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Recruitment and Selection

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Introduction

Q6) Recruitment and Selection Recruiting the best employees will give William Hill the a competitive edge over rivals this is because when you once have the best possible staff for the job you know it will be done to the best also William Hill will be making the most out of the recruitment and selection process because less cost of having to advertise, interview and training again will enable them to benefit from economies of scales when the right staff are appointed. William Hill know that less time is wasted recruiting the right applicants when done the first time round thus following this method carefully makes the recruitment process convenient in employing the right person and it takes in the form of stages which is shown below: Human Resources plan Identifies staffing needs Identify the vacancy Draw up the job description and the person specification Advertise the post internally and externally Short-list the candidates using: letters of application CV's application forms Plan and run the selection procedures using: Tests Interviews Select and appoint If no suitable candidate appropriate candidate(s) re-advertise There are many factors that the human resource department must consider when arranging to fill a vacancy and here is the result that I and my class produced through a brainstorm: * It is very important to find out if the position can be filled internally before having to go through the extra process of recruiting. This is because less time would be spent on recruiting outside William Hill also a great deal of money is being spent which is increasing the companies variable cost. If an employee can't be found then it would be necessary to recruit externally due to the vacancy has to be filled and then the whole recruitment and selection process will have to be accomplished. * William Hill has to consider if they will use the same remuneration package as they do for other positions that are most likely depending on the area of vacancy due to London Weighting Allowance. ...read more.

Middle

3. Specialised aptitude: Quick to respond to customers and colleges by making up your decisions. Has to be very accurate in paperwork, stock and merchandising the shop. 4. Interests: Social events after work, activities with work mates. 5. Disposition: Friendly, helpful, polite to deal with customers and approachable to staff. 6. Circumstances: To be prepared to relocate if necessary and to work unsociable hours. Such a description can then form the basis for the selection of the must suitable person to fill the managerial position, because its requirements have to be met in order to obtain the right person. The job specification also should take into the culture of an organisation for instance in William Hill sociability is our culture, which is stated in interest. William Hill wants us to work in a friendly atmosphere, social workable environment with all of us sharing ideas whereas our rivals take the solidarity culture. But it is very important to state this on the person specification so you don't recruit an unsuitable appointment. Application Forms The aim of application forms is to find out about candidates by asking for information in a structured format and since they are being asked relevant questions it makes sorting applications and short-listing far easier for the personnel department. This is like 'sifting out' applicants who least fit the requirements of the person specification and job description. The application form also covers the information contained in a CV, such as personal details, education, and job experience and includes much more depending the position, which is required to be filled. Also by gaining biographical information, the personnel department has a simple way of matching the applicant's qualifications, interests, past experience etc. to their person specification. This allows William Hill to decide quickly which of the applicants is suitable for a job. Information required normally includes: * Personal details - name, address, telephone number, D.O.B * Education and qualifications * Declaration of a criminal record * Experience/employment history * References - applicants will supply ...read more.

Conclusion

There are factors the HR department must consider when carrying out interviews * Type of interview, formal or informal-The first time interview with the employee should be formal. It should be a one to one meeting where the employee gets to meet the manager or the line manager that is the interviewer, such meetings helps the new recruit cement a sense of welcoming into the business. Mean while others through the panel and etc might even cause a barrier to an effective communication. * Duration of interview- the interview cannot be too brief because this will restrict the amount of information that William Hill needs to collect about the applicant. However, the interview cannot take too long because the business will waste too much time, and employee will also say the same repetitive things again and again. * Has candidate completed application letter, C.V, covering letter, are these available for checking before interview-I reckon that this is important repeating the same information in the application form and then when going to interview, they know absolutely nothing about you, then you just have to repeat the whole thing again this makes the process to long and complicated making you want to give up. From the interviewer points of view too they also need to know a bit about the person before the interview so they can work out what are the right questions to ask. Does the entire selection process meet statutory requirement e.g. Equal pay, Race relations, Sex discrimination etc. I think it does as the equal pay this is stated legally in one of the most important document of recruiting, the contract of employment. As for Race relation this can be bit intimidating when putting down your ethnic Origin in the application form but I believe that this questions is there to meet the equal opportunity section, and race relations. Nike Akinde ...read more.

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