AboutLeo Lingham Expertise In Managing a business, I can cover all aspects of running
a business--business planning, business development, business auditing, business communication, operation management, human
resources management , training, etc.
Experience 18 years of working management experience covering such areas
as business planning, business development, strategic planning,
marketing, management services, personnel administration.
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24 years of management consulting which includes business planning, strategic planning, marketing, product management, training, business coaching etc.
Question Dear Leo pls help me out for this question: Describe the requirement policy of your organizationor any organization your familiar with, discuss the advantage of recruiting from internal and external sources. Describe the organization ur refering to?
Answer Recruiting and selecting the right people is of paramount importance to the continued success of ABC. This Recruitment and Selection Policy sets out how to ensure, as far as possible, that the best people are recruited on merit and that the recruitment process is free from bias and discrimination.
Building on the previous guidelines, the main thematic change relates to monitoring the recruitment process and its outcome. It is a responsibility on organisations to monitor, amongst other things, their recruitment processes to ensure they are not discriminatory. Accordingly, this policy sets out a procedure to enable departments to monitor staff recruitment and to provide information to enable the appropriate committees to monitor recruitment activity across all of ABC.
By following the policy, in addition to fulfilling employment law requirements, ABC will also ensure that it continues to uphold its commitment to equal opportunity.
Contents
1.INTRODUCTION
2.SCOPE
3.NEW JOBS AND JOB VACANCIES
4. JOB DESCRIPTION
5. PERSON SPECIFICATION
6. DETAILS FOR APPLICANT
7.PUBLICISING THE VACANCY
8.PROCESSING APPLICATIONS
9.SELECTING THE INTERVIEW PANEL
10. MONITORING
11. SHORTLISTING
12.ARRANGEMENTS FOR INTERVIEW
13. INTERVIEWING
14.SELECTION TESTS AND PRESENTATIONS
15. MAKING A DECISION AFTER INTERVIEW
16. REFERENCES
17.CRIMINAL RECORDS CHECKS
18. APPOINTMENTS
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Introduction
1.1 This policy is designed to assist you to recruit and select the best candidate for a vacancy. In doing so it also enables you to take account of:
ABC 's equal opportunities policy
Legislation including the Sex Discrimination Act 1975 and Race Relations Act 1976, the Disability Discrimination Act 1995 and 2005, the Data Protection Act 1998, Employment Equality (Sexual Orientation) and Employment Equality (Religion or Belief) Regulations 2003 and the Race Relations (Amendment) Act 2000 and the codes of practice relating to them. UCL will also have similar responsibilities in respect of age by the end of 2006.
Advice on good practice from the Equal Opportunities Commission, the Commission for Racial Equality, the Disability Rights Commission, the Commission on University Career Opportunity, the Equality Challenge Unit and Opportunity Now.
1.2 It is the responsibility of each Head of Department/Division to ensure that this policy is carefully followed within their department/division. All Heads of Departments/Division should make members of their staff aware of the obligation to familiarise themselves with and follow this policy.
1.3 The policy will be reviewed from time to time and amended as appropriate.
1.4 Advice on any aspect of this policy or procedures allied to it is available from the Human Resources Division.
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Scope
2.1 Normally appointments must be made in accordance with this policy and must, therefore, be subject to advertisement and interview. The Human Resources Division must approve any exceptions in advance of formal appointment, for example where a grant awarding body approves funding for a named individual to work on a particular piece of research and the grant is dependent on that individual's contribution.
2.2 When employing temporary or casual staff on a short-term basis the principles of good practice outlined in this policy should be followed. In summary these are that details of a post must be publicised, selection must be on the basis of appropriate criteria and merit, a record of the process and decision must be kept and the monitoring information returned to the HR Division.
2.3 Financial approval for the establishment of a new post or the filling of a vacancy must be obtained before recruitment commences. Departments should therefore consult with the appropriate section of the Finance Division - Planning & Management Accounts in respect of non-research posts and Research Administration in respect of research posts.
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New Jobs and Job Vacancies
3.1 The occurrence of a vacancy is an opportunity to review the necessity for the post and its duties, responsibilities and grade.
3.2 Where the duties of a post have changed significantly the Head of Department must seek confirmation from the Human Resources team of the appropriate grade for the post, ideally before financial approval is sought.
3.3 When a vacancy arises, consideration must be given to staff whose posts are being made redundant and for whom redeployment is being sought. Details of employees seeking redeployment can be found on the Redeployment Database. Recruiting managers must view this database and give consideration where appropriate prior to an advertisement being placed. Recruiting a redeployee can reduce both the time and the cost incurred in filling a vacancy.
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Job Description (details of the role)
4.1 A job description is a key document in the recruitment process, and must be finalised prior to taking any other steps in the process . It should clearly and accurately set out the duties and responsibilities of the job and must include:
the job title (which must be sex and age neutral)
the location of the job i.e. department/division/ ETC
grade of the post
the post to whom the postholder is responsible
any posts reporting to the postholder
main purpose of the job
main duties and responsibilities
any special working conditions (e.g., shift working patterns, ETC]
4.2 Items that should be included in job descriptions are:
A note that indicates that, as duties and responsibilities change, the job description will be reviewed and amended in consultation with the postholder
An indication that the postholder will carry out any other duties as are within the scope, spirit and purpose of the job as requested by the line manager or Head of Department/Division
A statement that the postholder will actively follow ABC policies including Equal Opportunities policies
An indication that the postholder will maintain an awareness and observation of Fire and Health & Safety Regulations
4.3 The language in job descriptions should:
Avoid jargon and unexplained acronyms and abbreviations
Be readily understandable to potential applicants for the post , can proof documents for accessibility and plain, effective English
Avoid ambiguity about responsibilities and be clear about the postholder's accountability for resources, staff, etc.
Use inclusive language .
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Person Specification
5.1 The person specification is of equal importance to the job description and informs the selection decision. The person specification details the skills, experience, abilities and expertise that are required to do the job. It should be drawn up after the job description and, with the job description, should inform the content of the advert. The person specification should be specific, related to the job, and not unnecessarily restrictive - for example only qualifications strictly needed to do the job should be specified. The inclusion of criteria that cannot be justified as essential for the performance of the job may be deemed discriminatory under discrimination law, if these impact disproportionately to the disadvantage of specific groups.
5.2 The person specification must form part of the further particulars of a vacancy along with the job description in order that applicants have a full picture of what the job entails. The person specification enables potential applicants to make an informed decision about whether to apply and those who do apply, to give sufficient relevant detail of their skills and experience in their application. The person specification forms the basis of the selection decision and enables the selection panel to ensure objectivity in their selection.
Elements of the Person Specification
5.3 The person specification details the:
knowledge (including necessary qualifications)
skills and abilities
experience
aptitudes
required to do the job, specifying which are essential and which are desirable; these may be different from the attributes of the previous postholder.
5.4 Essential criteria are those without which an appointee would be unable to adequately perform the job; Desirable criteria are those that may enable the candidate to perform better or require a shorter familiarisation period.
5.5 Criteria which are subjective and for which little evidence is likely to be obtained through the selection process should be avoided
5.6 Knowledge can be derived in a number of ways, for example through education, training, or experience.
5.7 For some jobs a particular qualification(s) may be essential, while for others no single qualification may be appropriate and a particular type of experience may be just as relevant as a formal qualification. Where qualifications are deemed essential these should reflect the minimum requirements necessary to carry out the job to an acceptable standard. Qualifications should be stated but it should be made clear that overseas equivalents will be accepted. The Human Resources Division can assist in advising on the equivalence of particular overseas qualifications.
5.8 Candidates will increasingly come forward with National Vocational Qualifications. These qualifications recognise the achievement of employment-led standards of competence.
5.9 The type of experience required of applicants should be specified; but stipulating the length of experience must be avoided unless it can be objectively justified because the quality of experience is more important than its length and the Age Regulations make such stipulation unlawful unless objectively justified. It is also important to remember that experience is sometimes transferable from one area of work to another, in which case specifying skills is likely to be more effective than specifying a narrow definition of experience.
5.10 Required abilities should be expressed in terms of the standards required, not just in terms of the task to be undertaken. For example, avoid statements such as 'Ability to write reports'; instead, indicate the expected standard, such as 'Ability to write detailed financial reports that encompass departmental budgeting, annual variances, and forecasting'.
5.11 Extreme care must be taken if physical requirements are specified. The Disability Discrimination Act requires employers to make reasonable adjustments to a workplace or the way a job is carried out to make them suitable for disabled people. It is therefore important that any physical requirement is stated in terms of the job that needs to be done. For example a job may require that the appointee 'must be able to travel to a number of different locations on UCL business'. For driving jobs, it will be appropriate to specify the ability to drive.
5.12 Personal qualities may affect the ability of an individual to do the job, but they should not be seen as substitutes for skills. For example, the ability to deal effectively with frustrated customers is a skill. Simply possessing patience (a personal quality) will not be enough.
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Details for Applicants
6.1 The details of a vacancy or 'further particulars' of a post must include the job description and person specification for the post together with any other important information that a potential applicant needs to decide whether to apply. The purpose of advertising a post is to attract the widest range of high calibre applicants possible and therefore the further particulars sent to or accessed by applicants must give a clear picture of the post, the department, and of ABC as an employer.
6.2 Further particulars should include the following:
details of the main terms and conditions of employment (including holiday and pension arrangements, entitlement to apply for sabbatical leave if appropriate, working hours, call-out or shift patterns arrangements if appropriate, etc.)
details of any relocation benefits - relocation expenses, relocation supplements where they apply, etc.
information about ABC and the department
the Equal Opportunity Policy statement and Equal Opportunities monitoring form
application form, if applicable, CAN BE OBTAINED FROM HR DEPARTMENT.
guidelines about completing the application form, including the number of referees and whether there is an intention to seek references before interview
where a CV is required, candidates should be advised that it must include: education history (institution name, start and end dates of courses, qualification gained), details of membership of any professional organisations, details of current or most recent employer (name and address of current organisation, job title, salary and duties, details of previous employment and how the applicants' knowledge, skills, and abilities meet the job requirements;
In addition, ABC requires applicants applying with a CV to provide standardised monitoring information .
where applicable, a statement explaining that only candidates who are shortlisted will be contacted .
6.3 Information on terms and conditions and general information about ABC for insertion in further particulars can be found at
HR DEPARTMENT.
6.4 Consideration should be given to making recruitment information available electronically as this is an increasingly effective and less resource intensive method of communication. When requested and where reasonable, documentation should be translated into alternative formats.
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Publicising the Vacancy
7.1 All posts must be advertised on the ABC website .
7.2 The majority of posts, however, will also be concurrently advertised in other specialist, national or international media to maximise the chances of attracting the best candidate. Attention is drawn to the specific requirements in relation to advertising for work permit purposes .
7.3. Both the Commission for Racial Equality and the Equal Opportunities Commission advise that 'word of mouth' recruitment is likely to be indirectly discriminatory in terms of race and/or sex discrimination. It is very important therefore that all posts are advertised as widely as possible in media that reach underrepresented groups and that all applicants are dealt with in the same way and given the same information and opportunity to make an application.
7.4 To ensure that applicants are fully informed about the vacancy for which they are applying and to ensure that they provide ABC with all the information we require, adverts must direct applicants to the further particulars, which will provide more information including how to apply.
7.5 An advertisement is written from the job description and person specification and should contain the following points:
ABC name and logo (use of the ABC logo is strictly regulated; a guide to 'Using the UCL Logo' is available from HR.
title of vacancy
salary
brief details of the job
key details of the person specification
the necessity of a criminal records check, if required.
duration of the appointment (if fixed term)
how to obtain further particulars of the vacancies
closing date for applications (sufficient time should be allowed to enable applicants to consider the further particulars and make their application)
where known, date of interview
A statement reflecting ABC 's commitment to equality of opportunity is automatically included in all recruitment advertisements
7.6 Assistance with drafting advertisements is available on request from the Human Resources Division.
7.7 Heads of Departments must ensure that permission to fill a post has been obtained before seeking to publicise a vacancy; details are available from the appropriate section of the Finance Division .
7.8 All job advertisements must be placed through the Human Resources website to ensure compliance with this policy and because the contract with ABC's advertising agency is dependent on significant volume discounts.
7.10 Instructions on how to prepare advertisements for placement on the ABC website can be found on the Human Resources .
7.11 The majority of ABC advertisements are placed on the Internet.
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Processing Applications
8.1 Heads of Departments must make their staff aware that when dealing with enquiries about vacancies it is unlawful to state or imply that applications from one sex or from a particular racial group would be preferred and to do so may lead to a complaint of race or sex discrimination against ABC.
8.2 Care must also be taken when initiating contacts with applicants that all are treated in the same way, for example with regard to invitations to visit the department, informal meetings to discuss the vacancy, and provision of information.
8.3 Disabled candidates should be allowed to submit an application in a different form e.g. by tape.
8.4.The confidentiality of applications must be respected by all of those involved in the selection process.
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Selecting the Interview Panel
9.1 All interviews must be conducted by a panel. The Head of Department/line manager should select interview panel members prior to the closing date. This allows panel members to assist in the shortlisting process. Familiarity with the vacancy and preparation for the interview is a key to successful interviewing.
9.2 Panels must:
consist of a minimum of three people including the immediate line manager of the vacant post, a colleague who is familiar with the area of work and a third person, preferably from outside the department to balance the panel's perspective.
consist of staff who have received training in fair recruitment and ideally at least one member who has received disability awareness training
consider if the appointment is to a department providing services to the rest of the ABC , of inviting an end user of these services to join the panel
reflect a sex and ethnicity balance wherever possible - the make up of panels will be monitored to assess how regularly this is achieved
declare if they already know a candidate
be willing and able to attend all interviews for the duration of the recruitment process, to maintain consistency and to ensure fair treatment of all candidates.
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Monitoring
10.1 ABC is required by the Race Relations (Amendment) Act 2000 to monitor the ethnic origin of applicants for all posts, those shortlisted and appointees, and has also decided to monitor sex and disability status. This informs ABC how its Equal Opportunities Policy is working in practice and whether its recruitment practices are having a discriminatory effect on any particular groups. Departments are therefore required to complete a Recruitment Monitoring Form (available on the Human Resources ) in relation to every employment selection decision.
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Shortlisting
11.1 After the closing date has passed the interview panel should assess the applications to determine which applicants are to be called for interview. At least two members of the interview panel, including the immediate line manager, should undertake the task of shortlisting. Where the panel has an external member, that person should take part in the shortlisting wherever practicable. Shortlisting decisions should be based on evidence that the applicant has met the requirements of the person specification. Shortlisting panel members should avoid dismissing applicants who appear to be over-qualified. Assumptions should not be made about their reasons for applying for the post as they may eliminate an otherwise exemplary candidate.
11.2 The original applications for all applicants, together with a written note of reasons for shortlisting or rejecting applicants must be retained for a minimum of 6 months from the date that an appointment decision is notified, in case of complaint to an Employment Tribunal.
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Arrangements for Interviews
12.1 Letters or e-mails to shortlisted candidates should include:
date, time and place of their interview
instructions on how to find their way to the interview venue
a request that they contact the author of the letter/message if they have any particular requirements or to discuss the interview facilities (related to access to the venue or any other need related to a disability).
if appropriate, details of any test or presentation they will be required to take or anything they should bring with them (e.g., examples of work or proof of qualifications that are essential to the post).
A specimen letter is set out in APPENDIX.
12.2 It is best practice to write to candidates who have not been shortlisted (a specimen letter is set out at APPENDIX), but if this is not possible due to limited resources, the further particulars for the post should make clear that after a certain period, if they have not heard from ABC, applicants should consider themselves not to have been shortlisted.
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Interviewing
13.1 All members of the interview panel must have received training in fair recruitment and ideally at least one panel member should have attended disability awareness training. In addition to being available to offer advice on any stage of the recruitment process, HR staff can join an interview panel, if requested in advance.
13.2 Interviews should be scheduled as soon after the closing date as reasonably possible, as delays are likely to lead to a loss of candidates.
13.3 The structure of interviews should be decided in advance by determining who will chair the panel and what areas of questioning are required to cover all of the elements of the person specification. The question areas to be explored by each panel member should be agreed in advance to avoid overlap or repetition and panels may find it helpful to discuss their expectations of full answers to the questions, prior to the interview. The interview panel may decide to schedule a series of one-to-one interviews between all individual panel members and every candidate. In this situation each individual panel member should keep notes of each interview.
13.4 The same areas of questioning should be covered with all candidates and assumptions should not be made regarding the expertise or abilities of candidates because of their employment history. Interview questions should be phrased so that they do not favour any one candidate or group of candidates. Supplementary questions should be used to probe for further information or clarification where answers are incomplete or ambiguous. Care must be taken to avoid questions that could be construed as discriminatory (e.g., questions about personal circumstances that are unrelated to the job). It is, for example, legitimate to ask for confirmation of whether individuals can comply with the working patterns of the post, but not to ask details of their domestic or child care arrangements etc. It is the responsibility of the Chair of the panel to ensure that such questions are not asked.
13.5 Staff conducting interviews must be aware that, although questions asked may not in themselves be discriminatory, the interpretation of answers by the panel could exhibit prejudice. For example, if indications of ambition were to be regarded as a worthy characteristic in applicants of one sex or ethnic group but not in another. Information regarding personal circumstances which is offered in a CV or at interview must not be taken into consideration in reaching a selection decision. For example, the fact that a male candidate shares details of his domestic circumstances with the panel but a female candidate chooses not to (or vice versa), should not be taken into account.
13.6 Interview panels act for ABC in making selection decisions and are accountable for them. Interview notes must be taken to help the panel to make an informed decision based on the content of the interviews. Such notes must relate to how candidates demonstrate their knowledge, skills, experience and abilities in relation to the person specification. The Data Protection Act allows applicants to request disclosure of such notes in the event of a complaint and an Employment Tribunal would expect ABC to have notes of every selection decision. The lack of such notes would seriously impede ABC's ability to contest such a complaint. Obviously any inappropriate or personally derogatory comments contained within the notes could be considered discriminatory and are unacceptable.
13.7 Where the candidate being interviewed is disabled and reasonable adjustments may need to be considered in relation to the workplace or job, these should only be discussed if the disabled candidate is successful at interview.
13.8 It is good practice to offer internal applicants feedback after interviews and it is ABC policy to respond to requests for feedback from external applicants. Feedback should be specific, relating to the person specification, and honest. In feeding back to candidates it is good practice to balance the applicants' weaknesses with some positive points.
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Selection Tests and Presentations
14.1 Consideration should be given to using job-related selection tests or asking candidates to give presentations as part of the selection process if there are some elements of the person specification that are difficult to test at interview. If selection tests or presentations are to be used, all candidates should be given the same written information as to how long they will take, the topic area(s) they will cover, and what - if anything - they should prepare in advance. Psychometric tests may only be given by trained test administrators and any department wishing to use psychometric tests must contact HR Division for advice. In all cases care should be taken to ensure that job-related tests are well explained in writing for candidates, in plain language, that all candidates are subject to the same tests under exactly the same conditions, (excluding any allowances made as 'reasonable adjustments' to disabled candidates) and that presentation topics do not favour any one candidate. It is very important that selection tests are not unfairly discriminatory. Advice is available from the Human Resources Division for those wishing to develop selection tests.
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Making A Decision After Interview
15.1 The information obtained in the application, the interview, any selection tests and in references (if obtained prior to interview) will allow candidates to be assessed against the person specification and a selection decision to be made. The Chair of the panel must ensure that a written note of the reasons for selecting the successful candidate and rejecting others is made and placed on the recruitment file, together with the original applications and notes of all panel members, for a minimum of 6 months after the appointment decision has been notified to the candidates.
15.2 If a member of a selection panel feels that there has been any irregularity in the recruitment and selection procedure and the panel cannot resolve the matter at the time, they must report the matter without delay to the Director of Human Resources.
15.3 Interview proceedings are confidential and interviewers are free to divulge to others the decision reached only once the appointee has accepted the post.
15.4 If references have not been taken up prior to the appointment decision, the Human Resources Division will make a provisional offer to the preferred candidate subject to satisfactory references being received and criminal records or occupational health clearance, where appropriate.
15.5 Where the successful candidate is disabled, reasonable adjustments may need to be considered depending on their disability in consultation with them. This should be done as soon as possible after appointment. ABC has a duty to consider what reasonable adjustments can be made to working practices, or premises, or to enable access to goods, facilities and services by disabled people. Urgent advice should be sought from the Occupational Health Service regarding adjustments to work premises, practices, equipment or the job itself. The candidate may qualify for the Government's Access To Work Programme .Where reasonable adjustments are agreed these must be recorded in writing. The candidate should also receive written confirmation of whatever adjustments have been agreed.
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References
16.1 The further particulars for a post should make clear to candidates the number and status of referees required and whether the panel intends to seek references before interview . References from relatives or friends should not be accepted. Appropriate referees are those who have direct experience of a candidate's work, education or training: preferably in a supervisory capacity and a reference must be obtained from the current or previous employer. Where an applicant indicates that s/he does not wish his/her current employer to be contacted prior to a provisional offer being made, this should be respected.
16.2 When requesting references, it is helpful to seek precise information and confirm facts, such as length of employment, relationship of the applicant to the referee, job title, brief details of responsibilities, reasons for leaving, unauthorised absence, attendance including sickness absence, performance, and any other relevant information. It is helpful to the referee to include a copy of the job description and person specification of the post to which you are recruiting. Do not make requests that only elicit generalisations about candidates' attendance, honesty, or subjective information as to the applicant's suitability for the job. The value of unsolicited references submitted by candidates and addressed 'To Whom It May Concern' is very limited and should be disregarded.
16.3 Telephone references should be avoided but, where time pressures or the location of referees dictate that this may be appropriate, recruiters should ensure that they are certain as to the identity of the person to whom they are speaking. When conducting telephone references, it is helpful to plan the conversation beforehand and to have a list of questions ready. A file note should be made at the time of the telephone conversation and written confirmation should always be requested.
16.4 It should be noted that for appointments in which handling cash or responsibility for valuables such as computers, stores, etc., is part of the job ABC 's insurers require that references be obtained for the previous three years and that the successful applicant may not start work until references satisfactory to the Head of Department/Section have been obtained.
16.5 References are confidential and must be sought 'in confidence'. Any request for disclosure of references must be forwarded to the Human Resources Division. References should only be used for the purpose for which they were intended and their confidentiality must be maintained. Panel members must return all copies of any references with the application forms and their interview notes to the Chair on completion of the recruitment exercise. References must only be kept on the recruitment file and the personal file held by the Human Resources Division. .
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Criminal reference checks
17.1 ABC will not discriminate unfairly against applicants who possess a criminal record; ABC will not necessarily bar an applicant from employment due to an unspent conviction; the nature of the conviction and its relevance to the post will be considered. However, unspent convictions of violence, assault or damage to property are likely to be incompatible with working for ABC.
17.2 Under the Rehabilitation of Offenders Act 1974 ex-offenders do not have to disclose spent convictions. However certain types of posts, particularly those that involve working with children or vulnerable adults or in other positions of trust or sensitive areas, are exempt from these provisions, and in these cases all convictions must be declared.
17.3 The Criminal Records Bureau (CRB), has been established to allow employers to carry out Police checks on potential employees in certain areas of work and UCL is registered with the CRB. If a manager believes that the appointee to a vacancy requires a criminal records check, the Human Resources Division must be contacted prior to advertising. A criminal records check will only be carried out if the position meets the criteria set out above , and applicants must be made aware early in the recruitment process that a criminal records check will be required of the appointee.
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Appointment
18.1 Only the Human Resources Division is sue s letters of appointment and places individuals on the payroll (other than very limited exceptions). If the job offer is conditional on completion of a qualification or health screening, this will be made clear in the appointment letter.
18.2 Academic qualifications and any others considered essential for the post must be verified by the Department. If requested, Human Resources can advise on the equivalence of overseas qualifications.
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Induction and Probation
18.4 It is ABC policy that all staff who are new to ABC undergo a probationary period during which they will be introduced to the main duties and responsibilities of their post; details of the periods that apply and of induction requirements can be found in the Induction and Probation Policy on the Human Resources .
Salary
18.5 Within the financial provision or established grading of the post, the salary offered should have regard to the applicant's experience or expertise and will normally be at or above the incremental point equivalent to the applicant's present salary. The salaries of other staff doing similar work within the department/division with similar experience should also be taken into account.
Breaches of Policy
18.7 Any member of staff with concerns about the application of this policy, should raise their concerns in writing with their Head of Department, or with the manager to whom the Head reports, if the concern includes the Head's actions. Applicants for employment concerned about the application of the policy should write to the Director of Human Resources. Recruitment and monitoring data is reported annually to the Committee for Equal Opportunities.
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WHAT ARE THE VARIOUS METHODS OF RECRUITMENT
A manager can recruit in two different ways:
1.Internal recruitment is when the business looks to fill the vacancy from within its existing workforce.
ADVANTAGES
-Cheaper and quicker to recruit
-People already familiar with the business and how it operates
-Provides opportunities for promotion with in the business – can be motivating
-Business already knows the strengths and weaknesses of candidates
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DISADVANTAGES
-Limits the number of potential applicants
-No new ideas can be introduced from outside the business
-May cause resentment amongst candidates not appointed
-Creates another vacancy which needs to be filled
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The four most popular ways of recruiting internally are:
1.WORD OF MOUTH.
2.INTERNAL REFERRALS.
3.INTERNAL CIRCULARS/ NEWLETTERS.
4.INTRANET.
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2.External recruitment is when the business looks to fill the vacancy from any suitable applicant outside the business.
ADVANTAGES
-Outside people bring in new ideas
-Larger pool of workers from which to find the best candidate
-People have a wider range of experience
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DISADVANTAGES
-Longer process
-More expensive process due to
advertisements and interviews required
-Selection process may not be effective enough to reveal the best candidate
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The four most popular ways of recruiting externally are:
Job centres - These are paid for by the government and are responsible for helping the unemployed find jobs or get training. They also provide a service for businesses needing to advertise a vacancy and are generally free to use.
Job advertisements - Advertisements are the most common form of external recruitment. They can be found in many places (local and national newspapers, notice boards, recruitment fairs) and should include some important information relating to the job (job title, pay package, location, job description, how to apply-either by CV or application form). Where a business chooses to advertise will depend on the cost of advertising and the coverage needed (i.e. how far away people will consider applying for the job
Recruitment agency - Provides employers with details of suitable candidates for a vacancy and can sometimes be referred to as ‘head-hunters’. They work for a fee and often specialise in particular employment areas e.g. nursing, financial services, teacher recruitment
Personal recommendation - Often referred to as ‘word of mouth’ and can be a recommendation from a colleague at work. A full assessment of the candidate is still needed however but potentially it saves on advertising cost.
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