Send the link below via email or IMCopy
Present to your audienceStart 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
Recruitment & Selection
Transcript of Recruitment & Selection
Critically evaluate the importance of recruitment and selection to the leisure/sport manager.
Provide an analysis of the factors that must be considered when making recruitment and selection decisions in the leisure industry.
Provide relevant examples from the sport and leisure industries to illustrate your case.
Competency Based Recruitment & Selection
The first stage of any recruitment process involves planning. (The FA, n.d).
Planned approach – Detailed, formal workforce plans.
Ad Hoc approach – The creation of new jobs, moving into new areas.
“This unique partnership will allow between 50 and 100 Leeds Met students and alumni to take part in a once in a lifetime intern programme alongside Australian and American students at this year's London 2012 games.
“Shifts will be split into blocks of 8 hours over 5 days and will include 'early',' late' and 'night shifts'
Preparation for Recruitment
In order to successfully recruit a pool of candidates a job analysis must be drawn up with the skills, knowledge, experience and capabilities the organisation requires for the job (McMahon-Beattie & Yeoman, 2004, p.61).
An outsider can be brought in by the organisation to create a job analysis by using the following methods:
Questionnaires; Group interview; Observation of employees and critical incident identification.
This can be transferred into a job description which tells candidates what is expected of them within a new role but also what qualities and qualifications the successful candidate must have (Hall et al, 1999).
What is the difference between Recruitment & Selection?
The process of generating a pool of capable people as identified by the organisations workforce plan, in order to find the right people for essential jobs.
Bratton & Gold (2007), Stimpson (2002) and Richards (1991).
Is seen as an extra cost but is important to match the ‘right’ candidate for the ‘right’ job.
Hall et al (1999) and Roberts (1997)
Create your own recruitment and selection process!
Make a flowchart with the labeled stages of how you would recruit and select an individual?
Variety of recruitment and selection models in the literature!
You will find on your desks a number of keywords that fit into the different stages of the recruitment and selection process.
Campus recruitment – Universities/Colleges/Schools may be the best source of people to recruit from for specific roles.
Employer Branding – Organisations create a positive brand image by promoting their USP’s and leading to a larger/stronger group of applicants.
Enhance your CV
Get ahead in your career!
Once in a lifetime experience
Unique insight into the management, logistics and operations of a major event
gain an accredited 'Institute for Leadership and Management' Level 3 or 5 professional qualification
“…to attract suitable candidates and therefore deter unsuitable candidates (Beard & Holden, 2001, quoted in Robinson, 2004, p.85)
Generating a large number of applications isn’t helpful if applicants are unsuitable for the role. (Pilbeam & Corbridge, 2006)
The 3 factors to consider:
1) the likelihood that it will produce good candidates
2) the speed with which the choice enables recruitment to be completed
3) the costs involved, bearing in mind that there may be direct advertising costs or consultants’ fees.
RECRUITMENT PROCESS OUTSOURCING
EXECUTIVE SEARCH CONSULTANTS
Social Media/Corporate Websites
Executive Search Consultants
“PSD provides a wide range of executive and management professionals to the Leisure & Travel sector.” (PSD,2013)
The Process of Selection
At this stage the selection criteria is defined.
Applicants can be compared and a shortlist created.
Short listing involves reducing the original number of candidates
to a manageable number to be interviewed. (Hall et al, 1999)
“Exercises are used to capture and simulate the key dimensions of the job; these may include one-to-one role-plays and group exercises; it is assumed that performance in these simulations predicts behaviour on the job;
Candidates are interviewed, tested and interviewers screened the applicants.
Performance is measured in several dimensions in terms of the competencies required to achieve the target level of performance in a particular job or at a particular level in the organization;
Several candidates or participants are assessed together to allow interaction and to make the experience more open and participative.”
Methods of Selection
Effective selection process was chosen –assessment centres
A number of assessments took place to test potential candidates, enabling the screening of applicants to be more successful.
Ineffective as there was no clear job description so testing for competency is difficult as there is no definite it will be used in the job.
Due to no job description being given, the number of applicants applying was larger and potentially increased cost of selection.
Offer to candidate
Offer is extended to the candidate to ensure they understand what is expected.
Read volunteer agreement, sign contract, complete accreditation forms and attend briefing day.
Briefing day – Official contract signed with more specific detail to validate the selection of candidates.
Poor performance = lost productivity
Loss of self esteem by employee
Poor morale amongst workers through poor colleague performance
Customer expectations not being met
Managers experience increased pressure and fail to meet objectives
Injuries and accidents may occur
Union activity and subsequent labour turnover leading to future recruitment costs
Importance to managers
Issues for Managers - Legal factors – Greg Dyke (FA Commission)
“The FA Group is an equal opportunity employer and genuinely believes in treating others with respect at all times. “
Select the best people or select a diverse group of individuals?
Get into 2 groups
Read the scenario on the worksheet and complete the tasks.
Armstrong, M (2012)
Armstrong's Handbook Of Human Resource Management Practice.
London: Kogan Page.
Beardwell, I. and Holden, l. (2001)
Human Resource Management: A contemporary approach
. 2nd ed. Harlow: Pearson Educational Limited cited in Robinson, L. (2004)
Managing public sport and leisure services
, Abingdon, Routledge.
Boxall, P. & Purcell, J. (2008)
Strategy and Human Resource Management
. New York: Palgrave Macmillan.
Bratton, J, & Gold, J (2007)
Human Resource Management : Theory And Practice.
Chartered Institute of Personnel and Development, London.
Davis, S.H. (2005) 'Should a 60 per cent success rate be achievable',
Industrial and Commercial Training
, 37 (7) pp.331-335.
Dubois, D.D. & Rothwell, W.J. (2004)
Competency-Based Human Resource Management.
Nicholas Brealey Publishing.
Hacker, C. (1997) ‘The Costs of poor hiring decisions and how to avoid them’,
, 74 (10).
Hall, D, Jones, R, Raffo, C, (1999)
. 2nd ed. Lancashire: Causeway Press Limited.
Huselid, M.A. (1995) 'The impact of human resource management practices on turnover, productivity, and corporate financial performance',
Academy of Management Journal
, 38, pp.635-672.
Jackson, S.E. and Schuler, R.S. (2003)
Managing human resources through strategic partnerships
. Ohio: Thompson South West.
Leeds Metropolitan University (n.d.)
[Online]. Available from:<http://www.leedsmet.ac.uk/partnershipvolunteering/rio-2016.htm> [Accessed 14th November 2013]
Recruitment & Selection
[Online]. Available from:<http://pdf.usaid.gov/pdf_docs/PNABE273.pdf#page=89> [Accessed 14th November 2013]
McMahon-Beattie, U., Yeoman, I. (2004)
Sports and Leisure Operations Management
, London, Thomson
Pilbeam, S. and Corbridge, M. (2006)
People Resourcing: Contemporary Human Resource Management in Practice
. London: Prentice Hall
Leisure and Travel
[Online]. Available from:<http://www.psdgroup.com/leisure_travel.aspx> [Accessed 14th November 2013]
Richards, M (1991)
. 2nd ed. Oxford: NCC Blackwell limited.
Roberts, G (1997)
Recruitment and Selection: a competency approach
. London: the chartered institute of personal development
Ryan, A.M. & Tippins, N.T. (2004) 'Attracting and selecting: what psychological research tells us',
Human Resources Management
, 43 (4) pp.305-318
Stimpson, P (2002)
. Cambridge: Cambridge University Press
Sutherland, M and Jordan, W. (2004) Factors affecting the retention of knowledge workers.
South African Journal of Human Resource Management
, 2(2): 63-72.
Taylor, S. (2002)
, n.p.: London.
Taylor, T. Doherty, A. & McGraw, P. (2008)
Managing People In Sport Organizations : A Strategic Human Resource Management Perspective
, n.p.: Oxford : Butterworth-Heinemann.
The FA (n.d.)
Safer Recruitment of Volunteers in Grassroots Football
[Online]. Available from:<http://www.thefa.com/~/media/Files/TheFAPortal/governance-docs/safeguarding/raising-awareness/safer-recruitment---best-practice-advice-for-grassroots-football-2013.ashx> [Accessed 14th November 2013]
The FA (n.d.)
A job in football?
[Online]. Available from:<http://www.thefa.com/TheFA/WhoWeAre/JobsatTheFA> [Accessed 14th November 2013]
The Guardian (2013)
Heather Rabbatts hits out at FA over lack of diversity on its commission.
[Online]. Available from:<http://www.theguardian.com/football/2013/oct/19/heather-rabbatts-fa-diversity-commission> [Accessed 10th November 2013].
Werther, W.B. and Davis, K. (1989).
Human resources and personnel management
. Singapore: McGraw-Hill.
(Armstrong, 2012, p.222)
(Armstrong, 2012, p.233-234)
The FA (n.d.)
(Taylor et al, 2008)
(Dubois & Rothwell, 2004)
(Dubois & Rothwell, 2004)
(Dubois & Rothwell, 2004)
(The Guardian, 2013)
(Jackson and Schuler, 2003; Hacker, 1997; Werther and Davis, 1989; Huselid 1995; Davis 2005; Ryan and Tippins, 2004; Boxall and Purcell, 2008)
(Leeds Met, 2013)