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					Recruitment
Notification of a vacancy

   Vacancies arise for several reasons:
    – New jobs are created by expansion or
      restructuring
    – Retirement or dismissal of an employee
    – Promotion of the job holder
    – The job holder has left for alternative
      employment elsewhere
Is recruitment the
answer?
Alternatives to recruitment include
 Overtime working by other employees

 Restructuring the work

 Increasing productivity, for example
  by introducing technology
 Employing part-time staff
Job description
A job description is drawn up by the current
  jobholder, line manager, or the Human
  Resources Department. The main features
  of the job description are:
  – The job title and location
  – The main purpose of the job
  – A detailed list of the main tasks involved and
    standards required
  – Pay and other benefits
  – The person to whom the jobholder reports
  – Any employees who report to the jobholder
Person specification
A person specification details the qualities of
  an ideal candidate including as appropriate:
  –   Physique, health and appearance
  –   Qualifications and attainments
  –   Level of general intelligence
  –   Special skills and aptitudes
  –   Interests
  –   Personal qualities, e.g. ability to work in a team
  –   Personal circumstances such as age, marital
      status etc.
Finding candidates 1

Internally
Advantages                          Disadvantages
•Increased motivation               •Promotion may bring conflict
                                    with colleagues
•Opportunities for promotion
will attract better staff to join   •There will be another vacancy
the organisation                    to fill
•Internal candidates are            •Promoted employees may be
familiar with the organisation      expected to pick up a job
                                    without adequate time or
•Candidates are known to the
                                    training
organisation
Finding candidates 2
Externally through: School, College or University
  Careers Services; Job Centres; Employment
  Agencies; Recruitment Consultants; advertisements
  in newspapers and professional journals; Internet
  etc.

   Advantages                   Disadvantages
   •Wider range of applicants   •Expensive
   •Applicants may be more      •New employee may need
   suitable                     training and time to get used to
                                employer
   •Candidates may contribute
   new ideas                    •External candidates more aware
                                of the job market
Shortlisting
   When applications have been received, those
    candidates suitable for the next stage of the
    selection process – the interview – must be
    identified: this is called shortlisting
    – Candidates will be shortlisted if they meet agreed criteria
      such as qualifications or experience
    – An impressive job application may help a candidate to get
      on the shortlist
Selecting the right
candidate
Selecting
   Selecting the successful candidate involves a
    thorough analysis of all the information
    gathered on each of them. Key points will
    include
    –   Attainments
    –   Experience
    –   Personality
    –   Aptitude or psychometric test results
    –   References
    –   Any medical check
    –   Comments from interviewers
Employment Legislation
The purpose of
employment legislation
   The purpose of employment legislation is to protect
    the rights and welfare of employees. Employment
    legislation also enforces the obligations of
    employees to other employees and to their
    employers. The amount of employment legislation
    has increased considerably over the past 20 years,
    particularly under the influence of the European
    Union.
Principal employment
Acts
   Health and Safety at Work Act 1974 –
    requires employers to provide a working
    environment that is so far as is reasonably
    practicable, safe and free from hazards,
    including providing safety equipment and
    clothing. An obligation is placed on
    employees to act in safe and responsible
    way and to observe any safety rules. This
    Act has been supplemented by many
    amendments and EU Directives.
Principal employment
Acts
   Equal Pay Act 1970 – enforces
    equal treatment of men and women
    regarding employment, particularly in
    respect of equal pay and conditions for
    work of equal value. This is reinforced
    by the European Union 1975 Equal
    Pay Directive.
Principal employment
Acts
   Sex Discrimination Act 1975 –
    makes it illegal to discriminate on the
    grounds of gender in the areas of
    recruitment, dismissal, promotion,
    benefits, or facilities. Enforced by the
    Equal Opportunities Commission.
Principal employment
Acts
   Race Relations Act 1976 – makes it
    illegal to discriminate on the grounds
    of gender, marital status, colour, race,
    nationality or ethnic origin. Enforced
    by the Commission for Racial
    Equality.
Principal employment
Acts
   Disability Discrimination Act 1995
    – makes it illegal to discriminate
    against a disabled employee and
    requires employers to provide
    reasonable facilities for disabled
    employees.
Principal employment
Acts
   Employment Rights Act 1996 – confirms the
    rights of employees regarding contracts of
    employment, payslips, Sunday working, time off
    work, suspension from work, maternity rights,
    termination of employment, unfair dismissal and
    remedies against unfair dismissal, redundancy,
    layoffs and short-time working, and he insolvency
    of an employer. Additional directives from the EU
    cover such matters as maximum working hours and
    part-time working.

				
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posted:3/11/2012
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