Recruitment & Selection

• Curriculum Vitae (CV) – This involves applicants writing all their details including education, past and present employment as well as details of referees that can vouch for them.
• Letter of application – This involves applicants writing a letter about why they are suitable for the job and then send it to the organisation by post or fax.
• Application form – This involves applicants answering set questions given to them by the employers, which is very straightforward and makes it easier for the business to compare you to other applicants.
• Telephone interview.
• Apply online.
• In person – applicants go to the business and apply face-to-face, which is normally done by small businesses.

Compliance

In order to make sure that the business is adhering to the procedures set, a business needs to ensure compliance. This is when a vacancy is advertised and people apply for it, UK employment laws need to be in effect and equal opportunity rules mean that companies must not exclude categories of people e.g. disabled people, people of different sex or race etc.

The Metropolitan Police Service uses many different methods of recruiting new employees. The different methods are more beneficial to the type of applicant depending on whether its external recruitment, internal, promotion or relocation.

The Recruitment Process of the Metropolitan Police

There are different processes in the recruitment of the police officers. For all the different ranks in the police force, there are different processes. PCSOs’ (Police Community Support Officers) processing time starts as soon as the application is received and ends once an offer of employment is made. Many factors will affect the processing time which varies from application to application, this may include forms incorrectly completed, forms not sent back, omissions made, rescheduling allocated assessments dates, volume of applications, medical queries and security clearance.

The selection process of a PCSO is:

Step 1: Complete an Application Pack

The application pack consists of a PCSO Application Form, Competency-based Questionnaire and Substance Misuse Testing Form. Candidates can now apply to be a PCSO by completing their online application form and sending it to:

Metropolitan Police Service
Police Community Support Officer Recruitment
Simpson House
Peel Centre
Aerodrome Road
London
NW9 5JE

Step 2: Selection Centre

If the application passes an initial assessment they will invite the candidate to their Selection Centre in Hendon to undertake the Day 1 of the Selection Process, which will involve a written test, structured interview and two interactive role plays. Their performance will be measured against the set of skills identified as necessary for the role of PCSO. If they are successful at the Day 1 stage they will be invited to attend Day 2 at the Selection Centre, which will involve a Medical Assessment and Job Related Fitness Test. The Medical Assessment is conducted by a registered nurse and will check various aspects of their health, including eyesight and hearing.

Written Test : As part of the selection day for Police Community Support Officer (PCSO), candidates will be asked to complete an exercise, which will assess your written communication skills. They will receive a thorough briefing before they start the exercise. The exercise will involve watching a short video clip and then writing a report on what they have seen. Candidates will not be assessed on their ability to remember the events of the video clip, but will be assessed on their spelling, grammar and the clarity of the report. If successful then;

Interview : There are 5 competency questions in total  with 2 questions in each competency. 5 minutes are allocated to each competency question so 2.5 minutes for each question within that competency. This involves testing the competencies Community/customer service, personal responsibility, respect for diversity, effective communication, team work and resilience.  The interview will last between 25-30 minutes and be conducted by 2 interviewers.  Candidates will also take part in 2 five minute interactive exercises, playing the role of a customer service officer with a role actor, who will use scripted lines.  Candidates will have 5 minutes to prepare for each exercise, reading the background of the scenario. Competencies assessed: COMMUNITY AND CUSTOMER FOCUS, PERSONAL RESPONSIBILITY, TEAMWORKING, RESPECT FOR RACE AND DIVERSITY, RESILIENCE (and EFFECTIVE COMMUNICATION is assessed throughout). If successful then;

Step 3: Medical examination, Job related fitness test, Security & References check

If applicants perform well at the selection centre they will be recommended for appointment, subject to satisfactory checks on security status and references. In addition to the above, they will be required to undertake a Substance Misuse Test during the recruitment process. Tests include:

Endurance fitness (bleep test) - Level 5/4 (4 shuttles at level 5)
Dynamic strength test (dyno machine) Push 34kgs; Pull 35kgs
(The speed / agility element & Grip test have been discontinued)
The above standards apply to both male and female candidates. The test elements are run consecutively and minimum standards must be achieved.

Once this assessment has finished, candidates will await security checks and references to be completed. Upon all checks being satisfactory, candidates will be offered a date to start training.

The timeline for the process of recruitment for PCSOs are as follows:

Week 1 – 3 : Application received and acknowledgement letter sent by post; Full paper sift (includes a Police National Computers check); Competency Based Questionnaire sent for marking; Competency Based Questionnaire  marked and letter sent by post.

Week  4 : Day 1 allocated. Invite letter and pack sent  (2 weeks minimum notice given).

Week 5 –6 : Candidate preparing for the Day 1 Assessment.

Week 7 : Day 1 Assessment (structured interview, written test and 2 interactive role –plays).

Week 8 : Await result.

Week 9 : Day 2 allocated. Invite letter and pack sent.

Week 10 –12 : Candidate awaits Day 2 assessment and Security questionnaires sent.

Week 13 : Day 2 assessment (Job Related Fitness Test, Medical examination).

Week 14 –22 : Awaits results from PSG/ Vetting; Employment references chased; File checked; Await posting and Consider for intake allocation.

The selection process for a New Constable is:

Step 1: Complete an application

When applicants complete an 'expression of interest' form, they are sent an application pack containing an application form and other forms that need to be completed. The application form includes sections for candidates to provide evidence of the core competencies the Met are looking for, the preparation they have undertaken before applying and why they want to become a Police Officer. Candidates need to complete all of the forms and return it to the Met.

Step 2: 'Day 1' (assessment centre)

If a candidate’s application passes an initial check, they will be invited to attend a formal, day-long assessment at the selection centre in Hendon. The day comprises of:

1. A 20-minute structured interview
2. A 12-minute numerical reasoning test
3. A 25-minute verbal logical reasoning test
4. Two written exercises
5. Four 5-minute interactive role-play scenarios.

Together, these activities will allow candidates to observe what needs to be done, given a certain situation and how it is done, making it possible to assess whether they have the skills and qualities required of a Police Officer. Of course, applicants will have already supplied much of the information with their application form but the form may not have captured everything about you. In order to gather further information regarding relevant skills and experience, they will be asked to complete a 'life skills' questionnaire. Information from the questionnaire will be used to assist with the allocation of a training school place and will be treated with the strictest confidence.

Step 3: 'Day 2' (medical & fitness)

If candidates pass Day 1, they will be invited to Day 2, also at Hendon, which will assess whether candidates can meet the physical challenges of policing. It comprises the Job Related Fitness Test (JRFT) and a medical assessment. In order to do this, you do need a basic level of fitness. It consists of two simple exercises designed to assess your:

• Endurance
• Dynamic strength.

The medical assessment is simple and checks things like eyesight, hearing, blood pressure and body mass. Conducted by a registered nurse, it is in addition to the questionnaire that they are required to complete during the recruitment process.

Step 4: References and security checks

If candidates pass Day 2, the only remaining obstacles to their appointment will be their references and security clearance, based on the forms they fill in when they first apply. Once all relevant documents have been cleared and processed, they will be sent a letter formally offering employment with the MPS.

Recruitment Practices and Procedures

Some businesses do not have the time or the right staff to carry out general recruitment practices and procedures, so they decide to employ agencies to do their recruitment work for them. By doing this, they are outsourcing.

Outsourcing

Outsourcing can involve:

• Job Centres – this is a type of agency run by the Government’s Employment service. Their main aim is to help people that are unemployed to find a job. They can be accessed by anyone. They also give information on things such as entitlements to benefits and training advice for people that want to work in the UK or the EU.
• Head-hunters – this is used by businesses that need workers in a specialised area as well as workers that are highly sought-after. Their aim is to find people that are hugely successful in a certain field of work and inform them of better jobs in another business in an attempt to persuade them to move to a different workforce. Head-hunters are different in the sense that they search for people that show that they have a lot of potential in a job e.g. someone that sells the most cars in a dealership.

The advantages of using an agency are:

• The business can focus on the current affairs of the business instead of focusing on hiring employees.
• The business does not have to employ a recruitment team.
• The agency can access all applicants and single out those that is not suitable.
• The agency will not disclose information to other businesses that the company is recruiting.

The disadvantages of using an agency are:

• The cost of using an agency usually incurs a high fee.
• They may not find the right person, as the agency does not work in the organisation, and therefore, may not have the right motivation to recruit the best person for the job.

The Metropolitan Police do not use outsourcing, as they do not use head-hunters for the jobs that they have available because they do not need anybody in a special area of work. I also do not think that they use job centres to advertise their jobs because they are not just looking for anyone for their workforce.

Advertising a post

Advertising a post can be done in a number of ways. Some businesses use newspapers, posters, email and fax as a way of advertising a vacancy. Using the Internet to advertise jobs is becoming increasingly common. Advertising can also be done using an agency or a job centre. Only very few vacancies are advertised within a business. The reason for this is because the business feels that they already have the expertise available. Every organisation has to advertise their vacancies as wide as possible, as they have to comply with equal opportunities legislation. Businesses also have to recruit internally and externally. The reason for this is because if they only recruit internally, they may not get the best person for the job. Also, if they decide to recruit externally, it can be very expensive; it can take a lot of time and they may be fewer and better applicants compared to a job advertised externally.

           One of the most successful ways to advertise a job externally is to place an advertisement in the newspapers. Depending on the size of the advertisement, the costs of advertising an advertisement can vary from £40 right up to £8,000. On-line advertising is becoming very popular amongst organisations and normally has a house style for their advertisements, which means that they will use the same layout for the vacancies they advertise in and outside of an organisation. This will enable people to recognise a job vacancy in the organisation.

        The Metropolitan Police Service advertise their jobs online and in newspapers. They feel that this is the best way to get to everybody.

Documentation and procedures for selection and interview

Before the interview

Application packs, along with other information and closing dates, need to be given out so that candidates can decide whether they want to apply for a job. When the Metropolitan Police decide to recruit, they send application packs out with all necessary information to applicants who are interested so that they can decide if they want to apply for the vacancy in question.
The details needed by the applicant should be in line with legislation. These factors can also be used to on who should be offered a second interview. The Metropolitan Police looks at the skills of the applicants when they read the application forms. References may also be required; as they may be needed for the actual interview.

For the interview

The interviewer needs to have set questions ready for the candidates when they start interviews. The Metropolitan Police must also have the candidate’s details, for example, CVs and application forms, so that they can be used to prompt questions as well as probe candidates. The interviewer must also ensure that they lead the interview so that they make sure that the time span of the interview is satisfactory and the right information is collected.

After the interview

Notes must be taken on each candidate during the interview so that the interviewer/s can decide on which candidate they want to choose for the job. References are usually taken up by now, if they have not been taken up already. Candidates can also claim reimbursement for travel, which is very significant to candidates, especially if they have travelled from afar. Also, the Metropolitan Police must make legal and medical checks in order to see whether the candidate in question is suitable for the job. When all of this is done, a verbal offer of the job is made. If the applicant decides to accept the job, they will be contacted in writing confirming details including salary, start date, hours of work, holiday entitlement any other requirements such as qualifications. Then, an induction programme is set up so that new employees can be trained on health and safety requirements and other things to enable them to work in the organisation effectively. Unsuccessful candidates are usually informed by phone or in writing.

To ensure that recruitment and selection is carried out effectively and efficiently in the Metropolitan Police, they need to have a means of assessing the work of their HR department and its policies. By doing this, it gives the Met an idea of how well they are managing their employees. The main indicators used are:

• Labour turnover
• Absenteeism
• Labour productivity
• Waste levels
• Health & Safety

Labour turnover – labour turnover measures how content people are in an organisation. If a business’ labour turnover rate increases, it could be because of unrest or dissatisfaction in the workforce. It could be an internal problem in the workforce, such as low wages compared to other organisations or a poor selection procedure, which results in appointing the wrong people. There could also be external factors that play a part in raising labour turnover, such as better transport links, better local vacancies etc. The consequences of having a high labour turnover in a business are major, as it can lead to organisations having a diminishing competitive position against other business and a fall in efficiency. However, there are also benefits of having high labour turnover, as it can bring in new ideas from a whole new perspective and the opportunity to bring in workers with great potential instead of having to build them up from the current staff in the organisation. Labour turnover can be healthy and should be balanced rather than businesses aiming for a low turnover. Organisations need to know how and why the figure is changing instead of focusing on the figure itself so that they can see whether they need to make changes to their programmes.

Absenteeism – absenteeism refers to employees who miss work without a valid reason. It is very hard to differentiate between workers who are absent for genuine reasons and workers that simply prefer to do other things than work. The reasons for absenteeism could be poor working conditions, over-supervision, inappropriate tasks that result in stress, disrespect among workers in a team and low pay rates for the work that they believe is of high standards. The only positive effect of absenteeism is that employees come back to work refreshed, with a clear mind and become more efficient in the business. However, people may be tempted to take more days off from work in the future if they are not found out. The cost of absenteeism could be lost production, having to pay overtime to other workers if deadlines are coming up, which could also result in the organisation’s profitability and efficiency falling dramatically.

Labour productivity – labour productivity is the comparisons between the input and the output of a business. The input is the labour and the output is the amount that is produced. When measuring a business’ efficiency, labour productivity is only useful to a business when everything is taken into consideration. With new equipment brought into the organisation, a greater amount is produced. However, it is not really a reflection of a better workforce. If the equipment means more people need to handle it or workers need to be trained on how to use it, this could result in a rise in labour productivity as well as capital productivity. Labour productivity is a vital measure in a business because of the direct connection between the productivity of a workforce and the competitiveness of a firm and emphasises the need for labour to be as productive as possible.

Waste levels – waste levels is an indicator to organisations to find out the efficiency and if a certain amount of its stock is being lost as waste, it could be a sign of insufficient training, lack of motivation or overhandling because of the constant movement of materials on the shopfloor. The effects of waste levels can have a lot of impact on a business, as it can result in loss of reputation as well as lost materials; therefore, things should be done to ensure that a certain standard of care is taken in the organisation.

Health & Safety – this indicates to businesses how effective the health & safety record is in the workplace. Accidents happen, but the causes of these are either sloppiness or a total disregard for the right procedures. There are also injuries, which can be the result of a work station that is not made in the right manner. Mild sickness can be worsened by stress and can also result in unrealistic demands that are made by managers. All of these can be resolved

Another way of ensuring that recruitment and selection is carried out effectively and efficiently in the Metropolitan Police is monitoring their equal opportunities. Equal opportunities is accepting and acknowledging all applications from suitable candidates, regardless of their race, gender, age or disability. The Met can monitor their applicants by giving their applicants a monitoring form along with their application forms to fill in. By doing this, they can see how many different types of people they are employing. The Met can then analyse the different applicants they get, for example, the total male applicants and the total disabled applicants and the different applicants that were actually interviewed for the job.

Selection Practice

Selection practice involves dealing with preparing for selection, communication skills and selection & decision-making for the organisation.

Preparation

Recruitment practice involves the preparation for selection, communication skills, selection and decision making of the Metropolitan Police. To select the right candidate for the job requires careful planning. Once the Met has decided whom they intend to interview, they will draw up their list of candidates that fit their criteria. An interview is the opportunity to ask questions of the applicant and to work out how suitable the person is for the job in question. It is also an opportunity to talk to each other in a formal manner.

Interviews

The different types of interviews are:

• Group interviews – this is where a certain amount of people are interviewed at the same time. By doing this, they can present information about the job to a number of people at the same time and also allows them to see how people can relate to each other.
• Individual interviews – individual interviews can be carried out either face-to-face or over the telephone. Telephone interviewing may be quicker but it is not useful to the business, as they cannot see the body language of the applicant.
• Team/Panel interviews – this can also be used to find different opinions about an applicant. This benefits the business because they can use a panel to ask the applicant questions related to different specialist fields.

Interviews must also be planned and depends on the type of job that is being advertised.

        The interviews that the Metropolitan Police carry out are in the form of group and team/panel interviews. The first part of the interview involves testing a candidate’s skills and is normally conducted by 2 interviewers. The second part involves taking part in a role-play activity.

Selection Centres

Selection centres use a number of tests to assess the skills that candidates possess so that they can get the best possible candidate for the job. During different stages of the process, candidates can be asked to do tests and tasks. These could be:

• Psychometric tests – tests that try to measure intelligence or personality type and to assess how well-suited someone is for a job. They normally come in the form of multiple-choice, paper-based tests.
• Aptitude tests – tests that measure suitability and can be more practical, for example, demonstrating management skills in small groups or putting tasks into order.
• Attainment tests – tests that measure by observing candidates performing in a group. They highlight the level at which candidates work within a group, which will determine whether the applicant is a high or low achiever.
• Occupational preference tests – tests that measure which skills are important for the job. A role-play is normally used for this type of test.

The Metropolitan Police use psychometric tests to assess the skills of candidates to see if they are suitable for the job. Candidates are asked to watch a video clip on what they have seen and write a report on it. Their standard of written English is assessed through their spelling, punctuation, grammar and clarity in the report. They also use occupational preference tests as well as attainment tests to assess candidates in the form of role-play activities.

Time Management

Time management is an important part of preparing when recruiting and selecting in the Metropolitan Police. Time is taken for every stage of the process and needs to be managed effectively in order for the process to be successful. The right selection process needs to be determined by:

• The type of job.
• The amount of time available until the vacancy needs to be filled.
• The amount of working time available for the process can be carried out.

There are different timescales in the process, depending on the type of job in the Met. The timescale used to recruit a Detective Inspector (DI) may be different to the timescale used to recruit a Commissioner.

Communication Skills

Body language – body language affects the way people communicate with one another. Maintaining actions such as eye contact and smiling are important because it show people that you are open and trustworthy. Confidence and suitability for a job is also displayed in a firm handshake, but over-confidence is not good, as it can be perceived as dishonest and big-headedness. Even the way that people sit in the interview can send signals to an interviewer. If people slouch or tap their feet, they could seem uninterested and it needs to be avoided in order to build up effective communication.

There are also non-verbal barriers that affect communication. The mode of dress is so important in recruitment and selection, as this shows an interviewer whether or not people can fit into the Met. Therefore, it is advisable to approach an interview wearing smart clothes, so that the interviewer will be influenced and will know what to expect.

Effective questioning – interviewers from the Met using effective techniques when questioning, as well as asking the right questions will assist the candidate to give the right answers. It is essential that questions are prepared before an interview because by asking the right questions, interviewers will be able to get to know candidates properly. Also, it is advisable that questions are well-coordinated so that the interview can flow properly. It is also important for candidates to have preparation and control in mind, as candidates can often feel under pressure in interviews. To counter this problem, candidates will need to stay focused and give well-thought-out answers, as well as giving off positive body language.

Listening skills – listening skills and analytical skills are required in interviews, regardless of whether the interview is done face-to-face, over the phone or by videoconference. Listening is important when interviewing so that the interviewer can hear what skills the candidate can bring to the Metropolitan Police. Listening is also important when analysing because when you analyse questions, you make sense of them and can lead to further questions. It is very important that the interviewer has good analytical skills, so that they can probe the candidate effectively. Analysing answers is crucial to any organisation, as it allows them to make a decision on whether they want to recruit a candidate or not.

Feedback – feedback is given at the end of an interview and candidates are given details of the next stage of the process if they are successful and will be told what will happen to their personal information if they are not successful. The Metropolitan Police may request for information to be held for a maximum of six months so that if another vacancy arises, the candidate can be considered. This is part of confidentiality to applicants, which every organisation is responsible for.

Specialist staff – specialist staff are normally from the human resources department in the Metropolitan Police and they are responsible for information being stored and processed in the right manner. People working in HR are normally involved in the interview process to ensure that everything is run smoothly and carried out fairly because they are responsible foe enforcing employment laws in the workplace.

Selection and decision-making

The task of choosing the best candidate available for the job has to be done, after all candidates have been interviewed. The task can be done in many ways, but the most popular way is to rate candidates against the criteria that the organisation has set out. The candidate who is most in line with the criteria is then offered the job. It makes the process fair. It is always stressed that the person with the best qualifications may not necessarily get the job; it is the person who shows the most promise and fits the job.

           The next task would be to record the information needed on why the other applicants have been rejected for the job. Some of the reasons could be:

• To provide feedback to customers on how they can improve in the next job they apply for.
• To keep information on why the person has not been given the job for the organisation’s records.
• To monitor equal opportunities and show that the business’ selection process is done fairly and legally.
• To keep candidates’ notes on record, for future connections with other vacancies in the organisation.

When all of that is done and the candidate has the accepted the offer of working in the organisation, the last stage is to inform everybody already in the business about the person recruited. Then, a training plan may be prepared for when the person starts.

If candidates are successful, the Metropolitan Police send a letter to them offering the candidate employment in the Metropolitan Police Service. Candidates are then offered the chance to do a Met Access course, where they have the chance to develop their ICT, communication, numeracy, literacy and teamwork skills. By doing this, they can use those skills to excel in their job and can also apply for the role of Police Officer (PC).

Recruitment and Selection Legislation

There are a lot of legislations that the Metropolitan Police must comply with when recruiting and selecting employees.

Sex Discrimination Acts 1975 and 1986

These Acts enforce that men and women should be treated equally. People should not be discriminated against because of their sex, marital status, sexual orientation or change of gender. Both direct and indirect discrimination are not allowed. An example of direct discrimination could be when a less experienced man was given a job ahead of a more qualified woman. An example of indirect discrimination could be when a job has requirements that one sex might not be able to comply with, like requiring applicants to be over 6 foot tall, which would rule out most women.

        The Metropolitan Police has to abide by this law when recruiting. This law affects recruitment practice in the Met because they cannot decide to appoint some because of personal preference, for example, a woman with better characteristics for the job than a man that displays no desire to want the job.

Race Relations Act 1976

This act enforces that it is illegal for anyone to discriminate against someone because of race, colour, nationality, ethnic origin or national origin. This act also protects employees from victimisation or harassment of any kind. If this happens, an industrial tribunal can be introduced to make employers change they operate or can be used to seek compensation. Both direct and indirect discrimination are both illegal under this Act. An example of direct discrimination could be if a job is advertised as suitable for only white people, which would discriminate against black people. An example of indirect discrimination could be if an advertisement required applicants to have blond hair, as it would discriminate against certain ethnic groups and rule them out of the job.

        The Metropolitan Police has to abide by this law when recruiting. This law affects recruitment practice in the Met because they cannot decide to post a job advert and say that they want specific people, for example, Asian people. This also affects recruitment practice because of equal opportunities. They want to make sure that they have a balanced workforce.  

Equal Pay Act 1970

This Act makes employers to pay men and woman equally, provided they are on the same level and have the same qualifications to do the job. This includes every form of pay including benefits, childcare allowances, sickness benefits and car allowances.

        The Metropolitan Police has to abide by this law when recruiting. This law affects recruitment practice in the Met because they cannot decide to offer someone who is on the same level as their colleagues more money.

Rehabilitation of Offenders Act 1974

This Act is designed to pardon some criminal convictions as ‘spent’ after a certain amount of time. This means the convictions are pardoned and the ex- offender does not have to mention them when applying for a job, but only after that amount of time. The amount of time needed depends on the crime. The purpose of this Act is to allow ex-offenders to get back into society and be able to get jobs. However, there are some exceptions to the Act, as some jobs can never consider a conviction spent. Some of the jobs in question are youth work, social services, the police, nurses, doctors, accountants, national security etc.
        The Metropolitan Police has to abide by this law when recruiting. This law affects recruitment practice in the Met because they cannot recruit someone if they have been convicted, as this job does not consider a conviction spent, therefore, putting candidates off applying. They must also try not to discriminate when shortlisting candidates, especially because of their past and when they make a final decision. The Met should not decide to not recruit someone because of their convictions, even if they show the most desire for the job than anybody else.

Disability Discrimination Act 1995

This Act means it is illegal for a disabled person to be treated unfairly because of their disability, unless there is a very good explanation as to why. To make sure that disabled are not disadvantaged, certain adjustments need to be made e.g. adding handrails, adding slopes, giving hearing loops etc., in order to make the worker feel at ease. All employers had to comply with this Act from October 2004.

        The Metropolitan Police has to abide by this law when recruiting. This law affects recruitment practice in the Met because they need to recruit people that are physically able to do certain jobs and if candidates are not up to standard, they will be prevented from progressing in the application process. The Met also cannot advertise that they want someone that is not disabled, as this discriminates and eliminates potential candidates.

Employment Act 2002

The Employment Act 2002 covers a number of areas within the employment law, such as:

• The right to 26 weeks’ paid maternity leave and 26 weeks’ unpaid leave
• The right to 2 weeks’ paternity leave for fathers and 26 weeks’ leave for adoptive parents.
• The right to request flexible working hours if they have children under six or disabled children under 18.
• The right for members of trade unions to take paid time off to attend meetings and trainings.
• Rights for people who are on fixed-term contracts.
• Monitoring for equal opportunities through questionnaires.
• Grievance and disciplinary procedures in the workplace to settle disputes more quickly.

The Metropolitan Police has to abide by this law when recruiting. This law affects recruitment practice in the Met because if they conduct themselves in a way that is not in the law, then they could be taken to an industrial tribunal, therefore, bringing the organisation into turmoil. They also have to make sure that they at least explain or give information about the different areas of employment to candidates. Recruitment practice is affected in the Met when they ask questions in the interview. They cannot ask candidates about personal questions, for example, how they will be able to take care of their children or what they would do in the event of any incidents occurring with their children. It would also be a good idea to have a prepared set of questions when interviewing everybody, as this shows that they are not asking different questions all the time.

To ensure compliance with all these Acts, the Metropolitan Police must follow business, ethical and legal requirements.

The business requirements are to make sure that they meet their aims & objectives. For example, if one of their main aims is to make sure London a safer place to live but are then seen discriminating against the public, they will not be achieving their aims. Another business requirement is to make sure that they find the right person for the job based on skills and qualities and not based on something superficial, for example, race or sex.

Ethical requirements involve the reputation, image of the business moral and the motivation of staff at the Metropolitan Police. They must make sure that they do not recruit on personal preferences as well as other things. To avoid this, they could do equal opportunities monitoring. Equal opportunities monitoring is filling out forms after applications. This enables the business to find out whether they are bringing in all types of people from different backgrounds to work for them. By doing this, they can show the public that they do not recruit selected people and give a chance to everybody. If they do not comply with ethical requirements, it could result in bad publicity from the press/media and a damaged reputation.

The legal requirements in the Met are to make sure that they fall in line with the laws that are used in every organisation when recruiting. If they do not comply with legal requirements, they could face action from an industrial tribunal (a court that deals with employment issues), incur fines and even face prosecution. They must have practices and procedures in place to ensure compliance within legislation, for example, if they are to employ someone with a disability, they must make sure that they provide the necessary service to accommodate them.

Conclusion

Selection interviews conducted in the Metropolitan Police are very effective. The reason for this is because it allows them to assess candidates in the best way possible.

The strengths of using interviews in the Met are that they get to meet the candidate face-to-face and get to know them. This enables the Met to assess body language and how they react to certain things. This also helps them to know whether they are interested in the job in question. Also, more in-depth questions can be asked. This enables the Met to know the candidates’ skills and qualifications. They can also assess how interested someone is in a job by their appearance. If a candidate is looking very neat e.g. wearing a suit, this shows that they are presentable and serious about the job. If they are looking scruffy, it gives off the impression that the candidate is untidy and not as determined to get the job.

Even though there are strengths to interviews, there are also weaknesses. The weaknesses of using interviews are that it is time-consuming because a lot of time is set aside for recruitment. Another weakness is that interviews are only on first impression. This means that people can assert themselves during the interview and if successful, could be a totally different person once employed, hence, putting on an act. Also, people within the Met could make bad decisions, mainly because of personal preferences.

Unfortunately, this is possible within the Met as well as other organisations because, for example, an employee’s friend could apply and instantly get the job, simply because of their affiliation with the employee within the organisation, regardless of whether they have the right credentials that the Met are looking for. This does not benefit the organisation, as they will not have the best equipped people at hand for the job.

After weighing up the strengths and weaknesses, I think that interviews are not the best way to judge suitability of candidates. The reason why I say this is because some candidates are not genuine when applying for jobs, which force the business to recruit the wrong people.

If this could be improved upon, I think that skills tests should follow after interviews so that candidates can be assessed fully.

The tests that they should adopt are attainment and aptitude tests. The reason for this is because the Met can truly assess every skill possible. They can find out who is a team player and always successful when they use attainment tests and they can find out who can manage a team and maintain order. This will enable the Met to spot & recruit highly-skilled and able candidates to provide top-class service to the organisation. The Metropolitan Police use panel interviews to assess candidates. I think this can be improved by using a member of the general public to be on the panel to give an objective view on a candidate and whether they are good enough for the job in question. This benefits the Metropolitan Police because they can show that they are not giving a biased opinion on candidates and shows that they are fair and just.

        Looking all the entire application process, I can see that improvements can be made. Jobs can be found online but you cannot apply for it straight away. Online recruitment is easier for all parties. Therefore, I would recommend that online recruitment should be incorporated to the process. By doing this, candidates would not be inconvenienced by having to pay for costs. This benefits the Met because they will get applications faster and will be able to process them quicker. It will also benefit the Met because they will get a lot more applications.

Bibliography

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BTEC National Study Guide by Edexcel

Heinemann BTEC National Business by Rob Dransfield, Catherine, Philip Guy & David Dooley

Personal Performance Indicators Worksheet/Notes