Recruitment and Selection Report: Luton Recruitment Company Analysis

This report provides a comprehensive overview of the recruitment and selection process, focusing on both internal and external sources of candidates. It examines the impact of legal and regulatory frameworks, particularly the Equality Act, on recruitment practices. The report details the importance of documentation, including job descriptions and person specifications, and evaluates their usefulness in the selection interview. It outlines the planning involved in selection interviews and the steps taken during the interview process. The report also explores the role of a selection committee and the need for diverse representation to minimize bias. The context of the report is Luton recruitment company, which is used to illustrate practical application of the concepts.

RECURITMENT & SELECTION

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................3
TASK 1............................................................................................................................................3
P1 Planing Of Recruitment Using Internal And External Sources..............................................3
P2 Impact Of Legal And Regulatory Framework On Recruitment And Selection.....................4
TASK 2............................................................................................................................................6
P3 Documentation In Recruitment And Selection.......................................................................6
M1 Purpose Of Different Documents Used In Selection Process...............................................7
D1 Evaluation Of Usefulness Of The Documents In The Interview..........................................7
TASK 3............................................................................................................................................8
P4 Planing For The Selection Interview......................................................................................8
P5 Taking Part In Selection Interview.........................................................................................8
M2 Contribution To The Selection Process.................................................................................9
CONCLUSION................................................................................................................................9
REFERENCES..............................................................................................................................10

INTRODUCTION
It is a process under which management of firm invite the candidate by either external or
internal technique of recruitment and analyses their efficiency, talent and knowledge and recruit
them according to the organization requirement. In a simple word it can be said that recruitment
is a process of finding and hiring the candidate for the required positions or vacancy within
corporation. In this manner, manager of firm plays a very crucial role because he/she is
responsible to analyses and select candidate skill, efficiency and knowledge. There are major two
kinds of recruitment that is internal and external recruitment(Bennett, J.M. and Ho, D.S., 2014).
The present report deals with the depth knowledge and understanding of the recruitment and
selection process which will help in making the necessary recommendations at the end of this
report. The company undertaken here is Luton recruitment company.
TASK 1
P1 Planing Of Recruitment Using Internal And External Sources
The searching of suitable candidates and informing them about the openings in the
enterprise is the most important aspect of recruitment process. The candidates may be available
inside or outside the organization. Basically, there are two sources of recruitment i.e., internal
and external sources.
Internal Sources:
Best employees can be found within the organisation. When a vacancy arises in the organisation,
it may be given to an employee who is already on the pay-roll. Internal sources include
promotion, transfer and in certain cases demotion(Jiang, K. and Baer, J.C., 2012). When a
higher post is given to a deserving employee, it motivates all other employees of the organisation
to work hard. The employees can be informed of such a vacancy by internal advertisement.
Methods of Internal Sources:
 Transfers: Transfer involves shifting of persons from present jobs to other similar jobs.
These do not involve any change in rank, responsibility or prestige. The numbers of
persons do not increase with transfers.

 Promotions: Promotions refer to shifting of persons to positions carrying better prestige,
higher responsibilities and more pay. The higher positions falling vacant may be filled up
from within the organisation.
 Present Employees: The present employees of a concern are informed about likely
vacant positions. The employees recommend their relations or persons intimately known
to them. Management is relieved of looking out prospective candidates(Mathis, R.L. and
Meglich, P., 2016).
External Sources:
All organisations have to use external sources for recruitment to higher positions when existing
employees are not suitable. More persons are needed when expansions are undertaken.
Methods of External Sources:
 Advertisement: It is a method of recruitment frequently used for skilled workers, clerical
and higher staff. Advertisement can be given in newspapers and professional journals.
These advertisements attract applicants in large number of highly variable quality.
 Employment Exchanges: Employment exchanges in India are run by the Government.
For unskilled, semi-skilled, skilled, clerical posts etc.(Jackson, S, Schuler, R, and Werner,
S., 2011) it is often used as a source of recruitment.
 Schools, Colleges and Universities: Direct recruitment from educational institutions for
certain jobs (i.e. placement) which require technical or professional qualification has
become a common practice.
P2 Impact Of Legal And Regulatory Framework On Recruitment And Selection
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
 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).
Types of Discrimination
Direct discrimination
Direct discrimination occurs when someone is treated less favourably than another person
because of a protected characteristic they have or are thought to have or because they associate
with someone who has a protected characteristic(Purce, J., 2014).
Indirect discrimination
Indirect discrimination can occur when you have a condition, rule, policy or even a practice that
applies to everyone but particularly disadvantages people who share a protected characteristic.
Discrimination by association
This is direct discrimination against someone because they associate with another person who
possesses a protected characteristic.
Perception discrimination
This is direct discrimination against an individual because others think they possess a particular
protected characteristic. It applies even if the person does not actually possess that characteristic.
Victimization
Victimization occurs when an employee is treated badly because they have made or supported a
complaint or raised a grievance under the Equality Act; or because they are suspected of doing
so(Purce, J., 2014).
Harassment
Harassment is "unwanted conduct related to a relevant protected characteristic, which has the
purpose or effect of violating an individual´s dignity or creating an intimidating, hostile,
degrading, humiliating or offensive environment for that individual".

TASK 2
P3 Documentation In Recruitment And Selection
Job Description:
The purpose of a job description is to give information about the job responsibilities, the job
function, the duties and what the expectations are for a certain kind of job so the employee or the
person who is applying for this job. Every organization have their own job description because
every company has other responsibilities, duties and job functions(Glasby, J. and Dickinson, H.,
2009).
Significance:
As more and more businesses implement online ordering systems, the Sales manager role is
becoming an integral part of a company's success. In the past, online ordering systems were
limited to business-to-consumer models; however, business-to-business companies have begun
to utilize online purchasing as a convenient and effective way to grow their market share.
Education:
To become an Sales manager , several things are required. First, a bachelor's degree in
marketing, Internet marketing, management information systems or general management is
necessary. In addition, applicants should have a strong background in website design and
Internet marketing(Armstrong, M. and Taylor, S., 2014).
Job Duties:
Due to the high potential of Internet marketing, Sales manager s often have a vast array of job
duties. Some of the specific duties an Sales manager is responsible for include determining what
website format to use, reducing supply chain costs in regards to shipping, developing affiliate
marketing programs, implementing online security and coordinating all online transaction and
marketing efforts.
Salary:
Because the Sales manager is required to oversee the majority of a company's online business,
the position is often compensated well. In fact, according to IT management.com, an average
Sales manager salary is €85,000. The low range (25th percentile) earn closer to €67,000, while
the high range (75th percentile) earn above €95,000(Hendry, C., 2012).

M1 Purpose Of Different Documents Used In Selection Process
Recruitment in organizations is a systemic process which has a number of stages and
each of these stages need to be completed for the process to become a successful one. When a
staff leaves the job, it is very essential to do a job analysis prior to approval of appointing and
advertising the same post. It is important to check whether there are any changes required for the
specific role. Job analysis is a procedure done to obtain detailed and objective information about
the post before any advertising is done for a replacement. Some of the information required to do
a job analysis may include the tasks the previous post holder carried out, the level of these tasks,
whether the reporting lines are still, whether any new tasks need to be added for the post and/or
whether the working hours are suitable or need to be changed. In addition to the above, there are
other essential documents that need to be prepared in the process of recruiting or hiring a new
employee(Flood, P., 2011). For example the job description, person specification, application
form, monitoring form and applicant's resume.
D1 Evaluation Of Usefulness Of The Documents In The Interview
Interviewing is a fundamental methodology for both quantitative and qualitative social
research and evaluation. Interviews are conversations between an investigator (interviewer) and a
respondent (‘interviewees’, ‘informants’ or ‘sources’) in which questions are asked in order to
obtain information. Interviews seek to collect data and narrative information in order to better
understand the respondent’s unique perspectives, opinions, and world-views. Justify actions a
business might take when experiencing cash flow problems? At first ,the owners of business
need to start a cash flow analysis for current month and the future(Job Description and Person
Specification. 2013). The owners should know and find out what’s wrong with the company and
check which areas result the most money to get out of their company. However, the receivables
are always a big problem. Because the owners are busy with their business so that they forget to
send the money for a long time. Secondly, they can use loan to solve the cash flow problem,they
can borrow a great deal of money from the bank or other personal organizations, they can just
give these organizations little interest per month but they get a pretty long-term support for the
whole business.

TASK 3
P4 Planing For The Selection Interview
I have made plan for taking part in the selection interview so that sales assistant post can
be fulfilled.
To ensure applicants selected for interview and final consideration are evaluated by more than
one individual to minimize the potential for personal bias, a selection committee is formed. Each
hiring manager should make an effort to appoint a search committee that represents a diverse
cross section of the staff(Key legislation regarding recruitment and selection., 2013). A member
of the committee will be appointed as the Affirmative Action and Compliance Liaison who will
monitor the affirmative action aspects of the search committee. Under-represented groups and
women are to have equal opportunity to serve on search committees and special efforts should be
made to encourage participation. Departments that lack diversity in their own staff should
consider appointing staff outside the department to search committees or develop other
alternatives to broaden the perspective of the committee (Purce, 2014).
For positions that are frequently recruited and utilize a search committee, the mix of search
committee members should change frequently as well to minimize the risk of “group think” or
collective bias.
The Hiring Manager will determine the size (no more than 6) and composition of the committee
based on the nature of the position. It is highly recommended the committee members include:
At least one individual who has a strong understanding of the role and its contribution to the
department.
A job specialist
An individual who will interact closely with the position and/or serves as a main customer
P5 Taking Part In Selection Interview
organization and Creed food services use different recruitment methods for employing
suitable and deserving candidates in the firm. A detailed advertisement is published in the news
papers for attracting more number of applicants to apply for the job.
HR department employees do a detailed inspection of resumes and screening of best
candidates is done by them. All the selected candidates are called in the company and detailed
interview of candidates is taken by interview panel. Complex and difficult questions are asked

from the applicants for checking their knowledge and personality(Job Description and Person
Specification. 2013). Recruitment process of the company involves financial investment that is
used in doing advertising. Conducting a systematic recruitment process aids in finding suitable
candidates for the enterprise. Existing employees are encouraged to take part in the employee
referral scheme where they can refer candidates for the job positions in the Creed food company.
A transparent and fair system is used in the recruitment process where equal opportunity is
provided to all the job seeking applicants. A written test is conducted which helps in checking
knowledge level of the applicants. The process used in the firm for employing new recruits is
cost effective and time saving.
M2 Contribution To The Selection Process
It is said that if you do not know where we are going any road will take you there. As
such, for an organization to be successful, it is of utmost importance that the relevant strategies
are employ to will drive the company to success. Vadim Kotelnikov posited that strategic
priorities are a broad term which is commonly used to describe any thinking that foresees the
future or bigger picture of the organizations(Key legislation regarding recruitment and
selection., 2013). He further added that this is how an organization positions itself towards the
market in which it operates and it competes. Generally speaking it is the blueprint that an
organization formulates to gain a sustainable competitive advantage over its rivals. These
priorities are the driving force behind the organization's vision and will ultimately impact the
success of any organization.
CONCLUSION
From this report it is concluded that recruitment and selection is important for the
business organization to have talented candidates in the firm.

REFERENCES
Books and Journals
Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management
practice. Kogan Page Publishers.
Bennett, J.M. and Ho, D.S., 2014. Human resource management. In PROJECT MANAGEMENT
FOR ENGINEERS (pp. 231-249).
Flood, P., 2011. Understanding leader development: learning from leaders. Leadership &
Organization Development Journal. 32(4). pp.358 – 378.
Glasby, J. and Dickinson, H., 2009. International Perspectives on Courier and Social Care:
Partnership Working in Action. John Wiley & Sons.
Hendry, C., 2012. Human resource management. Routledge.
Jackson, S, Schuler, R, and Werner, S., 2011. Managing Human Resources. 11th ed. Cengage
Learning.
Jiang, K. and Baer, J.C., 2012. How does human resource management influence organizational
outcomes? A meta-analytic investigation of mediating mechanisms. Academy of
management Journal. 55(6). pp.1264-1294.
Mathis, R.L. and Meglich, P., 2016. Human resource management. Nelson Education.
Mondy, R. and Martocchio, J.J., 2016. Human resource management. Pearson
Purce, J., 2014. The impact of corporate strategy on human resource management. New
Perspectives on Human Resource Management (Routledge Revivals). 67.
Online
Job Description and Person Specification. 2013. Carriers [Online]. Available through:
<https://www.northeastjobs.org.uk/Get.aspx?id=10373405>. [Accessed on 4 November
2014].
Key legislation regarding recruitment and selection., 2013. [Online]. Available through: <
http://www.shef.ac.uk/hr/recruitment/guidance/keylegislation >. [Accessed on 22nd June 2015].