understanding organisational context 2e

7.1Capon: Understanding Organisational Context 2nd edition © Pearson Education 2004

Understanding Organisational Context 2e

Slides by Claire Capon

Chapter 7Human resource management

Workplace legislation Employee recruitment process

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Employment legislation

• Contract of Employment Act 1963

• Industrial Relations Act 1971• Employment Acts 1980, 1982

1988 & 1990• Trade Union Act 1984

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Health & Safety legislation

• Factories Act 1961• Offices, Shops & Railways

Act 1963• Fire Precautions Act 1971• Health & Safety at Work Act

1974

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Discrimination commissions

• Equal Opportunities Commission– Equal Pay Act 1970– Sex Discrimination Act 1975

• Commission for Racial Equality– Race Relations Act 1976

• Disability Rights Commission– Disability Rights Commission Act 1999

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Table 7.2 Employee recruitment process

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Assessment of the job

Stage 1Job analysis

Job description

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Job analysis • Collect information on the:

- tasks and activities of the job- responsibilities of the job- conditions under which the job is done

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Job analysis• Examine current job

description• Speak to:

- the current job holder- their manager- their peers and subordinates

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Job description• Update the job description• Identification of the job• Summary of the job• Content of the job• Working conditions• Performance standards

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Assessment of type of applicant

Stage 2Person specification

Key results areas

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Person specification• Review updated job description

(this outlines the job)• Translate job tasks and activities

into required skills and abilities• Update personnel specification

(this outlines the person)

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Person specification• Apply Rodger’s 7 point plan by:

- drawing up a set of criteria to assess all applicants

- deciding which criteria will be essential and which desirable

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Table 7.5 Rodger’s seven-point planSource: Torrington, D and Hill L (1995) Personnel Management: HRM in Action (3rd edn), Harlow: Prentice Hall.

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Person specification• Physical make-up required

for effective performance of the job includes:- appearance, health, fitness, manner and voice

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Person specification• Attainment - deals with

education and previous employment

• Covers qualifications, and type and amount of work experience required

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Person specification• General intelligence is

assessed, as jobs requiring complex work patterns require a different level of general intelligence to those which are repetitive and routine

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Person specification• Special aptitudes cover:

- already-acquired knowledge or skills needed for effective performance in the job- ability of applicants to adapt existing skills and knowledge

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Person specification• Interests covers:

- relevant out-of-work activities which

support the application for employment

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Person specification• Disposition covers relevant

personal characteristics, such as an ability to:- meet tight deadlines- work well in a team- work on own initiative

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Person specification• Circumstances covers those

which will have to be met by the successful applicant on a regular basise.g. shift work, working away from home or being on call

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Key results areas• Key results areas provide the

job holder with the:- expected goals, outputs

and outcomes of the job - basis for his/her appraisal

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Attracting applicants

Stage 3Placement of the

advertisementThe advertisement

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Placement of advert• Internal advertising, vacancy

sheet, vacancy list on premises

• Technical or industry press:e.g.New ScientistThe Bookseller

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Placement of advert• National press:

e.g. Independent, Guardian, The Times, Daily Telegraph, Financial TimesSunday Times, Observer, Independent on Sunday

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Placement of advert• Local press in South

Yorkshire:Sheffield StarYorkshire PostBarnsley Chronicle

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Placement of advert• Job centres• Employment agencies• Management selection

consultancy• University careers service• School careers service

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The advert• The advert should contain brief

details on the: - organisation and its line of business- job and duties, summarised from the job description

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The advert (cont.)- key requirements for the

job, summarised from the person specification- salary or salary scale and

how people can apply for the vacancy

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Assessing applicants

Stage 4Assessment of

application formsAssessment of applicants

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Assessment of application forms

• Does the applicant meet the essential criteria covering the following key areas?- qualifications- work experience- aptitudes

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Assessment of application forms

• Does the applicant meet any of the desirable criteria?

• Reject applicants who meet none or few of the essential criteria

• Proceed to the interview stage with applicants who meet the essential and desirable criteria

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Table 7.9 Interview structure

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Assessment of applicants

• Carry out first interviews• Select candidates for second

interviews• Aptitude tests• Carry out second interviews

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Assessment of applicants

• A good interviewer will:- choose an appropriate

environment (private and quiet)- seek to relax the applicant

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Assessment of applicants

- set the scene by recapping on the job and type of person sought- structure the interview around the application or person specification

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Assessment of applicants

- ensure relevant questions are asked - relevant questions will give enough information to assess if the applicant meets the criteria on the person specification

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Assessment of applicants

- ask open-ended questions - this allows the applicant

to explain his/her answers- allow the applicant to ask

questions - the interview is a two-way communication process

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Assessment of applicants

- close the interview by telling the candidate

when and how they will know the outcome of the interview, and thank the candidate for coming

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Assessment of applicants

• Finally, the interviewer(s):- select the successful

applicant- check references- confirm appointment