Loading presentation...

Present Remotely

Send the link below via email or IM

Copy

Present to your audience

Start remote presentation

  • Invited audience members will follow you as you navigate and present
  • People invited to a presentation do not need a Prezi account
  • This link expires 10 minutes after you close the presentation
  • A maximum of 30 users can follow your presentation
  • Learn more about this feature in our knowledge base article

Do you really want to delete this prezi?

Neither you, nor the coeditors you shared it with will be able to recover it again.

DeleteCancel

Make your likes visible on Facebook?

Connect your Facebook account to Prezi and let your likes appear on your timeline.
You can change this under Settings & Account at any time.

No, thanks

Recruitment Process

No description
by

Nicola Goodall

on 26 June 2015

Comments (0)

Please log in to add your comment.

Report abuse

Transcript of Recruitment Process


Step 2
Pre-employment
Orientation
Candidates
Demonstrate objectivity by creating a scoring matrix from the job description & person specification; essential & desired qualities, knowledge & technical skills
Scoring Matrix
Gap analysis;
Identification of vacancy requirement
Best Practice

Advertise internally for 2 weeks (mindful of any employees 'at risk of redundancy' or with ill health/performance issues - Re-deployment is priority)

Advertise externally for 2 weeks (mindful of the costs that advertising can incur. Use only preferred methods.
Create/update job description, person specification & vacancy advert
Recruitment Authorisation &
justification forms complete,
signed off and attached to
job description
Application form &CV filtering
Telephone Screen
Stages of Interview
Who should be involved? (Internal Customers)
Ability tests
Aptitude/Work sample tests
Behavioural/Situational/Competency questions
Psychometric/Psychological tests
Personality tests
Assessment Centre
Site Tour
Meet the team
Eligibility to work in the UK

Offer letter/New starter pack
Medical
Issue PPE
Issue Locker
Induction:
Recruitment & Selection Process
Benefits
For the organisation
Improved organisational performance
Increased customer satisfaction
A positive public image
Greater staff morale
For you
A reputation for being able to recruit effectively
Recruitment & the law
Concepts underpinning recruitment legislation:
Direct Discrimination
Is treating a person, or a group, less favourably than others. For example, not offering a job to a man because of his gender; or refusing to offer a job to a candidate because she/he is from a particular racial group. Sometimes discrimination can be easy to spot - for example, if a hotel turns you away because you’re gay. This is called direct discrimination. This is when you’re treated differently simply because of who you are.
Indirect Discrimination
Indirect discrimination is when there’s a practice, policy or rule which applies to everyone in the same way, but it has a worse effect on some people than others. The Equality Act says it puts you at a particular disadvantage.

A practice, policy or rule can be formal or informal. It can be a one-off decision or a decision to do something in the future. It includes things like arrangements, criteria, conditions, qualifications or provisions.

What’s important is that it applies to everyone in the same way, that it’s neutral. If something only applies to some people who all have the same protected characteristic, it would be direct discrimination.

It is applying a condition that certain groups are less likely to be able to meet. For example, stating that candidates need to be over 5'6" tall, when it has no bearing on doing the job effectively. Women as a group are proportinately less likely to be over 5'6" than men. If you cannot justify the height requirement, this is indirect discrimination.
Legislation
The following legislation makes direct & indirect legislation unlawful in the relevant area:
Sex Discrimination Act (1976)
Race relations Act (1986) Amendment Act (2000)
Disability Discrimination Act (1995, 2005 & 2006)
Employment Equality Act (Sexual Orientation) 2003
Employment Equality Act (Religion & Belief) (2003)
Employment Equality Act (Age) (2006)
Work and Families Act 2006
EU Directive 1000/78/EC on Equal Treatment in Employment
Parental Leave Regulations 1999
Equal Pay Act 1970

Data Protection
Another key piece of legislation is the Data Protection Act. Individuals have a right of access, upon request, to any information relating to them (either stored on paper or electronically). The act covers the collection, holding, use and destruction of the data.

Limit the questions and the screening criteria you apply to the areas covered on your job and person specifications and ensure that these are relevant and justifiable

Keep full and relevant records (including short listing notes, interview notes, notes on tests and references) of your recruitment process, but do not keep these longer than is justifiable or reasonable.

It is advisable to hold recruitment information for approximatley 12 months; if a candidate is appointed then the papers would become part of their personnel file.
What qualities are you looking for?
How many candidates do you expect will apply?
How many vacancies do you have?
What is your available budget?
What is your timescale?
Collectively these Acts prohibit discrimination in employment (including the recruitment and selection process) on any of the following grounds:

Age
Disability
Gender Reassignment
Marriage or Civil Partnership
Pregnancy or Maternity
Race
Religion or Belief
Gender
Sexual Orientation
Health & Safety
Equality & Diversity
Policies
House Keeping
History & Culture
Mission & Values
Products & Services
Executive Management Team Chart
Site Facilities Tour
Meet the Manager/Team
Post Induction
Regular reviews/One-to-one's
Training needs analysis
Annual Appraisal (Objectives)
Happy, Motivated, Engaged....
Happy, Motivated, Engaged....
Equality & Diversity Policy
Recruiting successful candidates helps us achieve certain goals:
The recruitment & selection activity should be directed towards getting the right people, in the right place, at the right time, with the right skills to achieve business objectives


An Asian man was turned down for a job at a top engineering firm, but then offered an interview when he re-applied posing as a British man with a double-barrelled name, a tribunal heard. Qamar Malik said he was rejected by Amec Utilities only to be offered an interview two days later under the name of Mr R Lloyd-Hilbert. An employment tribunal in Cardiff was told the fictitious second candidate was a year older and was less qualified for the £30,000-a-year job than Malik. Malik is claiming racial discrimination against the engineering firm. He is a qualified civil engineer with 25 years’ experience.
Recruitment and Selection Activities
Attraction




Reduction


Selection



Transition
Pre-recruitment activity - establishing a case for recruitment; job analysis; consideration of the labour market
Use of recruitment methods
Responding to enquiries
Filtering, screening and shortlisting
Use of selection methods
Making the appointment - offer and acceptance
Pre-engagement process
Induction and appraisal
Welcome
Recruitment and Selection Training
Any Questions
Aim
To gain a full understanding why a robust recruitment process is necessary, reducing any risks to the business, and once you have identified the recruitment need, be able to complete the process with confidence and skill from beginning to end.
The awards the Employment Tribunal can make are subject to maximum limits, noted below:

Employment Right

Maximum Award

Unfair Dismissal Basic award: £13,500

Unfair Dismissal Compensatory award: £74,200 or 12-months'
gross pay*

A week’s pay £450 (gross)

Additional Award £11,700 to £23,400 (26 to 52 weeks’ pay)

Discrimination –
race, sex, disability, sexual orientation, religion or belief, age No limit

Breach of contract £25,000


Employment Tribunal Awards
Objectives
Understand how legislation impacts upon the recruitment and selection process
Prepare a relevant job description and person specification for a vacancy
Identify best practices and protocols in responding to, and short-listing, applicants
Prepare effectively for a recruitment interview
Carry out an objective and professional recruitment interview
Make an objective and balanced recruitment decision
Complete the recruitment & selection process to best practice standards
Recruitment & Selection in summary
You should now have a full understanding why a robust recruitment process is necessary, reducing any risks to the business, and once you have identified the recruitment need, be able to complete the process with confidence and skill from beginning to end.
Objectives:
Understand how legislation impacts upon the recruitment and selection process
Prepare a relevant job description and person specification for a vacancy
Identify best practices and protocols in responding to, and short-listing, applicants
Prepare effectively for a recruitment interview
Carry out an objective and professional recruitment interview
Make an objective and balanced recruitment decision
Complete the recruitment & selection process to best practice standards
The law which says you must not be discriminated against is the Equality Act (2010). Discrimination which is against the Equality Act is unlawful.
What you can't ask!
You must not ask candidates about protected characteristics and:
Their health
If they are married, single or in a civil partnership
If they have children or plan to have children
Their date of birth
If they have any criminal convictions
What you can ask.....
You can ask about health or disability if:
There are necessary requirements of the job that can't be met with reasonable adjustments
You're finding out if someone needs help to take part in a selection test or interview
You're using positive action to recruit a disabled person
Full transcript