Recruitment and Selection: Processes, Legalities, and Interviews

This report provides a comprehensive overview of recruitment and selection processes within a business context. It begins by identifying how organizations plan recruitment using internal and external sources, using Sainsbury's and IKEA as examples. The report then analyzes the impact of the legal and regulatory framework on recruitment and selection activities, detailing key legislation such as the Sex Discrimination Act, Race Relations Act, Disability Discrimination Acts, European Working Time Directive, Employment Act 2002, National Minimum Wage, and Data Protection Act. Furthermore, it includes the preparation of documents used in selection and recruitment, such as job descriptions. The report also covers planning for and participating in selection interviews, outlining the steps involved, including shortlisting applications, creating interview questions, and structuring the interview process, along with the roles of both the employer and the interviewee. The report concludes with a discussion of the interview process and the importance of following up with candidates.

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
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............................................................................................................................................5
P4. Plan to take part in a selection interview.............................................................................5
P5. Take part in a selection interview.........................................................................................6
CONCLUSION ...............................................................................................................................6
REFERENCES...............................................................................................................................7

INTRODUCTION
Recruitment is a process of identifying, screening, short-listing and hiring
potential resource for filling up the vacant positions in an organization. Recruiting the right
people is the key to the success of many organisations. These organisations ensure that the
processes and procedures involved in recruitment and selection meet their needs and are legal. In
this unit,learners will develop an understanding of the impact of the regulatory framework on the
recruitment process. Potential applicants may decide to apply for a post based on the quality of
information that they receive(Bangerter, Corvalan and Cavin, 2014). Details of the post will
usually be the first communication they have with the organisation. It is important that the
organisation makes a good first impression on potential applicants to ensure that they attract
sufficient applicants of the right calibre. Luton is a best company that recruit and select many
candidates. Learners will develop their knowledge of the types of documentation used in an
interview process.
TASK 1
P1 Identify how two organisations plan recruitment using internal and external sources
Evaluation how external and internal are used during recruitment within both Sainsbury’s and
IKEA (Cabellero and Walker, 2010).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
(Bangerter, Corvalan and Cavin, 2014).
 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.
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 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
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 (Dineen and Soltis, 2011). 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. 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 (Cabellero and Walker, 2010).
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 (Dipboye and et. al, 2012). 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 lots of different legal and ethical limitations the HR department within a
business has to consider during recruitment. 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:
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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 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.
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. Disability
Discrimination Acts 1995 and 2005 – This act is there to end discrimination towards those who
have a disability (Leekha, Chhabra and Sharma, 2014).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. During recruitment a company will firstly
have to specify the hours they are advertising (Rees and Rumbles, 2010). 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.
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
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a company is not allowed to sell their candidates details to other companies but instead they have
to protect these details.
TASK 2
P3. Prepare the documents used in selection and recruitment activities
Job description
We are looking to recruit an experiences Bartender to work in our brand new restaurant on a
full-time basis. With us you will enjoy your job and have fun whilst working in a professional
and busy environment. Ego is focused on bringing the public excellent Mediterranean food at
affordable prices. We currently have 11 restaurants across England (quickly growing); this is a
company which you will be excited and proud to work for. Ego Cannock is our newest
restaurant, having been open for only 4 weeks, therefore it is the perfect time to join the team
and become one of the Ego family!
Job vacancy: Bartender
Ego @ Tumbledown Farm, Cannock WS11
Job type: Full-time
Location: Tumbledown Farm, Four Crosses Lane, Hatherton, Cannock
Required education: High school or equivalent
Required experience: Hospitality and Bartending of 1 year
Responsibilities for the job:
 Cocktail making
 High standard customer service and interaction
 Bar service (maintaining a high standard of hygiene)
 Coffee making
 Cellar maintenance (barrel changing)
Required skills:
 You must have a ‘can do’ attitude and a ‘one team’ approach
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TASK 3
P4. Plan to take part in a selection interview
There are many steps that Luton company are as follows:
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 (Schweyer, 2010). 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.
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 (Siavelis, 2012). Then send out letter of regret
to unsuccessful applicants.
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P5. Take part in a selection interview.
In this assignment I’m going to Plan to take part in a selection interview for this task I
have been asked to prepare some questions for the job role that is being advertised, I have to
come up with 10 questions as the employer and 5 questions as the interviewee.
Planning process for employer: I set out a spacious once for my candidate; it wasn’t too big or
too small. It was enough to make the candidate comfortable. As an employer I greeted my
candidate courteously, this shows respect for the person and will help put them at ease. I told
them something about myself and the company. This is the first impression the candidate will
make of you, so I presented a tidy once and turned of my mobile phone. I then set the stages of
the interview process. I did this by telling the applicant what to expect for the next half hour or
so. I didn’t want to take the interview too easy because the applicant may take the interview less
seriously. But being too serious will likely make the candidate more nervous (Simula and Vuori,
2012). So to see the best in the individual I interviews I used the hard approach on them to see if
they’d get nervous. I presented myself very smart and intelligent as how you conduct yourself
during the interview must also react the image and values of my business. Lastly I gave my
candidates a chance to ask questions. This allowed them to feel a sense of friendship towards me
the employer.
Planning process for employee :In setting up the meeting I needed to guarantee that I need to
dress intelligently, arrive on time and research about the organization. I am additionally going to
be setting up an arrangement of inquiries which I am going to ask the questioner in regards to the
employment opening(Stybel, 2010). By joining in a practice meeting I have permitted me to
comprehend the significance paving the way to arrangement of the meeting.
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 person for the job profile which is vacant according to their
qualifications and skills. They should have proper skill and knowledge of the things which is to
be complete in the process. Recruitment and selection in an company is been done when they are
needed 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
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Internal Recruitment and External Recruitment, its sources. 2017. [Online]. Available through:
<https://headhuntinginrecruitment.blogspot.in/2013/10/recruitment.html>. [Accessed on
20th July 2017].
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