Recruitment & Selection Strategies

This assignment explores the various strategies employed in recruitment and selection within organizations. It delves into the advantages and disadvantages of both internal and external recruitment methods, considering factors such as cost-effectiveness, time efficiency, and potential benefits gained from each approach. The analysis also highlights the influence of industry sectors on recruitment practices and emphasizes the importance of strategic HR management in attracting and retaining talent.

UNIT 13 RECRUITMENT
AND SELECTION

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
P1 Identifying how two businesses plan recruitment using internal and external sources.........1
P2 Impact of the legal and regulatory framework on recruitment and selection activities........2
TASK 2............................................................................................................................................3
P3 Preparation of the documents used in selection and recruitment activities...........................3
TASK 3............................................................................................................................................5
P4 Planning to take part in selection interview...........................................................................5
P5 Taking part in selection interview..........................................................................................6
CONCLUSION ...............................................................................................................................6
REFERENCES ...............................................................................................................................7

INTRODUCTION
Two important functions of a human resources department are recruitment and selection.
Though linked together in what is generally called the employment discipline of human
resources, they are two distinct functions. Recruitment can be defined as searching for and
obtaining a pool of potential candidates with the desired knowledge, skills and experience to
allow an organisation to select the most appropriate people to fill job vacancies against defined
position descriptions and specifications (Chapman and Webster, 2003). Once a pool of
candidates has been identified through the recruitment process the most appropriate candidate, or
candidates are identified through a selection process including but not limited to interviewing,
reference checking and testing. The purpose of the selection process is to ensure that the best
person or people are appointed to the role or roles using effective, fair and equitable assessment
activities.
TASK 1
P1 Identifying how two businesses plan recruitment using internal and external sources
The two organization that are being taken includes House of Fraser and Land Rover.
House of Fraser (HOF) is a British, national organisation within the retail industry, that sell an
array of products under 5 main departments in-store store from Handbags to Televisions to
Make-up and Men’s Shoes. On the other hand Land Rover is a British car manufacturer which
specialises in four-wheel drive vehicles, and are famously renowned for the creation of ‘off-road’
vehicles such as the Defender, Freelancer and now more recently the exclusive Range Rover
collection.
Internal and External sources used to recruit
HOF usually recruits internally, as this is a cost-effective and time-saving method. If they
choose to advertise internally, posters are situated within the staff room and locker room where
employees are most likely to see the advertisements. However they do also advertise their
vacancies clearly on their intranet site for current employees if they wish to look, but these
vacancies can also be found by members of the public ‘externally’ on the House Of Fraser
website too which is also a fairly cheap process as it does not require a third party input, which
would usually be a job centre or newspaper, who could advertise on behalf of the company.
Advertisements can also be found in shop windows which along with other external methods of
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advertisements can be costly. It is known that advertising internally for a vacancy in-store is
usually a quicker process than externally as the process consists of less filtration of candidates
and interviewing which as well can be costly to the company which could be an opportunity cost,
as this money could be spent on other expenditures such as bonus schemes and better facilities
for employees (Covert, 2011).
Internal and External sources used to recruit
Land Rover recruits internally and externally, depending on the vacancy available.
However it is true that when recruiting internally, it saves time and it is a cost effective method
to recruit, so it is likely that Land Rover would prefer to recruit internally, if they had the choice.
By recruiting internally, they can post advertisements on their Intranet for their current
employees to see, and also ‘in-store’ for example in staff rooms, where their staff are likely to
see it (Girard and Fallery, 2009). If Land rover chose to recruit externally, this may be time-
consuming and fairly expensive and an opportunity cost would be that Land Rover could invest
this money elsewhere for example in Bonus Schemes, but it would allow other people who may
bring new ideas and strategies, to join the company which may benefit them. Land Rover only
advertise externally using one method, which is on their website, on a specific page that is
dedicated to vacancies, which is the cheapest method of external recruitment, as it is their own
website.
P2 Impact of the legal and regulatory framework on recruitment and selection activities
As recruitment and selection is very important part for any organisation, there will be a
lot of legislation that every company will need to comply of. This is to ensure that the process is
fair and that everyone can have equal access to job vacancies. Acts of Parliament and Legislation
are created in order for businesses and people to co-operate effectively whilst adhering to
specific rules that prevent discrimination, inequality and victimisation. If legislation is not
adhered to, action can be taken against those discriminating which can result in fines or possibly
prison sentencing. Legislation is created to set a fair and secure relationship between employees
and employers. Equality Act 2010: The Equality Act 2010 is legislation which enables anybody with
specific characteristics to have equal rights and protection from discrimination and
victimisation. Characteristics may include: Race, religion, sexuality, disability.
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 Sex discrimination Act 1975: This specific act makes it illegal to judge someone's
potential based on their gender. This impacts recruitment because it means that
companies are now obliged to treat both men/ women equally and hove them the same
opportunities (Hall, Pilbeam and Corbridge, 2013). This act also forces companies to pay
the employees equally regardless of gender, which is also involved in the Equal Pay Act
1970. European Working Time Directive: The European Working Time Directive is legislation
which enables EU workers, the right to a minimum number of holidays per year, paid
breaks, and some sort of rest for at least 11 hours in any 24 hours. Employment Act 2002: The Employment Act 2002 is legislation that is intended to
provide an incentive for employers and employees to resolve any problem through
dialogue, in cases where such procedures have not existed previously or have been used,
and as a result of this, forestall legal action (Jiang and Baer, 2012). Within the piece of
legislation itself there are two different types of procedure defined in the Act: A standard
procedure and a simple, more modified procedure. National minimum wage: The national minimum wage is the amount of money set by the
government which should be paid by every company to their employees. The national
minimum wage is different for certain age and there are specific rates for different ages
16, 18, 21 and 22 or over and every country has it how National Minimum Wage and
which should be respect by every employer. Data Protection Act 1998: The Data Protection Act 1998 (DPA) is legislation which
ensures that the miss-use and miss-placement of data on identifiable living people does
not occur (Key legislation regarding recruitment and selection, 2013). It is the main
piece of legislation that governs the protection of personal data in the UK.
 Race relations Act 1970: This act was introduced by the parliament to ensure that
regardless of race, everybody would be offered the same opportunities. Just like
discrimination act this means that during recruitment a company is obliged to treat each
candidate equally and is illegal for them to judge someone's ability to do a job on the
colour of their skin (Purce, 2014).
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TASK 2
P3 Preparation of the documents used in selection and recruitment activities
Job Description
The purpose of a job description is to give information about the job responsibilities, the
job function, the duties and what the expectations are for a certain kind of job so the employee or
the person who is applying for this job (Klotz and et. al., 2013). Every organization have their
own job description because every company has other responsibilities, duties and job functions.
Other Duties and Responsibilities
 The post holder agrees to undertake training and development as appropriate and to also
keep apprised of developments in his/her field of expertise.
 To undertake other duties as reasonably requested from time to time, taking into
consideration the rate of remuneration and the capabilities of the employee This job description is current at commencement of employment. In consultation with
you, it is liable to variation by management to reflect or anticipate changes in, or to the
job.
Job requirements
Responsibility for the development and management of the sales and administration
teams (Midlands and South)
 Play a critical role as part of the sales management team and developing the sales
strategy Increase sales within area of responsibility
 Open and build on new accounts in the designated territory to contribute to sales target
 Manage day-to-day sales activities Provide sales planning for the designated region, to ensure market potential is achieved
and action plans are in place for further profitable growth
Person specification
 Proven successful track record of growing attendances and sales in a theatre and
entertainment context
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 Proven successful team leadership and development of individuals’ performance
 Track record of developing with relevant team members, and of implementing, new and
successful marketing and sales campaigns
 Numeracy, literacy and IT competence commensurate with the demands of the Post
 Ability to work unsociable hours in line with the demands of the Post.
TASK 3
P4 Planning to take part in selection interview
The things that would be considered prior to the process of interview have been
enumerated in the manner as under:
 View the recruitment process in its entirety, from advertising the position through to
selection. At each stage, ensure that practices and policies do not discriminate against
disabled applicants and consider any reasonable adjustments that may be required.
 Remember that the duty is to make adjustments that are reasonable. What is reasonable is
dependent on factors such as the size of the business and the disruption likely to be
caused by making the adjustment (Mathis and Meglich, 2016). It may not always be
possible or reasonable to implement the necessary adjustments.
 Ensure that only qualifications and requirements that are relevant and necessary for the
performance of the role are stipulated in the advertisement, person specification or job
description.
 Establish whether or not an applicant requires any reasonable adjustments for the
interview (Mondy and Martocchio, 2016).
 Do not ask questions about a candidate's health or disability before offering him or her
employment, unless this is for a reason allowed under s.60 of the Equality Act 2010.
 After making a conditional or unconditional job offer, discuss with the employee what, if
any, reasonable adjustments he or she would require in relation to the work.
 Ensure that the consultation and decision-making process relating to any adjustments is
adequately documented.
 If using a recruitment agency, ensure that the agency is aware of its duty to make
reasonable adjustments.
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P5 Taking part in selection interview
Some interviewers find that they spend a lot of time in interviews describing the position
and providing general information for applicants. Think about what you want applicants to know
about the job, your department, the University as a whole, UO benefits, and so forth. Instead of
sharing information verbally in each interview, it may be more efficient to provide written
materials for applicants. The focus of the interview can then be on the applicant and their
qualifications.
When calling applicants to schedule interviews, let them know who will be present
during the interview and the approximate duration (McClean and Collins, 2011). Schedule the
interview in a room that is accessible to people with disabilities and free of interruptions or other
distractions.
The first step of a successful interview includes building rapport with the applicant.
Introduce interview panel members including their title and relationship to the position being
filled. Let the applicant know that they will be given the opportunity to ask questions at the end
of the interview. Give a time frame (e.g., "We expect the interview to last about 30 minutes and
have questions for you").
CONCLUSION
In conclusion from researching a little into the background of vacancies and why they
occur within a business, it seems clear that the reasons vacancies occur are fairly similar, but this
depends on the sector or industry that a business operates within, and this may lead to a differ in
reasons for vacancies. In terms of recruitment, it is clear that the more cost-effective and time-
effective method of recruitment is Internal, but it seems that with External recruitment other
benefits can be gained too.
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REFERENCES
Journals and Books
Chapman, D. S. and Webster, J., 2003. The use of technologies in the recruiting, screening, and
selection processes for job candidates. International Journal of Selection and Assessment.
11(2/3). 113-120.
Covert, S. P., 2011. Creating a Web-Based Employee Orientation and Induction Program.
School Business Affairs. 77(1). 8-10.
Girard, A. and Fallery, B., 2009. E-recruitment: new practices, new issues. An exploratory study.
In Boudarouk, T., and Ruel, H., (Ed.) Human resource information systems. London: Emerald
Group Publishing.
Hall, D., Pilbeam, S. and Corbridge, M., 2013. Contemporary themes in strategic people
management: a case-based approach. London: Palgrave Macmillan.
Jiang, K. and Baer, J. C., 2012. How does human resource management influence organizational
outcomes? A meta-analytic investigation of mediating mechanisms. Academy of management
Journal. 55(6). pp.1264-1294.
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). 104-119.
Mathis, R. L. and Meglich, P., 2016. Human resource management. Nelson Education.
McClean, E. and Collins, C. J., 2011. High commitment HR practices, employee effort, and firm
performance: Investigating the effects of HR practices across employee groups within
professional services firms. Human Resource Management. 50(3). 341-363.
Mondy, R. and Martocchio, J.J., 2016. Human resource management. Pearson
Purce, J., 2014. The impact of corporate strategy on human resource management. New
Perspectives on Human Resource Management (Routledge Revivals). 67.
Online
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