Thesis on Selection Process free essay sample

Table of Contents Abstract09 Chapter # 1 Introduction10 Multi-level Staffing: Linking Individual Staffing to Organizational Effectiveness 10 Theories11 Multi-level Theory11 Multi-Level Staffing Models12 Practical Recommendations and Implications for Organizational Effectiveness14 Theory Relevant to Structured Interviews17 Conclusion18 Chapter # 2 Literature Review19 Recruitment 19 Selection20 Recruitment and Selection Process23 1. 0 Scope25 1. 1 Purpose of the Procedure25 2. 0 Recruitment and Selection Framework25 3. 0 Recruitment and Selection Provisions26 3. 1 Review the Job and the Need for It26 . 2 Design Selection Process27 3. 2. 1 Panel Composition27 3. 2. 2 Selection Tests27 3. 2. 3 Interview Questions27 3. 3. Advertising28 3. 3. 1 Advertising the vacancy28 Recruiting a Candidate Pool29 Running a Recruitment Campaign30 3. 4. Applications32 3. 5. Short listing32 3. 6. Interview33 Structured Interviews33 Unstructured Interviews33 3. 6. 1. Arrangements for interviews34 Making the decision35 3. 7. Selection38 3. 7. 1 Decision to Appoint38 3. 8. Offers38 3. 9 Other Requirements38 3. 9 Monitoring Recruitment And Selection38 Role of Recruiter39 A Recruiter’s Perspective41 Chapter # 343 The Significance of the Study:43 Theoretical Framework44 Chapter # 445 Research Questions45 Key Terms of the Study Defined45 The Methodology45 Sampling Technique and Sample45 Participants45 Data Analysis and Interpretation46 Missing values46 Descriptive Analysis47 Frequency Tables of all Questions Regarding variables50 Regression51 Hypothesis # 151 Hypothesis # 253 Hypothesis # 355 Graph57 Scattered Diagram Histogram60 Correlations64 Phi and Cramer Values66 Questionnaire72 References 74 Abstract Impact of Recruitment Sources, Interview, Recruiter on Recruitment and Selection Process By MUHAMMAD KHALED HOSSAIN The study examines the relationship between the dependent variable which is â€Å"Recruitment and Selection Process† and independent variables which are â€Å"Recruitment Sources†, â€Å"Interview† and â€Å"Recruiter† by analyzing the data. The study examines hypothesis that are used to explain the impact of Recruitment Sources, Interview and Recruiter on Recruitment and Selection Process Regression has prove the relationship between the these variables. For these study hundred samples has been used for the confirmation of results. I have use questionnaire for the data collection. I have use longitudinal research design. Chapter # 1 Introduction Multi-level Staffing: Linking Individual Staffing to Organizational Effectiveness: The reviews of recruitment and selection practices both identified a need for research showing business unit value/organizational impact. This is interesting given the most basic staffing assumption, one described in nearly every textbook written on the subject, is that recruiting and hiring better employees contributes to organizational effectiveness. If it does not, then why invest in staffing? However, there is actually little direct, empirical evidence testing this assumption (e. g. , Ployhart, 2004; Saks, 2005; Taylor Collins, 2000). Utility analysis may be helpful to estimate these effects, but they are only estimates that are limited to monetary outcomes and are frequently discounted by managers (Schneider, Smith, Sipe, 2000). Practitioners and HR managers often have to go well beyond validity (and even utility/monetary estimates) to make a case that staffing add strategic value to the firm. Likewise, from a theoretical perspective, it is discouraging there is not more direct, empirical evidence linking individual differences to organizational effectiveness. There is considerable staffing research at the micro (individual) level and some staffing research at the macro (organizational) level, but each discipline rarely considers processes, constructs, and influences outside its respective level. That is, micro- and macro-level research are both pri- marily single-level disciplines because their independent and dependent variables are contained within the same level of analysis (Ployhart, 2004). Micro (individual)-level research examines how individual differences (knowledge, skills, abilities, and other characteristics; KSAOs) contribute to individual performance but assumes (or only estimates how) individual differences contribute to organizational value. Micro research is usually conducted from the perspective of industrial/organizational (I/O) psychology. Macro (organizational or business unit)-level research examines how HR practices (e. g. , staffing) contribute to organizational performance but assumes that these practices have an effect because of their influence on employee KSAOs. Note that in macro research, these unit-level KSAOs are referred to as human capital and rarely measured. For example, research suggests that organizations using well- developed staffing practices have better performance (Huselid, 1995), but the focus is on the practice itself and not the specific human capital affected by the practice. Macro research is usually conducted from the perspective of strategy or strategic HR management (SHRM). If both micro and macro disciplines limited their implications to their respective levels, there would be no cause for concern. But both disciplines make inferences and assumptions that extend beyond their respective levels. This is known as a cross-level fallacy in multi-level research and occurs when researchers in appropriately generalize their within-level findings to higher or lower levels of analysis (Rousseau, 1985). Theories Multi-level Theory Organizations are inherently nested and hierarchical, for example, individuals are nested within business units such as departments or stores, which are in turn nested within the firm. Multi-level theory argues that gnoring such hierarchical structures can cause misleading interpretations and generalizations of within-level research findings (with cross-level fallacies being just one example). One important implication is that observations (e. g. , employees) within a unit (e. g. , store, organization) are likely to share similarities on particular KSAOs. This is known as no independence in statistical terms, and ignoring it can influence estimation of effect si zes and significance testing (Bliese, 2000). To connect levels, multi-level theory describes theoretical processes for both contextual effects and emergent effects. Contextual effects are â€Å"top-down† effects from higher to lower levels (e. g. , changing an organization’s HR practices changes the behavior of individual employees). Emergent effects are â€Å"bottom-up† effects from lower to higher levels. Kozlowski and Klein noted, â€Å"A phenomenon is emergent when it originates in the cognition, affect, Ployhart / Staffing Review 885 behaviors, or other characteristics of individuals, is amplified by their interactions, and manifests as a higher-level, collective phenomenon† (2000: 55). For example, a department that hires applicants on the basis of their conscientiousness should become composed primarily of highly conscientious people. Note that it takes time for bottom-up effects to occur; hence time must usually be a fundamental element in multi-level research (Kozlowski Klein, 2000). The bottom-up process of emergence is the critical theoretical mechanism that unites micro and macro staffing research because it helps understand how individual differences in KSAOs contribute to unit-level differences. Kozlowski and Klein (2000) and Bliese (2000) described two different types of emergence that represent ends on a continuum. On one hand, composition models of emergence theorize that there is such high similarity (homogeneity) among lower level observations (employees) that the within-unit scores create a distinct aggregate-level construct. An example of a composition model is when employees share such highly similar perceptions about their organization’s climate that a company-level climate variable is formed from the aggregation (mean) of employee climate perceptions. Multi-Level Staffing Models Multi-level staffing models are based on the integration of traditional micro-level staffing research with macro-level strategy and SHRM research. Multi-level theory is used to fuse these disciplines and explicate how individual differences contribute to the formation of unit differences. Schneider et al. (2000) described the basics for such a model, and subsequent work by Ployhart and Schneider examined the practical (Ployhart Schneider, 2002), theoretical (Ployhart, 2004), and methodological (Ployhart Schneider, 2005) concepts necessary to build a multi-level staffing model linking micro and macro perspectives. Together, this research articulates how individual differences create organizational differences, how staffing practices might influence this process, and ultimately how practitioners can show the organizational value of staffing. This review summarizes the common arguments across these publications. Figure 1 illustrates the basic constructs and processes in multi-level staffing. Notice that there are two levels in Figure 1, the micro (individual) level and the macro (organizational) level (these levels are only illustrative, and multiple intermediate levels are possible). All of the arrows in Figure 1 are considered in multi-level staffing models, but as a point of comparison, the dashed arrows denote the relationships examined in traditional staffing research. As noted earlier, Figure 1 illustrates that these dashed arrows are each within a single level (micro or macro). The solid arrows in Figure 1 thus highlight the unique aspects of multi-level modeling. First, because time is a fundamental part of multi-level modeling, Figure 1 is drawn so that the starting time begins with the implementation of a staffing practice. The staffing practice represents a contextual (top-down) effect on the firm’s individual KSAOs because all potential employees within a relevant job will be recruited and assessed using the same staffing system. Second, through use of a particular selection system, individual KSAOs will become similar within the job/organization over time and contribute to the emergence of macro-level human capital (recall that in strategy and SHRM research, human capital is the term used to describe the competencies of the firm’s or business unit’s workforce). This is based on the attraction-selection-attrition (ASA) model (Schneider, 1987), which suggests organizations will develop homogeneity in KSAOs that are similar to, selected by, and retained within the organization. However, multi-level theory can help better articulate homogeneity and connect it to the literature on macro staffing/SHRM. Specifically, multi-level staffing models argue that what the ASA model calls homogeneity actually human capital is as described in the macro literature, and the process through which homogeneity occurs is human capital emergence. Thus, human capital emergence represents the multi-level processes through which individual-level KSAOs become organizational or business unit level human capital. Third, organizational-level human capital contributes to the organization’s performance, such that firms with higher quality human capital will outperform those with lesser quality human capital. This is known as human capital advantage in the macro literature (e. g. , Boxall, 1996). Of course, there is another means through which individual-level KSAOs may contribute to macro-level performance, and this is through better individual performance that collectively improves the effectiveness of the firm. Thus, through the processes of human capital emergence and human capital advantage, hiring more competent employees through the use of valid selection systems should contribute to better organizational performance. These points represent some important areas of departure between multi-level staffing models and traditional staffing models. First, multilevel staffing models allow researchers to hypothesize and test the assumptions in both micro and macro staffing disciplines. Micro research assumes better individual-level selection results in better organizational-level performance; macro research assumes HR practices influence organizational performance because the practices influence human capital. By developing theories of emergence, researchers can more carefully articulate the structure and function of specific types of human capital (e. g. , composition or compilation models). Finally, multilevel staffing models take a different approach to demonstrating the economic utility of staffing than traditional forms of utility analysis. Specifically, multi-level staffing predicts that human capital is a key determinant of organizational performance (i. e. , human capital advantage), whereas many utility models would estimate this relationship via the aggregate sum of individual’s performance contributions (rightmost vertical arrow in Figure 1). Practical Recommendations and Implications for Organizational Effectiveness Multi-level staffing models do not negate the importance of single-level recruitment and selection research. Rather, they seek to extend this work by articulating the linkages between individual differences and organizational/business unit differences. This is essentially the â€Å"value challenge† facing staffing managers and practitioners. In this sense, the model offers a way to demonstrate the value of staffing by examining the relationships between individual differences / human capitals with individual outcomes/unit-level outcomes. This is nearly the same methodology used in job attitude/customer satisfaction linkage research. Although at the unit level there is likely a need for control variables (e. g. , size), and there is an obvious need for multiple units, most large organizations (and consultants) have ready access to these data (see Ployhart Schneider, 2005). Ployhart and Schneider (2002, 2005) offered some tools for conducting and interpreting such a study, and Schmitt (2002) posed several practical questions to be considered (e. . , How does job analysis change? ). Staffing practices should help an organization achieve its strategic goals and vision (nearly always expressed in unit-level terms), and the model offers a way to demonstrate that effect. Multi-level staffing also offers the opportunity to advance staffing theory. Also the best human capital predictors of business unit performance? Or, are certain manifestations of individual differences only predictive at higher levels (e. g. agreeableness does not show much validity at the individual level in technical jobs but in the aggregate may be predictive of business unit level processes such as communication and social capital). Given that modern work continues to shift toward team-based and knowledge-based structures, these collective processes become important determinants of performance. Similarly, consider that meta-analyses indicate cognitive ability tests are one of the most predictive selection methods available for most jobs— do business units or entire firms staffed with more cognitively able people outperform those who do not? The study by Terpstra and Rozell (1993) is often cited to support such a claim, but their study only asked HR managers if they used ability testing and only asked them to self-report firm performance. How much of a validity difference must be found at the individual level to translate into business unit differences? Framing the debate around personality testing from this perspective might be a more compelling way to show the importance of personality. Theory Relevant to Structured Interviews Another conclusion is that theory has not played an important role in this area. Past research was much applied; it was conducted to solve practical problems rather than to test theory. This paper relied mainly on psychometric theory to explain the operation of structured interviews. However, other more content- (as opposed to measurement-) oriented theories may offer additional insight. For example, cognitive theory (Lord Maher, 1991) might be used to consider underlying mechanisms. Structure may reduce information processing requirements and potential for overload, thus allowing interviewers to attend more fully to candidate responses (Arvey, 1995). Structure may also clarify the cognitive schemata used to interpret responses (Green, 1995), thus allowing responses to be classified and judged more systematically and accurately. Finally, Webster (1982) describes several interviewer decision making Models A conflict model explains how conflict and stress influence decision making, an information processing model explains decision making in terms of mathematical models, and an affect model explains the role of feelings and preferences in decision making. Structure might define the decision making ask such that the influence of these processes may be lessened. The State of the Literature Reviews of the literature often note the lack of detail in most articles. This review is no exception. Most studies did not contain enough information to judge the level of structure on all components Much of it is old, clinical in orientation, conducted in ambiguous settings, or confounded in many ways. Studies tend to have small samples, simple cri teria, restriction of range, and measures with modest reliability and unknown construct validity. These problems are troubling for meta analyses. Such techniques can correct for statistical limitations (e. g. , sample, range, and reliability), but they cannot make precise comparisons between components of structure when information is lacking, components are confounded, or sufficient primary studies not conducted. An equally difficult issue is the unknown construct validity of many interviews. Interviews are measurement techniques that are not linked to particular constructs. If the content of interviews is unclear, meta-analytic results must be correspondingly ambiguous. To illustrate, meta-analyses have included clinical interviews. They differ from selection interviews in focus (i. e. , maladjustment and psychopathology versus job performance) and time orientation (i. e. , current identification versus future prediction). They also rely on complex clinical judgment that may not easily translate into practice for managers. Such studies should not be used in meta-analyses, or they should be analyzed separately (McDaniel et al. , 1994). More attention should be given to what constructs are measured by interviews as well as how they are measured. Conclusion: Structured interviews are clearly superior psychometrically. Yet, administrative innovations, such as structured interviews, are rarely based on technical merit (Johns, 1993). Instead, researchers might have to emphasize environmental threats (e. g. , low candidate quality), government regulations (e. g. , EEO laws), or simple imitative or competitive processes to convince organizations to adopt them (Johns, 1993). In conclusion, the selection interview can be enhanced by using some of the many possible components of structure, and the improvement of this popular selection procedure should be a high priority for future research and practice. Theory, research, and practice (pp. 61-73). Newbury Park, CA: Sage. Campion, M. A. (1988). Interdisciplinary approaches to job design: Eder, R. W. (1989). â€Å"Contextual effects on interview decisions†. In R. W. Eder G. R. Ferris (Eds. ), the employment interview: Theory, research, and practice (pp. 113-126). Newbury Park, CA: Sage. Feild, H. S. , Gatewood, R. D. (1989). Development of a selection interview†: A job content strategy. In R. W. Eder G. R. Ferris (Eds. ), the employment interview: Theory, research, and practice (pp. 145-157). Newbury Park, CA: Sage. Kelley, H. H. (1967). Attribution theory in social psychology†. In D. Levine (Ed. ), Nebraska Symposium on Motivation: Vol. 15 (pp. 192-238). Lincoln, NE: University of Nebraska Press. Lord, R. G. , Maher, K. J. (1991). Cognitive theory in industrial and organizational psychology. In M. D. Dunnette L. Hough (Eds. ), Handbook of industrial and organizational psychology: Vol. 2 (2nd ed. , pp. 1-62). Pa lo Alto, CA: Consulting Psychologists Press. Mumford, M. D. , Stokes, G. S. (1992). Developmental determinants of individual action: Theory and practice in applying background measures. In M. D. Dunnette L. M. Hough (Eds. , Handbook of industrial and organizational psychology: Vol. 3 (2nd ed. , pp. 61-138). Palo Alto, CA: Consulting Psychologists Press. Schneider, D. J. (1973). Implicit personality theory: A review. Psychological Bulletin, 79,294-309. Literature Review Recruitment and Selection Recruitment: Most definitions of recruitment emphasize the organization’s collective efforts to identify ,attract, and influence the job choices of competent applicants. Organizational leaders are painfully aware that recruiting talent is one of their most pressing problems. Tight labor markets give applicants considerable choice between employers. Professional, information/knowledge-based, technical, and service occupations. Some reports indicate that nearly half of all employees are at least passively looking for jobs, and a sizable minority is continually actively searching (Towers Perrin, 2006). This is such a problem that many organizations actually face a greater recruiting challenge than a selection challenge. Selection will only be effective and financially defensible if a sufficient quantity of applicants apply to the organization. Compounding this challenge is that many organizations struggle with how to attract a diverse workforce. Thus, there is growing recognition that recruiting—by itself and irrespective of selection—is critical not only for sustained competitive advantage but basic organizational survival (Taylor Collins, 2000). Reflecting this importance, there have been several excellent reviews on recruitment (Breaugh Starke, 2000; Highhouse Hoffman, 2001; Rynes Cable, 2003; Saks, 2005; Taylor Collins, 2000). This review obviously does not provide the depth or detail of those reviews. Rather, this review selects the more recent developments with the greatest implications for organizational effectiveness. An excellent place to start the review is with the recruitment meta-analysis conducted by Chapman, Uggerslev, Carroll, Piasentin, and Jones (2005). They summarized 71 studies to estimate the effect sizes and path relationships between recruiting predictors (job/organizational attributes, recruiter characteristics, perceptions of recruitment process, perceived fit, perceived alternatives, hiring expectancies) and applicant attraction outcomes (job pursuit intentions, job/organization attraction, acceptance intentions, job choice). This meta-analysis helps organize and clarify a rather diverse literature, and there are many specific findings, with the key ones listed below: †¢ Perceptions of person-organization fit (PO fit) and job / organizational attributes were the strongest predictors of the various recruiting outcomes. The next strongest set of predictors tended to be perceptions of the recruitment process (e. g. , fairness), followed by recruiter competencies and hiring expectancies. Interestingly, recruiter demographics or functional occupation showed almost no relationship to the recruitment outcomes. Gender and study context (lab-field) were the only two moderators found to be important (although others may exist that could not be tested). Interestingly, job/organizational attributes and justice perceptions were weighed more heavily by real applicants, suggesting lab studies may be primarily useful for studying early stages of recruitment. †¢There was support for mediated recruitment models, such that recruitment predictors influence job attitudes and job acceptance intentions, which in turn influence job choice. Although acceptance intentions are the best proxy for actual job choice, they are an imperfect proxy. †¢ Discouragingly, actual job choice was studied infrequently and was poorly predicted. On the other hand, given the nominal nature of job choice measures, one must wonder how large this effect should be. Overall, there is good support linking many recruitment predictors to intention and perceptual criteria. The attributes of the job/organization and fit with the job/organization will influence intentions and (modestly) behavior. Hard criteria are infrequently studied, and when they are, the relationships are much smaller. We need to know how large these relationships could be, or can be, for the top predictors. Finally, demographics of both the applicant and recruiter seem to play a minor role, although individual differences may be more important. (Staffing in the 21st Century: New Challenges and Strategic Opportunities Journal of Management 2006; 32; 868, Robert E. Ployhart) Selection: Personnel Selection Best Practices: Personnel selection practices (e. . , interviews, ability and personality tests) continue to capture the most attention from staffing scholars. There are several comprehensive reviews of selection practices (e. g. , Evers, Anderson, Voskuijl, 2005; Schmitt, Cortina, Ingerick, Wiechmann 2003), as well as discussions of research and practical applications (Guion Highhouse, 2006 Ployhart, Schneider, Schmitt, 2006; Ryan Tippins, 2004). Rather than review all this research, the present rev iew summarizes the major new developments. Procedures and arrangements for the selection and appointment of the members of the Scientific Committee of the European Union Agency for Fundamental Rights (FRA) Article 1: Pre-selection: 1. The selection of candidates for membership of the Scientific Committee of FRA shall be advertised through a call for expressions of interest in accordance with the present procedures. The call for expressions of interest shall be published in the EU Official Journal (OJ), in relevant leading academic publications as well as the Agency’s website. The closing deadline for submission of candidates’ expressions of interest shall be fixed six weeks after the above mentioned publication. 2. The Director of the Agency shall prepare and organize the work for the pre-selection of the members of the Scientific Committee. He or she shall chair a pre-selection panel, composed of the Heads of Unit of the Agency and a person appointed for the purpose by the Council of Europe. Two members of the FRA Management Board may attend the pre-selection panel as observers. 3. The pre-selection panel shall verify the eligibility of the candidates, in accordance with the eligibility requirements. Failure to comply with one of these requirements will result in the exclusion of the concerned candidate from the next steps of the selection process. 4. The pre-selection panel shall then assess each eligible candidate according to the requirements for selection. It will draw up an ‘Individual Assessment Form’ for each candidate which will include a short comment, highlighting the specific values/shortcomings of the person. 5. The Director shall present the results of the pre-selection process to the FRA Executive Board, Including information on the candidates deemed ineligible. Article 2: Selection 1. The Executive Board shall assess all the candidates on the basis of the established selection requirements. 2. In this assessment the Executive Board shall take into account: †¢ The work of the pre-selection panel; †¢ The need that the specialist fields of the members of the Scientific Committee shall cover the most relevant scientific fields linked to fundamental rights, in accordance with the mission and objectives of FRA; †¢ The need to ensure even geographical and gender balance. 3. The Executive Board shall submit to the Management Board a list of most eligible candidates. This list should include more than eleven and fewer than twenty-two names. This list will also include merit points and a conclusion concerning the suitability as a member of the Scientific Committee for each candidate. 4. The Chair of the Executive Board shall present the results of the selection process to the Management Board, including a record of the candidates not included in the lists mentioned above as well as on candidates deemed ineligible. 5. The Agency services shall provide technical and logistic support for the selection process. Article 3: Appointment . On the basis of the list submitted by the Executive Board, the Agency’s Management Board shall appoint the members of the Scientific Committee, after having consulted the competent committee of the European Parliament. The candidates not appointed shall be put on a reserve list. 2. Members will be appointed for a five-year term, which shall not be renewable. 3. The reserve list shall be valid for the duration of the term of the appointed Scientific Committee. In case of a vacancy, the Management Board shall appoint a new member from the reserve list. The filling in of a vacancy shall be for the rest of the duration of the term of the Scientific Committee. However, in accordance with Article 14, paragraph 1 of the Regulation, the Management Board shall follow a process of appointment identical to the one followed for the appointment of the original member including consultation of the competent committee of the European Parliament. Recruitment and Selection Process 1. 0 Scope 1. 1 Purpose of the Procedure 2. 0 Recruitment and Selection Framework 2. 1 Overview of the process 3. 0 Recruitment and Selection Provisions . 1 Review the job and the need for it 3. 2 Design Selection Process 3. 2. 1 Panel Composition 3. 2. 2 Selection Tests 3. 2. 3 Interview Questions 3. 3 Advertising 3. 3. 1 Advertising of vacancies 3. 4. Applications 3. 5. Short-listing 3. 6 Interviewing 3. 6. 1. Arrangements for interviews 3. 7. Selection 3. 7. 1 Decision to Appoint 3. 8 Offers 3. 8. 1 Offer of employment 3. 9 Other Requirements 3. 9. 1 Post interview f eedback notification to applicants (IPCC Politically Restricted Posts, 2008) 1. 0 Scope 1. 1 Purpose of the Procedure: Recruiting and selecting the right people is paramount to the success of the IPCC and its ability to retain a workforce of the highest quality. This Recruitment and Selection Procedure sets out how to ensure as far as possible, that the best people are recruited on merit and that the recruitment process is free from bias and discrimination. †¢Job Analysis †¢Form †¢Request to Fill †¢Job description †¢Person Specification 2. 0 Recruitment and Selection Framework 2. 1 Overview of Process †¢ Assess the need for the job and ensure there is adequate funding for it. Review the job description to ensure that it meets the present and future requirements. †¢ Review the person specification to ensure it meets the requirements of the job description. †¢ Design the selection process. †¢ Draft the advertisement and select the advertising media. †¢ Short list using the person specification only. †¢ Interview and test short-listed candidates. â € ¢ Validate references, qualifications and security clearances. †¢ Make appointment. Managers hold the responsibility for ensuring this framework is followed. HR is available for advice and will assist in general administration of the recruitment process. . 0 Recruitment and Selection Provisions 3. 1 Review the Job and the Need for It: Managers need to consider the following issues: †¢ Is the job still necessary? What value does it add to the team and to the delivery of service? †¢ How will the post be funded? Positions outside of existing establishment require the Director’s and Chief Executive’s approval. †¢ Does the job description need updating? If so, the grade for the job and the person specification may need to be re-evaluated. The HR Team is available to provide advice on constructing both job descriptions and person specifications and advising on grading issues. Is this job a politically restricted post or will the incumbent have unsuper vised access to children or vulnerable adults? †¢ What type of employment could be offered? Full-time, part-time? Is job-sharing an option? Permanent or fixed term contract, secondment or agency? Use of fixed term contracts is most appropriate for covering a particular task/project/item of work or an interim appointment. They should not normally be used to fill permanent posts. Agency staff may be used to cover short term peaks in work or projects or interim vacancies, i. e. hilst a permanent position is being advertised. Should total employment under any of these arrangements extend beyond 12 months, the individual may have an entitlement to permanent employment rights, including redundancy. Employment through an agency may count towards this 12 month period. Use of secondments must be in accordance with the IPCC Secondment policy. If it is proposed to proceed to recruit to the post, it is the responsibility of the Manager to ensure that the Authority to recruit form is comple ted and sent to HR as soon as possible. 3. 2 Design Selection Process Managers need to design the selection process they will use, giving consideration to the following points: 3. 2. 1 Panel Composition: All interviews for permanent posts must be conducted by a panel. The Manager is responsible for selecting interview panel members – being mindful of: †¢ The requirement that the panel consists of at least two people, and if possible, is mixed in terms of race and gender †¢ The requirement that at least one panel member has received training on recruitment and equal opportunities, normally limited to that provided by the IPCC. If not IPCC trained, the matter should be referred to Human Resources. The requirement that each panel member be familiar with anti-discrimination legislation †¢ The willingness and ability of potential panel members to attend all interviews for the duration of the recruitment process, to maintain consistency and to ensure fair treatment of all candidates. Panel members must be satisfied that their relationsh ip with any candidate: †¢ Will not improperly influence their decision †¢ Will not give rise to suspicion about their motives 3. 2. 2 Selection Tests: Where selection tests are a valid method of assessing a candidate (i. e. ffectively measures the job criteria, is relevant, reliable, fair and unbiased – also considering the predictive capacities of tests), they are an extremely useful tool and are recommended for use. Managers should seek advice from HR on the use of such tests . All psychometric tests used in selection must be developed, administered and interpreted by accredited people. 3. 2. 3 Interview Questions Human Resources hold the IPCC Interview Guides that contain competency based interview questions. Managers need to ensure they contact Human Resources prior to interview to obtain copies of these guides. . 3. Advertising Reaching any target market can be extremely difficult. Through niche websites like RD, you can guarantee that the people using the serv ice have an interest in your field. As more and more people turn to online means for their information and service needs, an active web presence is vital for any organization, large or small. Utilizing all the benefits of online advertising and adding the clout already held by Australias leading industry news provider, Specialist News, ads placed with RD are a great way to generate interest in new products and services, or to improve awareness f your brand. 3. 3. 1 Advertising the vacancy: All vacancies at all levels must be advertised there will be no â€Å"word of mouth† recruitment as this can lead to indirect discrimination. No vacancy can be advertised until the request to fill procedure has been completed, and up-to- date job description, person specification and KSF outline have been sent electronically to the Recruitment Office. These will ensure that: We do not break our own operational policies; †¢Candidates receive the best possible information; We are proper ly prepared to respond to candidates’ enquiries; †¢We are properly prepared to carry out the best interviews; possible and thus †¢Make the correct decisions; NHS jobs are the medium for externally advertised vacancies in the first instance. Internal vacancies will be advertised in the Vacancy Bulletin produced by the Recruitment Office. External vacancies will be advertised in the Vacancy Bulletin and NHS Jobs. The recruiting manager should indicate the preferred advertising medium on the Request to Fill Form in the event that no appointment has been made from advertising in the Vacancy bulletin and NHS jobs.. If the recruiting manager wishes to advertise in more than 1 journal, he/she will agree to fund 50% of the costs from the Directorate budget. The HR department routinely monitors the cost and response rate of advertisements and, as a result, will give advice on the choice of publications to ensure more cost-effective advertising. For some posts it is not necessary to pay for expensive advertising space, when Job Centre plus or internal bulletin can provide suitable candidates at no cost. Care will be taken to ensure that both the wording and placement of advertisements encourage a wide cross-section of the population to apply. All vacancies will be listed in the weekly Vacancy Bulletin produced by the Recruitment Team and circulated throughout the Trust and to specific organizations. The aim of the advertisement is to attract suitable candidates only, at the least cost. The information it should contain is taken largely from the job description and the person specification, as set out below: †¢Job title †¢Grade and/or salary as appropriate †¢Brief description of the post †¢Essential requirements, such as shift work or travel †¢Any positive features such as training prospects A contact person/telephone number for further information about the job †¢Encourage informal visits, where applicable Recruiting a Candidate Pool A. Looking Inside: †¢Consider possible internal candidates with an interest in the post. †¢Determine if the position level requires an external search. B. External Search: †¢Advertising †¢Brief position description †¢Minimum qualificatio ns †¢include information needed from candidate I. A resume ii. A letter from the candidate iii. A concise work sample or essay (if applicable) iv. Names phone #s of 3 references State length of response time †¢Ad placement (local, national, journals, etc. ) †¢Emails or faxes accepted? †¢Focused Contacts person-to-person networking. The object is to reach good candidates who are happily and productively employed elsewhere, but who may be open for a change. The recommended position announcement for all positions must include a non-discrimination statement and be approved by divisional vice president and executive director of human resources. A line ad may be placed with: A) Chronicle of Higher Education B) Area newspapers C) Selected professional journals nd will be posted internally in accordance with established College policy to include our web links.. Efforts should be made to target advertising to women and minorities. (Maximum Cost $700) Letters of applicat ion and vitae will be received by the search committee through the Department of Human Resources. A log of all applicants must be maintained and placed on file at the end of the search in the Human Resources office. An EEO Data Form will be mailed to each applicant to acknowledge receipt of their application as well as to collect specific data for diversity analysis. When completed, this form remains separate from the candidate’s application and is not available to the hiring manager or others involved in the search. Running a Recruitment Campaign Once you have established realistic volunteer recruitment goals, completed the position descriptions for your volunteer jobs, and thought through the reasons why people are motivated to volunteer, you are ready to launch a formal volunteer recruitment campaign. Here are the goals you need to concentrate on: †¢ Target the types of individuals best suited for your job descriptions. As much as possible focus on those who reside in close proximity to the projected volunteer work site. †¢ Convince people to volunteer to work with you instead of with another organization. Convincing and eye-catching informational materials are a must in recruitment. Some tools to consider using include: Press Releases:-for the print media (a short and a long version) Public Service Announcements, TV, and Radio Announcements: Public Service Announcements (PSAs) and advertisements, for a few seconds or a few lines (see appendices in Tools Section). Posters, billboards, and buttons: Your informational materials must be so clear that readers will understand your program’s volunteer needs, the job requirements, and job benefits. They must be attractive without appearing extravagant, since you are asking people to work for free. They must all be designed to make people act. Recruiting from the Public at Large: To recruit volunteers from the public at large, here are the experiences of ombudsmen and other recruiters in the field. Using Print Media: Major local daily newspapers, weekly / monthly publications, and newsletters. Running Ads. Before purchasing ads, ask for donated space. One ombudsman coordinator recruited some of the programs best people through this sample ad: Our ombudsman program wants highly professional people comfortable in resolving problems. The ad attracted a high number of health care professionals not involved previously in long-term care. Using Media Public Service Opportunities: Prepare Public Service Announcements (PSAs) Ask the radio or TV stations to give you assistance in preparing your PSA. Here is what one ombudsman said: Dont let timing stop you from recruiting. We sent out PSAs and recruited during the middle of the Christmas holidays. The response was tremendous – volunteer forces were increased by 50 percent. As the saying goes: nothing ventured nothing gained. Requesting Businesses to Advertise on Bags or Wrappers: Request businesses in your Community to include an ad for your program when they print their bags or wrappers. Here are some ways to approach businesses. 1. Contact the companys community relations officer: If the officer is supportive, it may lead to a steady source of volunteers. Some companies provide other types of agency support where their employees volunteer. . Recruit through posters: You often can arrange to display your posters in stores, Restaurants, schools, public libraries, churches, hospitals, and large offices. Ask to speak with the decision makers. Make a brief statement about your program and ask for permission to display a poster. 3. Ask public libraries to accept free bookmarks to give away: These c ould have a brief program description on one side and explain why you need volunteers on the other side. 4. Check out community clearing houses: In some cities there are organizations that put volunteers together with community services programs. Often newspapers run a periodic column that lists organizations’ needs for volunteers. 3. 4. Applications: A file will be set up for each individual vacancy and held in the Recruitment Office containing the following: †¢Application Form †¢Job Description, person specification, KSF outline †¢Terms Conditions of Employment †¢Information about the Department in which the vacancy exists should be provided by the Manager (if available). Any other relevant information, when an enquiry is received from an applicant without internet access, an application pack will be sent within 24 hours. 3. 5. Short listing: Equal Opportunity Monitoring Forms will be separated from the Application Forms prior to short listing and retained by the Recruitment Office The shortlist must be drawn up by minimum of two people, one of whom should be the recruiting manager. All panel members participating in short listing must be familiar with the job description, person specification and KSK outline. Short listing must be based only on the information given in the application, which is assessed against the criteria contained in the person specification and must be consistently applied to all candidates. A record of the assessment must be recorded on the Shortlist Record Form or on NHS Jobs. This is especially important in the event of any subsequent allegation of discrimination. If there are large numbers of candidates meeting all the criteria for the job, it will be necessary to examine the degree to which each candidate meets the essential criteria, and by short listing those candidates who, in their application, demonstrate the greatest ability to meet the criteria which can be tested at short listing stage. Any potentially suitable candidates who have disabilities with skills and abilities which broadly match the job description and person specification should also be short listed, whether internal or external candidates. In order to avoid allegations of favoritism, anyone involved in the selection process, which is connected by close friendship or is related to a candidate, must inform the appropriate HR Business Partner. Where there is a declared interest, following guidance from the HR Business Partner, a representative from HR may be included in the selection panel. In situations where there are internal candidates only, it is recommended that a third party not involved in the immediate area should be involved in the selection process and interview process. This will help to ensure, and be seen to ensure, that fairness is maintained and that a person is selected on merit. A late application will be a genuine reason for not short listing a candidate and only in very exceptional circumstances and in consultation with the HR Business Partner will a late application be considered. It is recommended that the maximum number of candidates per shortlist is six/eight. . 6. Interview â€Å"Any person to person between two or more individuals with a specific purpose in mind is called Interview† There are basically two types of Interviews. †¢Structured Interviews †¢Unstructured Interviews Structured Interviews: In which interviewer asks those questions which are pre- defined. â€Å"One type that has been widely studied and is considered re latively structured is situational questions (M. Campion et al. , 1988, 1994; Delery et al. , 1994; Freeman et al. , 1942; Hakel, 1971; Latham Saari, 1984; Latham et al. 1980; Latham Skarlicki, 1995; Robertson et al. , 1990; Schmitt Ostroff, 986; Stohr-Gillmore et al. , 1990; Walters et al. , 1993; Weekley Gier, 1987). Unstructured Interviews: In which interviewer asks those questions which are not pre- defined which ask randomly. The development of questions from incidents is part of the art or, at least, the unwritten aspects of structured interviewing. Some authors acknowledge that literary license is needed (Latham Saari, 1984, p. 569). Incidents are often grouped into dimensions first (Motowidlo et al. , 1992; Robertson et al. 1990), then the incidents that best represent the dimensions are turned into questions (Latham et al. , 1980). â€Å"If necessary, questions can be repeated, or candidates can be given a card containing the questionâ€Å"(Green et al. , 1993) 3. 6. 1. Arrangements for interviews Interviewing and selecting: You may as well toss a coin’ Professor Eysencks opinion on the validity of the interview as a selection device is well known. Nevertheless the interview seems likely to remain as the principle selection device despite its faults. To sharpen the effectiveness of the interview the panel should ask the candidate to give a presentation. This offers the chance for the candidate to show what they have achieved, show how they hope to fit in and illustrate their communication skills. The interviewer needs to posses three different skills †¢Interpreting and evaluating information, to consider what the facts mean. †¢Decision making, to act on the facts and the analysis. †¢Gathering the information, eliciting the facts. The right physical environment is important. Interviews require a quiet undisturbed room. If the interview is informal a circle of chairs of equal height and similar spacing may well be appropriate. If the interview is formal and held round a table. Spacing and lighting are also important. The candidate should not be asked to walk miles to their seat, nor blink into the silhouettes of the interview panel against a window. The chairman should make the candidate welcome introduce the panel by name, and say whom they represent. The format of the interview should be outlined to the candidate. The interviewer needs to listen and to develop an interested and attentive interviewing style, with plenty of eye contact. Verbal reinforcement should be forthcoming from the interviewer. Silence can be used in a positive way to allow the candidate to develop their answers fully. Questions should be linked to what the candidate has said to elicit a flow of information. They should include: A. Problem questions: These suggest a situation specific to the job where the candidate must show their capacity to, for example, priorities tasks under pressure. What was your most challenging situation in the last year and how did you deal with it? B. Open questions: ‘Tell me about†¦. ’ C. Probing questions: ‘Why do you want to leave your present job’ or ‘What was your worst moment there? ’ D. Closed questions: These interrupt the information low in order for the interviewer to redirect it to a new topic. ‘When did you†¦? or how many†¦? ’ At the end consider if you have gathered the information necessary for a decision. Ask the candidate back in if a question needs clarification. Allow the candidate, to question the panel, or offer the information on areas such as salary, study facilities, start date, accommodation or questions regarding the job description. Interpreting and evaluating the information Interviewer, know thy self. Making the decision The panel should: †¢ Consider whether each candidate is appointable. Do they fulfill the essential criteria? Do they match the person specification? †¢ Each panel member should rank the candidates without conferring with other panel members. †¢ Choose the best candidate. †¢ Never choose person of lesser ability out of fear of being overshadowed. This produces a dull Un progressive unit. On the other hand Einstein might not fit well with the team. †¢ Use references to back up your choice, to screen for factors which disqualify rather than qualify. References have greater value as a negative test rather than a positive one to highlight an abrasive personality or poor sickness record. Screening Interviews: These are usually shorter interviews used for the purpose of conducting a brief evaluation of a Candid ate. Successful candidates are asked back for a more in-depth interview. One-on-one interviews: These interviews involve a candidate being questioned by one interviewer – also common in early stages of selection. Telephone Interviews: Occasionally interviews are conducted over the telephone. This can be a disorienting experience mainly because neither party can see each other. Hence you need to rely on verbal cues from the interviewer as well as demonstrating a lot of enthusiasm, clarity and positive tone with your voice. Avoid being caught unawares and unprepared for a telephone interview – you are entitled to have at least a day’s notice to prepare. Find a quiet comfortable place where you can ensure there won’t be any interruptions. Panel interviews and on-site/second interviews: After a first interview you may be asked to a second interview which is often on-site with the employer. Panels consist usually of 2-3 people, often from different parts of an organization eg. a graduate recruitment specialist, a technical expert and a person representing the area you could work in. Ensure you address all panel members equally. These interviews are sometimes incorporated as part of an assessment centre. Case Study Interviews: Some organizations, especially consulting firms, use case study questions to evaluate Candidate’s analytical skills. These scenarios can often be quite challenging. The Careers Centre has a range of tips and resources to help prepare for these interviews. At the Interview: Questions to Expect Most questions asked at interview can be predicted and usually focus on three issues: †¢Can you do the job? Do you have the qualifications and/or skills? †¢Will you do the job? Do you have the enthusiasm/motivation? Will you fit in? Could they work with you? Do you get on well with people? Here are some interview common questions: †¢What interests you about this position? †¢Why do you think you would be successful in this position? Competency-Based Interviews: Competency or behavior-based interviews operate from the premise that the most accurate predictor of future perf ormance is past behavior in a similar situation. This type of interview is now commonly used in selection processes. Questions are probing in nature and the competencies employers look for include: †¢Team work/interpersonal skills Give me some examples about when you have had to handle difficult people. †¢Achievement drive What would be the best example of you giving a project or piece of work your absolute best effort and being disappointed by the outcome? What would you do differently a second time? †¢Flexibility Tell us about a time when you have had to adapt quickly to substantially changed circumstances at university or at work. †¢Persuasiveness and negotiation ability Describe a time when you have been required to negotiate in difficult circumstances. Why was it important for you to become involved? What strategies did you use? †¢Analytical thinking Describe a project that you have worked on that has required a high level of analysis and contribution of new ideas. †¢Customer/Client service Tell us about a time when you have delivered a high level of customer service. How did you know? Be specific in your responses to such questions by using examples from your own experience to describe: 3. 7. Selection 3. 7. 1 Decision to Appoint: After interview process the require candidate is selected for a job. Panel members decide to hire that individual who is fulfilling the requirements. . 8. Offers 3. 8. 1 Offer of Employment: Organization offers the job to the Individual. 3. 9 Other Requirements: 3. 9. 1 Post interview feedback notification to applicants: HR is responsible for providing all candidates with written notification of the outcome of their application. If feedback is requested from an unsuccessful short-listed candidate, the manager should provide a valid reason to the candidate for rejection together with constructive feedback. Written feedback will not normally be provided. 3. 10 Monitoring Recruitment and Selection (Reporting): HR will monitor the recruitment processes to ensure they are not discriminatory and will provide statistical data to the Senior Executive Group on a regular basis Role of Recruiter WHY YOU SHOULD USE A RECRUITER: Working with Executive Recruiters Executive Recruiters hold the keys to the hidden job market career opportunities that arent posted anywhere else. These professionals hold great influence within the hiring organization, and its important for jobseekers to understand how to leverage this resource as part of their overall career strategy. What follows are a few facts about executive search firms, and how executive recruiters can help advance your career. ([emailprotected] com) Four Key Facts about Executive Recruiters: 1. Jobseekers do not pay fees to search firms. Instead, the companies that hire recruiters to fill a position pay for their services. This fee is calculated using the starting salary of the position, and can range from 15%-35% of that salary. Be wary of any recruiter who asks you to pay them a fee†¦If you are asked to pay a fee for job placements services, please let us know immediately. . There are two types of search firms Retained and Contingency. While both types charge fees only to the hiring organization, it is important to note the differences. When the hiring company retains a recruiting firm, that firm is paid regardless of the results of the search. Retained firms are typically used to fill higher-level positions at $100,000+ salaries. Contingency search firms receive payment only when t heir candidate is hired. Over the last few years the search industry has gone through some significant changes. While contingency firms have generally always accepted retained work, many retained firms now accept contingency work†¦You decide which type of recruiter is right for you! 3. Dont limit your search by geography. For many higher-end job assignments, recruiting firms will look nationally or even internationally. It is absolutely in your best interest to gain exposure among search firms who fill positions in your industry, function and salary range, no matter where they are. A Chicago recruiter is just as likely to have an assignment in Los Angeles as in Boston. That being said, its much easier to network with local recruiters and they can be an invaluable resource when penetrating the local hiring market, particularly for non-executive positions. 4. Some search firms specialize, while others dont. To make your search as effective as possible, target your efforts towards recruiters those work in your respective industry and/or specialize in your job function. As you begin to network with these specialized recruiters youll find they are very much aware of where opportunities exist within the micro hiring economies of your shared areas of expertise. However, generalist firms should not be ignored, especially at the higher executive ranks†¦. Whether retained or contingency fee-based, search firms are handsomely rewarded for filling positions on behalf of their corporate clients. Thus, networking and building relationships with qualified, reputable recruiters is a critical component of career management strategies. Making Contact with Your Selected Executive Recruiters: Next, identify all of the communication channels that make sense for the firms and recruiters youve identified. The firm may offer an online mechanism for posting and/or sending your resume and cover letter. Review the firms website for job opportunities currently under research, and establish the preferred communication medium for that firm. In all cases, respect the indicated communication preferences of the firm and/or the individual recruiter. Not unlike introducing your professional brand to a hiring organization, make sure your cover letter and resume/CV are both positioned appropriately for the areas of expertise in which the recruiter works. Keep in mind that recruiters are not career managers. They may not have the expertise or inclination to advise you on changes to your cover letter and resume, so make sure theyre tight before you send them. After providing your credentials in whatever communication medium you think makes sense, consider a follow up a few weeks later with another communication attempt. What youre striving for is a personal contact from the recruiter. Depending on your hirability (qualification level, experience etc. ) you may have to be in the right place at the right time to be recognized at a personal level. How Recruiting Firms Can Make a Difference In Your Career: When contacted by a recruiter treat them as though they are the hiring organization. Be professional, make your best impression, sell yourself and your hirability, and understand that executive recruiters have access to a lot of talent. Remember, the recruiter doesnt work for you so dont expect personal, individualized service. Working with executive recruiters is not an event it is a process. We have testimonials from Directory of Executive Recruiters clients that indicate when working with an Executive recruiter, the hiring cycle can take anywhere from two days to two years! In either case though, most positions secured through executive recruiters fit into the dream job category. (Article taken from:  ©2007 Kennedy Information, Inc. Kennedy Information is a Subsidiary of BNA. These articles are provided by Career Forum, Inc. as a courtesy to our candidates. We can be reached at: (www. careerforum. com. ) A Recruiter’s Perspective Heres what U. S. Army recruiters say about the pressures that they face from confidential e-mail messages to News Channel 5 Investigates and from blog postings: I think the public needs to know what is done to these great soldiers each and everyday. I am a recruiter assigned to [delete for recruiters protection]. I know what goes on every day. Personally have been threatened because I did not make my quota. The fact is that less then 3 in 10 are qualified to join. Unless some rules are bent or broken, we would never get them in – and if we dont get them in, our career is ruined! No matter how honorably you served when you were in the mainstream Army, no matter what medals you were awarded, when you get snatched by Recruiting Command you are a nobody, and you are treated as such. Time with your family is taken away, weekends taken away, negative evaluation reports all because people dont want to join the Army. Most recruiters are forced to do the thankless job it is. They dont want to be there. The job is horrible, and there is nothing you can do about it. Recruiters get threatened all the time with their jobs if they dont get people in every single month, late hours, and six, sometimes seven days a week. Before they were recruiters, they served their country in Iraq and many other places keeping your ass safe and free. Recruiting in todays circumstances is by far the toughest job the Army or any other branch has to offer. In this time of war which people tend to be afraid of, as well as the increasing number of high school drop outs and the number of potential recruits with a disqualifying criminal background, it has become near impossible to find qualified soldiers for todays military. The finger should not be pointed at these recruiters. It should be focused on the people in charge, pressuring these soldiers to act in desperation and to go against their moral and ethical beliefs. In all the cases you showed, the recruiter was hesitant to and seemed to not want to go the dishonest route, but something still forced them to add in at the last minute the possibility of cheating the system. Why is that? I know from experience that a recruiter is under a huge amount of stress and pressure from the upper ranks within the chain of command. The recruiters are punished and looked down upon if the monthly quotas are not met. Recruiters are forced to work long hours six to seven days a week from as early as seven oclock in the morning, sometimes not getting home to after 10 p. . Time spent with amily and loved ones is almost non-existent, and many recruiters would rather be deployed to Iraq or Afghanistan than to have to work under their current conditions. If the monthly quotas are not met, recruiters are often ordered to attend corrective training that usually takes place early in the morning or long after the work day should have ended. These dishonest acts are actua lly acts of desperation, recruiter trying to improve the individual quality of life and maybe help them get a break. Most recruiters like myself are forced to come out here and perform this duty. This is not our normal, everyday job in the military. We have to come out here and do this job or get out. Some of us out here have a difficult time finding individuals to join. Most of us dont possess the skills to be in sales. Thats why we joined the military. In normal cases, one would just switch jobs. But in the military, you do it or face the negative wrath of the Recruiting Command. In some places, recruiters are forced to work 12 to 14 hour days, six days a week. The only way they can get time off is to put people in the Army. From JACK ARMY blog: For failing to make mission (this means that my recruiting station did not enlist our mission then umber of enlistments assigned to my station for a given month), I was degraded and ridicule instead of being trained, mentored, coached, lead to success. Yet I continued to believe. I continued to put in 60 70+ hours per week trying to find ways to get my detailed recruiters to achieve su