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Tourism EnterprisesSupporting website

http://www.flickr.com/photos/bitzi/176304506//

Recruitment and Selection

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Recruitment Selection

The process of attracting suitable individuals

to apply for positions in an organisation.

Aim - to attract the best applicants and

exclude any that are not suitable

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Recruitment

Recruitment is job centred:

Questions to ask before starting the process

Should the job continue in its present form?

Is it needed at all?

Can the work be redistributed

Does this job add value or assist the organisation to

achieve its objectives

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Recruitment Process

Determine the vacancy

External

Do we buy in skills, knowledge, ability?

Internal

grow our own inside the organisation?

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Recruitment Process

Internal vs External

Before any decision is made to recruit newstaff, the experience and qualifications ofcurrent staff need to be considered

Vacancies should be advertised on staffnoticeboards before going outside

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Recruitment Process

Benefits of internal recruitment :

1. Saves on cost of recruitment and selection

2. Builds staff morale

3. Reduces costs of induction and training

4. Allows for succession planning

5. Selection is based on actual performance

assessment of current staff6. Provides career paths for employees

Taken from: Building Quality Service by Lynn Van der Wagen (pg65)

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Recruitment

Benefits of external recruitment :

1. Brings in new skills

2. Encourages competition

3. Gives the organisation exposure in employmentmarket

4. Brings in applicants with current knowledge and

qualificationsTaken from: Building Quality Service by Lynn Van der Wagen (pg65)

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Recruitment Process

Advertise the vacancy

National press

Local press

Recruitment agencies

Radio

Internet

Internal methods

Educational sources

http://jobs.search4.co.nz/job/view/2n6q4v/search/o/education-training/3/

http://jobs.search4.co.nz/job/view/2n6q4v/search/o/education-training/3/http://jobs.search4.co.nz/job/view/2n6q4v/search/o/education-training/3/http://jobs.search4.co.nz/job/view/2n6q4v/search/o/education-training/3/http://jobs.search4.co.nz/job/view/2n6q4v/search/o/education-training/3/

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Recruitment

If you are too detailed in the specificationsnot enough

people will apply; and if you are too general, too many

will apply

Important to choose people who will mix/blend in well

and compliment the skills of the existing team

http://www.jobsearch.co.uk/show_job.cgi?j=4814049&c=7&o=219&cat=39

http://www.jobsearch.co.uk/show_job.cgi?j=4814049&c=7&o=219&cat=39http://www.jobsearch.co.uk/show_job.cgi?j=4814049&c=7&o=219&cat=39

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Selection Process

Want candidates who have:

Skills

Knowledge

Correct attributes

Good fit to the organisation

Bilateral Process

Candidates are more assertive in choosing

organisations they want to work for

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Selection Process

Job Analysis

Job description

Person profile

Job context

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Selection Criteria

Job descriptions

Person specifications

What is the difference between the two of

these?

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Selection Criteria

Job description the role of the person, duties

and responsibilities of the individual and of

the job

Full or part-time

Fixed, casual, permanent contract

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Selection Criteria

Job Context

This is the situational and supporting information

regarding the job

Work climate (safety)

Reporting relationships

Unspoken rules

Budgetary information and incentives

eg. The job context for someone working in front-line tourism

may state that the position could be associated with

complaints, time pressure, stress, unpredictable work hours

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Selection Process

Selection devices:

Psychological, aptitude or ability testing

Medical examinations

Reference check

Academic achievement

Selection interview

Training and experience

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References

Wagen Der Van, Lynn. (1994) Building Quality Servicewith

competency-based human resource management.

Butterworth-Heinemann, Australia.