STAFFING/RECRUITMENT

&

SELECTION PRACTICES

ECOBANK APPROACH ON

RECRUITMENT & SELECTION PRACTICES

OUR RECRUITMENT AND SELECTION PRACTICES ARE COMPETANCES BASED

What is competency?

Competency, (plural competencies) refers to a cluster of personal attributes relating to excellence in a specific activity.

Competencies are made up of personality, (the

characteristic patterns of thoughts, feelings and behaviors that make a person unique) ability, knowledge and experience as well as interest and motivation.

What is competency?

Competency, therefore, is a measurable pattern

of knowledge, skills, abilities, behaviours, experience and motivation that an individual needs to successfully perform work roles or discharge occupational functions.

Competencies are the personal and

professional attributes that are critical to successful performance in organization.

A competency can be knowledge, skills, attitudes, values, or personal characteristics that enable an individual to perform a task.

Components of competency

We look four different components of competency i.e.

• Skills: practical experiences developed during practical training. Such skills include: – Hard skills: technical knowledge – Soft skills: abilities resulting from personal

attributes/personality • Knowledge: the acquisition of the

necessary information required to perform a given task.

Components of competency…

• Personal attributes: essential inherent characteristics that are necessary in the development of knowledge and skills

• Behaviour: the observable manifestation of

utilising knowledge, skills and personal attributes

What is recruitment?

Recruitment refers to the process of surveying all sources of personnel, inside and outside the organization, to locate and attract the best possible candidates for new or vacated positions.

Characteristics of Recruitment:

Recruitment involves the following characteristics -

• Recruitment is first step of appointment. • It is a continuous process. • It is a process of identifying sources of

human force, attracting and motivating them to apply for the jobs in organisations.

• It is a manpower development process • It is a positive process. • It fulfills needs, both present and the future

Sources of Recruitment:

The sources of recruitment that we normally use fall under two categories:

• Internal • External

Sources of Recruitment: Internal Sources

Under internal sources of Recruitment we look on:

• Promotion • Transfers • Trainees • Internal Advertisement • Informal Search.

Advantages of internal recruitment

Internal recruitment has a number of advantages and include:

• Providing the solution for disguised underemployment.

• Serving as a means of creating promotion for the existing workforce.

• Providing the basis for tapping hidden (internal) talents.

• Revealing employees who are dissatisfied with their present jobs.

• Reducing costs in terms of time and money. • Shortening induction and orientation period.

Sources of Recruitment: External sources

On the external sources of Recruitment we explore the following ways -

• Through Employment Exchange. • Private Employment Agencies. • Recommendations of Existing Employees. • Advertisement in Newspaper and Internet. • Waiting list. • Business meetings, Conferences and

Seminars. • Executive Search Agency. • Professional Training Instituitions.

What is competency-based recruitment?

Competency-based recruitment is about understanding exactly what is needed for the job in question.

Next, defining a process that identifies exactly those competencies critical for job success. In terms of personality, ability, knowledge and cultural fit.

Or more simply it mean creating a clear distinction between personality traits (prefers to do), motivation (wants to do) and cognitive abilities (is able to do) - and recruiting on the basis of this information.

What is competency-based recruitment?...

Competency based recruitment and selection focuses on identifying those candidates that can evidence those behaviourally defined characteristics which underpin successful/superior performance in the role you we are seeking to fill.

Why Ecobank use competency in

recruitment and selection • Improves accuracy in assessing people’s

suitability or potential for given jobs. • Helps interviewers and selectors from

making haste decisions or from assessing characteristics that are not relevant to the job

• Helps structure the selection process-interview and tastes

• Helps to clarify candidates strengths and weaknesses, making it easier to target any development needed once we appointed them

Steps involved in competency-based

recruitment process

1. Identify vacancy 2. Prepare job description and 3. Prepare person specification 4. Advertising the vacancy 5. Managing the response/short-listing 6. Arrange and conduct interviews & Tests 7. Reference checks and decision making

Steps in competency-based recruitment

process

Recruitment process

1

2 7

5

3 6

4

1. Identify/Review of the vacancy

When a position falls vacant in our company, we review the vacancy by asking the following questions:

• Does it have to be filled? • What would be the adverse consequences of

not filling it? • Could the work be distributed among

existing staff?

2. Prepare/Review job description

By job description is meant a summary of the duties attributed to a job classification and the knowledge, skills and abilities required to perform satisfactorily in any position which is similarly classified.

It is a written statement of what a job holder

does, how it is done, why it is done, and the skills needed to perform the job.

Review job description…

The job description reveals: • The purpose of the job: this should contain a

clear list of objectives and reasons for having the job in the organization.

• Position in the organization: this refers to

who the incumbent should report to or should be responsible to and where they fit in the organization structure

Review job description…

• Main duties and responsibilities: provide a detailed list of tasks to be performed as well as responsibilities to be shouldered.

• Organizational factors: relationship of the

job with similar jobs in the organization. • Personal factors: the nature of skills, abilities,

experiences and qualifications required to effectively do the job

Main components of job a description…

The following are components of a job description:

1. Job title: The job title should accurately describe the job.

2. Summary: This is a concise definition of the jobs" major responsibilities, where, and when it is performed

3. Qualifications: A description of any experience, training, or education that is necessary to perform the job.

Main components of job a description…

4. Duties or Tasks: This is the list of all activities that the person will perform.

5. Work relationships: This should clearly define who the worker's supervisor is and how the worker's position relates to other positions.

6. Compensation and Benefits: Include in this section all compensation that is offered.

7. Work schedule: Defines work hours as much as possible.

Why job description ??

Job descriptions improve an organisation's ability to manage people and roles in the following ways:

• clarifies employer expectations for employee

• provides basis of measuring job performance

• provides clear description of role for job candidates

• provides a structure and discipline for company to understand and structure all jobs and ensure necessary activities, duties and responsibilities are covered by one job or another

Advantages of job description in CBR…

• provides continuity of role parameters irrespective of manager interpretation

• prevents arbitrary interpretation of role content and limit by employee and employer and manager

• essential reference tool in issues of employee/employer dispute

• essential reference tool for discipline issues • provides important reference points for training

and development areas

3. Prepare/review person specification

The person specification is the cornerstone for the whole recruitment process. Person specification we look into:

• Skills and abilities • Experience • Knowledge • Training • Other requirements

4. Advertising the vacancy

• Internal and external recruitment: All vacancies should be internally and externally advertised as per ETZ Policy

• Budget control: we look on our budget!

5. Managing the responses/short-listing Preliminary selection: After applications have been received from

prospective candidates, we focus on determining the most suitable ones.

Short-listing is accomplished by comparing candidates' applications with the key criteria in the job specifications (i.e. qualifications, education and training, experience, age, etc.).

Usually, short-listing produces three categories of candidates:

• The possible candidates. • The marginal candidates. • The unsuitable candidates

Role of HRM in the CB-Selection Process

Our role (HR Dept)in the selection process includes:

• Ensuring fair play in preliminary elimination (i.e. short-listing). We also involve line managers in determining the suitability of potential candidates for the job.

• Recommending the effective selection methods for each particular job or group of jobs.

• Encouraging the use of job description and job specification as aids to selection.

• Providing expertise on the use of tests. • Preparing a conducive environment for the

selection process

Selection methods

We use variety of selection methods including: • Presentations • Written reports • Practical tests on the task • Psychometric tests • Assessment centres • Reference checks

6. Interview

Interview means a purposeful and controlled conversation between two or more persons

The objectives of employment interview include: • To collect information about the suitability of

the candidate which assist us in predicting how successful the individual would perform the job (to seek information about the candidate)

• To give the candidate an accurate picture of the organization and the job with details of terms and conditions, organizational policies, employer -employee relations etc.

• To provide a fair meaning for all potential applicants/employees.

In competence based interview we observe

the following: 1. The physical make up: physique, health,

appearance, hearing and speech. 2. Attainments: education, qualifications, experience. 3. General intelligence: the intellectual ability of the

candidate 4. Special aptitudes: mechanical, manual dexterity,

facility in the use of words, figures. 5. Interests: physically and socially active,

constructive, artistic. 6. Disposition: acceptability, influence over others,

steadiness, dependability, self -reliance. 7. Circumstances: occupations of family, domestic

circumstances.

We also use of psychometric tests

Psychometric tests are structured tests, taken in exam-like conditions, which aim to measure objectively a person's ability, or certain aspects of their personality.

These tests aim to measure attributes like intelligence, aptitude and personality, providing a potential employer with an insight into how well you work with other people, how well you handle stress, and whether you will be able to cope with the intellectual demands of the job.

Use of psychometric tests

Psychometric testing we are using falls into three

specific categories. • Ability testing measures a person’s potential to

learn new skills or to cope with the pressures of a specific job.

• Aptitude testing is also job related, but focuses on specific job areas and how the test taker would perform in a defined role.

• Personality testing assesses everything from motivation to working preferences.

Preventive Human Resources Management:

Making a working environment that that is free of Industrial Disputes by giving enough education to employees on Industrial Relations matters.

Whenever there is a dispute, it must be handled as professionally as possible.

Generally competence-based interview…

Competency-based interview focus to address potential techniocal/functional competencies. These are competencies that are job-specific and are related to specific skills and techniques required to perform a specific task. E.g.

• HRM skills and techniques

• Accountancy skills and techniques

• Engineering skills and techniques

•Thank you