chapter 7Human resource management

Workplace legislation Employee recruitment process


Employment legislation

• Contract of Employment Act 1963

• Industrial Relations Act 1971• Employment Acts 1980, 1982

1988 & 1990• Trade Union Act 1984


Health & Safety legislation

• Factories Act 1961• Offices, Shops & Railways

Act 1963• Fire Precautions Act 1971• Health & Safety at Work Act

1974


Discrimination commissions

• Equal Opportunities Commission– Equal Pay Act 1970– Sex Discrimination Act 1975

• Commission for Racial Equality– Race Relations Act 1976

• Disability Rights Commission– Disability Rights Commission Act 1999


Table 7.2 Employee recruitment process


Assessment of the job

Stage 1Job analysis

Job description


Job analysis • Collect information on the:

- tasks and activities of the job- responsibilities of the job- conditions under which the job is done


Job analysis• Examine current job

description• Speak to:

- the current job holder- their manager- their peers and subordinates


Job description• Update the job description• Identification of the job• Summary of the job• Content of the job• Working conditions• Performance standards


Assessment of type of applicant

Stage 2Person specification

Key results areas


Person specification• Review updated job description

(this outlines the job)• Translate job tasks and activities

into required skills and abilities• Update personnel specification

(this outlines the person)


Person specification• Apply Rodger’s 7 point plan by:

- drawing up a set of criteria to assess all applicants

- deciding which criteria will be essential and which desirable


Table 7.5 Rodger’s seven-point planSource: Torrington, D and Hill L (1995) Personnel Management: HRM in Action (3rd edn), Harlow: Prentice Hall.


Person specification• Physical make-up required

for effective performance of the job includes:- appearance, health, fitness, manner and voice


Person specification• Attainment - deals with

education and previous employment

• Covers qualifications, and type and amount of work experience required


Person specification• General intelligence is

assessed, as jobs requiring complex work patterns require a different level of general intelligence to those which are repetitive and routine


Person specification• Special aptitudes cover:

- already-acquired knowledge or skills needed for effective performance in the job- ability of applicants to adapt existing skills and knowledge


Person specification• Interests covers:

- relevant out-of-work activities which

support the application for employment


Person specification• Disposition covers relevant

personal characteristics, such as an ability to:- meet tight deadlines- work well in a team- work on own initiative


Person specification• Circumstances covers those

which will have to be met by the successful applicant on a regular basise.g. shift work, working away from home or being on call


Key results areas• Key results areas provide the

job holder with the:- expected goals, outputs

and outcomes of the job - basis for his/her appraisal


Attracting applicants

Stage 3Placement of the

advertisementThe advertisement


Placement of advert• Internal advertising, vacancy

sheet, vacancy list on premises

• Technical or industry press:e.g.New ScientistThe Bookseller


Placement of advert• National press:

e.g. Independent, Guardian, The Times, Daily Telegraph, Financial TimesSunday Times, Observer, Independent on Sunday


Placement of advert• Local press in South

Yorkshire:Sheffield StarYorkshire PostBarnsley Chronicle


Placement of advert• Job centres• Employment agencies• Management selection

consultancy• University careers service• School careers service


The advert• The advert should contain brief

details on the: - organisation and its line of business- job and duties, summarised from the job description


The advert (cont.)- key requirements for the

job, summarised from the person specification- salary or salary scale and

how people can apply for the vacancy


Assessing applicants

Stage 4Assessment of

application formsAssessment of applicants


Assessment of application forms

• Does the applicant meet the essential criteria covering the following key areas?- qualifications- work experience- aptitudes


Assessment of application forms

• Does the applicant meet any of the desirable criteria?

• Reject applicants who meet none or few of the essential criteria

• Proceed to the interview stage with applicants who meet the essential and desirable criteria


Table 7.9 Interview structure


Assessment of applicants

• Carry out first interviews• Select candidates for second

interviews• Aptitude tests• Carry out second interviews



• A good interviewer will:- choose an appropriate

environment (private and quiet)- seek to relax the applicant



- set the scene by recapping on the job and type of person sought- structure the interview around the application or person specification



- ensure relevant questions are asked - relevant questions will give enough information to assess if the applicant meets the criteria on the person specification



- ask open-ended questions - this allows the applicant

to explain his/her answers- allow the applicant to ask

questions - the interview is a two-way communication process



- close the interview by telling the candidate

when and how they will know the outcome of the interview, and thank the candidate for coming



• Finally, the interviewer(s):- select the successful

applicant- check references- confirm appointment

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