Chapter 21: Developing an effective workforce: recruitment, selection and training

The Recruitment and Selection Process
 
1. A vacancy arises
Why might there be a vacancy?
- If an existing employee leaves
- If the workload increases and more staff are needed to cope with demand
- If an employee is going to be off for a set amount of time
Will there always be a vacancy if an employee leaves?
 
2. Job Description
An outline of the tasks, skills, responsibilities, duties and performance level required.
 
Contains a job title, purpose of the job, who they will answer to, authority given and additional aspects to the job.
 
Informs candidates of what will be expected of them.
 
3. Person Specification
Details of the 'ideal candidate'
Lists ESSENTIAL and DESIRABLE characteristics
 
Essential?                                                          Desirable? 
~ Depends on the job                                        ~ Depends  on the job
but may include:                                                 but may include:
- Punctual                                                          - Sociable
- Reliable                                                           - Interests
- Qualifications                                                  - Extra Qualifications
 
4. Internal or External

Internal Recruitment: Filling a job vacancy by selecting a person who is already employed in the organisation.
 

 
 










External Recruitment: Filling a job vacancy by advertising outside the firm.
 

 
 










5. Advertisements Made
Adverts should include:

• An outline of the job description
• An outline of the person specification
• An outline of the organisation's activities
• Location
• (Wage arrangements) - Varies
• Reward Package
• Contract Type (e.g. Permanent, temporary, part-time etc....)
• Contact for application

6. Advertisements Placed

• Newspapers (Local or National)
• Trade Magazines
• Job Centres
• Employment Agencies
• Local Radio
• Specialist career centres
• Local Schools/colleges
• TV (e.g. Army)
• Internet
• Internal noticeboards/newsletters/shop windows
• Word of mouth
• Headhunting (Poaching from another company)

7. Application Forms
Application forms allows a business to collect information from job applicants in a systematic way. They can assess objectively a candidate's suitability for a job, therefore making it easier to pre-select candidates.

 
8. CVs (Curriculum Vitaes)
CVs are sent to the company via post, in person or online along with the application form.
 
CVs may give more details about the applicant than the application form allows.
 
- CVs contain similar info but are harder to compare than an application form due to diversity of the pool of applicants.

 
9. Shortlisting

• Employers receive many applicants
• Sorting into potential candidates according to who are not suitable in person specification
• Potential sorted through best 'fits' to organisation
• References may be gained before interviews are offered.

10. Interviews
Traditional methods of meeting the applicant to determine their suitability.
Reliance on first impressions and appearance.
 
But there are now new methods of interviews:
 
~ Aptitude Tests
Testing how the applicant copes with a given situation
- It establishes their level of skill
- Could be tested on basic skills such as calculating changes, role play etc...
 
~ Psychometric or personality tests
Establishes whether they have the necessary characteristics e.g. attitudes, creativity, social skills....
- A way of measuring the traits of the candidates through questions and answers
 
~ Assessment Centres
Selection process that can last a day at a time. Observations, tasks, interviews and testing takes place
- Allows a more in depth assessment of the candidates
- Most effective but most expensive
- Most likely to be used for senior positions

 
 
 
 
 






Training

Training is the provision of work-related education, either on-the-job or off-the-job, involving employees being taught new skills or improving skills they already have.

Training needs
Training essentially arises when the knowledge and skills required by the firm exceed or differ from those that workers currently possess.
Often a response to some sort of change, possible changes are=
- Development and introduction of new products
- Deconstructing of a firm
- Development and introduction of technology
- Changes to procedure, including improvements to customer service
- High labour turnover
- Low moral
- Changes in legislation

Benefits of Training

• The workers will work to the standard of an experienced worker.
• Means the employees will have the required skills, qualifications etc...
• It develops a knowledgeable and motivated workforce, increasing job satisfaction.
• Increases efficiency and productivity therefore resulting in production of high quality goods/services, which could lead to an increase in profits
• It reveals the employees potential, therefore increases chances of promotion, increasing motivation.
• Reduces cost in long run, due to reduced number of injuries, reduction of poor quality/wasted goods, and increased worker's productivity.
• Encourages employees to work towards the organisations objectives/aims.
• Improve image of the company
• Customers have more confidence in well trained staff.

Internal and External Training
 
External Training
Takes place away from the workplace.
Such as joining a college course on business management.
External training gives employees the opportunity to meet people from other organisations allowing an interchange of ideas and broadening of understanding.
Can make employees feel valued and increase motivation.
 
Internal Training
Takes place within the organisation in a work context.
Appropriate if training needs to be specific to the individual organisation.
E.g. If an employee needs to learn how to use a particular new computer system.



On-the-job and Off-the-job Training

On-the-job training is where an employee learns a job by seeing how it is carried out by an experienced employee.

• On-the-job is likely to be cheaper than off-the-job training. This could be because existing employees and equipment can be used.
• It is a realistic environment. Avoids problems in adjusting (e.g. between college and work situations). There is also no loss of output.
• The negatives are that the quality of training depends on the ability and willingness of the instructor and time available.
• Also the employee chosen as an instructor ay be unable to teach proper skills and may have developed bad habits/shortcuts.
• The work situation may be noisy or stressful. Making it hard to conduct effective learning.

Off-the-job training is all forms of employee education apart from that at the immediate workplace.

• Internally (e.g. a conference room) or externally (at college)
• Less immediate pressure from work
• More generic skills and knowledge than job-specific content.
• Uses specially trained experts --> More highly valued by employees --> Increases motivation
• More straight forward to estimate costs of training and easier to monitor progress.
• expenses.
• Expensive

Induction Training

Induction Training is education for new employees, which usually involves learning about the way the business works rather than about the particular job that the individual will do.

- To help new employees settle in quickly
- Ensure they reach the performance required and feel welcome.
- Inductions could include these ideas: Health and safety issues, policies of the organisation, physical facilities, hierarchy an departmental systems

The programme is likely to:

• Reduce labour turnover
• Employees contribute to organisation quickly
• Increased motivation
• Improves understanding of corporate culture and the situation in which the organisation is placed.