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Job description
The job analysis leads to writing a job description. This explains the job to the candidates, and helps the recruitment process by
providing a clear guide to all involved about the tasks and requirements of the job.
It can also be used to communicate expectations about performance to employees and managers to help ensure effective
performance in the job.
External methods
-There are many options available for generating interest from individuals outside the organisation. Cipds survey
indicate that the most popular methods for seeking candidates include employers corporate website, recruitment
agencies, commercial job boards and professional networking sites such as LinkedIn. .
-Technology is also being used more and more to manage the application process; for example storing candidate
details and generating responses to applications.
- Job Advertisement should be clear, simple and informative about the job
Application forms:
- Application forms allow for information to be presented in a consistent format, and therefore make it easier to collect
information from job applicants in a systematic way and assess objectively the candidates suitability for the job. They should be
appropriate to the level of the job. Application form design and language is also important to account for disabled and talented
CV:
The advantage of CVs is that they give candidates the opportunity to sell themselves in their own way and dont restrict the
fitting of information into boxes which often happens on application forms, but put them in risk of including irrelevant
information.
What are the different methods involved with Selecting and assessing candidates?
1- Interviews
Remain popular because it provides information to predict future performance, and give an opportunity for the
interviewer and interviewee to meet face to face and exchange information.
For the candidate, the interview is an opportunity to:
1- Ask questions about the job and the organisation
2- Decide if theyd like to take the job.
For the organisation, the interview is an opportunity to:
1- Describe the job and the responsibilities the job holder would need to take on in more detail
2- Assess candidates ability to perform in the role
3- Discuss with the candidate details such as start dates, training provisions and terms and conditions such as
employee benefits
4- Give a positive impression to the candidate of the company as a good employer.
However traditional interviews have been criticized for being a poor predictor of performance.
Anderson and Shackleton draw on a wide variety of studies to summarise the reasons why interviews have been
criticised in this way:
The self-fulfilling prophecy effect:
Interviewers may ask questions designed to confirm initial impressions of candidates gained either before the interview or
in its early stages.
The stereotyping effect:
Interviewers sometimes assume that particular characteristics are typical of members of a particular group. In the case of
sex, race, disability, marital status or ex-offenders, decisions made on this basis are often illegal
The halo and horns effect:
Interviewers sometimes rate candidates as good or bad across the board and thus reach very unbalanced decisions.
The contrast effect:
Interviewers can allow the experience of interviewing one candidate to affect the way they interview others who are seen
later in the selection process.
The similar-to-me effect:
Interviewers sometimes give preference to candidates they perceive as having a similar background, career history,
personality or attitudes to themselves.
The personal liking effect:
Interviewers may make decisions on the basis of whether they personally like or dislike the candidate.
Structuring the interview can help improve its ability to predict performance in the job and a growing number of employers
take this approach. However companies still have to balance the structure to give the applicant their ease.
A structured interview means that:
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2- Psychological testing
Psychological tests are tests which can be systematically scored and administered. They are supported by a body of evidence
and statistical data which demonstrates their validity, and are used in an occupational setting to measure individual differences
(for example in ability, aptitude, attainment, intelligence or personality).
With the increase in the use of technology in the workplace, online testing is also growing in popularity - particularly in the
recruitment of graduates and where employers are faced with high volumes of applicants.
Most tests are designed and developed by occupational psychologists and are accompanied by detailed manuals providing the
data to establish the reliability of the test and the normative information against which test results may be compared. This is the
information that allows employers to compare their test candidates against the scores of a normal population of similar people.
Administering tests and analysing the results is a skilled task. Scoring of tests is often complex and how it is done will depend on
what a test is trying to measure. With personality tests there are no right or wrong answers as they are designed to present a
profile of an individual.
Test must be relevant to the job specification, and tester must make sure that the environment is suitable for taking such tests
as Distortion is a key risk
3- Assessment Centres
Assessment centres involve candidates completing a number of different tasks as part of the selection process, where they
reflect the reality of the job and the organisation. The tasks set should link with the job description and person specification. It
must be fair regarding the time taken, the number of tasks set and the opportunities for candidates to show different aspects of
their abilities.
Depending on the nature of the job, the tasks might include individual or group work, written and/or oral input and output,
individual problem solving, or group problem solving.
Group exercises should be as real as possible, should require candidates to read, share information and reach decisions in order
to achieve set goals within the time limit
The tasks might need to encourage competitiveness or co-operation, to test for creativity or for building on the ideas of others
in a productive manner.
Selectors preferably should also have had some training on interviewing skills and in managing diversity, and have good listening
skills. Assessors might also be used to observe and comment on behaviour although they do not necessarily take part in final
selection decisions.
A feedback session is important to benefit the candidate and ensure that the company takes recruitment seriously