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HR Training Recruitment and Selection

Recruitment and Selection

Shree Balaji Education will provide you the practical hand to hand knowledge about recruitment & selection . In HR Training you will work on the live projects of the Recruitment cycle of MNCs.

Recruitment is a process to

  1. Attract and encourage more and more candidates to apply in the organisation.
  2. Create a talent pool of candidates to enable the selection of best candidates for the organisation.
  3. Determine present and future requirements of the organization in conjunction with its personnel planning and job analysis activities.
  4. Recruitment is the process which links the employers with the employees.
  5. Increase the pool of job candidates at minimum cost
  6. Help increase the success rate of selection process by decreasing number of visibly under qualified or overqualified job applicants.
  7. Help reduce the probability that job applicants once recruited and selected will leave the organization only after a short period of time.
  8. Meet the organizations legal and social obligations regarding the composition of its workforce.
  9. Begin identifying and preparing potential job applicants who will be appropriate candidates.
  10. Increase organization and individual effectiveness of various recruiting techniques and sources for all types of job applicants

Recruitment Process

Identifying the vacancy

Before recruiting for a new or existing role, it is important to review information about the nature of the role, for instance:
  • The content of the role (e.g. tasks)
  • The outputs required by the role holder
  • How the role fits with the departmental and/or faculty structure
  • The skills and attributes needed to perform the role effectively
For positions within Faculty administration, please ensure you contact your Faculty Manager or Assistant Faculty Manager as soon as you have identified there is a vacancy.

The information from this analysis should then be used to form the basis of the job description and person specification. There may also be the opportunity to review the role in line with current and future changes in the workload of the department/faculty, the introduction of new technologies or to improve efficiencies by considering the following:
  • Is a direct replacement needed?
  • Can the work (or part of it) be re-allocated?
  • Could the role be done on a part-time or job share basis?
  • Is the post correctly graded in accordance with the HERA scheme?
  • Could this role be a development opportunity for internal applicants?
  • Could this role be a suitable alternative employment opportunity?
  • Do future changes or uncertainty mean that a fixed term appointment should be considered?

Job Description

A job description is an outline of the role that is to be performed. This should be a straightforward description of the key duties and responsibilities associated with the role. Ideally, it should state the reporting lines that the job will have reporting into it and who the role holder will report to. The job description should be unambiguous and avoid jargon and abbreviations. Care should be taken to ensure that the role is not defined too tightly as an element of flexibility is required. Drawing up an accurate job description is crucial to the success of the recruitment process as it will give applicants clear information about the role. It should neither overstate nor understate the responsibilities of the role as it will play an important part in an individual’s decision whether or not to apply. In addition, the job description indicates the expectation of performance of the role holder once in position.

7 Steps to Writing an Effective Job Description

  1. Determine the major functions (The titles/grouping s under which you include the duties). Select 4-8 major functions and use only 1-5 words for each function.
  2. Determine the percentage of these functions in relation to the total job
  3. For each function, determine the duties, which are actions taken when performing the job satisfactorily. It is an action that someone else can see, hear or observe. Write no more than 6-8 duties. Answer the questions, what, how and why. Use simple, non-technical, but specific words.
  4. Determine the frequency of each duty (i e. daily, weekly, monthly).
  5. Determine the requirements of the position (skills, knowledge & abilities). Tie them directly to the duties (actions) to be performed in the job. A knowledge or skill is something you know or can do that helps you do the duties of your job well. Examples are:
    • Public Speaking skill; including planning and preparing material and presenting it effectively
    • Typing skills
    • Speaking skills to talk with people of various educational and socio-cultural backgrounds
    • Skill in negotiation, including listening and persuading
    • Clear, concise and precise writing of reports and letters
  6. Determine if there are any physical, environmental or special demands. If so, include those on the back page of the job description form.
    • When a job is performed by multiple FTE, incorporate the principle elements into a single generic job description and avoid specifying minor differences in the way the work might be performed.
    • Avoid repeating the organization/unit's name in job description
    • Avoid organizationally specific part numbers or form numbers
  7. Write the summary statement, providing the brief job overview. Determine the degree of supervision and include this in the summary if applicable.

Specification

Once the role has been defined it is necessary to consider the key skills, experience and qualifications required to perform the role successfully. The use of a fair and objective person specification that can be measured/tested in the recruitment process will minimise the risk of subjective judgements in the decision making process later on and therefore the potential for discrimination. It is a useful tool to ensure that the final selection decision is an objective one which can be fully justified if challenged.