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Recruitment and Selection - Next

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Recruitment and Selection E3 * Recruitment documents: * Choosing the best person Once a business has attracted applicants who match the person specification, the next stage is to gather information on each applicant. The main sources of information are: * Application forms * Curricula vitae (CVs) * Interviews * Testing * Taking references. * Person specifications: * Personal attributes and achievements A person specification is concerned with identifying those people who have the right qualities to fit the jobs you are offering.For example, the customer service advisor may require communication skills and be polite. The personal attribute they may need to posses might include punctuality and smartness of appearance. Personal achievements give a good indication of an individuals existing abilities. Personal achievements can be good indicators of qualities such as the ability to work in a team, to help others, to persevere. * Qualifications: Qualifications are another important part of the person specification. Qualifications are a good measure of prior learning. The idea of a qualification is that it prepares you to do a particular job or activity. Next always consider the level of qualification required by a job holder. * Experience: Someone with experience in carrying out a particular post or who has had particular responsibilities should be able to draw on that experience in a new situation. Next would do a person specification which should set out the required experience for a jobholder. * Competence: Competence implies that a person has sufficient knowledge or skill to carry out particular tasks or activities. Person specifications should set out levels of competence required by a particular jobholder. Next think it is vital to make this clear so that all work is done with good effect. * Job descriptions: The purpose of recruitment is to buy in and retain the best available human resources to meet the organisation's needs. First requirement is to define and set out what is involved in particular jobs. ...read more.


the disciplinary and grievance procedure. * Implied terms: It is impossible to predict the changes which might occur in the relationship between an employee and employer during the period of employment. To overcome this difficulty, the legal courts read implied terms into contracts which are necessary to allow the contract to work. Some implied terms are reasonably straightforward. For example, all contracts of employment will be deemed to include common law duties, such as the duty of care (safety); in other words, each party has a duty not to jeopardise the safety of the other. Employees also have a common law duty of obedience. The duty of obedience (although modified by both UK statute law and European Union laws and regulations) remains fundamental to employment relationships. If an order given by a supervisor is within the contractual authority of the employer, the employee has an obligation to obey or run the risk of losing his or her job. It is usually very difficult for a manager or employee to determine whether an employer is in breach of the implied terms of a contract. It is likely that a lawyer would be required to examine case law and advise the firm or individual. Case law is based on decisions given by a judge in one case, which then become precedents, providing guidance in all other similar cases. As a general guide, however, there will be implied terms in all contracts relating to: * a duty to act with good faith towards the employer * a duty of care, each party for the other * a duty to maintain confidence and tmst between the employer and the employee * a duty of the employer to provide work, and a duty of the employee to carry it out conscientiously * a duty of the employer to give reasonable support to all employees so that they can carry out their work * similarly, the employer has a duty to support managers in their managerial duties. ...read more.


Promotion and training opportunities will be available to all employees, irrespective or race, ethnic origin, religion, sex, marital status or possible family commitments, sexual orientation or disability. * Short Listing, Interview and Appointment Procedures: Interview and appointment procedures shall be adopted so as to minimise any disadvantage suffered by the handicapped, members of ethnic minority groups or either sex. Accordingly, except in so far as it is necessary for particular appointments, questions will not be asked at interview regarding the following: prospects of marriage, future family plans, religion or sexual orientation. Application for all posts will be by standard job application forms. A copy of this statement shall accompany every application form issued. All members of interviewing panels should receive appropriate training, be familiar with this policy and be aware of the guidelines to be followed. * Induction: Induction procedures will include arrangements to ensure that such procedures are clearly understood by everyone. (This particularly applies to instruction and notices in respect of the Health and Safety at Work Policy.) For disabled people with mobility difficulties, special attention will be paid to emergency evacuation procedures. * Other Decisions: It is implicit in this policy that employees should not be treated more favourably or less favourably in all matters of employment (except where an exception is necessary and is allowed under the law) because of race, ethnic origin, religion, sex, marital status or possible family commitments, sexual orientation or disability. It is possible that discrimination can be implicit (not obvious on the surface) where the employing organisation demands that the employee asks for previous experience or qualifications which are not relevant to the job. Implicit discrimination also exists when employees are asked to go on training courses at times that are not suitable for certain people, e.g. over the weekend. * Monitoring: Monitoring of this policy in relation to employee recruitment will be by the Senior Management Team together with the Curriculum and Employment Committee of Governors. Unit 4 Human Resources Page 1 of 25 ...read more.

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