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Recruitment, Selection and Training

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on 24 January 2013

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Transcript of Recruitment, Selection and Training

Recruitment and Selection Objectives To understand the types of recruitment and the recruitment process To understand how recruitment and selection can improve a workforce To understand different methods of training Recruitment and Selection Involves identifying the need for new employees, attracting the best candidates and selecting the most suitable to meet the requirements of the organisation Alternatives Human resources may use workforce planning techniques, and consider alternatives such as overtime, temporary workers, outsourcing or redeployment The Recruitment and Selection process Step 1: A Vacancy arises and R&S chosen Step 2: The Job Description The job is analysed to find what is required in terms of skills, duties, responsibilities and performance levels. Job Description includes Job Title Job Purpose Who the holder is answerable to/ authority they have Duties, Tasks and Responsibilities Step 3: Person (Job) Specification Person (Job) Specifications This is drawn up after the job description and gives details of essential and desired characteristics of an ideal candidate. This includes: Specific skills, experience, aptitude and knowledge Qualifications required Personal Qualities relevant to the job offered -These factors are ranked and judged in interviews Step 4: Internal Vs External Recruitment Employees abilities are known already Promotional opportunities can motivate workers Quicker recruitment and selection Shorter inductions Lower Costs and Risks -BUT Creates other vacancies Larger choice of qualified applicants New and fresh ideas and ways of thinking Less jealousies from colleagues getting promoted above colleagues Understanding of how other firms operate BUT often more expensive Step 5: Advertising Media Choosing the appropriate media to attract the most suitable candidates This can include anything from: Newspapers

Trade Magazines

Job Centres

Recruitment Agencies

University Milk Rounds


The Internet

Television Special Careers centres Local Schools and Colleges Headhunting: Recruitment consultants seek the right person for the job Step 6: Application Forms and CV's Application forms are completed in a standard format, making it easier for businesses to work systematically and make it easier to pre-select candidates CV's contain similar information, but can greatly vary Step 7: Shortlisting The best candidates are compiled after having their application forms and CV's compared with the person specification. References are then checked at this point Step 8: Interviews and Assessment Interviews are the most common form of assessment but may not always be the best indicator Aptitude Test How an applicant may cope with a situation relevant to the role or how good they are at a skill. http://www.practiceaptitudetests.com/ Psychometric/ Personality Test These aim to measure personal characteristics and attitudes of applicants "I work well in teams" "I feel that I am an assertive individual" Assessment Centres Groups of candidates are invited to a location for a (few) day(s!) assessment This can include task observations, activities, role-play, presentations, team activities, problem solving and leadership tasks. This can be very expensive and time consuming for the company involved! Step 9: Appointment! A candidate is selected and informed of the decision Legal Implications must be considered! The successful candidate would then choose to accept the position and unsuccessful candidates debriefed Recruitment and Selection Depends on a number of factors: The level of job being offered The size of organisation Resources available for recruitment Cost of recruitment Supply of labour Organisational Culture How might these companies or services recruit and select? Why is effective selection and recruitment important? Sources: Wolinski & Coates (2008) Training The provision of work-related education, either on the job or off the job where employees are taught new skills or improving current skills Training is needed when workers have different knowledge and skills from what the firm needs. It is also used to respond to changes such as new products and technology, restructuring, making improvements and low morale Benefits of Training Better Performance from employees Provides Employees with skills, knowledge and qualifications More motivation and job satisfaction Higher quality products and services Better job prospects Lower costs of accidents, waste and lack of productivity More flexible staff Encourages employees to work to aims and objectives Company Image Induction Training External Vs Internal Training Allows new employees to settle quickly and work like experience workers, reducing labour turnover and helping to motivate staff and increase contributions External training is normally for a specific need, but allows sharing ideas with others. Internal training is more specific to the organisation On the Job Training employees learn from a more experienced employee by seeing how a task is carried out Is realistic. But the quality of training may vary Off the job training Can be conducted internally or externally, but is away from the immediate area of work Uses specially trained experts to focus on skills and theories for work. Can be expensive and hard to tell if transferred BUSS2 - January 2012 1.(b) Analyse why it is particularly important for SMR to have an effective system of recruitment (8 Marks) To expand sales, develop products and enter new markets To reduce labour turnover The costs and financial position of the firm Product/Service quality and reputation Efficiency and cost effectiveness Job Descriptions and Person Specification
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