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recruitment (stages of recruitment : (job analysis, job description and…
recruitment
stages of recruitment :
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- job description and person specification
- rational / processual approach
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- evaluation of advertising
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5. external recruitment
- once employer decides external recruitment is necessary, a cost-effective and appropriate method of recruitment must be selected
- most employers use a wide variety of different recruitment methods at different times
- a recruitment method must be chosen that will attract as many people as possible with the required skills and qualifications and reach people who are either actively looking for a new job or thinking about doing so
- most effective include traditional and electronic
- e-recruitment draws on both corporate and commercial websites -- large organisations typically have part of their website dedicated to careers, e.g. BBC, Coca Cola
Simon and Esteves (2016) : around three quarters of potential applicants view companies' corporate websites and these are their most useful source of information
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- commercial and corporate websites have drawbacks: employers advertising jobs can be bombarded with hundreds of applications, many of which are unsuitable for the position advertised
- recruitment consultants are cited as the second most effective method of recruitment by around 40% of organisations
- fast emerging form of e-recruitment is social media : professional sites such as LinkedIn, are used by around one fifth employers and social media sites such as Facebook by around 6%
- Holm (2014) : social media not as cost-effective a form of recruitment as corporate and commercial websites
- other once common recruitment methods, such as national and local papers, have seen substantial falls in popularity given advances in e-recruitment
2. person specification
listing the key attributes and/or competences required of the person to undertake the role is then derived from the job description and used in recruiting the new person
this combines attributes derived from job analysis, such as qualifications, knowledge, skills and experience, with competencies such as time management and planning and organisation - some attributes are essential some are desirable
CIPD (2015) : recommends careful thought when specifying this. too many essential criteria can both restrict applicant numbers and skew applicant pool
evidence shows, women apply for roles when they have 100% of essential criteria, whereas men apply when they have 60%
job description and person specifications underpin recruitment advertising, that is, the communication of employer requirements to potential applicants. they also form the basis of selection activity
3. processual approach
relies heavily upon identifying a candidate who fits well into the organisation, rather than a preoccupation with a restrictively defined role
recruitment advertising is used to begin establishing the psychological contract - it communicates to potential employees what the experience of working for the organisation will be like
recruitment process thus becomes two-way, with candidates making decisions about prospective employers and vice versa.
- increases prospect of achieving good fit
- created considerable interest in employer branding, which advocates competing for staff by borrowing techniques long used in marketing goods and services to potential customers
3. rational approach
one way process in which employer determines the vacancy's requirements and communicates these to potential candidates in order to generate a pool of applicants to support the selection process
job analysis, job description and person specification are central to this as the job is fixed and the emphasis is upon finding the applicant who best fits the job
- dominant role for management is presumed and candidates are seen to hold little power - which has led to criticism
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Sanchez and Levine (2009) : review of existing research finds that competency-based approaches seek to influence employee behaviour in the role undertaken, rather than simply describe it, and have a future orientation that encourages the maximisation of organisational performance
contrasts with job analysis, which is backwards looking and reflects typical, rather than maximum, levels of performance
4. internal recruitment
- vacancies are often filled internally "internal labour markets"
- sometimes organisaions advertise all vacancies publicly as a matter of course and consider internal applicants along with external applicants
- many organisations prefer to invite applicants from internal candidates before they look to external labour markets for new staff (Newell and Shackleton, 2000)
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Breaugh and Starke (2000) : "includes those particular practices and activities carried out by the organisation with the primary purpose of identifying and attracting potential employees"
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