Recruitment Process Analysis

This assignment delves into the recruitment process, defining it as a systematic method used by firms to identify and select suitable candidates for vacant positions. It emphasizes the need for qualified individuals with appropriate skills and knowledge. The analysis explores various aspects of recruitment, including internal and external sources, assessment methods, and the challenges companies encounter during the process.

RECRUITMENT

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK1.............................................................................................................................................1
P1 Recruitment using internal and external sources...................................................................1
P2 Impact of legal and regulatory framework on recruitment and selection activities...............2
TASK2.............................................................................................................................................4
P3 Documents used in selection and recruitment activities........................................................4
TASK 3............................................................................................................................................5
P4 Plan to take Selection interview............................................................................................5
P5 Take part in selection interview.............................................................................................6
CONCLUSION................................................................................................................................7
REFERENCES................................................................................................................................8

INTRODUCTION
Recruitment is a process of identifying, screening, short-listing and hiring potential
resource for filling up the vacant positions in an organization. It is a core function of Human
Resource Management. it is the process of choosing the right person for the right position and at
the right time. Recruitment also refers to the process of attracting, selecting, and appointing
potential candidates to meet the organization’s resource requirements (Bangerter, Corvalan and
Cavin, 2014). The hiring of the candidates can be done internally i.e., within the organization, or
from external sources. And the process should be performed within a time constraint and it
should be cost effective.
TASK1
P1 Recruitment using internal and external sources.
Within this assessment I will be evaluating how external and internal are used during
recruitment within both Sainsbury’s and IKEA. There are many different reasons why vaccines
within a business occur, for example within Sainsbury’s it is likely that a job would be advertised
for such reasons as:
 The company has had to fire and remove an employee for misconduct.
 An employee passes away.
 An employee has left for reasons such as retirement, new job opportunity etc.:
 Long term sickness leave or holiday results in a temporary vacancy that needs to be filled.
 An employee within Sainsbury’s has been promoted producing a new vacancy (Cabellero and
Walker, 2010).
 Increase in demand of the product offered by this company may result in staff needing to be
increased.
 The company has produced a large amount of profit resulting in them having the ability to
invest in the increase in staff.
 Sainsbury’s is planning on expanding their business.
Internal Recruitment
Internal recruitment is the process of recruiting within the business through stages such as
recruitment and re-training of staff. If a company is unable to find any suitable candidates they
will progress on to external recruitment. The advantage of using internal recruitment compared
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to external is that it’s cheaper and quicker. The employees within Sainsbury’s are also aware as
to how the business operated and are familiar with any procedure, resulting in limited training
being needed. The idea of being promoted also motivates staff to perform at their best which
allows for a business like Sainsbury’s to operate to an excellent standard. A final advantage of
internal recruitment is that the company already knows the strengths and weaknesses of their
employees. However, there are also limitations involved with regards to internal recruitment. For
example, internal recruitment limits the number of potential candidates (Dineen and Soltis,
2011). The potential for new ideas to arise within the business is also restricted due to the fact
the company is using the same employees. Finally, though the idea of promotion tends to
motivate employees, those who are unsuccessful in the process will be disappointment and may
result in resentment and demotivation amongst workers.
External Recruitment
If Sainsbury’s or IKEA decided internal recruitment is not best fitted for them they will
decide to progress on to external recruitment. A few advantages of this is the fact the company
has more options, the ideas may be fresh and a new person may be more motivated compared to
someone who’s been in the organisation for years. However, there are many disadvantages of
external recruitment such as the fact it’s expensive, time consuming and the company may be
unable to find someone suitable for the job.
P2 Impact of legal and regulatory framework on recruitment and selection activities.
There are lots of different legal and ethical limitations the HR department within a
business has to consider during recruitment (Dipboye and et. al, 2012). It is important that all
companies stay within keep to these regulations to ensure they are acting fairly towards each of
their candidates.
Legal Issues
The different laws involved during recruitment are as follows:
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 give them the same opportunities. This act also
forces companies to pay the employees equally (depending on the job rank) regardless of gender,
which is also involved in the Equal Pay Act 1970.
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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 the sex 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 based on the colour of their skin (Leekha
Chhabra and Sharma,2014).
Disability Discrimination Acts 1995 and 2005 – This act is there to end discrimination towards
those who have a disability. This includes during education, employment, licences, access to
goods and renting land. This impacts recruitment because it means it is against the law for a
company to not allow someone a job even though they are perfectly able and qualified.
European Working Time Directive – This is an act entitles employees to have a minim amount of
holidays, a rest breaks and gives a person the right to not work over 48hours if they do not want
to. This impacts recruitment because it means a company has to make the candidate aware of
their rights and the HR department also needs to decide if employing more people will fit their
budget range and they’ll have the ability to cover these rights their employees have.
Employment Act 2002 – This act is specifically allows the right for parents to request flexible
working hours, and such time off as maternity leave (Rees and Rumbles, 2010). During
recruitment a company will firstly have to specify the hours they are advertising. The will also
have to be aware of the candidates schedule and try work with them to meet a mutual agreement
that will fit both parties. This act limits the control a business has of just refusing the person a job
if they can’t fit the hours advertised. They are also no aloud to not employ women based on the
fact she might become pregnant in the future.
National minimum wage – This is the minim amount a company can pay an employee based on
their age. This effects recruitment because it means that they are obliged to offer all employees
equal pay, this means that before the HR department decides they need new employees they will
have to consider the added expenditure.
Data Protection Act 1998 – This act was endorsed by parliament to make it illegal for a company
to share their customers and employees data. This effects recruitment because it means a
company is not allowed to sell their candidates details to other companies but instead they have
to protect these details.
Ethical Issues
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There are many ethical issues a company has to be aware of during recruitment, which will
impact how a company deals with recruitment.
TASK2
P3 Documents used in selection and recruitment activities.
Job Description
The candidate is require to have capabilities to manage department which is allotted to
it.
Departments: Sales Assistants
Reports to: Head of Departments
Pay Scale: 8.20 – 10.60 Thousand annually
Main purpose of the job
To make researches and practical on the subjects and provide learning to students on the basis
of their courses.
Main duties and responsibilities:
 Management of work
 proper techniques to sell the products.
 Development of new technologies and idea for selling.
Person Specification
Candidate appointed which is likely have the qualifications, skills and experience listed below:
Knowledge
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A strong grip in their field and clear basics of the subject to support organisations operations.
Skills
Oral and written communication skill
Desirable
Time management to achieve goals and objectives of organisation in time limits.
Qualifications
UG and PG degrees
Desirable:
Intellectual person
Experience
Minimum two years experience of teaching in a college.
TASK 3
P4 Plan to take Selection interview.
Step 1: Before I carry out the interview, I will shortlist the applications I have received from the
candidates with a checklist, using the job description and person specification to create the
criteria.
Step 2: To be able to create the interview questions I will use the job description and person
specification to help me create specific questions. I will consistently ask each candidate the same
questions to be able compare their answers in the evaluations process.
Step 3: Use the application forms to ask more detailed questions to specific candidates. For
example, if they mention some previous work experience. I can use their application form to ask
what skills they learned or experience they gained, this will help to gain a better insight on their
work ethic.
Step 4: Then I will check the availability of an appropriate venue, date and time.
Step 5: Invite the candidate to the interview.
Step 6: Ensure there are beverages to offer and documentation to help the interview process,
such as the candidate CV’s. Before I see them, I will review the documents to ask questions
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related to the candidate. For example, asking about the responsibilities they had at a previous job
or work experience they had.
Step 7: Structure the interview - Introduce yourself, asking general questions, then ask consistent
questions about the job itself and the candidates personal experiences or skills, then give
candidates a chance to ask questions.
Step 8: Use the scoring/evaluation sheet to compare and evaluate the candidates, with the
shortlist checklist.
Step 9: Follow up the interview - offer job to successful applicants on the phone, because it is
quick and gives them the opportunity to decline. Then send out letter of regret to unsuccessful
applicants.
P5 Take part in selection interview.
In this assignment I’m going to take part in a selection Interview. In the process of the
interview I will try to be at least 15 to 20 minutes early. This will allow me to use any waiting
time to review my notes. Being late or just barely on time tends to cause stress and it can show
during the interview. Before the interview process I researched the company and specifically the
job description and how it fits in the particular business unit. I also got as much background
information as I could to show my abilities for doing the job responsibilities and duties. I had
done this so that I wouldn’t get caught speechless. In the process I wrote down and practised at
least five questions to ask the interviewer, to show how much I cared about this kind to work.
Questions I asked included: Is there room for growth? Who I'll be working with most closely?
and Can I take extra courses to improve my ability on my job? These questions gave myself a
way to reflect on the interview later, just in case I ended up having to decide between multiple
positions later on in the future.
My wardrobe is a sign of how profession I am for this reason I made sure I dressed smart
and not too casual. If I was to get the job my dress sense wouldn’t change. This is because when
my co-workers and customers look at me; they should immediately feel comfortable working
with me. My phone was turned of because having my phone ring in the interview would of
lowered my chances allot as it looks very unprofessional. Threw out the interview I will be
remaining respectful, professional and confident, I may smile a little but not with a pasted on
grin as that could show I was nervous. I told the employer what my unique selling points are and
how I can match their highlights to what they want. I will make sure I use plenty of examples as
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proof of my abilities. Just saying my skills wouldn’t be enough and for this reason I will quote
real examples of when I used certain skills.
CONCLUSION
From the above report it is been concluded that recruitment is an process which is been
done in the firm as to select the people for the job which is vacant according to their
qualifications and skills. They should have proper knowledge of the things which is to be done in
the process. Recruitment in an company is been done when they are required of any people.
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REFERENCES
Books and journals
Bangerter, A., Corvalan, P and Cavin, C., 2014. Storytelling in the selection interview? How
applicants respond to past behavior questions. Journal of Business and Psychology. 29(4).
pp.593-604.
Cabellero, C.L and Walker, A., 2010. Work readiness in graduate recruitment and selection: A
review of current assessment methods. Journal of teaching and learning for graduate
employability. 1(1). pp.13-25.
Dineen, B.R and Soltis, S.M., 2011. Recruitment: A review of research and emerging directions.
Dipboye, R.L and et. al, 2012. The selection interview from the interviewer and applicant
perspectives: Can’t have one without the other. The Oxford handbook of personnel
assessment and selection, pp.323-352.
Leekha Chhabra, N and Sharma, S., 2014. Employer branding: strategy for improving employer
attractiveness. International Journal of Organizational Analysis. 22(1). pp.48-60.
Rees, G and Rumbles, S., 2010. Recruitment and selection. Rees, G. and French, R. Leading,
Managing and Developing People, pp.169-190.
Schweyer, A., 2010. Talent management systems: Best practices in technology solutions for
recruitment, retention and workforce planning. John Wiley & Sons.
Siavelis, P.M., 2012. Pathways to power: Political recruitment and candidate selection in Latin
America. Penn State Press.
Simula, H and Vuori, M., 2012. Benefits and barriers of crowdsourcing in B2B firms:
Generating ideas with internal and external crowds. International Journal of Innovation
Management. 16(06). p.1240011.
Stybel, L.J., 2010. Managing the inner contradictions of job descriptions: A technique for use in
recruitment. The Psychologist-Manager Journal. 13(2). pp.105-110.
Van den Brink, M., 2010. Behind the scenes of science: Gender practices in the recruitment and
selection of professors in the Netherlands. Amsterdam University Press.
Online
Internal Recruitment and External Recruitment, its sources. 2017. [Online]. Available through:
<https://headhuntinginrecruitment.blogspot.in/2013/10/recruitment.html>. [Accessed on
6th June 2017].
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