Recruitment and Selection

Job specifications “identify the eligibility requirements or qualifications needed to perform a job” (Baack, et al., 2014, Ch. 4.4). In other words, job specification is a sort of sketch of an ideal candidate. Job specification highlights required levels of education, experience, physical and technical abilities, as well as desired social skills. Job specification is used to screen job application of candidates, and job description will be of help during interviews. Candidates should be educated about the job description, it is also

Job specifications “identify the eligibility requirements or qualifications needed to perform a job” (Baack, et al., 2014, Ch. 4.4). Job specification can be defined as the profile of an ideal candidate. Job specification dictates the specifics of what is needed from the employee such as required amounts of experience, education, physical and technical abilities, as well as desired social skills. Job specification is used to screen the applications sent in by candidates, and job

Job specification is a statement of employee characteristics and qualifications required for satisfactory performance of defined duties and tasks including a specific job or function. Job specification is derived from job analysis. Job specifications that employee needs are the knowledge, skills, and abilities an individual need to perform a job satisfactorily. This is including education, experience, work skill requirements, personal abilities, and mental and physical requirements.

After the application is submitted to a requiting office, applicants are scheduled for a series of written and oral tests. The written exam evaluates a candidate’s reasoning, problem solving and written communication skills. Psychological evaluations assess candidates’ ability to keep a steady head in tense situations. Oral interviews involve a panel or a single interviewer that assesses similar situations. Candidates that successfully pass these tests are scheduled for a drug test and medical evaluation.

Interviews - This is often the second step in a selection process, it is often used after a group of applicants have been short listed and allows the recruiter or hiring manager an opportunity to ask further questions about an applicants experience and get a feel for their personality, and fit into the organisation and role.

Once the applicant is in the system, HR reads applications and sorts them into first-round phone screening and reject piles. If the candidate meets the minimum specifications, has a strong cover letter and relevant experience in the resume, he/she will be contacted by a recruiter via email for a phone interview. This will last roughly 30 minutes and determine whether the candidate moves onto second-round interviews. Applicants have an opportunity to ask questions to demonstrate interest and knowledge. The nature of the second-round interviews will be determined by the position – for this paper, there are three rounds. Second round is another phone call, followed by an office visit for final round interviews. Interviewers are prepared ahead of time and

According to Wright et al (2011) recruitment and selection are part of the human resource practices common within organizations in an effort to develop human capital, which is necessary for better production. Numerous scholars have discussed the issue in different contexts. Pramila (2010) discussed the issue of recruitment and selection in an Indian- based company. The article presents effective recruitment practices, which are valuable for organizations. Among the identified practices include internal recruitment, interviews, personality tests, employer references, succession planning, and newspaper recruitment. According to Najafi (2011) the most important aim is to achieve an improvement in their recruitment and selection. With information provided in this article, the researcher is able to advance a thorough understanding of the different issues on improving recruitment and selection processes within organizations.

Supporting job descriptions because it is a valuable tool in recruiting and hiring (Doggett, 2002). It assists in identifying candidates who are not qualified for a certain position, thereby reducing the odds of making a poor employment decision. Perhaps their greatest value is defining for new employees what is expected from them (Doggett, 2002). There is considerable evidence to show that many a potentially good employee was lost because he never knew what was expected of him and he and his boss were seeing his accomplishments from totally different perspectives.

This report identifies and assess factors that affect an organisations approach to both attracting talent and recruitment and selection. It also identifies and explains benefits of attracting and retaining a diverse workforce, describes methods of recruitment and methods of selection.

QUESTIONNAIREName –Company’s name –Designation –Date-Note – Please tick the appropriate option.1. What source you adopt to source candidates? a. Employee referralb. Campus recruitment c. Advertisingd. Recruitment agenciese. Job portalsf. Other, pls specify – 2. How many stages are involved in selecting the candidate?a. 1b. 2c. 3d. 4e. More3. Do you use any of the following tests during the process of recruitment?a. Writtenb. Aptitudec. Group Discussiond. Personal Interviewe. Psychometric testf. Other, pls specify – 4. How do you track the source of candidate?a. Manualb. Software c.Onlined.Windows. Xls 5. Apart from the HR Manager, who all from the other departments are required to get involved in interviewing process?a. Salesb.

Using three to four examples candidates will discuss the relative strengths and weaknesses of the major methods of recruitment and selection, including assessment centres, competency based recruitment, interviews and on-line recruitment. Candidates should

The practical assessment has the benefit to allow the candidates to show in practice to have the skills required for that job position. It also have the advantage to get precious information about that candidates (how they work under pressure; how they dial with performance anxiety ; non-verbal

The key tasks of Job design, through analysis, description and specification, and organization design are instrumental in determining what tasks are to be performed and how they will be managed. Once the “what” is determined, it is time to determine the “who” through human resource management. One of the important functions of Human Resource Management is Recruitment and Selection of the

The most common selection process is an interview. The interview is a chance for the applicant to sell themselves and for the organisation to learn more about the applicant as the information on application forms and CV’s are limited. A benefit of interviewing is to see how the applicant responds under pressure and on the spot.

The legal, regulatory and policy which guides recruitment and How to conduct effective assessment and interviewing techniques.