50134121 Recruitment and Selection
Transcript of 50134121 Recruitment and Selection
RECRUITMENT AND SELECTION
1.1 Describe in summary the legal instruments impacting on staff recruitment
and selection.
ANS: RECRUITMENT
Recruitment is distinct from Employment and Selection. Once the required number and
kind of human resources are determined, the management has to find the places where the
required human resources are/will be available and also find the means of attracting them
towards the organization before selecting suitable candidates for jobs. All this process is
generally known as recruitment. Some people use the term “Recruitment” for employment.
These two are not one and the same. Recruitment is only one of the steps in the entire
employment process. Some others use the term recruitment for selection. These are not the same
either. Technically speaking, the function of recruitment precedes the selection function and it
includes only finding, developing the sources of prospective employees and attracting them to
apply for jobs in an organization, whereas the selection is the process of finding out the most
suitable candidate to the job out of the candidates attracted (i.e., recruited).
FACTORS AFFECTING RECRUITMENT
The following are the 2 important factors affecting Recruitment:-
1) INTERNAL FACTORS
Recruiting policy
Temporary and part-time employees
Recruitment of local citizens
Engagement of the company in HRP
Company’s size
Cost of recruitment
Company’s growth and expansion
2) EXTERNAL FACTORS
Supply and Demand factors
Unemployment Rate
Labour-market conditions
Political and legal considerations
Social factors
Economic factors
Technological factors
INDUCEMENTS
Organisational inducements are all the positive features and benefits offered by an
organization that serves to attract job applicants to the organisation. Three inducements need
specific mention here, they are:-
Compensation: Starting salaries, frequency of pay increases, incentives and fringe
benefits can all serve as inducements to potential employees.
Career Opportunities: These help the present employees to grow personally and
professionally and also attract good people to the organization. The feeling that the
company takes care of employee career aspirations serves as a powerful inducements to
potential employees.
Image or Reputation: Factors that affect an organisation’s reputation include its general
treatment of employees, the nature and quality of its products and services and its
participation in worthwhile social endeavors.
SELECTION
Through the process of recruitment the company tries to locate prospective employees and
encourages them to apply for vacancies at various levels. Recruiting, thus, provides a pool of
applicants for selection.
Tests as Selection Tool:
Test are useful selection devices in that they unover qualifications and talents that can’t
be detected otherwise. They can be used to predict how well one would perform if one is hired,
why one behaves the way one does, what situational factors influence employee productivity,
etc. Tests also provide unbiased information that can be put to scientific and statistical analysis.
Standards for Selection Tests
To be useful as predictive and diagnostic selection tools, test must satisfy certain basic
requirements:
Reliability: Test scores should not vary widely under repeated conditions. If a test is
administered to the same individual repeatedly, he should get approximately identical
score. Reliability is the confidence that an indicator will measure the same thing every
time.
Validity: Validity is the extent to which an instrument measures what it intends to
measure. In a typing test validity measures a typist’s speed and accuracy. To determine
whether it really measures the speed and accuracy of a typist is to demonstrate its
validity. The question if determining the validity of a selection test, thus, has a lot to do
with later performance on the job.
Qualified People: Test require a high level of professional skills in their administration
and interpretation. Professional technicians are needed for skilled judgmental
interpretations of test scores.
Preparation: A test should be well prepared. It should be easy to understand and simple
to administer.
Suitability: a test must fit the nature of the group on which it is applied. A written test
comprising difficult words would be fruitless when it is administered on less educated
workers.
Usefulness: Exclusive reliance on any single test should be avoided, since the results in
such a case are likely to be criticized. To be useful, it is always better to use a battery of
test.
Standardization: Norms for finalising test scores should be established. There must be
prescribed methods and procedures for administering the test and for scoring or
interpreting it.
1.2 Identify organizational procedures and processes that affect staff
recruitment and selection.
ANS: PROCEDURES AND PROCESSES OF RECRUITMENT
The following are the most commonly used methods of recruiting people.
INTERNAL METHODS:
1. Promotions and Transfers
This is a method of filling vacancies from within through transfers and promotions.
A transfer is a lateral movement within the same grade, from one job to another. It may lead
to changes in duties and responsibilities, working conditions, etc., but not necessarily salary.
Promotion, on the other hand, involves movement of employee from a lower level position to a
higher level position accompanied by (usually) changes in duties, responsibilities, status and
value. Organisations generally prepare badly lists or a central pool of persons from which
vacancies can be filled for manual jobs. Such persons are usually passed on to various
departments, depending on internal requirements.
2. Job Posting
Job posting is another way of hiring people from within. In this method, the organisation
publicises job opening on bulletin boards, electronic method and similar outlets. One of the
important advantages of this method is that it offers a chance to highly qualified applicants
working within the company to look for growth opportunities within the company to look for
growth opportunities within the company without looking for greener pastures outside.
3. Employee Referrals
Employee referral means using personal contacts to locate job opportunities. It is a
recommendation from a current employee regarding a job applicant. The logic behind employee
referral is that “it takes one to know one”.
EXTERNAL (DIRECT) METHODS
1. Campus Recruitment
It is a method of recruiting by visiting and participating in college campuses and their
placement centres. Here the recruiters visit reputed educational institutions such as IITs, IIMs,
colleges and universities with a view to pick up job aspirants having requisite technical or
professional skills. Job seekers are provided information about the jobs and the recruiters, in
turn, get a snapshot of job seekers through constant interchange of information with respective
institutions.
Guidelines for campus recruiting: companies using college campuses as recruitment
source should consider the following guidelines:
Identify the potential candidates early: The earlier that candidate with top potential can
be identified, the more likely the organization will be in a position to attract them.
Employ various means to attract candidates: These may include providing research
grants; consulting opportunities to faculty members, funding university infrastructural
requirements, internships to students, etc. in the long run these will enhance the prestige
of the company in the eyes of potential job seekers.
Use effective recruitment material: Attractive brochures, films, computer diskettes,
followed by enthusiastic and effective presentations by company officials,
correspondence with placement offices in respective campus in a friendly way – will help
in booting the company image in the eyes of the applicants. The company must provide
detailed information about the characteristics of entry – level positions, especially those
that have had a major positive impact on prior applicants’ decisions to join the company.
Offer training to campus interviews: Its better to devote more time and resources to
train on campus interviewers to answer specific job –related questions of applicants.
Come out with a competitive offer: Keep the key job attributes that influence the
decisions of applicants such as promotional avenues, challenging assignments, long term
income potential, etc., while talking to candidates.
EXTERNAL (INDIRECT) METHODS:-
Advertisements:-
These include advertisements in newspapers; trade, professional and technical journals; radio
and television; etc. in recent times, this medium has become just as colourful, lively and
imaginative as consumer advertising
Newspaper Ads: Here it is easy to place job ads without much of a lead time. It has
flexibility in terms of information and can conveniently target a specific geographic location. On
the negative side, newspaper ads tend to attract only those who are actively seeking employment
at that point of time, while some of the best candidates who are well paid and challenged by their
current jobs may not be aware of such openings.
Television and radio ads: These ads are more likely to each individual who are not actively
seeking employment; they are more likely to stand out distinctly, they help the organization to
target the audience more selectively and they offer considerable scope for designing ads
creatively. However, these ads are expensive. Also, because the television or radio is simply
seen or heard, potential candidates may have a tough time remembering the details, making
application difficult.
THIRD PARTY METHODS
Private Employment Search Firms:-
As search firm is a private employment agency that maintains computerized lists of
qualified applicants and supplies these to employers willing to hire people from the list for a
fee. AT the lower end, a number of search firms operate – providing multifarious services to
both recruiters and the recruiters.
Employment Exchanges:-
As a statutory requirement, companies are also expected to notify their vacancies through
the respective Employment Exchanges,
Gate Hiring and Contractors:-
Gate hiring (where job seekers, generally blue collar employees, present themselves at the
factory gate and offer their services on a daily basis), hiring through contractors, recruiting
through word-of-mouth publicity are still in use – despite the many possibilities for their misuse
– in the small scale sector in India.
Unsolicited Applicants / Walk-ins:-
Companies generally receive unsolicited applications from job seekers at various points of
time; the number of such applications depends on economic conditions, the image of the
company and the job seeker’s perception of the types of jobs that might be available etc. Such
applications are generally kept in a data bank and whenever a suitable vacancy arises, the
company would intimate the candidates to apply through a formal channel
Alternatives to Recruitment:-
Since recruitment and selection costs are high (search process, interviewing agency fee,
etc.) firms these days are trying to look at alternatives to recruitment especially when market
demand for firm’s products and services is sluggish. Moreover, once employees are placed on
the payroll, it may be extremely difficult to remove them if their performance is marginal.
PROCEDURES AND PROCESSES SELECTION
The Process
Selection is usually a series of hurdles or steps. Each one must be successfully cleared
before the applicant proceeds to the next one. The time and emphasis place on each step will
definitely vary from one organisation to another and indeed, from job to job within the same
organisation. The sequence of steps may also vary from job to job and organisation to
organisation.
Steps in Selecting Process
Step 1: RECEPTION
A company is known by the people it employs. In order to attract people with talents, skills and
experience a company has to create a favourable impression on the applicants’ right from the
stage of reception. Whoever meets the applicant initially should be tactful and able to extend
help in a friendly and courteous way. Employment possibilities must be presented honestly and
clearly. If no jobs are available at that point of time, the applicant may be asked to call back the
personnel department after some time.
Step 2: SCREENING INTERVIEW
A preliminary interview is generally planned by large organisations to cut the cost of
selection by allowing only eligible candidates to go through the further stages in selection. A
junior executive from the Personnel Department may elicit responses from the applicants on
important items determining the suitability of an applicant for a job such as age, education,
experience, pay expectations, aptitude, location, choice etc. this ‘courtesy interview’ as it is often
called helps the department screen out obvious misfits. If the department finds the candidate
suitable, a prescribed application form is given to the applicants to fill and submit.
Step 3: APPLICATION BLANK
Application blank or form is one of the most common methods used to collect
information on the various aspects of the applicants’ academic, social, demographic, work
related background and references. It is a brief history sheet of employee’s background, usually
containing the following things:
Personal data (address, sex, telephone number)
Marital data
Educational data
Employment Experience
Extra-curricular activities
References and Recommendations
Usefulness of Application Blank or Form
Application blank is highly useful selection tool, in that way it serves three important
purposes:
1. It introduces the candidate to the company in a formal way.
2. It helps the company to have a cross-comparison of the applicants; the company can
screen and reject candidates if they fail to meet the eligibility criteria at this stage itself.
3. It can serve as a basis to initiate a dialogue in the interview.
Step 4: SELECTION TESTING
In this section let’ examine the selection test or the employment test that attempts to
asses intelligence, abilities, personality trait, performance simulation tests including work
sampling and the tests administered at assessment centres- followed by a discussion about the
polygraph test, graphology and integrity test.
Some of the commonly used employment tests are:
Intelligence tests
Aptitude tests
Personality tests
Achievement tests
Miscellaneous tests such as graphology, polygraph and honesty tests.
1. Intelligence Tests: These are mental ability tests. They measure the incumbent’s learning
ability and the ability to understand instructions and make judgements. The basic objective of
such test is to pick up employees who are alert and quick at learning things so that they can
be offered adequate training to improve their skills for the benefit of the organization. These
tests measure several abilities such as memory, vocabulary, verbal fluency, numerical ability,
perception etc. Eg. Standford-Binet Test, Binet-Simon Test.
2. Aptitude Test: Aptitude test measure an individual’s potential to learn certain skills-
clerical, mechanical, mathematical, etc. These tests indicate whether or not an individual has
the capabilities to learn a given job quickly and efficiently. In order to recruit efficient office
staff, aptitude tests are necessary. An aptitude tests is always administered in combination
with other tests like intelligence and personality tests as it does not measure on-the-job-
motivation
3. Personality Test: Of all test required for selection the personality tests have generated a lot
of heat and controversy. The definition of personality, methods of measuring personality
factors and the relationship between personality factors and actual job criteria has been the
subject of much discussion. Researchers have also questioned whether applicants answer all
the items truthfully or whether they try to respond in a socially desirable manner. Regardless
of these objections, many people still consider personality as an important component of job
success.
4. Achievement Tests: These are designed to measure what the applicant can do on the job
currently, i.e., whether the testee actually knows what he or she claims to know. A typing test
tests shows the typing proficiency, a short hand tests measures the testee ability to take
dictation and transcribe, etc. Such proficiency tests are also known as work sampling test.
Work sampling is a selection tests wherein the job applicant’s ability to do a small portion of
the job is tested.
5. Simulation Tests: Simulation exercise is a tests which duplicate many of the activities and
problems an employee faces while at work. Such exercises are commonly used while hiring
managers at various levels in an organisation. To asses the potential of a candidate for
managerial positions assessment centres are commonly used.
6. Assessment Centre: An assessment centre is an extended work sample. It uses procedures
that incorporate group and individual exercises. These exercises are designed to stimulate the
type of work which the candidate will be expected to do. Initially a small batch of applicants
comes to the assessment centre (a separate room).
7. Graphology Test: Graphology involves using a trained evaluator to examine the lines,
loops, hooks, stokes, curves and flourishes in a person’s handwriting to assess the person’s
personality and emotional make-up.
Polygraph (Lie-Detector) tests: the polygraph records physical changes in the body as
the tests subject answers a series of questions. It records fluctuations in respiration, blood
pressure and perspiration on a moving roll of graph paper. The polygraph operator forms a
judgement as to whether the subject’s response was truthful or deceptive by examining the
biological movements recorded on the paper.
8. Integrity Test: These are designed to measure employee’s honestly to predict those who are
more likely to steal from an employer or otherwise act in a manner unacceptable to the
organization. The applicants who take these tests are expected to answer several ‘yes’ or ‘no’
type questions such as:
Typical Integrity Questions
Typical Integrity Questions Yes No
Have you ever told a lie?
Do you report to your boss if you know of
another employee stealing from the store?
Do you carry office stationary back to your
home for occasional use?
Do you mark attendance for your colleagues
also?
Often these tests contain questions that repeat themselves in some way and the evaluator then
examines the consistency in responses. Companies that have used integrity tests have reported
success in tracking employees who indulge in ‘theft’. However, these tests ultimately suffer from
the same weakness as polygraph and graphology test.
Step 5: SELECTION INTERVIEW:
Interview is the oral examination of candidates for employment. This is the most essential step in
the selection process. In this step the interviewer matches the information obtained about the
candidates through various means to the job requirements and to the information obtained
through his own observations during the interview. Interview gives the recruiter an opportunity –
To size up the candidate personally;
To ask question that are not covered in the tests;
To make judgments on candidates enthusiasm and intelligence;
To assess subjective aspects of the candidate – facial expressions, appearance,
nervousness and so forth;
To give facts to the candidates regarding the company, its policies, etc. and promote
goodwill towards the company.
PHYSICAL EXAMINATION:
After the selection decision and before the job offer is made, the candidate is required to
undergo a physical fitness test. A job offer is often contingent upon the candidate being declared
fit after the physical examination.
Step 6: MEDICAL EXAMINATION:
Certain jobs require physical qualities like clear vision, perfect hearing, unusual stamina,
tolerance of hard working conditions, clear tone, etc. Medical examination reveals whether or not
a candidate possesses these qualities.
Step 7: REFERENCE CHECKS
Once the interview and medical examination of the candidate is over, the personnel department
will engage in checking references. Candidates are required to give the names of 2 or 3
references in their application forms. These references may be from the individuals who are
familiar with the candidate’s academic achievements or from the applicant’s previous employer,
who is well versed with the applicant’s job performance and sometimes from the co-workers. In
case the reference check is from the previous employer, information in the following areas may
be obtained.
Step 8: HIRING DECISION:
The line manager has to make the final decision now – whether to select or reject a candidate
after soliciting the required information through different techniques discussed earlier. The line
manager has to take adequate care in taking the final decision because of economic, behavioral
and social implications of the selection decisions. A careless decision of rejecting a candidate
would impair the morale of the people and they suspect the selection procedure and the very
basis of selection in a particular organization.
1.3 Discuss fairness, objectivity and equality of opportunity as elements
of recruitment and selection
1. Introduction
Providing equal opportunities to all employees, potential employees without discrimination. This
policy sets out the organization’s position on equal opportunity in all aspects of employment,
including recruitment, training and promotion, and provides guidance and encouragement to
employees at all levels to act fairly and prevent discrimination on the grounds of sex, race,
marital status, disability as defined by the Disability Discrimination Act 1995.
2. Definition of Discrimination
Discrimination can be direct or indirect. Both forms of discrimination must be avoided.
Direct discrimination occurs when one person is treated less favorably than another on grounds
relating to sex, race, marital status, age, disability, sexual orientation or religion.
Indirect discrimination occurs where a requirement is imposed which can be complied with by a
smaller proportion of persons of a particular sex, race, marital status, disability, age, part-time or
fixed term contract status, sexual orientation or religion, than persons in another group and which
is not objectively justifiable in the given situation.
3. Policy Statement
It is the policy of company to ensure that no job applicant or employee receives less favorable
treatment on the grounds of sex, race, marital status, disability, age, part-time or fixed term
contract status, sexual orientation or religion, or is disadvantaged by conditions or requirements
that cannot be shown to be justifiable. The organization is committed not only to its legal
obligations but also to the positive promotion of equality of opportunity in all aspects of
employment.
The Company recognizes that adhering to the Equal Opportunities Policy combined with the
relevant employment policies and practices, maximizes the effective use of individuals in both
the organization’s and employees’ best interests. Company recognizes the great benefits in
having a diverse workforce with different backgrounds, solely employed on ability.
4. Scope
The equal opportunities policy is applicable to all those who provide services to the business (or
apply to work for) as well as those directly employed by the company.
5. Objective and Commitment
The overall objective is to ensure that Aspire-i provides equality of opportunity to all persons
without discrimination.
We are committed to:
Promoting equality of opportunity for all employees and potential employees
Promoting positive and harmonious working environment in which all persons are treated
with dignity and respect
Preventing occurrences of unlawful direct discrimination, indirect discrimination,
harassment and victimization
Fulfilling all our legal obligations under the equality legislation and associated codes of
practice
Complying with our own equal opportunities policy and associated policies
Taking lawful affirmative or positive action, where appropriate
All breaches of equal opportunities policy will be investigated as alleged misconduct
which could lead to disciplinary proceedings.
This policy is fully supported by senior management and has been agreed with UNISON
6. Aspects of Employment
All colleagues who are involved in any aspect of people management have specific
responsibilities in relation to equality and diversity incorporated into their job descriptions
6.1 Recruitment and promotion
Advertisements for posts will give sufficiently clear and accurate information to enable
potential applicants to assess their own suitability for the post. Information about vacant
posts will be provided in such a manner that does not restrict its audience in terms of sex,
race, marital status, disability, age, part-time or fixed term contract status, sexual
orientation or religion.
6.2 Employment
Company will not discriminate on the basis of sex, race, marital status, disability, age,
part-time or fixed term contract status, sexual orientation or religion in the allocation of
duties between employees employed at any level with comparable job descriptions.
6.3 Training
Employees will be provided with appropriate training regardless of sex, race, marital
status, disability, age, part-time or fixed term contract status, sexual orientation or
religion. Individual circumstances, including those of people with caring responsibilities
or who have a disability, will be taken into account to ensure equality of access to
training opportunities.
7. Roles and Responsibility
All employees of Company, including members of the Board, managers of the company,
employees, sub-contactors and associates have a responsibility to ensure that we work in a fair
and just organization. Some colleagues have specific responsibilities in line with this policy:
2.1 Analyze staffing resources to meet current and future objectives.
In uncertain business settings, the significance of strategic human resources planning can
become obvious very quickly. A company that reacts to circumstances by cutting staff as a
measure to reduce short-term overhead can create unwanted repercussions. What initially looked
like a smart and necessary move to economize in lean times can end up costing the company
much more in the long-run. The resources that will be needed to subsequently recruit, hire, and
train new employees may well exceed any short-term cost savings.
HR Training:
Many organizations that attempt to hire and retain qualified staff without the assistance of
a human resources (HR) professional soon realize that HR training and expertise are
essential to successful recruitment. Hiring, and just as importantly, retaining the right
person for the job saves an organization critical amounts of time and money in the long
run.
Many workers are able to gain entry-level employment with high-school diplomas and
minimal work experience, though individuals who wish to obtain advanced HR jobs are
typically required to obtain bachelor's or master's degrees, complete extensive on-the-job
training, and get HR certification from nationally recognized professional organizations.
In the United States, associations such as the American Society for Training and
Development (ASTD), World at Work, and the Society for Human Resource
Management (SHRM) offer individuals the opportunity to get HR certification in specific
divisions.
Human Resources Planning:
The resources that will be needed to subsequently recruit, hire, and train new employees
may well exceed any short-term cost savings. Forward-looking human resources planning
typically anticipates future staffing requirements. It can help organizations avoid cost
errors.
This aids a business in keeping up with new campaigns and expansion efforts. Failure to
conduct human resources planning can result in low performing departments, employee
dissatisfaction and added strains on existing resources.
Strategic Human Resources Planning:
Both employees and the company will often realize many benefits of planning over the
long-run. In uncertain business settings, the significance of strategic human resources
planning can become obvious very quickly. A company that reacts to circumstances by
cutting staff as a measure to reduce short-term overhead can create unwanted
repercussions.
Providing specialized on-site training, even if provided by senior members of the
company, and offering one-on-one assessment and coaching sessions, can help
employees reach peak performance rates. An important aspect of strategic human
resource management is employee development. This process begins when a company is
recruiting and interviewing prospective employees.
Human Resources Succession Planning:
Usually, the CMS can create an employee’s profile that can be compared to a current job
profile, making for an easier decision on which employee is most suitable for the
position. The system can also create “succession planning,” which helps a company
determine the candidates most deserving of a promotion or those qualified to move to
another vacant position.
Human Resource Planning System:
The resources that will be needed to subsequently recruit, hire, and train new employees
may well exceed any short-term cost savings. Forward-looking human resources planning
typically anticipates future staffing requirements. It can help organizations avoid cost
errors.
Human resource staffing is a vital aspect of being able to meet the demands of the market
economy. Having a solid human resources staffing system also reduces turnover which
can pose a problem in many challenging industries.
Human Resources Planning Society:
In that function, the candidate should be exclusively occupied with human resources
issues, although not necessarily with the broad strategic planning components of HR that
are generally addressed by a company's executive leadership.
The exam itself is created by the Human Resources Certification Institute (HRCI), which
is part of the Society for Human Resource Management (SHRM). HRCI prepares and
sells exam preparation materials, including study guides and sample tests.
2.2 Develop both a job description and person specification.
JOB DESCRIPTION
Job title: Chief Executive
The person appointed will be the first paid CEO of TB Alert, the Chair having undertaken the
directorial function up to now. Creation of the CEO post is seen as a major step-change for the
organization and as the launch pad for a notable increase in activity and impact.
Purpose of job:
To develop the scale and reach of TB Alert’s activities and specifically to:
• Lead TB Alert in the implementation of its business plan;
• Create an even more effective organization capable of delivering excellent, sustainable projects
which contribute towards our goal of increasing access to effective TB treatment;
• Manage the professional staff so as to enable them to maximize their personal contributions;
• Ensure that the charity is well administered and meets its governance responsibilities;
• Enhance the charity’s impact and profile both nationally and internationally.
Main tasks:
Leading and managing the organization
• Work with the Board and its committees to define strategies to implement and further develop
the business plan;
• Lead implementation of the Business Plan, including reviewing progress against the plan and
set appropriate targets;
• Develop operating policies to ensure programs and activities are implemented effectively;
• Have responsibility for day-to-day financial management of the charity, including preparation
of budgets for agreement by the relevant committees of Trustees, and ensuring that income is
maintained and expenditure is controlled in line with budgets and that potential risks are
identified and managed;
• Define the resources (human, material and financial) needed to operate effectively and play a
part in the fundraising required to provide them, particularly in developing relationships with
institutional and statutory grant-makers and high value supporters;
• Lead the staff team and conduct their annual appraisals against agreed personal objectives;
• Work closely with the Chair and Secretary of TB Alert India to provide guidance for the staff
in that country (and other countries where representatives or staff may be appointed).
External Relations:
• Represent TB Alert and maintain effective relationships with principal supporters and
stakeholders including the UK general public, donors and funders, patients and overseas
partners;
• Lead TB Alert advocacy activities including maintaining and developing relationships with
relevant Government departments in the UK and Brussels, with parliamentarians, and with
other significant decision-makers;
• Develop and maintain relations with partner agencies, notably Stop TB Partnership, the
International Union against Tuberculosis and Lung Disease, Results UK, British Lung
Foundation, British Thoracic Society, Target Tuberculosis and Chest, Heart, & Stroke
Association, Scotland;
• Develop and maintain relations with other relevant commercial or institutional bodies in the
medical, pharmaceutical, international development and community health fields;
• Act as the "public face" of TB Alert, representing the charity in press and public appearances
when required.
PERSON SPECIFICATION
The trustees are willing to consider candidates from any background provided they can
demonstrate both the relevance of their skills and experience, and a sense of urgency and
commitment to respond to one of the world’s great killer diseases.
It is likely that the person appointed will be able to show:
• An extensive knowledge and experience of either the Public Health or International
Development sectors, preferably with an NGO focus;
• Three years or more experience in managing a large department or small organization;
• The ability to prepare and manage budgets;
• A record of successful leadership through periods of rapid growth and/or
organizational change;
• Excellent strategic development skills;
• Familiarity with UK charity law and governance issues;
• Experience of staff management including personal development and objective setting;
• Experience of program development, applications to statutory funders and management
of large statutory grants
• The ability to work in a self-directed manner, and to develop good working relationships
with stakeholders and partners;
• Computer literacy in dealing with standard MS word and data processing, spreadsheet
and communication packages.
2.3 Develop a case for additional staffing resources.
Additional Staffing Resources case study
Case Study 19.3: The Yorkshire and Lincolnshire Bank
The bank came into existence two tears ago, on the merger of two separate organizations. One
was the Selby and Goole Building Society, a savings and loan organization with approximately
4,000 staff (800 at headquarters and the remainder in its 250 high street branches). In this
organization management’s motive was to merge with a mutually compatible partner to reduce
its vulnerability to hostile takeover bids and facilitate a move into high street banking. The other
was the Humberside Bank, with about 5,500 employees (1,000 at headquarters and 4,500 in its
250 branches), which merged because of increasingly severe competition from larger, more
progressive banks.
The directors of the new organization decided that its aim should be to become fully competitive
with other high street banks, which would require shedding the rather old-fashioned images of
the prior organizations. Although it had a suitable range of products to do this, a much more
aggressive sales and marketing effort would be required at all levels. However, it was estimated
that 25 per cent of existing headquarters staff would be unsuitable for these activities and, in
addition, significant changes were needed at branch level. For example, people had to become
conversant with the products of both organizations, and there would need to be pronounced
changes in the status and role of branches. Traditionally branches had been highly autonomous,
with branch managers controlling all activities. In the future many of them would become
satellites, with back office activities concentrated in one branch or a regional centre, and the
others relegated to the status of sub-branches, offering only counter services. Moreover, to
expand the volume of business, the new organization decided to open six days each week and to
contain the additional costs that this involved, a much higher proportion of part-time staff would
be used.
Staff began to feel the effects almost immediately. To reduce the number of ‘unsuitable’
employees a programme of voluntary severance with enhanced redundancy payments and
pensions top-up were announced, and over 1,000 people departed within six months. The bank
then recruited a significant number of highly paid specialists in such areas as human resource
management, marketing, publicity and computing from outside the banking industry, together
with a large intake of graduates on an accelerated management training programme. Thus at one
stroke it broke with what had come to be considered the normal pattern in both organizations:
recruitment at sixteen for a planned lifetime career. Shortly after these changes it was noted at a
board meeting that middle managers had begun to report increasing signs of disenchantment
among staff. Sickness absence had nearly doubled and staff was becoming highly resistant to
work anything other than basic hours. Moreover, the director of human resources reported that
employees were leaving the in-house staff association in droves and joining an outside trade
union, which would no doubt seek negotiating rights. This state of affairs caused some
consternation among the directors of the bank. The commitment of staff and their willingness to
change were crucial to future success, but it now appeared that these factors were absent. Thus a
small working party chaired by the director of human resources was formed to consider the
matter. As a first step the working party decided that a survey of staff attitudes was necessary
and an academic, Dr Paul Left, was commissioned to undertake this task. Six months later, he
produced an interim report of his findings, a synopsis of which is given in what follows.
Staff Attitude and Behavior Clusters
The majority of staff in the bank were previously employed in one or other of the two merger
partners. Before commencing the survey it was expected that the different traditions and
backgrounds of the two organizations would be reflected in current attitudes. However, attitudes
were found to be clustered on a different basis and four distinct attitude and behavior clusters
were found. Since there is a degree of attitudinal overlap between two groups, for convenience
these are described first.
Group 1: Longer-serving Headquarters Personnel (both prior organizations)
There are approximately 1,200 staff in this group (57 per cent male and 43 per cent female).
They are aged between 22 and 60 (mean age 37) and the vast majority joined one of the pre-
merger organizations at an early age, usually between 16 and 20. The group also contains a very
small number of graduates who joined direct from university, together with a few qualified
people who joined later in life. In the pre-merger organizations most of them were specialists
who remained in one area of business activity for the whole of their careers. Those who rose in
the occupational hierarchy invariably held specialist banking or building society qualifications,
gained by part-time study.
People in this group have a strong feeling of nostalgia for conditions prior to the merger. When
asked what they felt were the strengths and weaknesses of the respective pre-merger
organizations, they tended to mention only strengths and the following were prominent
responses:
i. the responsibility of handling customers’ money or assets wisely and with probity (66 per
cent)
ii. a good career structure (78 per cent)
iii. working for a caring organization (72 per cent).
An associated question asked what they felt to be the required characteristics of a successful
employee in the pre-merger organization and prominent responses were:
i. attention to detail (75 per cent)
ii. performing one’s own particular duties diligently (89 per cent)
iii. loyalty to the employer (70 per cent)
iv. not exceeding one’s authority or shirking one’s responsibilities (65 per cent).
These people openly admitted that the merger has shaken them to the core, which in some
respects has resulted in an adverse reaction to the new organization. They no longer felt that the
bank valued their expertise and knowledge and most admitted that if they could, they would
leave and find a job elsewhere. A number referred to the current organization in disparaging
terms, for example its not being a bank (or building society) any more, but just a money shop.
Perhaps because of their nostalgia and fondness for the past, many try to retain some semblance
of things as they were, both in a physical way and in terms of behavior. For instance, the size and
quality of office furniture tends to indicate seniority and status, and a great deal of deference and
visible respect is shown to superiors. Desks are always tidied up prior to leaving in the evening
and papers are put away in drawers. Lunchtime conversation often includes a degree of fond
reminiscence about the pre-merger working situation and, unless work itself strictly demands it,
they tend to shun contact with newer members of the organization. Indeed people in this group
are sometimes referred to in slighting terms, such as ‘the others’, ‘the flash Harrys’, ‘the spivs’
or ‘the young Turks’.
Group 2: Longer-serving Branch Staffs (both prior organizations)
This group numbers approximately 6,000 is dispersed among the bank’s 500 high street branches
and consists of full-time staff, from counter clerks to branch managers. The gender composition
and age distribution are roughly the same as group 1, but the mean age is slightly lower at 35.
These people mostly joined one of the pre-merger organizations direct from school, and
graduates or those with higher level qualifications are extremely rare. Few have ever worked in
anything other than a high street branch, although everyone but the juniors has experience of
counter activities and ‘back office’ work. Like group 1, they have a nostalgic view about the pre-
merger situation and are very similar in their perceptions of the strengths of the prior employer
and what were the required characteristics of a successful employee. However, they have a much
stronger dislike of post-merger working, and at times these verges on a bitter sense of betrayal.
The most resented aspects of current work are: (i) the removal of a full range of high street
banking activities from branches; (ii) the new emphasis on selling, rather than advising and
guiding customers. A comment which perhaps sums this up is: ‘There is so much pressure to sell
something to customers that the place has started to feel like a second-hand car showroom.’
Overall, though, the most resented feature of the new organization is what is perceived to be a
complete loss of career opportunities and to quote again: ‘We are history; the future belongs to
the spivs.’
Group 3: New Headquarters Staff
There are approximately 400 staff in this group, with equal percentages of males and females and
an average age of 29. They were mainly recruited within the last two years and make up the bulk
of personnel in either new departments or those that have grown significantly since the merger,
such as human resources, computing, marketing, public relations and product development.
Since they are comparatively recent recruits they have little first hand knowledge of the past and
seem to be committed to the future. When asked they readily identified both strengths and
weaknesses of the bank. The most frequently identified strengths were:
i. rapidly becoming more commercially orientated (69 per cent)
ii. a desire to be a ‘winning’ organization (80 per cent)
iii. a willingness to invest in new technology and staff resources (76 per cent)
iv. a desire to create a new image (53 per cent).
Weaknesses mentioned were:
i. too strong an attachment to the past by some employees (91 per cent)
ii. inflexibility of other employees (82 per cent)
iii. a tendency to move at the pace of the slowest group of staff (88 per cent).
When asked what they felt are, or should be the characteristics of a successful bank employee,
the most frequently mentioned attributes were:
i. performance orientated (78 per cent)
ii. flexibility (67 per cent)
iii. well educated (93 per cent)
iv. competitive (80 per cent)
v. Committed to end results rather than the means to ends (76 per cent).
Most of these people tend to be grouped together in new departments staffed exclusively by
themselves, or where they are in the majority. Their behavior contrasts sharply with people in
group 1. There is little impression of a quiet, orderly and efficient way of doing things and, at
first sight, an observer could be forgiven for thinking that chaos reigns. These people have a
‘can-do’ way of working, and getting things done seems to dominate their attitudes and behavior.
This often means working late into the evening, which sometimes means that they do not come
into work until late the following morning. What characterizes these departments is a strong
collegiate atmosphere in which managers and subordinates are usually on first-name terms and
there is a complete absence of a dress code.
Among these employees there is some recognition that they are different to other people and an
awareness that prior employees could resent or dislike them. Because of this they tend to mix
only with others in the same group and, except for contact about work tasks, they avoid people
from group 1, to whom they sometimes refer rather scathingly as ‘the suits’ or ‘the clones’.
Group 4: New Recruits
This group numbers about 2,000 and consists of part-time, female employees, most of whom
work in branches, but with a few at headquarters. Their average age is 30, but there are two
distinct sub-groups: young women with no children who either only want to work part time or
who would prefer to work full time but cannot obtain a position; married women over 35 who
have returned to work on a part-time basis through choice. They have all been recruited fairly
recently and have little knowledge of pre-merger conditions. Although they were asked about the
strengths and weaknesses of the bank the questions were often greeted with a quizzical look that
gave the impression that such considerations are irrelevant. Thus there was no clear and coherent
pattern of responses, which also applies to questions regarding perceptions of the ideal
characteristics of a successful employee. These evoked only three responses, which were given
by almost everybody: (i) punctuality; (ii) reliability; (iii) knowing your place. Thus there is an
impression that people in this group have a strongly instrumental view of work. They work
because they need the salary and have little desire to become too deeply involved with an
employing organization. This does not mean that they are less diligent than full-time employees,
most of who speak highly of their part-time colleagues. Neither does it mean that they do not mix
or socialize with full timers. Rather it indicates that they either take friendly relations with their
colleagues for granted or do not recognize that it is a facet of work they enjoy.
Although Dr Left’s report confirmed some of management’s worst fears it also gave a clearer
view of the different employee perspectives. However, by the time it was received, over 5,000
employees had resigned from the in-house staff association and in excess of 7,000, some of
whom were new part-time workers, had joined the Bank Staffs Union, which was pressing hard
for recognition rights. Most directors were extremely reluctant to break with tradition by
recognizing an external trade union and the working party headed by the director of human
resources met regularly to try to identify a solution to the issue of staff morale. At some point the
phrase, ‘a problem of multiple cultures’ was coined by the director. He also noted that employee
opinions were so divergent that it would be extremely difficult to find a way of pacifying one
group without upsetting another and, in any event, many of the changes that had upset some
groups were now irreversible. Some way had to be found of bringing about a more uniform
culture that was supportive of the organization’s aims and strategy. With these points in mind he
asked members to give the matter some thought and come to the next meeting with suggestions.
Questions
1. How would you characterize current staff behavior at the Yorkshire and Lincolnshire
Bank?
2. Do you feel that their behavior is attributable to the changes that have taken place, and
why?
3. Are the perspectives, opinions and attitudes held by employees likely to affect
achievement of the bank’s strategic plans?
4. To what extent did the management of the bank take the cultures of the two prior
organizations into account in constructing and implementing its strategic plan?
5. In your opinion is the current situation likely to be a long-term or short-lived
phenomenon and to what extent do you feel it will be an impediment to what the
management of the bank is trying to achieve?
6. Using Schein’s layered model of organizational culture, map the three levels of culture
for the different groups in the Yorkshire and Lincolnshire Bank.
7. Assuming that you are a member of the human resource director’s working party what
arguments would you put forward at the next meeting with respect to:
o Whether there is a ‘problem of multiple cultures’?
o Whether it would be advantageous for the bank to have a culture that is stronger
and more homogeneous?
o The characteristics of an appropriate culture for the bank?
o The practical steps that the bank could take to bring about a revised organizational
culture, and what techniques could be used to do this?
8. How would you describe the organizational climate in the Yorkshire and Lincolnshire
Bank two years after the merger took place?
9. To what extent is the climate in the bank likely to affect its capability to change its
culture?
3.1 Discuss the stages of a selection process
Stages in Selection Process:
• Stage 1: Screening Of Application Forms.
• Stage 2: Tests--Intelligence, Aptitude, Personality, Achievements, Simulation.
• Stage 3: Selection Interview.
• Stage 4: Selection Decision
Stage 1: Screening Of Application Forms.
Application blank or form is one of the most common methods used to collect information on the
various aspects of the applicants’ academic, social, demographic, work related background and
references. It is a brief history sheet of employee’s background, usually containing the following
things:
Personal data (address, sex, telephone number)
Marital data
Educational data
Employment Experience
Extra-curricular activities
References and Recommendations
Stage 2: Tests--Intelligence, Aptitude, Personality, Achievements, Simulation.
Selection Testing
In this section let’ examine the selection test or the employment test that attempts to
asses intelligence, abilities, personality trait, performance simulation tests including work
sampling and the tests administered at assessment centres- followed by a discussion about the
polygraph test, graphology and integrity test.
Intelligence Tests
These are mental ability tests. They measure the incumbent’s learning ability and the ability to
understand instructions and make judgements. The basic objective of such test is to pick up
employees who are alert and quick at learning things so that they can be offered adequate
training to improve their skills for the benefit of the organization. These tests measure several
abilities such as memory, vocabulary, verbal fluency, numerical ability, perception
Aptitude Test
Aptitude test measure an individual’s potential to learn certain skills- clerical, mechanical,
mathematical, etc. These tests indicate whether or not an individual has the capabilities to learn a
given job quickly and efficiently. In order to recruit efficient office staff, aptitude tests are
necessary. An aptitude tests is always administered in combination with other tests like
intelligence and personality tests as it does not measure on-the-job-motivation
Personality Test
Of all test required for selection the personality tests have generated a lot of heat and
controversy. The definition of personality, methods of measuring personality factors and the
relationship between personality factors and actual job criteria has been the subject of much
discussion. Researchers have also questioned whether applicants answer all the items truthfully
or whether they try to respond in a socially desirable manner. Regardless of these objections,
many people still consider personality as an important component of job success.
Achievement Tests:
These are designed to measure what the applicant can do on the job currently, i.e., whether the
testee actually knows what he or she claims to know. A typing test tests shows the typing
proficiency, a short hand tests measures the testee ability to take dictation and transcribe, etc.
physical manipulations of things(e.g., trade tests for carpenters, electricians, plumbers) or
Verbal, involving problem situation that are primarily Such proficiency tests are also known as
work sampling test. Work sampling is a selection tests wherein the job applicant’s ability to do a
small portion of the job is tested. These tests are of two types; Motor, involving language-
oriented or people-oriented (e.g., situational tests for supervisory jobs).
Simulation Tests:
Simulation exercise is a tests which duplicate many of the activities and problems an employee
faces while at work. Such exercises are commonly used while hiring managers at various levels
in an organisation. To asses the potential of a candidate for managerial positions assessment
centres are commonly used.
Stage 3: Selection Interview.
Interview is the oral examination of candidates for employment. This is the most essential step in
the selection process. In this step the interviewer matches the information obtained about the
candidates through various means to the job requirements and to the information obtained
through his own observations during the interview. Interview gives the recruiter an opportunity –
To size up the candidate personally;
To ask question that are not covered in the tests;
To make judgments on candidates enthusiasm and intelligence;
To assess subjective aspects of the candidate – facial expressions, appearance,
nervousness and so forth;
To give facts to the candidates regarding the company, its policies, etc. and promote
goodwill towards the company.
Stage 4: Selection Decision
When making and processing the final selection decision, there are three points to bear in mind:
Decisions need to be based solely on the criteria previously defined in the person
specification and on the needs of the job.
A brief written assessment of each interviewed candidate should be produced and kept
with other papers relating to the selected candidates applications for at least six months
from the date of the offer of appointment. (If a rejected candidate makes a formal
complaint about unlawful discrimination, the Employment Tribunal will ask for such
assessments.)
A candidate should not be rejected solely on the assumption that their prospective
colleagues may resent the appointment of a candidate of a particular sex or ethnic origin
or on any other generalized grounds.
3.2 Describe the methods to support selection decision.
Methods to support selection decision.
1-Interview Techniques
There are many possible approaches to conducting a selection interview. Whatever the approach
one point is certain - the interview will be extremely important to both the applicant and the
employer. For most selection situations, the interview provides the opportunity to evaluate
applicants and for applicants to gain an impression of the organization at first hand.
Major features of the approach to selection interviewing recommended include:
Focusing attention on the competencies most critical to success in the position, and
making the most effective use of the interviewing time available.
Use of a structured interview format based on careful preparation of a written checklist of
questions.
An emphasis on obtaining specific examples of relevant past behavior, rather than
attempting psychological analysis of personality which uses hypothetical questions or
relying on subjective reactions to applicants.
Use of several interviewers (panel) to share information, offset 'judgment bias' and to
reach consensus ratings of applicants.
Separation of fact gathering from comparative evaluation of applicants.
Objective, reliable and logical methodology.
Note taking during the interview, and documentation of the reasons for selection
decisions.
i. Plan for the interview
More effective use of interview time is gained by reviewing job requirements in order
to prepare a list of interview questions which will provide job relevant information.
Sample interview questions and sample interview plans have been prepared to assist
you in your preparation.
ii. Separate data collection and judgment
Interviewers often make lasting decisions about applicants in the first few minutes.
The usefulness of the interview as an information gathering process is then lost as the
interviewer simply looks for information to support this initial judgment. Using a
structured interviewing process to seek information on job relevant behavior
minimizes this problem.
iii. Behavior predicts behavior
If you want to know how somebody is likely to behave in a certain situation, the best
thing to find out is how they behaved in the past when placed in a similar situation. If
a candidate has been able to meet deadlines and to work well with other people in the
past, then the chances are they will be able to do so in the future. As with any
prediction method, you will sometimes be wrong using past behavior to predict future
behavior so care must be taken to find supportive evidence (i.e. through referee
reports).
iv. Develop questioning, listening and note taking skills
Knowing what to look for and having planned questions which will draw out
information about the relevant past behavior of applicants is a good start.
Interviewers still need to conduct the interview skillfully, however. The key skills of
questioning, listening and note taking are central to the success of the interview. The
criteria focused interviewing process provides clear guidelines for applying these
skills to meet the needs of both the interviewer and the applicant.
2-Integrating the interview with other selection techniques
The clear criteria and rating methods utilized allow for integration of interview findings with
other selection techniques such as the application, referee reports, samples of job behavior and
ability tests. Psychological tests are not currently used by USQ. This means the accuracy of the
interview and other selection tools can be cross-checked. Alternatively, different selection tools
can be used to measure different competencies relevant to the position. This specialization
allows for more in-depth coverage of competencies. A simple example might be when selecting
a computer operator. A test of ability might be used instead of using the interview or referees'
report to get information about past performance or skill levels. Similarly, having a lecturer
make a presentation may allow for an assessment of prepared oral presentation skills. The
interview and referees' reports can then concentrate on other critical aspects. However, they
should be focused clearly on objective and independent feedback of the applicant against the
selection criteria. When the results of the application and interview are added to results of tests
and referees' reports, a comprehensive profile is available for selection decision making.
3-Selection decision making by panel discussion
When the interviewing, reference checking and other information gathering stages are complete,
a final decision can be made. In the process recommended, a number of people will have been
involved in gathering information. It is important for each person to share the information so
that all relevant data is considered. This requires an effective process of group decision making.
Bringing applicant data together and discussing it, criterion by criterion, allows for ratings to be
supported by behavioral or factual evidence - not just surface impressions. These findings need
to be documented on the interview summary form.
3.3 Identify the stages of a selection process, where records are kept and nature of those
records
Stage 1: Screening Of Application Forms.
Stage 2: Tests--Intelligence, Aptitude, Personality, Achievements, Simulation.
Stage 3: Selection Interview.
Stage 4: Selection Decision
The record unique in relation to other types of information.
1. Records are evidence of actions and transactions;
2. Records should support accountability, which is tightly connected to evidence but
which allows accountability to be traced;
3. Records are related to processes, i.e. “information that is generated by and
Linked to work processes”
4. Records must be preserved, some for very short time and some permanently.
These four characteristics of records make them different from other types of
information. In an organization records are part of the organizational memory and are used to
support organizational management. The evidential value of a record can only exist if the
content, structure and context are preserved. The context is the link between different
records that belong together, and also to the process where the record was created.
The above criteria are defining what a record must achieve, but the criteria do not explain
and exemplify what characteristics are needed in order for records to be formalized in an
information system.
Selection Procedure
The Main Objective of a selection procedure is to determine whether an applicant meets the qualification for a specific job, and then to choose the applicant who is most likely to perform well in that job.
The entire process of selection begins with an initial screening interview and concludes with a final employment decision. When a selection policy is formulated, organizational requirement like technical and professional dimensions are kept in mind.
3.4 Evaluate the selection process
Selection process can be evaluated as:
1. Reception of applications or preliminary screening
2. Application bank that gives a detail about the applicant's background and life history
3. A well conducted interview to explore the applicant's background
4. The physical examination
5. Psychological testing that gives an objective look at a candidates suitability for that job
6. A reference check
7. Final Selection approved by the manager
8. Communication of the decision to the candidate.
4.1 Identify a communication required during a selection process.
Three strategies can be used to determine the validity of a selection method. The following
section lists and discusses these strategies:
1. Content-oriented strategy: Demonstrates that the company followed proper procedures in
the development and use of its selection devices.
2. Criterion-related strategy: Provides statistical evidence showing a relationship between
applicant selection scores and subsequent job performance levels.
3. Validity generalization strategy: Demonstrates that other companies have already
established the validity of the selection practice.
4.2 Develop an induction plan for an appointed candidate
A suitable Induction Program should be prepared for the new employee, which includes:
Background to the organization
I.e. Services provided Number of Employees, the organizations Mission
Statement and Future.
Geographical layout
I.e. Departments, Services, Facilities, Car Parking.
Policies & procedures
I.e. Personnel, Industrial Relations, Health & Safety.
The employees rights, responsibilities & benefits
o Rights: Wage/Salary System, Pension Arrangements and further
education/training.
o Responsibilities: Hours, Sickness, Health, Safety and Fire Regulations.
o Benefits: Holidays, Services - (Private Health Insurance, Staff Restaurant)
and Sports & Social Activities.
The line manager for the new appointee will need to plan, and make arrangements
for, the local induction. This is likely to extend over a number of weeks.
Induction is not something that can or should be highly standardized. Instead it should
be tailored to the needs of the new post holder and the specific areas of responsibility
that they will hold.
The line manager will make arrangements for the new starter’s arrival, for example
by making sure that a desk, chair, telephone and PC are set up.
General induction to QAA
The general induction to QAA normally takes place on the employee’s first day, and
spans the majority of that day. The format is, however, modular, and so it is possible
to fit this around the other activities in the team or commitments of the line manager.