A Report on Recruitment and Selection.

University Degree Business and Administrative studies

Employing and Managing People.

A Report on Recruitment and Selection.

Introduction.

There are several tasks involved in recruitment and selection. The reason for this, is so that the organisation hires the most effective person to carry out the job, who will get the best result. The organisation must also consider whether the job is achieving its goal. Organisations also need to be careful as recruitment and selection is very expensive and if it is done wrong then there is a wasted cost. In this report I will be explaining the four main tasks used for recruitment and selection. In order to see the effect of these documents I have carried out the tasks on a job at a retail store called Argos. The tasks were based on the Sales Manager job at Argos. The 4 main tasks are explained in the report and what their purpose and importance's are. The tasks are documents and are appended at the end of the report and will be referred to. I chose this job for this assignment because I already work in Argos and it was easier to research into. It was also easier to understand and write the four documents more clearly as I already knew about some of the tasks that are carried out by the manager. The report will also include a bibliography and appended documents.

The Documents for Recruitment and Selection

There are 4 main tasks involved for the process of recruitment and selection. If these tasks are done thoroughly the organisation will have good recruitment and selection process. They are:

* Job analysis of the job (appendix 1)

* Job description (appendix 3)

* Person specification (appendix 4)

* Job advertisement (appendix 5)

These tasks were carried out on the chosen job of Sales Manager at an Argos store.

The first process is the job analysis. Analysing the job using previous old documents is one method. This method is not suitable as job requirements change over time and it is best to break the job down and see what is required and what holds the job back from achieving its goal. This can be done in the form of a questionnaire. (See appendix 1)

Job analysis questionnaire (appendix 1)

I designed this questionnaire using the questionnaire from the lesson as a template. I changed and adjusted the questionnaire to how I thought would get the best answers. The questionnaire had the main questions of what the job title is and what her job role is. I also asked what her main duties were and how important they are. This would allow me to take the most important duties and emphasise on them in the job description. This also allowed me to take out duties that are not required for her to do. I also asked questions like "...would you personally change these." I included these because these can indicate how to improve the job. The questionnaire was useful as it can gather a lot of information, which can then be extracted accordingly for the job description. The questionnaire is non-discriminatory because I have not included any questions, which single out or eliminate any sex or race. This is also not important as Argos comply with Sex discrimination acts 1975 and 1986 and the Race relations act 1976 and 2000. It also was not important to ask questions like these, as they will not help an organisation improve the job in any way. The job analysis is the first stage but it is important, as this is the foundation to recruitment and selection.

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Outline Notes on Questionnaire (appendix 2)

This document is an extension of the job analysis stage and is not part of the recruitment & selection process. I included this because I wanted to outline the job and its main duties, so that the job description is easier to write. This also changed anything that should be altered in the job.

Job Description (appendix 3)

This is the next process after the Job analysis. This is where the organisation outlines what is required in the job and what are the main duties. This is exactly what it says it is, a description of the job. Job descriptions' can be found in all organisations for every job. The job description will have all the information extracted from the job analysis. It will include what the job title is, what the job role is, hours and pay. Job description should always be clear and accurate on what it expects to be done in the job and what is benefited (wages). The job description that I based my document on was from a worksheet that was given in class. The document was easier to produce after making the outline notes from the questionnaire. The job description in appendix 3 followed the same outline as the questionnaire. In the main duties I have headed the important tasks at the top. I have also defined the main job role. Most organisations make the mistake of starting with the description and then on to the person specification. They usually do this with the old job description, which then does not effectively change the job, which can lead to hiring the wrong person. I have produced this document without it being intended for any sex, race or age. A woman does the job of the Sales manager, but this does not mean that a woman would be a better candidate. In the module that we have studied, we looked at examples that indicated a certain sex is suited for the job. This does not let the organisation get the best applicants, as they will recruit with an image of what sex or race they want. In appendix 3 the document should just outline the job without discrimination.

Person Specification (appendix 4)

The person specification is done next. This is one of the most important documents as it is used for the selection process effectively to shortlist and hire the candidate. The person specification defines what person is required with what skills and qualifications. A person specification is similar to the job description. The Job description defines the job and it requirement. The person specification outlines any main information that is needed by a person to apply. When a company recruits new staff they are short-listed using the person specification as a guideline. This document is also used for the interview. This document is very important, as it must not be discriminatory in any way. I found it difficult to produce this, as I often added things like attitude and looks. The person specification would seem a lot fuller with these headings in, but they would change the view of the interviewer. Attitude can't be judged in interviews and by asking the candidate "do you have a good attitude towards work?" will not work as some applicants can be cheerful at the interview but do not like to work. These specifications aren't useful as checking on references and previous employment. I also used information from the job analysis questionnaire (appendix 1) like basic qualifications and suggestions that were made by the Sales manager. The document is also displayed and written simply without too much information. Person specifications can state whether they require a certain sex, race or age. But this is only if the organisation can prove that it's necessary to hire someone for his or her sex, race or age. If the organisation prove this then they call this the Genuine Occupational Qualification RRA 1976 and SDA 1975. The G.O.Q. is usually a requirement seen in certain jobs and can be found in the Person specification and Job description. In appendix 4, I have no G.O.Q. requirement.

Job Advertisement (appendix 5)

Job advertisement may not seem important. But it is as important as the other tasks. If the organisation advertises without conveying the right information then all the other tasks are pointless. The advertisement must convey the same tone and information as the previous documents. Advertising is also important as advertising in certain newspapers and areas might not get the response the company is looking for. Organisations must be selective were and who will reply. For example it is pointless for a small restaurant in south London to advertise in the Daily Telegraph. Advertising can be costly. For my advertisement (appendix 5) I have chosen to advertise locally and display the same type of advertisements that appear in the Jobs opportunities newspaper published every two weeks. Argos already had an advertisement in the free newspaper so I copied the same style. This newspaper was the ideal choice as it is in most retail stores for free. In the advert I have included the salary, benefits and a short list of requirements. The advert is displayed simply for the applicants.

Evaluation.

In this assignment I have used what was learnt from the module and applied it to the tasks that were set. For example the first stage of Recruitment and Selection is to do a job analysis of the job concerned (see appendix 1). This is to determine what the goal of the job and is anis it achieving this at its current status. The main purpose of all jobs is to do a certain task, which contributes to the overall goal of making profit. All big organisations or companies will have a mission statement, which will state what they expect of the employee and what they want the company to achieve. If the job is failing to achieve its overall goal then it should be assessed and changed. This is done by a job analysis (see appendix 1). This was learnt from the module and I have tried to emphasise on its importance by using the job analysis as a foundation. By doing this, the other documents to follow would have a similar tone and have the information acquired by the questionnaire. Although I have used the questionnaire from a lesson as a template, I found it difficult to draw out the information I needed for the job description. The personnel questions like "...would you personally change this..." were not as informative as I had hoped. These questions gave me a personnel response rather than the response that would benefit a change for the job. The questionnaire also received brief answers' as some questions were too broad. The job description was made to look simple but informative (see appendix 3). For this second document I have used the example that was given in class as a template and produced the job description. This assignment shows that job descriptions need to be done as well as the analysis. This is to outline what the company wants done in the job and what the benefits are. The information must also be used from the analysis, as this would give the job description the shape and information it requires. The job description I have produced had information from the questionnaire, but it also had information that wasn't in the questionnaire. This was down to my previous knowledge of what the job entails. For a Personnel manager this information will not be available. The person specification was more difficult to produce as the module has emphasised on its importance on the contents in this document (see appendix 4). In class we were given examples of previous person specification were we would start to picture a description of the person that is best for this job. A person specification must not do this, as it might lead to hiring the wrong person for the job. The person specification can also be very useful to shortlist and interview applicant as a basis of it being the criteria. In appendix 4 the person specification was very brief as I found it difficult to produce this document without creating an image. The other reason was the job analysis did not have much information for me to use for the person specification. This document was very brief but it outlined the main points. The job advert had to be advertised locally so I used a local free paper, which had many adverts for local retail companies. I used the outline of an Argos advert, which was already in the paper. Job adverts are important to be displayed in the corresponding area and the right literature.

If I was to re-do the assignment I would start from job description (see appendix 3) and person specification (see appendix 4) and what information is needed for these documents. This would help me to decide what questions I need to ask to attain the information. Then I would go on to doing the other tasks. By doing this, it would help me to complete the person specification more informatively. The present person specification is very brief and is not a strong enough to use as a criteria for the interview. I would also choose a different person to research for. As I already knew the Managers' job quite well at Argos, I did not construct the questionnaire to get as much information as possible. Choosing someone who I wasn't familiar with, would have made me research more thoroughly. Recruitment and selection have these stages, and they are all important. Most organisations/companies have Personnel Managers' or Human Resources team that carry out these tasks. But as the assignment shows it is not easy to recruit staff. Problems can occur but can be spotted by doing this process. This is better than hiring an unsuitable person or advertising a wrong impression of the job. By doing these tasks they can be more accurate in successful recruitment.

Zuberul Huda

A Report on Recruitment and Selection.

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