Recruitment and Selection Analysis: Strategies and Interview Process

This report provides a detailed analysis of recruitment and selection processes within a business context. It begins by identifying and comparing internal and external recruitment strategies employed by organizations like Sainsbury's and IKEA, highlighting the advantages and disadvantages of each approach. The report then delves into the legal and regulatory framework impacting recruitment and selection, including key legislation such as the Data Protection Act, Race Relations Act, Equal Pay Act, Disability Discrimination Act, and Sex Discrimination Act. Furthermore, the report covers the preparation of essential recruitment documents, such as job descriptions, and provides a comprehensive plan for participating in a selection interview, including pre-interview preparation, interview structure, and post-interview evaluation. The report also explores the candidate's perspective during a selection interview, emphasizing professionalism, preparation, and appropriate conduct. Overall, the report offers valuable insights into effective recruitment and selection practices, ensuring the selection of the right candidate for a job.

Recruitment and Selection in Business

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

INTRODUCTION
Recruitment is the process of identifying that the organization needs to employ someone
up to the point at which application forms for the post have arrived at the organization. Selection
then consists of the processes involved in choosing from applicants a suitable candidate to fill a
post (Brewster and Hegewisch, 2017). Training consists of a range of processes involved in
making sure that job holders have the right skills, knowledge and attitudes required to help the
organization to achieve its objectives. Recruiting individuals to fill particular posts within a
business can be done either internally by recruitment within the firm, or externally by recruiting
people from outside.
TASK 1
P1 Identify how two organizations plan recruitment using internal and external source
Within this assessment I will be evaluating how external and internal are used during recruitment
within both Sainsbury’s and IKEA (Opatha and Arulrajah, 2014). There are many 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 (Sekaran
and Bougie, 2016).
 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’sis 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.
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 (Rees and Smith, 2017). 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 organization 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 the legal and regulatory framework on recruitment and selection activities
There are various laws which may affect recruitment and selection activities in a business
which include both legal and ethical factors. If employers are found breaching these laws, they
could risk heavy penalties. Businesses have to comply with the law to uphold customer trust, be
seen as compliant and avoid potential ‘embargo’ on the business. Legal Issues:
The Data Protection Act 1998:
The Data Protection Act 1998 defines laws on the processing of data on identifiable
living people and it is one of the main legislations which govern the protection of personal data
in the UK (Gibbs, MacDonald and MacKay, 2015). 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.
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.
Race Relations 1992.
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This Act makes it unlawful to discriminate against someone’s race, colour, nationality,
ethnic origin or national origin. This is also linked to the Direct and Indirect discrimination. For
example the
 Direct discrimination within this act is ‘’ this job is only suitable for someone with a
white skin and is a Dutchman from origin. Indirect discrimination in within this is for example,’’ requirement for this job is only
slim people, fat people are not suitable for this job’’.
Equal Pay Act 1970
It is an Act of the United Kingdom Parliament which prohibits any less favorably treatment between
men and women in terms of pay and conditions of employment. It was passed by Parliament in
the aftermath of the 1968 Ford sewing machinists strike and came into force on 29 December
1975. The term pay is interpreted in a broad sense to include, on top of wages, things like
holidays, pension rights, company perks and some kinds of bonuses (Nikolaou, 2014). The
legislation has been amended on a number of recent occasions to incorporate a simplified
approach under European Union law that is common to all member states
Disability Discrimination Act 1995 and 2005.
This Act makes it unlawful for disabled persons to be treated inferior because they are
disabled unless there is a good reason for it. Reasonable adjustment must be made for disabled
people so they can work a little comfortable so they don’t get the feeling that they are inferior
within the company. A reasonable adjustment can be adding ramps for a wheelchair or a
customized elevator that fits for a wheelchair and is easy to enter for a disabled person.
Sex discrimination Act, 1975:
A British Act of Parliament which became a law in 1975. Under the Act, people of both
sexes have the right to equal opportunities in education and employment, and to be paid the same
amount for doing the same work. People who break this law, for example by paying women less
than men, can be put on trial and punished in a court of law.
A person discriminates against a woman in any circumstances relevant for the purposes of any
provision of this Act if :
 on the ground of her sex he treats her less favourably than he treats or would treat a man,
or
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 he applies to her a requirement or condition which he applies or would apply equally to a
man
TASK 2
P3 Prepare the documents used in selection and recruitment activities
Job Description : Sales Assistants
Responsibilities.
•To develop and (where necessary) adjust the fire sales and online marketing strategy.
•The contributions and co-implementation of the Digital Sales / fire plan year.
• Translating online marketing and e-commerce trends to new online features / concepts
(business opportunities).
• Identifying trends in digital media and translating them into concrete concepts.
• Increasing of the online brand awareness (Melanthiou, Pavlou and Constantinou, 2015).
• Making marketing projects.
• To achieve the planned targets in terms of traffic, conversion, ROI and response.
Job requirements
• Working and thinking.
• 2 to 5 years relevant work experience.
• Knowledge and experience with online cost models.
• Experience in e-commerce environment is a plus.
• Good skills in Microsoft Office.
• Results-oriented, persuasive, communicative.
• Cooperate, organization sensitive (Sheehan, 2014).
• Able to draft and to provide concrete business case.
Working conditions
Employment: Year contract (With proven performance permanent).
Working hours: Full-time. (36 hours per week )
Salary: €72.000 year based.
Other benefits: Lease car, Public traffic Travel Card.
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TASK 3
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 (Majeed, 2013).
 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 (Crossan, Mazutis and
Gandz, 2013). 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 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 (Rao, 2014).
 Step 9: Follow up the interview offer job to successful applicants on the phone, because it
is quick and gives them th
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 (Tracey, 2014). Before the interview process I
researched the company and specifically the job description and how it its in the particular
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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 have questions to ask the interviewer,
to show how much I cared about this kind to work (Armstrong and Taylor, 2014). 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 off because having my phone ring in the interview would have
lowered my chances allot as it looks very unprofessional (Anderson, 2013). Threw out the
interview I will be remaining respectful, professional and confident.
CONCLUSION
Recruitment and selection methods are very important concerning selecting the right candidate
for a job. Every company has some of the most creative and innovative ways of recruiting new
employees. They post their job openings on their company website but also use other outlet such
as social media and job search engines. They want an employee who will fit in with the
company’s culture. It is an unconventional approach, but depending on the type of business, they
need to find creative ways to find the most creative people. By using the concept map,
Companies can streamline their process to ensure they are doing everything they can to find the
employees who make the right fit for their company
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REFERENCES
Books and Journal
Anderson, V., 2013. Research methods in human resource management: investigating a business
issue. Kogan Page Publishers.
Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management
practice. Kogan Page Publishers.
Brewster, C. and Hegewisch, A. eds., 2017. Policy and Practice in European Human Resource
Management: The Price Waterhouse Cranfield Survey. Taylor & Francis.
Crossan, M., Mazutis, D. and Gandz, J., 2013. Developing leadership character in business
programs. Academy of Management Learning & Education. 12(2). pp.285-305.
Gibbs, C., MacDonald, F. and MacKay, K., 2015. Social media usage in hotel human resources:
recruitment, hiring and communication. International Journal of Contemporary
Hospitality Management. 27(2). pp.170-184.
Majeed, A., 2013. Application of business process through talent management: an empirical
study. Journal of Marketing and Management. 4(2). p.46.
Melanthiou, Y., Pavlou, F. and Constantinou, E., 2015. The use of social network sites as an e-
recruitment tool. Journal of Transnational Management. 20(1). pp.31-49.
Nikolaou, I., 2014. Social networking web sites in job search and employee
recruitment. International Journal of Selection and Assessment. 22(2). pp.179-189.
Opatha, H. H. D. N. P. and Arulrajah, A. A., 2014. Green human resource management:
Simplified general reflections. International Business Research. 7(8). p.101.
Rao, T. V., 2014. HRD audit: Evaluating the human resource function for business improvement.
SAGE Publications India.
Rees, G. and Smith, P. eds., 2017. Strategic human resource management: An international
perspective. Sage.
Sekaran, U. and Bougie, R., 2016. Research methods for business: A skill building approach.
John Wiley & Sons.
Sheehan, M., 2014. Human resource management and performance: Evidence from small and
medium-sized firms. International Small Business Journal. 32(5). pp.545-570.
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Tracey, J. B., 2014. A review of human resources management research: The past 10 years and
implications for moving forward. International Journal of Contemporary Hospitality
Management. 26(5). pp.679-705.
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