Recruitment and Selection in Business: A Detailed Report

This report provides a comprehensive overview of recruitment and selection processes within a business context. It begins by identifying and comparing internal and external recruitment strategies, using examples from Bailey and IKEA. The report then delves into the legal and regulatory frameworks impacting recruitment, with a focus on the Equality Act 2010, the Equality and Human Rights Commission, the Immigration, Asylum and Nationality Act 2006, and the Data Protection Act 1998. It also includes the Sex Discrimination Act 1975/97. The report further prepares essential documents such as job descriptions and person specifications. Finally, it outlines a detailed plan for participating in a selection interview, covering preparation, execution, and follow-up procedures. The report concludes with a reflection on the interview process, emphasizing professionalism and preparation.

Recruitment and Selection in
Business

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
P1. Identify how two organisations plan recruitment using internal and external sources.........1
TASK 2............................................................................................................................................2
P2. Impact of the legal and regulatory framework on recruitment and selection activities........2
TASK 3............................................................................................................................................4
P3. Prepare the documents used in selection and recruitment activities.....................................4
TASK 4............................................................................................................................................5
P4. Plan to take part in a selection interview..............................................................................5
P5. Take part in a selection interview.........................................................................................6
CONCLUSION................................................................................................................................7
REFERENCES................................................................................................................................8
.........................................................................................................................................................9

INTRODUCTION
In this recent time period, most of the companies using smart recruitment and selection
process in entire business life for hiring new candidates in organisation for selected position.
With the help of recruitment and selection procedure easy to identify actual working capabilities
and skills of persons, then as per the company's requirements HR manger will take corrective
action towards them. In the addition of this, will be describing several recruitment methods and
their major sources which divided into two parts such as internal and external. Moreover,
impacts of legal and regulatory framework on this process will be elaborate in appropriate
manner (Costen, 2012). Also, an effective documentation will produced which will be used in
recruitment and selection activities.
TASK 1
P1. Identify how two organisations plan recruitment using internal and external sources
Within this assessment will be evaluating how external and internal are used during
recruitment within both Bailey and IKEA. There are many different reasons why vaccines within
a business occur, for example within Bailey 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 (Shackleton, 2015).
 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 Bailey has been promoted producing a new vacancy.
 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 (Caers and Castelyns, 2011).
 Bailey 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
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recruitment compared to external is that it’s cheaper and quicker. The employees within Bailey'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 Bailey 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 (Brewster and Hegewisch, 2017).
Illustration 1: Recruitment and selection process, 2017
(Source- Recruitment and selection process, 2017)
External Recruitment If Bailey 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 (Ofori and Aryeetey, 2011).
TASK 2
P2. Impact of the legal and regulatory framework on recruitment and selection activities
The Equality Act 2010 The Equality Act came into force on 1 October 2010 and it aims
to provide a simpler, more consistent and more effective legal framework for preventing
discrimination. The stated aim of the Act is to reform and harmonise discrimination law, and to
strengthen the law to support progress on equality. It will replace the following equality
legislation:
 the Equal Pay Act 1970
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 the Sex Discrimination Act 1975
 the Race Relations Act 1976
 the Disability Discrimination Act 1995
 the Employment Equality (Religion or Belief) Regulations 2003
 the Employment Equality (Sexual Orientation) Regulations 2003
 the Employment Equality (Age) Regulations 2006
 the Equality Act 2006, Part 2
 the Equality Act (Sexual Orientation) Regulations 2007
It also introduces new measures that will have direct implications for higher education
institutions (HEIs).
Protected Characteristics: The Equality Act covers the same groups that were protected
by existing equality legislation and now calls them `protected characteristics´:
 age
 disability
 gender
 reassignment
 race
 religion or belief
 sex
 sexual orientation
 marriage and civil partnership
 pregnancy and maternity
Equality & Human Rights Commission (EHRC): Established on 1 October 2007, the
EHRC brought together the work of the Equal Opportunities Commission, the Commission for
Racial Equality and the Disability Rights Commission (Cabellero and Walker2010). It will
enforce equality legislation on gender, race, disability and health, age, religion, sexual
orientation and transgender status and encourage compliance with the Human Rights Act 1998. It
will campaign for social change and justice, has extensive legal powers and may take legal action
on behalf of individuals.
Eligibility to Work in the UK Legislation: the Immigration, Asylum and Nationality
Act 2006 These provisions came into force on 29 February 2008 and aim to prevent illegal
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migrant working in the UK. Failure to comply with these regulations can result in the University
becoming liable to pay a civil penalty of up to £10,000 for every illegal worker. Further details
on action required.
Data Protection Legislation: The Data Protection Act 1998 The act defines certain types
of information as "sensitive data" and restrictions are imposed on employers in relation to the
collection and use of such data, including in the recruitment process eg seeking information on
spent criminal records is restricted to certain posts. Businesses should consider this law and take
the appropriate measures to ensure that personal data provided by applicants during recruitment
and selection processes are only used for lawful purposes and kept only for matters relevant to
employment (Klotz and et.al., 2013). In addition to this, all the information obtained should be
confidentially and securely maintained. Employees must not disclose any candidate details and
businesses should make sure that they do not possess these personal details for longer than
necessary.
The Sex Discrimination Act 1975/97: The Sex discrimination act 1975/97 states that
employees should be protected from any sort of discrimination based on their gender or sexuality
under the Equality Act 2010. To comply with this law, employers must ensure that recruitment
and selection processes are free from discrimination and treat both men and women equally.
Potential employees should not be affected and given unfair treatment and should gain access to
training or promotion whatever their gender status (Timming, 2015). If an employment tribunal
is presented with a complaint of sex discrimination, it can order the employer concerned to pay
compensation to the victim and take several other actions.
TASK 3
P3. Prepare the documents used in selection and recruitment activities
Job Title: Administrative Assistant
Department: HR Manager
Responsible to: Sophie Okonedwas
Scope of Post: To assist the main administrator
Responsibilities:
• Telephone enquires
• Ordering once supplies
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• Assisting in arranging travel and accommodation
• Helping with ad-hoc tasks and providing support to teams
• Answering and dealing with projects that may arise
Conformed by: (YOUR NAME)
Date: 1 April 2015
Person specification: Performs administrative duties for executive management.
Responsibilities may include screening calls; managing calendars; making travel, meeting and
event arrangements; preparing reports and financial data; training and supervising other support
staff and customer relations. Requires strong computer and Internet research skills, edibility,
excellent interpersonal skills, project coordination experience, and the ability to work well with
all levels of internal management and staff, as well as outside clients and vendors. Sensitivity to
confidential matters may be required. This is a superb open door for a brilliant, all around
introduced school/school or college graduate to work for a prestigious money related association.
This association has numerous prominent customers so you will be required to welcome guests,
make them feel welcome, give refreshments, set up board spaces for gatherings, organize snacks
and so on, additionally verify everything runs easily (Furtmueller, Wilderom and Tate, 2011).
TASK 4
P4. Plan to take part in a 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.
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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 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 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 its 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 I have 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
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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 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 and capabilities.
CONCLUSION
From the above mentioned this research project it has been concluded that, recruitment
and selection process played eminent role in every business firm. Because with the help of this,
easy to chosen suitable and applicable candidates for an particular organisation. In this light, here
has been produced a effective documentation which were used in business for conducting
interview.
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REFERENCES
Books and Journals
Brewster, C. and Hegewisch, A. eds., 2017. Policy and Practice in European Human Resource
Management: The Price Waterhouse Cranfield Survey. Taylor & Francis.
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.
Caers, R. and Castelyns, V., 2011. LinkedIn and Facebook in Belgium: The influences and
biases of social network sites in recruitment and selection procedures. Social Science
Computer Review. 29(4). pp.437-448.
Costen, W. M., 2012. Recruitment and Selection. The Encyclopedia of Human Resource
Management: Short Entries, pp.379-387.
Furtmueller, E., Wilderom, C. and Tate, M., 2011. Managing recruitment and selection in the
digital age: e-HRM and resumes. Human Systems Management. 30(4). pp.243-259.
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).
Ofori, D. and Aryeetey, M., 2011. Recruitment and selection practices in small and medium
enterprises: Perspectives from Ghana. International Journal of Business Administration.
2(3). p.45.
Shackleton, V., 2015. Recruitment and Selection. Elements of Applied Psychology, p.153.
Timming, A. R., 2015. Visible tattoos in the service sector: a new challenge to recruitment and
selection. Work, employment and society. 29(1). pp.60-78.
Online
6 Steps In Recruitment Selection IT Managers Often Miss, 2017. [Online]. Available through:
<https://www.weareoptimize.com/blog/steps-in-recruitment-selection-it-managers-
miss>. [Accessed on 21se August 2017]
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