7.1Capon: Understanding Organisational Context 2nd edition © Pearson Education 2004
Understanding Organisational Context 2e
Slides by Claire Capon
Chapter 7Human resource management
Workplace legislation Employee recruitment process
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Employment legislation
• Contract of Employment Act 1963
• Industrial Relations Act 1971• Employment Acts 1980, 1982
1988 & 1990• Trade Union Act 1984
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Health & Safety legislation
• Factories Act 1961• Offices, Shops & Railways
Act 1963• Fire Precautions Act 1971• Health & Safety at Work Act
1974
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Discrimination commissions
• Equal Opportunities Commission– Equal Pay Act 1970– Sex Discrimination Act 1975
• Commission for Racial Equality– Race Relations Act 1976
• Disability Rights Commission– Disability Rights Commission Act 1999
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Table 7.2 Employee recruitment process
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Assessment of the job
Stage 1Job analysis
Job description
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Job analysis • Collect information on the:
- tasks and activities of the job- responsibilities of the job- conditions under which the job is done
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Job analysis• Examine current job
description• Speak to:
- the current job holder- their manager- their peers and subordinates
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Job description• Update the job description• Identification of the job• Summary of the job• Content of the job• Working conditions• Performance standards
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Assessment of type of applicant
Stage 2Person specification
Key results areas
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Person specification• Review updated job description
(this outlines the job)• Translate job tasks and activities
into required skills and abilities• Update personnel specification
(this outlines the person)
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Person specification• Apply Rodger’s 7 point plan by:
- drawing up a set of criteria to assess all applicants
- deciding which criteria will be essential and which desirable
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Table 7.5 Rodger’s seven-point planSource: Torrington, D and Hill L (1995) Personnel Management: HRM in Action (3rd edn), Harlow: Prentice Hall.
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Person specification• Physical make-up required
for effective performance of the job includes:- appearance, health, fitness, manner and voice
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Person specification• Attainment - deals with
education and previous employment
• Covers qualifications, and type and amount of work experience required
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Person specification• General intelligence is
assessed, as jobs requiring complex work patterns require a different level of general intelligence to those which are repetitive and routine
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Person specification• Special aptitudes cover:
- already-acquired knowledge or skills needed for effective performance in the job- ability of applicants to adapt existing skills and knowledge
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Person specification• Interests covers:
- relevant out-of-work activities which
support the application for employment
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Person specification• Disposition covers relevant
personal characteristics, such as an ability to:- meet tight deadlines- work well in a team- work on own initiative
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Person specification• Circumstances covers those
which will have to be met by the successful applicant on a regular basise.g. shift work, working away from home or being on call
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Key results areas• Key results areas provide the
job holder with the:- expected goals, outputs
and outcomes of the job - basis for his/her appraisal
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Attracting applicants
Stage 3Placement of the
advertisementThe advertisement
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Placement of advert• Internal advertising, vacancy
sheet, vacancy list on premises
• Technical or industry press:e.g.New ScientistThe Bookseller
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Placement of advert• National press:
e.g. Independent, Guardian, The Times, Daily Telegraph, Financial TimesSunday Times, Observer, Independent on Sunday
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Placement of advert• Local press in South
Yorkshire:Sheffield StarYorkshire PostBarnsley Chronicle
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Placement of advert• Job centres• Employment agencies• Management selection
consultancy• University careers service• School careers service
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The advert• The advert should contain brief
details on the: - organisation and its line of business- job and duties, summarised from the job description
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The advert (cont.)- key requirements for the
job, summarised from the person specification- salary or salary scale and
how people can apply for the vacancy
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Assessing applicants
Stage 4Assessment of
application formsAssessment of applicants
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Assessment of application forms
• Does the applicant meet the essential criteria covering the following key areas?- qualifications- work experience- aptitudes
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Assessment of application forms
• Does the applicant meet any of the desirable criteria?
• Reject applicants who meet none or few of the essential criteria
• Proceed to the interview stage with applicants who meet the essential and desirable criteria
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Table 7.9 Interview structure
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Assessment of applicants
• Carry out first interviews• Select candidates for second
interviews• Aptitude tests• Carry out second interviews
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Assessment of applicants
• A good interviewer will:- choose an appropriate
environment (private and quiet)- seek to relax the applicant
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Assessment of applicants
- set the scene by recapping on the job and type of person sought- structure the interview around the application or person specification
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Assessment of applicants
- ensure relevant questions are asked - relevant questions will give enough information to assess if the applicant meets the criteria on the person specification
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Assessment of applicants
- ask open-ended questions - this allows the applicant
to explain his/her answers- allow the applicant to ask
questions - the interview is a two-way communication process
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Assessment of applicants
- close the interview by telling the candidate
when and how they will know the outcome of the interview, and thank the candidate for coming
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Assessment of applicants
• Finally, the interviewer(s):- select the successful
applicant- check references- confirm appointment