People and Performance: Recruitment Officer Report for NHS Trust

This report analyzes the appointment of a Recruitment Officer for the Human Resource Department at Whittington Health NHS Trust in London. It begins with an introduction outlining the report's objectives, which include a detailed job description and person specification for the role. The report further provides an overview of the Recruitment Officer's duties and responsibilities, such as attracting candidates, defining job descriptions, and conducting interviews. A corporate induction program for new hires is also presented, covering various sessions from introduction to probation. Additionally, the report includes a staff development plan for the first year of service, detailing steps for setting and achieving career goals through a 70/20/10 learning approach. The report concludes with a summary of the key steps for appointing a Recruitment Officer and emphasizes the Trust's aim to improve the lives of the local people. References to relevant literature are included to support the discussion.

Running head: PEOPLE AND PERFORMANCE IN ORGANISATIONS
PEOPLE AND PERFORMANCE IN ORGANISATIONS
Name of student:
Name of university:
Author’s note:

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PEOPLE AND PERFORMANCE IN ORGANISATIONS
Table of Contents
Introduction....................................................................................................................2
Discussion......................................................................................................................2
Job description...........................................................................................................2
Recruitment officer responsibilities and duties......................................................2
Person specification...................................................................................................3
Corporate induction programme................................................................................4
Staff development plan..............................................................................................6
Conclusion......................................................................................................................7
References......................................................................................................................9

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Introduction
This report aims to discuss the appointing of a Recruitment Officer for the Human
Resource Department in Whittington Health NHS Trust in London. This report provides a
detailed discussion of the job description and the person specification for the position of the
company. A corporate induction programme for the new starters is provided in this report. An
individual staff development plan for the first year of service for the post is delivered in the
report. Finally, a conclusion has been stated in this report that presents an appropriate
conclusion.
The aim of the Whittington Health NHS trust is to assist the local people be alive a
prolonged life and improved lives with offering the people with personal, secured, and
synchronised community care (Hotouras et al. 2015). The company has a requirement of
Recruitment Officer for the Human Resource Department.
Discussion
Job description
The main job of the Recruitment officer is to attract the candidates for the potential
jobs and then match them with the permanent or temporary positions with the companies who
are client (Gordon et al. 2016). A positive relationship development is required for gaining an
enhanced understanding for the recruitment needs and the requirements. Working as the
recruitment officer, the individual is expected to attract the candidates by drafting the copies
of advertising for vast range of use in the media and by networking, headhunting and with the
help of referrals.
Recruitment officer responsibilities and duties
 Research into the companies of clients

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 Communicate with the clients for obtaining a transparent view of the needs of
hiring and the goals of the organisation
 Define the job description and the specifications of documents
 Research into the market place and the competitors (Ainscow et al. 2013)
 Create a persona for the candidates for each position that is open
 Identify the prospective candidates by using various channels
 Conduct the confidential interviews (Zepeda 2013)
 Present the shortlisted candidates
 Follow-up on the references and check the credits
 Present the briefed profile summaries of the candidates
 Research and create the leads for recruiting (Municipality 2013)
 Create long-term relationships with the clients
 Advise the clients on the preferred recruiting practices
 Build a sustainable lead strategy for the candidates
Person specification
Person specification
Skills and qualification  Qualified to the level of degree in any connected subject
 Excellent skills of IT
 CIPD desirable
 Basic understanding and practical knowledge of the law of
employment and the best practise of employer
 Methodical and organised approach for the record keeping
and administration
 Excellent verbal and written skills are important
Key competencies  Managing the relationship of customer
 Control and planning
 Influencing and communication

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 Personal impact and team working
 Great attention to detail
 Personal impact and team working
Experience  Knowledge of the supporting managers through several
departments at distinct level in every aspect of HR and
training
 Must have knowledge of recruitment of volunteer,
development and retention
 Must have experience of working with the
safeguarding/CRB protocols
 Minimum three years of experience of working in any
generalist environment of HR for including administration of
training and recruitment at all the levels
Corporate induction programme
The lists of induction programme recommended activities for covering from the day
one to probation end.
SESSION SUGGESTED CONTENT OF SESSION
Introduction to the other staff
members
Responsible Person – Line
Manager
 Review the organisational chart
 Make aware of the responsibilities and roles of the staff
in common terms.
 Can intend in prolonging the period for allowing
increased official visit to the crucial contacts in work
area.
Introduction to hospital premises
and area of work
Responsible Person – Line
Manager
 Objectives, Mission, Vision of area of work
 Method by which that area of work suits
 All the key operational and social areas needs to cover.
(e.g. Catering Facilities, Offices, Labs, Library)
Terms and Conditions
Person Responsible – Line
Manager
 Certify the proper observation of new start and the
individuals agreed all information that is confined in
Information for the fresh Employees. It contains the
significant information on the conditions and terms.
Introduction to supplementary  Activities/other work area purposes/teams
 In what way the team is placed in the area of work

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departments in the area of Work
Responsible Person – Line
Manager
 How area of work is placed in the hospital
Work area Culture
Responsible Person – Line
Manager/Nominee
 Create original starters alert of the local provisions
concerning the work hours, requests of holiday, sickness
process, working after hours, lunch of arrangements,
and dressing code..
 Some of the hospital processes e.g. parking and
transportation, e-mail usage and internet.
Systems of Office
Responsible Person –
Nominee /Line Manager
 Analyse the procedures of exploiting the apparatus of
office like the telephone, computer, photocopier, fax,
voicemail, printer etc.
 Analyse the processes to use the equipment/hospital
systems like: open access computers, laboratories, etc.
 Analyse the computer security and practise of software
use.
 Study the efficiencies of environment (recycling, energy,
waste)
Standards of performance
Responsible Person – Line
Manager
 Framework the details of the job description (job role) –
 Outline the objectives, expectations, plus the objectives
 Analysis of the performance and the probation and
development appraisal process/ADR/review
Safety and Health
Responsible Person – Safety Co-
ordinator and Health/ Line
Manager
 Physical – fire alarms, first-aid arrangements, fire exits,
manual handling, fire-training arrangements, fire
evacuation procedure, VDU usage, and any other
arrangements as per requirement.
Job Explicit Training &
Development
Person Responsible – Line
Manager/Nominee
 Character particular needs of progress must be revised
and an appropriate programme for the training purposes
must be strategic that supports the skills of individual to
the fundamental duties (Cunningham and Hillier 2013).
 The staff with responsibilities of line management must
be understood about the duties and have to appear in
any related training.
 Framework the exploitation of the ADR/development
reviews and annual performance as one of the crucial
method of defining the ongoing needs development that
are role specific.
 Review the usage of the tools of personal development
planning (i.e. PDP)
Probation
Person Responsible – Line
 The probation policy will be applicable for the new staff

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Manager
Monitoring and Evaluation
Person Responsible – Line
Manager
 The monitoring and the reviewing of the induction
program is important
 Regular meetings of review must be help for
understanding any adjustments during the period of
induction
 Realise the sample templates for supporting the
process: Evaluations and Checklists.
Staff development plan
Professional development that is intended for the staff members in the situation when
any additional member links with the team. Additionally, every member of staff must have a
living plan of development (Huffman et al. 2014). The staff development plan for the first
year of service for this post is carried out in steps:
Step 1: Determining the goals
Defining of the career goals: this starts with the brainstorming exercise for starting to think
about the personal and professional long term and short term goals.
Step 2: setting of goals
For each of the goals, it is important to write down three things that is needed to be achieved
for gaining the desired result (De Rijdt et al. 2013). It is important to ensure that the goals are
Measurable, Specific, Time-bound, Relevant, and Attainable Consider stretching the
individual with the goals that are rewarding and challenging.
Step 3: Taking the inventory
The area strength and the area of opportunity with the self-reflection or collect the feedback
from the team (Cheng 2013). It is suggested to work closely associated with the manager for
identifying and prioritising the areas of development.

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Step 4: The 70/20/10 learning approach would help in the closing of the gaps of performance
and knowledge with the informal and formal learning (Hall-Ellis 2015). Education and
exposures can help in supporting the acceleration and improvement of the performance.
Step 5: Consulting with the manager
A mandatory check in with the manager is required for keeping the accountability of the
individual on the successes and the challenges.
Step 6: Measure the success
Determine the method of measuring the progress and the achievement of the goals (Stewart
2014). The dates of completion of targets must be reasonable and it should be approved by
the manager.
Step 6: Getting valuable input for visualising success
Initiate a dialogue with the manager and coach for understanding the methods of
development and then achieve enough motivation for progressing towards the goals (Anstey,
Riggar and Walker 2017).
Conclusion
Therefore it can be concluded that several steps are required to be followed for
appointing a Recruitment officer. The Whittington Health NHS trust targets to assist the
local people have a longer life and improved lives by offering personal, coordinated care, and
safe for the community. The main job of the Recruitment officer is to attract the candidates
for the potential jobs and then match them with the permanent or temporary positions with
the companies who are client. A positive relationship development is required for gaining an
enhanced understanding for the recruitment needs and the requirements. Some of the duties
and responsibilities are research into the companies of clients, communicate with the clients

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for obtaining a transparent view of the needs of hiring and the goals of the organisation,
define the job description and the specifications of documents, and research into the market
place and the competitors.

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References
Ainscow, M., Beresford, J., Harris, A., Hopkins, D., Southworth, G. and West, M.,
2013. Creating the conditions for school improvement: A handbook of staff development
activities. Routledge.
Anstey, E., Riggar, T.F. and Walker, J., 2017. Staff appraisal and development. Routledge.
Cheng, Y.C., 2013. School effectiveness and school-based management: A mechanism for
development. Routledge.
Cunningham, J. and Hillier, E., 2013. Informal learning in the workplace: key activities and
processes. Education+ Training, 55(1), pp.37-51.
De Rijdt, C., Stes, A., Van der Vleuten, C. and Dochy, F., 2013. Influencing variables and
moderators of transfer of learning to the workplace within the area of staff development in
higher education: Research review. Educational Research Review, 8, pp.48-74.
Gordon, A.C., Mason, A.J., Thirunavukkarasu, N., Perkins, G.D., Cecconi, M., Cepkova, M.,
Pogson, D.G., Aya, H.D., Anjum, A., Frazier, G.J. and Santhakumaran, S., 2016. Effect of
early vasopressin vs norepinephrine on kidney failure in patients with septic shock: the
VANISH randomized clinical trial. Jama, 316(5), pp.509-518.
Hall-Ellis, S.D., 2015. Succession planning and staff development–a winning
combination. The Bottom Line, 28(3), pp.95-98.
Hotouras, A., Ribas, Y., Zakeri, S., Murphy, J., Bhan, C. and Chan, C.L., 2015. Gracilis
muscle interposition for rectovaginal and anovaginal fistula repair: a systematic literature
review. Colorectal Disease, 17(2), pp.104-110.

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Huffman, J.B., Hipp, K.A., Pankake, A.M. and Moller, G.A.Y.L.E., 2014. Professional
learning communities: Leadership, purposeful decision making, and job-embedded staff
development. Journal of School Leadership, 11(5), pp.448-463.
Municipality, D., 2013. FINAL INTEGRATED DEVELOPMENT PLAN
(IDP). IDP), 2013(2018).
Stewart, C., 2014. Transforming professional development to professional learning. Journal
of Adult Education, 43(1), pp.28-33.
Zepeda, S.J., 2013. Professional development: What works. Routledge.

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