Recruitment

RECRUITMENT

INTRODUCTION

One of the major benefits of using sound interviewing and selection practices is that they increase the likelihood of selecting successful employees. The hiring decision is an important action with many consequences. A good choice results in an effective employee who will help a department meet its stated goals and objectives. A poor decision can lead to reduced productivity and morale and force a manager to spend many additional hours in training and counseling.

DEVELOPING A RECRUITMENT PLAN

A large part of successful hiring involves a commitment to plan and create the best possible conditions to attract qualified candidates.

A recruitment plan should include the following:

1. Updated Position Description
2. Written Review of Diversity
3. Well Prepared Employee Requisition
4. Advertising Plan
5. Interviewing and Selection Process

CONDUCTING A NEEDS ANALYSIS

When a job opening occurs, the first concern must be to clearly and specifically know what we need, and what the essential duties, critical competencies and specific skills are. The three steps to developing this critical information are:

1. Team Analysis. What would strengthen your work group's ability to deliver improved services.
2. Job Analysis. A process of systematically collecting, analyzing and documenting the essential requirements of the job
3. Incumbent Analysis. Review your own performance evaluations and look for areas where appropriate backup would increase your effectiveness

RECRUITMENT

Recruitment refers to those efforts made to attract a pool of qualified applicants.

Recruitment practices will vary with:

• the type of position;
• labor market conditions (i.e., the anticipated "supply" of qualified candidates, current unemployment rates, etc.);
• the funds allotted for recruitment

SCREENING APPLICATIONS

The purpose of application screening is to select the most highly qualified individuals for referral to the next step of the selection process, the interview. It is the first opportunity to begin assessing applicants against the established minimum and preferred requirements for the position. To improve the application screening process

1. Review all materials presented by the applicant
2. Check the internal consistency of the information.
3. Be careful not to make unwarranted inferences

PREPARING FOR THE INTERVIEW

By the time job applicants reach the actual selection interview, they have already passed a careful evaluation of their education and experience and are considered to possess at least minimum qualifications for the particular job. The purpose of the interview is to collect additional information on the applicants' job-related skills, knowledge, and abilities, which should be helpful in selecting the individual best qualified for the position. Your goal as the interviewer is to assist each candidate in effectively presenting all pertinent information concerning his or her qualifications.

An interview should be as structured as possible, yet tailored to each particular applicant. As an interviewer, you should evaluate the same general criteria for each applicant and ask each applicant the same set of core questions. An interview that follows a general standard outline will produce more reliable and valid information for selection than an unstructured interview, will allow for valid comparisons among applicants, and is less likely to run afoul of laws and regulations governing the selection process. Following are the steps you should follow when preparing for an interview:

1. Contact the candidates.

2. Develop questions.

   1. "Yes" or "No" Questions should be avoided because they obtain very limited information from the applicant. Example: "Can you operate an IBM computer?"

   2. Direct Questions are used to obtain very specific information. Example: "What accounting courses have you had?" They are valuable for questioning applicants in depth or on topics which are brought up by candidates' responses to open-ended or situational questions

   3. Open-Ended Questions encourage applicants to express ideas and information they feel are important. Examples: "Tell me about your supervisory experience."

   4. Situational Questions pose job-related situations which applicants will have to deal with on the job. They are used to evaluate an applicant's ability to recognize important aspects of situations or problems, analyze them, and provide reasonable options. Example: "What would you do in a situation in which...?" In designing such questions, be sure they consist of actual job situations and are sufficiently complex

QUESTIONS YOU SHOULD AVOID

1. Multiple Questions require the applicant to answer a long, confusing series of questions. Example: "What duties performed in the past have you liked best/least and why?"

2. "Loaded" Questions suggest a correct answer. Example: "Our department wants hard working employees. What kind of employee are you?" Such questions often reveal an interviewer's attitudes and may help
   applicants to create answers to fit those attitudes.

3. Negative Questions reveal an unfavorable attitude toward an applicant or topic and may cause the applicant to develop a defensive attitude. Example: "You don't have much relevant supervisory experience, do you?"

4. Non-Job-Related Questions, especially those regarding




• Birthplace, nationality, race, color, religion, or sex

• Disability; medical condition

By law, you may not ask questions on the above subjects

CONDUCTING THE INTERVIEW

• Create a relaxed interview setting. The interview setting should be quiet, comfortable, and free from distractions and interruptions.
• Welcome the candidate.
• Let the candidate do the talking. It is extremely important to listen and concentrate on what the applicant is saying. The applicant should carry 80 to 85 percent of the total conversation.
• Close on a proper note. After you have explored all performance factors, ask the candidate if he or she has any questions, needs clarification, or has anything to add.

SELECTION

Taking into account what you learned in the interview, the candidate's behavior during questioning, test results (if applicable), and information gathered during the reference check, select the candidate who has the qualifications to perform the duties of the position most effectively. After deciding on the starting salary and date you wish to offer, call the candidate and make the offer. Follow up with a written confirmation of the offer, acceptance, salary, title, starting date, etc. You should also notify the unsuccessful candidates, in writing, that they have not been selected for the position. Use neutral language, simply informing him or her that you are unable to make an offer at this time. If a candidate requests reason(s) for not being selected, be careful to cite only documented information related to his or her ability to perform the job satisfactorily.

DICTIONARY:

Incumbent: povinnosť (to urobiť)

To conduct: viesť

Pertinent: týkajúci sa

Proper: vlastný, poriadný, vhodný

To Infer: usudzovať

Morale: Morálka

Consequences: následky

Diversity: rôznosť, rozmanitosť

Assessing: Odhadovať, Oceňovať

 

Presented by: Ondrej Betka