Human Resources Recruitment and Selection

This assignment delves into the realm of human resources (HR) management, focusing on key aspects such as recruitment, selection, training needs, and the significant role HR managers play in these processes. It discusses the importance of creating right job descriptions to attract suitable candidates, and reviews various literature and sources related to HR practices, including policy and practice in European human resource management.

RECRUITMENT AND
SELECTION IN
BUSINESS

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
P1 Recruitment plan using internal and external resources........................................................1
P2 Impact of regulatory framework on recruitment and selection activities..............................3
TASK 2............................................................................................................................................4
P3 Preparation of documents used in selection and recruitment activities.................................4
TASK 3............................................................................................................................................6
P4 Plan to take part in a selection interview...............................................................................6
P5 Take part in a selection interview.........................................................................................7
CONCLUSION................................................................................................................................7
REFERENCES................................................................................................................................9

Illustration Index
Illustration 1: Sources of recruitment..............................................................................................1

INTRODUCTION
Recruitment and Selection is not only a basic but as well a crucial activity of Human
Resource Management and it also is the main approach to recommend talents into companies and
organizations (Aravamudhan and Krishnaveni, 2015). The report will argue about the necessary
principles which recruitment and selection process should have and what key points should be
focused on by HR managers. Furthermore, several suggestions and measures will be provided to
the HR manager in order to decide on which approach is most appropriate for their organizations.
TASK 1
P1 Recruitment plan using internal and external resources
Recruitment and selection process is concerned with identifying, attracting and choosing
suitable person to meet organisations human resource requirements. Unilever is a consumer
goods company and Barclays which is a multinational bank have been involved in the
recruitment process where they use various sources in order to attract right kind of talent in order
to fulfil organizational objectives.
Internal Sources:
When a vacancy arises in the organisation, it may be given to an employee who is already
on the pay-roll. Internal sources include promotion, transfer and in certain cases demotion. When
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Illustration 1: Sources of recruitment
Source: Ash, Hodge and Connell, 2013.

a higher post is given to a deserving employee, it motivates all other employees of the
organisation to work hard. The employees can be informed of such a vacancy by internal
advertisement.
Methods of Internal Sources:
The Internal Sources Are Given Below:
 Transfers: Transfer involves shifting of persons from present jobs to other similar jobs.
These do not involve any change in rank, responsibility or prestige. The numbers of
persons do not increase with transfers It is a common practice followed by Barclays.
 Promotions: Promotions refer to shifting of persons to positions carrying better prestige,
higher responsibilities and more pay. The higher positions falling vacant may be filled up
from within the organisation. A promotion does not increase the number of persons in the
organisation. A person going to get a higher position will vacate his present position.
Promotion will motivate employees to improve their performance so that they can also
get promotion (Brewster and Hegewisch, 2017).
 Present Employees: The present employees of a concern are informed about likely
vacant positions. The employees recommend their relations or persons intimately known
to them. Management is relieved of looking out prospective candidates. The persons
recommended by the employees may be generally suitable for the jobs because they
know the requirements of various positions. Unilever use his type recruitment process in
order to select individuals.
External Sources
All organisations have to use external sources for recruitment to higher positions when
existing employees are not suitable. More persons are needed when expansions are undertaken.
The external sources are discussed below:
 Advertisement: It is a method of recruitment frequently used for skilled workers, clerical
and higher staff (Martinko and et.al., 2013). Advertisement can be given in newspapers
and professional journals. These advertisements attract applicants in large number of
highly variable quality.
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 Employment Exchanges: Employment exchanges in India are run by the Government.
For unskilled, semi-skilled, skilled, clerical posts etc., it is often used as a source of
recruitment. In certain cases it has been made obligatory for the business concerns to
notify their vacancies to the employment exchange (Brewster and Mayrhofer, 2012). In
the past, employers used to turn to these agencies only as a last resort. The job-seekers
and job-givers are brought into contact by the employment exchanges.
 Schools, Colleges and Universities: Direct recruitment from educational institutions for
certain jobs (i.e. placement) which require technical or professional qualification has
become a common practice. A close liaison between the company and educational
institutions helps in getting suitable candidates. Barclays and Unilever pick up
competitive students from colleges and universities.
P2 Impact of regulatory framework on recruitment and selection activities
There are various laws which must be considered during the recruitment process which
includes legislation regarding discrimination and equality as well as other ethical issues.
Employers could risk heavy penalties if they were found to be breaching the laws. The Equality
Act 2010 brings together a number of old legislations together into one law. This covers all
aspects of discrimination in the workplace including age, sex, orientation, race and religion. It
also includes gender realignment and pregnancy and maternity. The Equality Act covers 9
protected characteristics.; Victimisation occurs when an employer treats an employee unfairly
because they have brought a claim under the Equality Act. The Sex discrimination act 1975/97
states that employees are protected from discrimination on the basis of their gender or sexuality
under the Equality Act 2010 (Bryson, James and Keep, 2013). Protection from discrimination
applies to recruitment; terms of employment; access to training and promotion; access to
benefits, facilities/services and dismissal. Sex discrimination occurs when an employee or
potential employee receives unfair treatment because of his/her sex.
Employees must receive protection from this type of discrimination, victimisation and
harassment. Employees who believe they have been mistreated under the Race relations act can
take their employer to the industrial tribunal. Indirect and direct discrimination can also apply to
this act. An example of direct discrimination would be a job advertisement stating that only black
people can apply for that job. Indirect discrimination would apply if you were discriminated on
the grounds of colour or nationality. For example; a rule that employees must not wear headgear
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could exclude Sikhs who wear a turban or Jews who wear a yarmulke, in accordance with
practise within their racial group. The next act which employers must consider is the Equal Pay
Act 1970. This act forces employers to pay and women equally. This includes all benefits and
aspects of pay. When the act was introduced in 1970, the gap between men and women was
37%. This act ensures that men and women are paid equally when they are doing either; the same
jobs, equivalent jobs or jobs of an equal value (Chaneta, 2014).
TASK 2
P3 Preparation of documents used in selection and recruitment activities
Job advertisement for the post of sales assistant
JOB OPPORTUNITY
UNILEVER LTD.
VACANCY – SALES ASSISTANT
The candidate should have :
 1+ years experience as sales assistant preferably in consumer store
 MBA in marketing
 Good written and spoken communication skills in English
 Knowledge of basic computer skills
 Ability to work in a team
 Presentable and proactive
CONTACT US
Drop your CV @ [e-mail]
Unilever UK Limited
Unilever House, Leatherhead, Surrey, KT22 7GR
Phone number: [phone]
www.unilever.co.uk
Job description for sales assistant
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Job title Sales Assistant
Department Retail
Reporting to Assistant manager / Manager
Job responsibilities  Greeting customers promptly
 Answering the telephone courteously
 Responding to customer queries
 Directing customer services issues or special request to the
manager as needed
 Attend sales training meetings
 Maintain proper display of products and ensure that it comply with
the company's quality standards.
 Strategize with sales manager to meet sales targets.
Salary Negotiable
Person's specifications for the post
Requirements  Confident about selling
Have a positive, helpful attitude
Can get on well with a wide range of customers
Skills required Excellent customer service and communication skills
Sales skills
Ability to handle cash and change
Working hours 40 hours a week (flexible)
Qualification MBA in marketing
Experience 1+ years
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The main purpose of a job advertisement is to attract suitable candidates for the position.
An effective ad reduces the time companies spend interviewing unsuitable candidates by
providing a precise statement of job requirements. A job advertisement also plays a secondary
role by helping to position the company as a growing organization staffed by quality people. This
can help create awareness and interest from qualified people who might be attracted to the
company for future vacancies. It has been created for the post of sales assistant in order to attract
people who are interested for this post (Costen, 2012).
A job description summarizes the duties of a position and states the essential
responsibilities of the job. A company relies on a job description to relay this information
regarding a work role to potential candidates to encourage qualified applicants to apply and
discourage the application of unqualified individuals. The job description also serves to structure
job interviews by focusing attention on the work requirements and applicant credentials that are
most important to success in the position to be filled. It helps the candidate to judge whether
he/she is interested for the job or not.
The person specification is a description of the qualifications, skills, experience,
knowledge and other attributes (selection criteria) which a candidate must possess to perform the
job duties. The specification are derived from the job description and forms the foundation for
the recruitment process. Unilever and Barclays is able to select the candidates whose
specifications match with that of requirement of the post.
TASK 3
P4 Plan to take part in a selection interview
Human resource managers have strategic and functional responsibilities for all the HR
disciplines. A human resource manager has the expertise of an HR generalist combined with
general business and management skills. In large organizations, a human resource manager
reports to the human resource director or a C-level human resource executive. In smaller
companies, some HR managers perform all the department's functions or work with an HR
assistant or generalist that handles administrative matters. Regardless of the size of department or
the company, a human resource manager should have the skills to perform every HR function, if
necessary (Kang and Shen, 2013).
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Talent selection and acquisition is a complicated process. It doesn’t have to be, but it
ends up being quite involved. There’s the sourcing and mining of talent, which means sharing
company's opening with the market in which one will discover ideal candidates. One also have
the screening, evaluating and analysing of the applicants’ resumes, cover letters, and social
profiles. Then the initial interview, usually starting with a phone call, then the face to face
interview, which presents its own challenges logistically speaking (Klotz and et.al., 2013).
The number of days lost in key projects and the cost of delays can be the direct results of
weak hiring and low-quality recruitment process. Weak hiring not only causes losses in terms of
project delays but can also help miss strategic opportunities. There is no guarantee that
candidates who performed well in the recruitment exercise will do well in performing
organizational functions. Therefore, it is important that new employees are given orientation into
a company’s functions before they are given important tasks As an HR manager, I will try to
improve selection process and give the enough training so that they can perform well in the
entity. I will purchase recruitment and talent management software to manage the recruitment
and selection process more efficiently. It will help the company to get right kind of talent in the
organization.
P5 Take part in a selection interview
Most HR departments use the major portion of their effort and money to manage
employees, and as a result, they are usually unable to adequately fulfil the organization’s hiring
needs. Inevitably, organizations end up hiring too many or too little employees to fill vacancies.
If the number of employees in a department exceeds the need, then the organization will suffer a
loss as the cost of maintaining that department increases in comparison to its earnings. On the
other hand, if a key position is left vacant then that causes losses too as it directly results in
reduced corporate revenue (Siavelis, 2012).
I as an HR manager locates the talent, then shares the best applicants (resumes, social
profiles) to the hiring manager, allowing them to select the ones that they would like to see
included in the interview process, and then from there I will conduct the primary screenings to
make sure all skill and education requirements are met. I will consolidate and consider the notes
of co-workers in different departments. Once the top candidates are identified, I and the hiring
manager or supervisor should interview the perspective employees.
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The final recommendation will get my approval the ultimate veto power lies in my hands
because HR is trained to find the best candidate save for using sex, race, age, ability or any other
physical characteristics.
CONCLUSION
Human Resources (HR) is concerned with the issues of managing people in the
organisation. The Human Resources department is responsible for many people related issues in
an organisation. The process of recruiting suitable candidates for the organisation (Roi, 2013).
Identifying and meeting the training needs of existing staff. There is a major role played by the
HR manager in the selection process in order to choose ideal candidate. Further, it is important to
float right job description to attract people who matches with the specifications.
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REFERENCES
Books and Journals
Aravamudhan, N.R. and Krishnaveni, R., 2015. Recruitment and Selection Building Scale:
Content Validity Evidence. SCMS Journal of Indian Management. 12(3). p.58.
Ash, R., Hodge, P. and Connell, P., 2013. The recruitment and selection of principals who
increase student learning. Education. 134(1). pp.94-100.
Brewster, C. and Hegewisch, A. eds., 2017. Policy and Practice in European Human Resource
Management: The Price Waterhouse Cranfield Survey. Taylor & Francis.
Brewster, C. and Mayrhofer, W. eds., 2012. Handbook of research on comparative human
resource management. Edward Elgar Publishing.
Bryson, J., James, S. and Keep, E., 2013. Recruitment and selection.Managing human resources.
Human Resource Management in transition, pp.125-149.
Chaneta, I., 2014. Recruitment and Selection. International Journal of Management, IT and
Engineering. 4(2). p.289.
Costen, W. M., 2012. Recruitment and Selection. The Encyclopedia of Human Resource
Management: Short Entries, pp.379-387.
Kang, H. and Shen, J., 2013. International recruitment and selection practices of South Korean
multinationals in China. The International Journal of Human Resource
Management. 24(17). pp.3325-3342.
Klotz, A.C. and et.al., 2013. The role of trustworthiness in recruitment and selection: A review
and guide for future research. Journal of Organizational Behavior, 34(S1).
Martinko, M. J. and et.al., 2013. A review of abusive supervision research. Journal of
Organizational Behavior, 34(S1).
Siavelis, P. M., 2012. Pathways to power: Political recruitment and candidate selection in Latin
America. Penn State Press.
Online
Roi, N., 2013. The three stages of recrutment-attraction, selection and retention. [Online].
Available through <https://www.businesszone.co.uk/community-voice/blogs/silkroad/the-
three-stages-of-recruitment-attraction-selection-and-retention> [Accessed on 11th July
2017].
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