H Negotiation Between Candidate And Departmental Manager example essay topic

The following is an out line of an action plan for successful recruiting. 1. Department Manager completes authority to recruit form. 2. Internal transfer of employee? Yes "h Approach employees immediate manager to discuss possible transfer "h Authority to appoint is completed and authorised by the General Manager "h Submit these documents with job description to Personnel Administrator "h A letter confirming transfer details is issued No 3.

Outside recruitment agency? Yes "h Agree recruitment fees No 4. Publicise vacancy 5. Interview scheduled only after receipt of the Application for employment and qualifications form 6. Interview candidates based on Person Specification and Job Description 7. Completed authority to appoint authorised by the General Manager 8.

Manager takes up verbally references from the details on the application form. 9. Is candidate to be offered the job? No "h Documents kept by Departmental manager if necessary "h Rejection letter sent out if appropriate Yes 10. Departmental Manager passes completed forms to Personnel Department 11. A formal job offer pack is undertaken by the personnel department on the departmental manager's behalf 12.

Has candidate sent back signed documents No "h Negotiation between candidate and Departmental manager "h Agreement between employee and Departmental Manager Yes 13. Personnel department establishes personnel file 14. Training and induction are undertaken by the Departmental Manager or Supervisor A detailed example of the Action Plan to successful recruiting Position! V Graphic Designer Create the job specification and person specification to determine what the vacancy involves and the type of person best suited to fill the vacancy. Finding suitable candidates: There are a number of ways to attract candidates for vacancies, but there are two important points to bear in mind when deciding which to use. "h The chosen method should be cost effective "h There should be no hint of discrimination The most widely used methods are: "h Advertising! V whether through professional journals, local or national press. "h Internal!

V Notice boards, internal publications or the company intranet. "h Agency! V Jobcenter, Recruitment agency "h Management consultants "h Head-hunters Advertising The main aim of a job advertisement is to attract a good response from suitably qualified people. It is not the number of responses but the quality of applicant that signifies a successful advert. To this end it is worth taking care and surveying where people who fit the person specification, may look for job opportunities.

All Human Resources departments will have a budget to consider, so value for money is also important. Internal These vacancies can be advertised on the internal infrastructure, such as the intranet or an internal publication. This will help to advertise any vacancies to the internal workforce, encourage employees to apply for promotion, save on company training costs and encourage people to mention vacancies to friends and associates. Agencies There are three different types of agency you can use: "h Advertising Agency "h Recruitment Agency "h Jobcentre For companies who do a lot of advertising, they could develop a relationship with a agency which specialises in recruitment. They can be helpful with "h Negotiating with the press "h Advising on placement "h Writing copy The better an agency can get to know the company and its business the better they can help project the right image for the company Recruitment agencies are a regulated industry which imposes rules on fees which can be charged and duties which they have to fulfil. This can take a lot of the pressure away from the company as it effectively contracts out the recruitment process and the regulations which go with it.

Jobcenters offer the same services as a recruitment agency but with no charge to the company or the job seeker. The disadvantage of this is that Jobcenters tend to deal with the skilled and semi-skilled manual worker and clerical market. Management consultants Management consultants are generally used for vacancies of middle and senior management level. The advantages of using such a company are: "h Sensitivity! V If the post is of a sensitive nature, either internally or externally, then the management company can advertise with anonymity in the press and only suitable and interested candidates need know the name of the company they represent. "h Professionalism! V Recruitment consultants are used to dealing with Professional people every day.

They are highly experienced interviewers who are able to be objective about the candidate and the company for which they are recruiting. They will: "h Help the company to identify its needs more clearly "h Go through the whole procedure of defining the job and the person "h Identify the right media for advertising "h Administer the responses "h Carry out the initial interviews "h Present the recruiting company with a list of potential employees Head-hunters The major difference executive selection and executive search, often carried out by the same company, is that the latter approaches candidates who are thought to be appropriate. Using a head-hunter may be appropriate when: "h The position is of such a senior level that it may be detrimental to the company if word of the vacancy was to get out. "h There are few people who could possibly fill the vacancy "h The position is of such a senior level that suitable candidates re unlikely to wish to make an application through the normal channels. Recruitment companies, who offer this service, can adhere to a code of practice recommended by the industries governing body. Assess Candidates: Use of an application form All candidates should be asked to complete an application form from which the shortlist will be chosen. The advantage of an application form is that the same information is available to all, so like is being compared with like.

Application forms can also be tailored for a specific position, for example if specific job knowledge is a pre-requisite, as in this case, then a separated questionnaire can be asked to be completed as part of their application. The use of CVs CVs have some advantages over standard application forms, because they allow a candidate to expand on the parts of his / her experience and education, which he / she thinks is most relevant to the vacancy. However, CVs are also less precise and may not contain the same information about each candidate, making absolute comparisons difficult. Drawing up the initial shortlist The purpose of a preliminary assessment is to arrive at an initial shortlist. Candidates who are chosen should all meet the essential requirements of the person specification.

If there are still too many possible candidates to form a reasonable interview program, candidates should be further assessed against the! yen desirable! | qualities of the specification. If there are too few candidates there may be an indication that the person specification was too restrictive, or alternatively that the means of attracting candidates was inadequate or misdirected. Telephone interviews When there are more candidates than it would be practical to interview, face to face. Then the a first step may be to introduce telephone interviews. This is especially relevant when the vacancy involves a high degree of telephone work. Methods of assessing candidates: The recruitment process should reflect the requirements of the job.

For example if the ability to analyse and problem solve was an integral part of the position, the candidates should be tested on this. To best assess a candidate for a specific post it may be appropriate to draw up a matrix of attributes against the best method for assessment. For Example Attributes Information from CV Interview Portfolio Tests and questionnaires Project Management experience Previous employment details Responsibilities Accountabilities Examples Use of software Previous employment details Ability to complete a defined task Creative Ability Previous employment details Establishment of previous projects Examples The Interview The interview is an unreliable method of selection. A number a factors intervene in the process to make it subjective, no matter how hard the interviewer tries to make it objective. The interviewer will be effected by influence such as their age, sex and experience, candidates by nerves, anxiousness, time pressure and constraints, age, sex and previous experience. Interruptions and the surroundings will all have an influence on the interview progresses.

The interview can be made more effective by "h Preparing thoroughly "h Making sure the candidate ahs ample opportunity to talk "h Asking the right kind of questions "h Be free from pre-conceived ideas "h Ensuring comfortable and uninterrupted surroundings "h Be in a suitable frame of mind and open minded. "h Be friendly "h Be prepared to listen Alternatively a structured interview may ensure consistency in the treatment of candidates and therefore allow like to be compare with like. Use of selection tests Tests can help to assess candidates in a number of areas but must be "h Reliable The test must provide results which are consistent and which will not vary widely if it is taken more than once. "h Validity It must test or measure what it says it does. It must have predictive validity, to help contribute to the decision about a suitable candidate. "h Standardised The test should be designed, administered and marked so that the results do not vary with the person who gives, administer or marks the test. There should be different types of test dependant on what is trying to be achieved. Types of Test "h Intelligence "h Aptitudes "h Attainments / Abilities "h Personalities Making the final selection decision: Once the candidates have all been assessed the selector should make a final decision about who should be offered the post. The assessment should be done by!

V "h Completing a written assessment of all the interviewed candidates. "h Comparing the assessments with the person specification and the job description "h Weighing the criteria in the person specification, in terms of their importance to the post, if there is no clear winner. If there is no suitable candidate, the selection process should be started again, with the assessor looking critically through the steps which were taken the first time and ensuring that the correct decisions were taken. Making a job offer: The interviewer should have established if the candidate was interested in the position and that he / she would accept if offered. It should also have arrived a what the salary and the main terms and conditions are likely to be. This information should be written into the offer letter. Producing appropriate documentation for selecting staff For the recruitment process to be adhered to appropriately there needs to be a trail of paperwork, which can be followed to produce proof of procedure and as a helpful way of guiding users.

In order to set up a recruitment procedure the following paperwork will have to be considered. "h Authority to recruit "h Job Description "h Person Specification "h Advertisement "h Application form "h Monitoring form "h Interview report "h Candidates record "h Assessment record "h Offer letter "h Requesting personal reference letter "h Rejection letter.