Recruitment and Selection Report

This report delves into the recruitment and selection process, focusing on Tesco as a case study. It details how organizations plan recruitment using internal and external sources, highlighting the impact of legal and regulatory frameworks like the Equality Act 2010 and the Data Protection Act 1998. The report also covers the preparation of essential documents such as job descriptions and person specifications, and provides guidance on planning and conducting effective selection interviews. The conclusion emphasizes the importance of good questioning techniques and continuous improvement in the interview process. The report is well-structured, with a clear introduction, task-based sections, a conclusion, and a comprehensive list of references.

RECRUITMENT AND SELECTION

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................3
TASK 1............................................................................................................................................3
P1 Identifying how organization plan recruitment using internal and external sources..............3
P2 Impact of the legal and regulatory framework on recruitment and selection activities..........4
TASK 2............................................................................................................................................5
P3 Preparing the documents used in the selection and recruitment activities.............................5
TASK 3............................................................................................................................................7
P4 Planning to take part in the selection interview......................................................................7
P5 Taking part on the selection interview....................................................................................8
CONCLUSION ...............................................................................................................................8
REFERENCES................................................................................................................................9

INTRODUCTION
Recruitment and Selection is an important operation in HRM, designed to maximize
employee strength in order to meet the employer's strategic goals and objectives. In short,
Recruitment and Selection is the process of sourcing, screening, shortlisting and selecting the
right candidates for the filling the required vacant positions. Present report is based on Tesco a
retail organization which covers varied sources of recruitment and selection.
TASK 1
P1 Identifying how organization plan recruitment using internal and external sources
The following procedure is applied for the requirement and selection plan of the two
firms- Understanding their Needs- Within the recruitment process, organisations aim to
understand the needs of those who are unemployed through job analysis where they are
given insight into the purpose of the job (Aylott, 2014). Job Description-When organisations are finding recruits, a job description is available
for them which include the requirements, responsibilities, accountabilities and tasks
required. Promotion/Advertisement-In order to popularise the job a method of promotion is
required thus at this stage a business informs people about their job vacancies available in
order to recruit the best suited for the job. Methods of advertisement include TV,
Newspapers or Internet (Breaugh, 2013). Selection Process-A criterion and selection process is decided after the above have taken
place for instance a business chooses what candidates suit best for their job. Distinguishing the Good Applications (Selection)-When applications are flowing in to
the company, the favourable and non-favourable are distinguished. Between the good
applications, decisions are made according to who is most suitable for the job and all
procedures apply the rules and regulations. Best Suited Candidates (Selection)-There may be many well thought through
applications made by applicants however an interview is required to identify further
qualities they may possess and to thoroughly find that who is best fit for the job.

Internal and external source of recruitment:
Tesco and Cancer Research have similar source of recruitment:
External source of recruitment Press advertisement: both of the businesses can use this method to tell others that they
have a vacancy. The main benefit of this method is that it has a wide reach (Covert,
2011). Employment Exchanges: the government sets up public employment exchanges within
the country. This gives job information to people who are looking for a job and also can
help employers of both Tosco’s and Cancer Research’s to identify suitable candidates.
Internal sources Transfers: employees in both businesses may be transferred from shop to another
according their skills and experience (Chapman and Webster, 2003). Promotions: many employees in both organisations get promoted from one
shop/department to another with more benefits and better responsibilities based on their
skills, qualification and experience.
 Re-employment of ex-employees who were made redundant in the past couple of years,
this is one of the internal source of recruitment in which workers can be called and
appointed to fill vacancies in the concern along with focus on retired personnel.
P2 Impact of the legal and regulatory framework on recruitment and selection activities
Acts of Parliament and Legislation are created in order for businesses and people to co-
operate effectively whilst adhering to specific rules that prevent discrimination, inequality and
victimisation. If legislation is not adhered to, action can be taken against those discriminating
which can result in fines or possibly prison sentencing. Legislation is created to set a fair and
secure relationship between employees and employers (Girard and Fallery, 2009). Equality Act 2010-The Equality Act 2010 is legislation which enables anybody with
specific characteristics to have equal rights and protection from discrimination and
victimisation. Characteristics may include: Race, religion, sexuality, disability

 European Working Time Directive-The European Working Time Directive is legislation
which enables EU workers, the right to a minimum number of holidays per year, paid
breaks, and some sort of rest for at least 11 hours in any 24 hours. Employment Act 2002-The Employment Act 2002 is legislation that is intended to
provide an incentive for employers and employees to resolve any problem through
dialogue, in cases where such procedures have not existed previously or have been used,
and as a result of this, forestall legal action. Within the piece of legislation itself there are
two different types of procedure defined in the Act: A standard procedure and a simple,
more modified procedure (Hall, Pilbeam and Corbridge, 2013). National Minimum Wage-The National Minimum Wage entitles workers within the UK,
aged 16+ to a national minimum hourly wage, which is currently £3.68 for 16-17 year old
workers above school leaving age but under 18, £4.98 for 18-19 year olds, and £6.08 for
workers 21years and over. This is regardless of where they work or their job role.
 Data Protection Act 1998-The Data Protection Act 1998 (DPA) is legislation which
ensures that the miss-use and miss-placement of data on identifiable living people does
not occur. It is the main piece of legislation that governs the protection of personal data in
the UK (http://eviekins93.blogspot.in/2011/10/recruitment-selection-p2.htm).
TASK 2
P3 Preparing the documents used in the selection and recruitment activities
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.
Other Duties and Responsibilities
 The post holder agrees to undertake training and development as appropriate and to also
keep apprised of developments in his/her field of expertise.
 To undertake other duties as reasonably requested from time to time, taking into
consideration the rate of remuneration and the capabilities of the employee (Klotz and et.
al., 2013).

 This job description is current at commencement of employment. In consultation with
you, it is liable to variation by management to reflect or anticipate changes in, or to the
job.
Job requirements.
Responsibility for the development and management of the sales and administration teams
(Midlands and South)
 Play a critical role as part of the sales management team and developing the sales
strategy Increase sales within area of responsibility (Rivera, 2012)
 Open and build on new accounts in the designated territory to contribute to sales targets
 Assist customers in increasing MTBF through product selection
 Gain market share from competitors to grow AES customer base. 4.6 Maintain / update
CRM system to provide an audit trail
 Manage day-to-day sales activities
 Secure new business by negotiating contracts
 Provide sales planning for the designated region, to ensure market potential is achieved
and action plans are in place for further profitable growth
 Bridge the local sales companies and central plc activities to ensure efficient and
productive relationships on all aspects of sales, engineering support and customer
service. Report on sales and company budgeting duties for the region.
Person specification
 Proven successful track record of growing attendances and sales in a theatre and
entertainment context
 Proven successful team leadership and development of individuals’ performance
 Track record of developing with relevant team members, and of implementing, new and
successful marketing and sales campaigns
 Proven successful track record in generating sponsorship and/or corporate business in an
entertainment or hospitality context
 Numeracy, literacy and IT competence commensurate with the demands of the Post

 Ability to work unsociable hours in line with the demands of the Post and the Tesco
(McClean and Collins, 2011).
TASK 3
P4 Planning to take part in the selection interview
Following mentioned aspects will be considered for conducting interview-
Recognise that there is a statutory duty under the Equality Act 2010 for employers to safeguard
against discrimination on grounds of disability, and that this applies not only to existing
employees but also to potential job applicants.
View the recruitment process in its entirety, from advertising the position through to selection.
At each stage, ensure that practices and policies do not discriminate against disabled applicants
and consider any reasonable adjustments that may be required.
Remember that the duty is to make adjustments that are reasonable. What is reasonable is
dependent on factors such as the size of the business and the disruption likely to be caused by
making the adjustment. It may not always be possible or reasonable to implement the necessary
adjustments.
Ensure that only qualifications and requirements that are relevant and necessary for the
performance of the role are stipulated in the advertisement, person specification or job
description.
Establish whether or not an applicant requires any reasonable adjustments for the interview.
Do not ask questions about a candidate's health or disability before offering him or her
employment, unless this is for a reason allowed under s.60 of the Equality Act 2010.
After making a conditional or unconditional job offer, discuss with the employee what, if any,
reasonable adjustments he or she would require in relation to the work.
Ensure that the consultation and decision-making process relating to any adjustments is
adequately documented.
If using a recruitment agency, ensure that the agency is aware of its duty to make reasonable
adjustments.
P5 Taking part on the selection interview
Some interviewers find that they spend a lot of time in interviews describing the position
and providing general information for applicants. Think about what you want applicants to know

about the job, your department, the University as a whole, UO benefits, and so forth. Instead of
sharing information verbally in each interview, it may be more efficient to provide written
materials for applicants. The focus of the interview can then be on the applicant and their
qualifications.
When calling applicants to schedule interviews, let them know who will be present
during the interview and the approximate duration. Schedule the interview in a room that is
accessible to people with disabilities and free of interruptions or other distractions (Pille, 2017).
The first step of a successful interview includes building rapport with the applicant.
Introduce interview panel members including their title and relationship to the position being
filled. Let the applicant know that they will be given the opportunity to ask questions at the end
of the interview. Give a time frame (e.g., "We expect the interview to last about 30 minutes and
have questions for you")
CONCLUSION
The aforementioned report concludes that a good way to improve questioning technique
is to experiment. Practice your phrasing of questions prior to conducting interviews. Add some
special questions to your interviews and evaluate the types of responses you receive. Critique
each interview to determine how to improve your style. Good questioning skills can definitely
enhance your interviewing success.

REFERENCES
Journals and books
Aylott, E., 2014. Employment law: HR fundamentals. London: Kogan page.
Breaugh, J. A., 2013. Employee recruitment. Annual review of psychology. 64(4). 389-416.
Chapman, D. S., and Webster, J., 2003. The use of technologies in the recruiting, screening, and
selection processes for job candidates. International Journal of Selection and Assessment,
11(2/3). 113-120.
Covert, S. P., 2011. Creating a Web-Based Employee Orientation and Induction
Program. School Business Affairs. 77(1). 8-10.
Girard, A., and Fallery, B., 2009. E-recruitment: new practices, new issues. An exploratory
study. In Boudarouk, T., and Ruel, H., (Ed.) Human resource information systems.
London: Emerald Group Publishing.
Hall, D., Pilbeam, S., and Corbridge, M., 2013. Contemporary themes in strategic people
management: a case-based approach. London: Palgrave Macmillan.
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). 104-119.
McClean, E., and Collins, C. J., 2011. High‐commitment HR practices, employee effort,
and firm performance: Investigating the effects of HR practices across employee groups
within professional services firms. Human Resource Management. 50(3). 341-363.
Rivera, L. A., 2012. Hiring as cultural matching the case of elite professional service
firms. American Sociological Review. 77(6). 999-1022.
Stahl, G. and et. al., 2012. Six principles of effective global talent management. Sloan
Management Review. 53(2). 25-42.
Torrington, D. and et. al., 2011. Human resource management. (8th Ed) London: FT/Prentice
Hall.
Online

Pille, M., 2017. Planning and Conducting the Perfect Interview. [Online]. Available through:
<http://www.peoriamagazines.com/ibi/2010/nov/planning-and-conducting-perfect-
interview>. [Accessed on 4th May 2017].