A report about the recruitment and selection for a particular job role Essay

The assignment is to write a report intimately the enlisting and discontinueurance for a special(a) trade role in the sports and lei real indus effort. The tasks ar to create a business concern indicate and load down my peers to tour as appli cig atomic number 18tts go through the whole recruitment and selection exploit and at the end choosing the intimately fitted panorama appear of those that applied choosing the most competent appli at a lower placesurfacet and offering them the position producing an gun trigger and motivational programme for the chosen vista. Sufficient look entrust be carried reveal to help the analysis of the recruitment and selection processes. thither volition be an evaluation judging the effectiveness of chosen approaches.The enlisting dish up recruitment is the process of generating a puss of capable ethical deal to control for employment to an giving medication.The Recruitment serve well is when a business looks for and myst ifys a qualified mortal to fill a accredited business organization position. This wholeow ins hypothesise description, bloodline adverts, soulfulness stipulation, dishion forms, short listing, dealing with references, assessing gitdi see to its, deciding on the most fitting candi appointee and past informing those who did non run low the line of credit. Businesses consider to avoid disparity by sex, raceway, damage or age during the recruitment process so that they do not take a shit sued. This totallyows them to make accepted the top hat chance gets the business.Firstly the business forget need to depict up the Job Description. This usually holds the trick title, location, information ab extinct the companion, the trick purpose, a detailed list of business enterprise requirements and skills, the salary and benefits, working hours, advancement prospects, who the employee de originate be responsible for(p) to and finally who the employee is resp onsible for. In come in to draw up a suitable put-on description, the human resource manager references the current occupancybe atomic number 18r and the line manager so that they can do a job analysis. A job description is drawn up beca dowery it is primary(prenominal) when take ining out estimations, and it helps analyse jobs and tutoring. It also helps with work force readiness and get determination. They can consequently use the job description to transmit the job publicizing.EXAMPLE OF A JOB DESCRIPTIONPOST title of respectAdministration AssistantDIVISION/DEPARTMENT installation & Facilities ManagementREPORTS TOInstallation & Facilities ManagerGRADE7AIMTo provide administrative bear indoors the Specified class deep down the Technical Division. The post holder testament be required to work flexibly, in a speedily developing office environment. It may be necessary to assist, or describe for, other administrative staff from time to time.RESPONSIBILITIESThe key duties of the post be as follows* Filing of correspondence in/out* Setting up and maintenance of filing systems as and when required as works go on* Preparing document transmittal forms base on a list of drawings/documents which the stem is required to issue* Up bread and butter of the document/drawing register of all the Group contr serveors who overhear been displace documents/drawings and their issue* Typing Word skills for cat valium preparation of letters/forms that the Group allow issue, along with logging into the Group records system.* User notifications for statutory/routine/unplanned for inspections/ exam/repairs, etc.* stage meetings, book and prep ar meeting rooms and provide/arrange hospitality* Once operational helpdesk assistancePlus other duties roveed with the grade as directed.Because businesses change often the Job Description will inevitably change. An employee might need to do other jobs that are quasi(prenominal) to their job if they are dir ected to do so by their management. conterminous they will need to draw up a Person precondition using the seven-point plan, which was an idea from Alec Rodger. The seven points are1. Physique, health and appearance- is the person headspring groomed? Are their looks suitable? Are their dress sense, voice, hearing and eyesight suitable? Is their health in order?2. Attainments- what eccentric person of educational and vocational qualifications do they gift? What is their job draw?3. General inenunciateigence-What is the level of the persons general intelligence (obtained through IQ tests)?4. Special aptitudes- what circumscribed skills does the person hand?5. Interests- what are their interests and hobbies?6. Disposition- do they tend to influence others? return they got leadership potential?7. Circumstances- what is their age group? Are they single or married? Are they mobile or not?This usually requires managers to pock between essential and desirable qualities under each heading. For manikin louvre GCSEs at a grade C or preceding(prenominal) might be essential for Attainment to do a grouchy job, whereas two GCE A Levels might be desirable still not essential. thitherfore the job advert can be placed. To create the best advert you have to make sure that the advertisement gives a pass picture of what the job entails, the advertisement desexualizes out clearly where the job is located, the advertisement is focused enough to attr coif mountain with the right air of qualifications for the post, the sort of people most resemblingly to confine for the job are suitable, the advertisement indicates opportunities for job development and for personal challenges over time, that an applicant copes how to apply for a job and that the advertisement in its present form will sort out unsuitable applicants. The advertisement should be placed in a suitable place so that the people with the right qualities apply. Most advertisements include the job descr iption, a brief description of the environment of the organization, the location of the organisation and the job, the salary expectation, the cont title flesh out, the minimum entrance qualifications, the required job understand, the strike benefits and the organisational identity. A job advert should provide prospective candi experiences with information but should also deter people who are not suitable for the job. The creation is also important as it gives people their first impression of the organization. numerous legal considerations need to be met when recruiting. The adequate have a bun in the oven cultivate 1970 states that at that place should be equal pay and conditions for people doing the aforementi stard(prenominal) job and this would apply to the job advert. The Sex inconsistency act 1975 states that employers cant split between potential employees on the concomitant that they are mannish or female person. The 1986 sex favouritism act states that there e ssential(prenominal) be a similar retirement date for both men and women. The race comparison act 1968, 1976, 2000 states that there can be no contrast against people of different colours, race, ethnicity or discipline origins. Finally the disability discrimination act 1995 and 2004 states there must be no discrimination at work, and that the employer must provide a suitable workplace for the modify employees. here(predicate) is a flow diagram of the recruitment processThe alternative paradeSelection is the process by which managers and others use specific instruments to choose from a pool of applicants a person or persons most likely to succeed in the job(s), given management goals and legal requirements.Firstly you have to draw up a shortlist of the most suitable applicants out of the large matter that applied for the job. The people who draw up the shortlist use the job description, person spec and other sets of criteria to reject the people who are not right for the job . They are usually sorted into three piles of suitable vistas, likely candidates and rejects.After this you would send out letters to invite the most suitable candidates to an interrogate. These letters set out where and when the reference will take place and anything that the candidate will need to do before the interview.Usually, the interviewer creates forms for use during the interview including a list of questions to ask. Equal opportunities requirements state that the candidates must be asked the same questions. Sometimes the interviewer will also draw up a list of criteria for the candidates to meet. Also you will need copies of the interviewees coating forms, CVs, and cover letters and copies of the person spec, the job description and interview assessment schedules placeing the criteria for the applicants.Interviews are generally relaxed and comfortable so that the applicant can show their best side. A good path to start could be to ask questions about the candid ates journey to the interview. The interview is a two-way process and although it is a way for the interviewer to find the best candidate for the job, it is also a way for the interviewee to make sure this is a suitable environment for them to be working in. The question asked should relate to the person specification and job description. Most of the time the interviewers will make notes to judge if the candidate meets the requirements. Also questions are asked that need detailed exercises.Some jobs involve testing to find out whether certain people have the right personalities to carry out specific types of work. A psychometric test is a way of assessing a persons personality, drives and motivations. An aptitude test is used to find out whether a candidate is suited to carrying out a particular type of work and involve close to form of stimulation of that type of work.At the end of the interview, the interviewer should ask the interviewee if there is anything they would like to a sk. Then the interviewer will explain how they will inform the candidate whether or not they got the job in question.Normally candidates will be given feedback on how they performed in the interview. They should be told why they were not suitable for the post, but also tell them what they did well. This feedback should be seen as a positive process and help with the current development of the interviewee.After the most suitable candidate is selected, they will be informed of the choice and they will be asked if then still destiny the job. This is normally d iodin over the phone solid after the ratiocination has been do. Then the person will accept or reject the job.sound considerations need to be met when selecting aswell. The Sex discrimination act 1975 states that employers cant discriminate between potential employees on the fact that they are male or female. The 1986 sex discrimination act states that there must be a similar retirement date for both men and women. The disab ility discrimination act 1995 and 2004 states there must be no discrimination at work, and that the employer must provide a suitable workplace for the disabled employees. The race relation act 1968, 1976, 2000 states that there can be no discrimination against people of different colours, race, ethnicity or national origins. Finally, the equal pay act 1970 states that there should be equal pay and conditions for people doing the same job.Here is a diagram of the selection process conclusion ProcessInduction is a formal initiation of a revolutionary employee into a new organization or new position, the job they will have to do and the people they will have to work with.After completing the recruitment and selection processes, the chosen candidate is sent all inside information that will be needed for the job. This will include the start date and time, place of work, who to ask for on arrival, details of social provisions and details of medical care and pension provisions. The empl oyee could ask for a written narration of the terms and conditions of employment.Induction normally includes giving them a tour of their workplace, belief them about the aims of the business, giving them some background information about the club, instruct them about health and safety around the companion (fire exits e.t.c), how to contact the company when they are absent, ill or late, an introduction to the various people they will be working with and making sure that they know if the person ask training or not. The Induction programme must be suitable for the candidate and also the job role.An knowledgeability package would include the objectives for the generalization programme, which would set put what you want the employee to get out of the induction. It would also include a timetable for the induction and an outline of the activities that they will have to carry out.Induction is carried out because it allows a new employee to get acquainted with the company and the peo ple in it, it teaches them about company policies, their rights, and the health and safety requirements, and finally it ensures that the employee starts working effectively and productively as soon as possible. By the end of induction the new employee aims to find out as much important information about the company as possible, find out what their part will be in helping the company run efficiently, liveliness comfortable and optimistic about working at the company and it will help them in personal development and finally find out about their rights and responsibilities.Employees need to be conscious of what they need to do if they are going to be absent or late or if they are ill. If there are too numerous absences then it will dumbfound to affect the performance of a team. Also if an employee knows they are going to be late then they need to inform management so that give up cover can be provided. Most organisation ask employees to get a note from the fix to prove they have b een sick, and a doctors certificate if they are away for much than five days.If the new employee is unfamiliar with the software used in the company then they will have to be familiarised with it. Therefore the employee will need to blabber through the software with the employee and, if this doesnt work, send them for training. In some cases on the job training is more effective as it undertaken in the workplace and it and so familiarises them with the computer in the workplace. til now, in other cases, off-the-job training is more effective as it is away from the workplace and people who have correct qualifications train them.Legal considerations also need to be met when inducting. The disability discrimination act 1995 and 2004 states there must be no discrimination at work, and that the employer must provide a suitable workplace for the disabled employees. The Sex discrimination act 1975 states that employers cant discriminate between potential employees on the fact that th ey are male or female. The 1986 sex discrimination act states that there must be a similar retirement date for both men and women. The race relation act 1976, 2000 states that there can be no discrimination against people of different colours, race, ethnicity or national origins. Finally, the health and safety at work act 1974 which states that it shall be the avocation of every employer to ensure, so far as is reasonable practicable, the health, safety and benefit at work of all his or her employers.MotivationMotivation is applying what drives a person, so that they will want to work productively for your company. Everyone is propel differently.If a business had a motivated workforce then a businesses favorableness will be boosted. Different factors of motivation will increase receipts and reduce costs. If an employee is motivated to increase their efforts then there will be higher productivity, if an employee is motivated to take pride in their work then there will be improve d tone of voice in work, if an employee is motivated to be loyal to company then there will be a reduced labour turnover and if an employee is committed to a company then it reduces absenteeism.There are many different theories about motivation. Here are two1. A. Maslow- Hierarchy of necessitateIn 1954 an American psychologist Abraham Maslow had a theory about what motivated people in the workplace. He believed that all human beings had the same types of involve and this could be organised into a power structure of involve.This was his hierarchyWhat people needWhat businesses can offerTo achieve their mount potentialSelf-fulfilment needsTraining, challenges and opportunities to develop skillsGaining the respect of others feeling valued having self-reliance and self respectSelf-esteem needsReward for achievement advancement and termBeing part of the group giving and receiving affection and companionshipLove and belonging needsOpportunities for teamwork social facilities and positive work trafficSecurity absence of danger and freedom from anxietySecurity needsHigh standards of healthy and safety job security absence of bullyFood, water, air, rest and activityBasic needsDecent pay to modify needs to be met acceptable hours and conditionsHe said that firstly lower-level needs have to be met, but to avoid employees feeling irritated higher-level needs should also be met. If an employee feels irritated then they might be demotivated and passing(a) towards their work.2. F. Herzberg- Two factor theoryIn the 1950s the American psychologist Fredrick Herzberg conducted research that asked about motivation. He asked 200 engineers and accountants about the factors in their work that caused job satisfaction and those that caused dissatisfaction. He used the results from his research to develop his Two factor theory of motivation. In his theory two sets of factors motivate workers, and these were motivators and hygiene factors. inducement factors- These are fa ctors that could potentially motivate workers by providing job satisfaction. They include a feeling that they have achieved something, praise and recognition of effort, interesting work, responsibility, opportunities for promotion and opportunities for self-improvement.hygienics factors- All factors that cause dissatisfaction are to do with the working environment. These include company policy, relationships with supervisors and colleagues, working conditions, pay and status and security.Financial incentivesThere are many different financial incentives. These are* Wages, salaries and bonuses* receipts sharing* Share optionsThere are many different types of wages. Flat count is when you get compensable calendar weekly or monthly and it is based on a set number of hours. Time send is when you receive a set rate hour and then pay overtime if any is done. Piece rate is when you are paid for what is made as long as it meets quality standards.Bonuses are paid if an employee has been working hard at times like Christmas when people are likely to work less hard as the holiday season comes in. Commission is a type of salary based on the percentage of sales made by a salesperson.Profit Sharing is when employees are given bonuses based on the profit made by the organisation. This will help employees see that if the business is doing well, they will do well also. Share options are when employees buy shares in the business and then are rewarded according to how well the organisation is doing. This also means that they will get paid dividends as they are shareholders.Non Financial IncentivesThere are also many types of non-financial incentives. These are* Goal Setting* Perks and status symbols* Appraisals* coming together training needsGoal setting is when managers set goals for employees to work towards. This can make the employer feel like theyve achieved something by reaching their set goal. A perks is when you get something extra in return for doing a particular j ob, and an example of a status symbol is having a sign outside you door. An appraisal is meeting between an employee and an appraiser, where targets are set, and also seen whether they manage to meet their targets from the utmost before that. Finally, meeting training needs is important as it makes sure that the employee has a good knowledge of all the equipment they are working with.Barnet burned-out oak tree Leisure boil downThe leisure centre chosen for this compute is Barnet Burnt oak Leisure Centre, which is located on Watling Avenue in Burnt oak.Their indoor facilities include a state-of-the-art Wellness health and Fitness centre with 100 pieces of the latest equipment, dance studio with an bulky group exercise programme, a crche, a 4 judicatory badminton sports hall, basketball, trampolining, football, netball, gymnastics and an indoor facilities changing room. Their outdoor facilities include an all-weather arrange for 7-a-side football and hockey, one Junior 11-a- side and two 7-a-side grass football pitches, 2 outdoor tarmac areas for netball, basketball, football and tennis, and outdoor facility changing rooms. guest attend AdvisorI am recruiting for a customer portion Advisor at the Barnet Burnt Oak Leisure Centre. The Customer Service Advisors main job is to get people to reefer the gym. They have to be able to handle all different types of customers. They are expected to keep up to date with product and company policy changes in order to answer any customer queries. They have to have good converse skills, patience and common sense. They must be polite and friendly, calm, even when under pressure, thorough and accurate and finally they have to be interested in working with people. They have to be able to work as part of a team and on their own. They have to be over 18.Recruitment ProcessWhen advertising for a position at the Barnet Burnt Oak leisure centre, they firstly write up their job description. This tells us that the job is fo r a Customer Service Advisor, and that it is located at the Barnet Burnt Oak Leisure Centre. It tells us some important information about the company, the job purpose, a detailed list of job requirements and skills, the salary and benefits of the job, working hours, promotion prospects, who the employee will be responsible for and finally who the employee will be responsible for. Next they draw up a person specification. They normally try to look for people who are patient and have good dialogue skills and common sense.Firstly they try to recruit infixedly. The advantages of doing this are that it requires a shorter induction period, the employer will be more alive(predicate) of the candidates skills and it is quicker and cheaper than recruiting externally. However the disadvantages of this are another vacancies will be created and this will also have to be filled and external candidates may be more suitable for the job. Therefore, if their internal recruitment is unsuccessful th en they recruit externally and place an advert in the local press. There is no set qualifications needed to be a Customer Service Advisor but you have to be over 18 and you have to have a minimum of one to two eld experience in any job.Selection ProcessAt the Barnet Burnt Oak Leisure Centre they hold exposed days where they invite people to the centre to fill in an employment form, and then if they meet the criteria set out in the person specification then they are invited to stay for an interview. The interview is on a one to one basis. The candidates are asked about their relevant experience and qualifications and they are asked what they would do in a particular situation at the leisure centre. distributively question asked is worth 12 points and they do not consider anyone whose answer is less than 8 points. If the person is unsuccessful then they are told straight away, otherwise they are told within 2 days over the phone. Then they do a shadow shift and they are set mini t asks over three days to help them decide whom they want to recruit. otherwise employees are asked what they believe of the new employee and so there is a lot of teamwork involved in the decision.Induction ProcessWhen the most suitable candidate is informed that they have the job, they are invited back to the centre and they do on-the-job training. On-the-job training would be learning to use a certain database that is used at the leisure centre. Their skills and qualifications are monitored and if they need extra they are sent on off-the-job training course. Included in the induction process is health and safety, which includes showing them where fire exits are.Motivation ProcessThere are no specific motivational tools used at the Barnet Burnt Oak Leisure Centre, just to be cheerful, and dont force yourself to do it.Legal DimensionThe Leisure Centre follows the Sex discrimination act 1975 which states that employers cant discriminate between potential employees on the fact that th ey are male or female the 1986 sex discrimination act states that there must be a similar retirement date for both men and women the disability discrimination act 1995 and 2004 states there must be no discrimination at work, and that the employer must provide a suitable workplace for the disabled employees the race relation act 1968, 1976, 2000 states that there can be no discrimination against people of different colours, race, ethnicity or national origins and finally, the equal pay act 1970 states that there should be equal pay and conditions for people doing the same job. If they do discriminate they are likely to be sued.Simulated practiceI decide that to understand more fully the stages within recruitment and selection, I had to take the role of an employer.RecruitmentFirstly I drew up my Job Description. This included the job title, location, and information about the company, the job purpose, a list of job experience and qualifications needed, the salary, working hours, and finally the person that the employee is responsible to.Job Title* Customer Service AdvisorLocation* Barnet Burnt Oak Leisure Centre* Burnt Oak* Watling AvenueAbout the companyGreenwich Leisure confine (GLL) is an innovative staff led Leisure Trust, structured as an Industrial and Provident Society, which manages more than forty public leisure centres within the M25 area in partnership with nine London Boroughs, Epsom & Ewell Borough Council, Bellingham Community Project, delight England and the London Development Agency.Job purpose* Get people to join the gym.* Basic customer care i.e. showing people where things are (toilets, crche e.t.c.).Qualifications* No set qualifications neededExperience* At least 1-2 years experience in workSalary* 16,000-17,000 per annumWorking hours* 40 hours per weekReports to* Manager GeorgeI did this job description in this way because I thought it would covering out unsuitable candidates. When I was shortlisting my candidates I cognize that perhap s it could have been more specific in the qualifications and experience sections and possible could have had a minimum requirement of 5 A*-C grades in GCSE for qualifications and for experience could have said that 1-2 experience in customer service.Next, I drew up a Person Specification using Alec Rodgers seven-point plan.Physique, health and appearance* Must be committed to a healthy lifestyle* Must be smartly dressed* Must be able to see the writing on a computer screenAttainments* Min of 5 A*-C grade at GCSE (desirable)* 1-2 years experience in workGeneral Intelligence* Must have common senseSpecial Aptitudes* PatienceInterests* FitnessDisposition* Good conference skillsCircumstances* Must be over 18* Marital status Single (Desirable)* Mobile (Desirable)I decided to do my person specification in this way because again I thought that it would screen out the unsuitable candidates. It was break down than the job description, but it also had its own faults. I could have expanded o n my special aptitudes, and included enthusiasm. I could have also expanded on the interests and added working with computers and working with people. Finally, I could have added to the disposition and added good written skills and good ICT skills.Then the job advertisement can be placed.To create my job advertisement I tell clearly in the title what job it is so that people who are looking for this sort of job will read the rest of the advert. The job description would hopefully have deterred unsuitable candidates. Again like the job description and person specification it didnt do as good a job as I would have hoped. However, I did get a lot of potential candidates that were suitable for the job.SelectionI stock many different CVs and then I sent them all letters of invitations.This letter sets out what job the interview is for, where and when the interview will take place, anything the candidate needs to bring and who to ask for arrival so that the candidate will be fully prepar ed for the interview.When I created my application form (See appendix) I considered all the factors that all good application forms have. The questions I decided to put on the application were designed to show me which candidates were more suitable than others. This was effective when it came to shortlisting, because it was shown that some candidates couldnt read unbiased instructions like Please complete this application form in black ink.I created a list of 17 interview questions (See appendix) to ask my candidates. The interview questions were my most successful tool as they were what showed me the candidates personalities. It was from this that I made my final decision about the candidate I chose.I informed the most successful candidate by phone to gain immediate acceptance. I did not inform the candidates not chosen as it would have been too time consuming.EvaluationMy job description and person specification were problematic, as they did not develop some of the points made. I n the job description, it was when it cam to relevant qualifications and experience and in the person specification the disposition, interest and special aptitudes. My job advert was very good in filtering unsuitable candidates but possibly not as much as I had initially wanted.My selection process was definitely more successful. The interview questions helped me get an insight into how the candidates worked and if they would be perfect for the job.I did not bang up any legal considerations when I was recruiting, selecting, motivating and inducting. I carefully stayed within the equal pay act 1970 which states that there should be equal pay and conditions for people doing the same job, the sex discrimination act 1975 which states that employers cant discriminate between potential employees on the fact that they are male or female, the 1986 sex discrimination act which states that there must be a similar retirement date for both men and women, the race relation act 1968, 1976, 2000 which states that there can be no discrimination against people of different colours, race, ethnicity or national origins, and finally the disability discrimination act 1995 and 2004 states there must be no discrimination at work, and that the employer must provide a suitable workplace for the disabled employees. I also asked my potential employees the same interview questions so that there was no unfairness when it came to picking my final applicant. I also fitted equal opportunities into my application form.If the activity were repeated I would change my job description and person specification so that it would expand on what I have already done and it would help me be more selective about whom I interviewed and chose.If a different job role had been chosen that I had more knowledge about then I possible could have produced mitigate human resources documentation and developed more into areas I didnt know. However this job role was a good choice and I think it was done to the best of my ability at the time.In hindsight, however, I know that I could have done better and expanded more on certain ideas I had. I am now more aware of recruitment and selection process, and it will help me to get a job in the future because I will have a better understanding of how an applicant in selected.