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Recruitment and analysis methods (Recruitment Stages (Job analysis (Stages…

- - - - Benefits package/ career opportunities offered
      - Whether use a global market for recruits
      - Attractiveness as an employer
      - Formalisation of procedures
      - Frequency of recruitment
      - Responsibility for recruitment (line manager, HR partnering etc)
  - - - Recruitment strategy and practice
      - Equity and fairness of process
      - Composition of the application pool
      - Degree of selectivity possible
      - Skill needs and supply of candidates
      - Degree of selectivity possible
- - - - External
        
        Newspapers, career offices, trade press, recruitment agencies & head hunters, internet, TV or radio, jobcenter, careers fair, word of mouth.
      - Internal
        
        Notice board, intranet, team meeting, staff newsletters, direct approach, emails.
      - Determines on the answers of job analysis, finding skilled people, cost, the speed of recruitment, the organisations hr strategy, expected responses. (recruitment strategy model)
  - - - CV & cover letter, online- application form, psychometric test and video interview. Linked inn, calling in person, open day interview event, email application.
  - - - Purpose of Job- why is it done?
      - Content of job- what is done?
      - Accountability- specific results
      - Performance criteria- how it's done?
      - Responsibilities- people & other resources
      - Organisation relationships
      - Development of job- making it better
  - - - The aim of recruitment advertisement is to secure sufficient applicants from suitably qualified persons with the end result that the employer will find the 'best person for the job' Foot & Hook 2012
      - Employer branding and recruitment
        
        Employer branding applies marketing techniques of the process of recruiting and retaining employees..(and)... would also help build greater levels of employee motivation and enhanced customer outcomes. (Backhaus, 2016)
        
        encourage trust and loyalty (Hays, 2010), utilised to demonstrate the unique aspects of the job- employee value proposition. (Rosethron, 2019), plays a private role is attracting and retaining the top talent to an organisation (Wylie, 2018)
      - Aims
        
        Generate Candidates- attract a sufficient number of good candidates at a minimum cost.
        
        Attract Attention- it must compete for the attention of potential candidates against other employees.
        
        Create and maintain interest- communicate, in an attractive and interesting way, information about the job, the company and terms & conditions of employment
        
        Stimulate action- message needs to be conveyed in a way that will promt a sufficient number of replies from candidates with the right qualifications for the job.
      - Job advertisements
        
        Job title, manage expectations (person specification), type of contract, location, specific salary, number of working hours, information about company (sell yourself as a company), brief information about the job duties.
      - Internet/ online/E- recruitment
        
        Use of technology to attract candidates and aid the recruitment process. Can be done through the internet (company website or intranet)
        
        Aim is to attract the the best possible talent in an effective manner. Employers can utilise online recruitment to position themselves as employers of choice.
        
        As the twenty first century progresses, the use of the internet to advertise and deal with recruitment processes is becoming ever more well established and developments are opening up more opportunities for innovative approaches. (Foot&Hook 2011)
        
        To attract
        
        E-recruitment- internet and social networking websites are becoming more popular (70% of employees use the internet as a recruitment method) (CIPD, 2017)
        
        Can be used alongside tradition methods- rather than replacing them
        
        Pre- recruitment
        
        Social networking websites- used to advertise jobs, they cannot be used to reveal identifiers about the candidate and utilised to discriminate (Brown, 2018)
        
        Online e-recruitment systems- these can be used by either the candidate or the employer to filter the opportunities or applicants via an algorith. (Faliagka, Tsakalidis and Tzimas, 2012)
        
        Glass door- early stages of recruitment, like TripAdvisor for job seekers (Lakin, 2015)
        
        Selection
        
        Automated decision making- used to sift through CV's, however employees have the right to know due to GDPR (Brown, 2018)
        
        Video Interviewing- facilitate a live interview or have a recorded version submitted.
        
        To recruit
        
        Online psychometric testing- used as part of the initial stages of the selection process (Foot& Hook, 2011)
        
        Interact with Candidates- making a connection with potential applicants can make a huge difference in relation to their psychological contact (Ongig, 2014)
        
        Online advertisement system- employees complete an online application form (Wilton, 2016)
      - Candidate journey
        
        “The candidates’ experience is another important aspect of recruitment. The recruitment process is not just about employers identifying suitable employees, it’s also about candidates finding out more about the business, and considering whether the organisation is one they would like to work for.” (CIPD, 2018)
        
        The more sensible approach for many organisations is a mixed recruitment strategy, which effectively integrates more traditional recruitment methods with e-recruitment and social recruitment.
        
        Brown (2018) argues; Two-thirds of job hunters favour face-to-face recruitment over the use of technology. New technology provides organisations the chance to enhance aspects of the recruitment process. However the importance of the human element between employer and candidate is crucial
  - - - Hire someone? Spread the work out among remaining staff? Use flexible working of current staff to do the job? Redeployment- bring someone in from another part of the organisation? Use technology to undertake some of the tasks? Outsource the job?
  - - - Cost, effectiveness and fairness.
      - Did the assessment of staffing needs turn out to be accurate? Could the essential documents – for example, the job description or application form – be improved in any way? Did the advertisement and the channels used produce enough suitable candidates from different backgrounds? What proportion of unsuitable applications were let through at the sifting stage and is this an acceptable level for the organisation? Did the recruitment method draw out what the employer needed to find out about the candidates’ abilities and attributes? Were there any problems in getting the successful candidate to accept the job offer?