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Recruitment process
1. Study workforce place and identify where vacancies have arisen
2. Analyse the job to produce job description
3. Consider characteristics of suitable characters for a person specification
4. Decide on internal vs external recruitment
5. Decide on a source of advertising media
6. Place advertisement in most appropriate media
7. Issue application forms and request CV’s
8. Review application documentation
9. Invite shortlisted applicants for interview
10. Interview applicants
11. Choose most suitable applicant.
Reflection
What were you looking for in candidates?
Work experience, personality- ability to work with others,
What extra information from the candidates would help you?
references
What extra information from Riverland would help you?
What is a job advert and what goes in one? What are the 5 TRAPS in designing effective job adverts?
suitable people as possible to apply for the vacant job.There are usually two documents that are produced
before writing a job advertisement: the job description and the person specification.
Truthful - The advertisement should not make exaggerated or misleading claims about the job, the pay or
the organization.Exaggeration and dishonesty might attract more applicants, but is unethical and can create
many problems for the business in the long term.
Relevant - Job advertisements need to be succinct in order to attract people's attention and interest.
Accurate - To minimise the number of unsuitable applicants for a job, the person specification and job
description must be precise.
Positive - An encouraging and upbeat job advertisement helps to attract people to apply for the job.
Short - Given that advertising space is expensive, only appropriate and necessary information should going
a job advertisement.
What is the difference between a job description and a person specification?
A job description is a document that outlines the details of a particular job. It refers specifically to what the
job entails rather than the type of person required for the job. It includes the job title and the roles, duties and
responsibilities of the post holder.
A person specification is a document that profiles the ideal candidate, such as the qualifications, skills, and
experiences sought by the employer. It also lists the personal attributes that the successful applicant should
have, such as the ability to lead a team and to think critically. F
What stages are there in the application process?
Application form
Curriculum vitae
Cover Letter
Interviews - different types and what makes an effective interview
Video-conferencing interviews
Telephone interviews
Face-to-face interviews
Group interviews.
Research has shown that the most effective interviews tend to follow a structured approach, with the same
core questions being asked of each candidate.
What are the 2 categories of interview questions?
Behavioural-based questions
Situational-based questions
What different types of tests can be used in recruitment?
Psychometric tests
Aptitude tests
Intelligence tests
Trade tests
What goes in an employment contract?
Written statement of the terms and conditions
The advantages and disadvantages or internal and external recruitment.
Advantages Disadvantages
On the job
Refers to training carried out whilst at the workplace.
Induction training is a type of on-the-job training aimed at introducing new employees to the
organization.
Appraisal
2.4 Motivation
Signs of poor motivation
High absenteeism rate
High labour turnover
High wastage
Low quality
Customer complaints
Poor punctuality
Disciplinary problems
Motivation
Refers to the desire, effort and passion to achieve something
The willingness to complete a task or job with enthusiasm.
Financial Rewards
Salary- annual salary paid in monthly installments
Wages
- Time and piece rates
- Hourly Rates
- Quantity of output rate
Commission- paid a percentage of sales or output
Profit related pay
Performance related pay
Employee share ownership schemes
Fringe benefits
Non-financial rewards
- Job enrichment (vertical loading)
More challenging jobs, more responsibility
- Job rotation
Performing a number of tasks in a systematic way
- Job enlargement
Broadening the number of workers, granting authority to be in charge of their own jobs
Delegation
Work participation
Continuous professional development (CPD)
- Purpose
The opportunity to make a difference -able to help others
- Teamwork
Departmental team
Cellular manufacturing
Quality circles
62.5
28800
Taylor
Maslow
Pink
Herzberg
Adams
2.5 Organization (corporate) culture
Types of culture
- Power culture- Enron, Lehman Brother and RBS
- Role Culture - schools
- Task culture- technology companies
- Person culture- lawyers, surgeons, accountants
Edgar Shein’s 3 levels of culture
Artefacts - superficial and behavioural aspects that can be easily seen but not easy to
understand - history, facilities, buildings, dress code.
Espoused Values - desired or expected culture - values that are important and committed to
Shared basic assumptions- deepest level of culture, unseen and not easily identified.
Subcultures and behaviours.
-
Deal and Kennedy
Two dimensional framework
- Feedback and reward - speed of feedback and level of rewards within an organisation.
If feedback is rapid, any unproductive conduct and inconsistent culture is quickly
removed.
- Risk- Degree of uncertainty. Drives workers or demotivates them.
Culture clashes
Reasons for
- Different comfort levels with diversity
- Different degrees of formality
- Different languages
- Different leadership styles
- Different orientations to tasks and people
- Different practices
- Different senses of time.
Early Indicators
- Lack of focus
- Preoccupation with the merger
- Sense of division
- Sense of isolation
- Unresponsive management
Consequences
- Misunderstandings and miscommunication
- Unhappy staff
- Compromises must be reached
- Resistance to change
- High costs of training/implementing changes
- National culture/disputes.
M- Mentor
O- Outreach
V- Vision
E- Engaging
R- Role Modelling
Conflict
A situation of friction or mutually exclusive goals between two or more parties, such as
employers and employees.
Sources of conflict
Needs and Wants
- When needs and desire are ignored. Difference of opinions between rates of pay and
working conditions.
Perceptions
- What annoys one person may not annoy another
Values
- Incompatible beliefs, values or principles
Power
- People in power try to make others do something against their will or benefit
Feelings and Emotions
- People ignore feelings of others
Conflict Resolution
The course of action taken to resolve conflict and differences in opinions.
- Conciliation
- Arbitration
- Employee participation/Industrial Democracy
- No strike agreements
- Single-union agreements
Negotiation-> Compromise -> win-win Solution