HR RESEARCH PAPER 30 - Free Research Paper
Recruitment and Selection: Personnel Selection
Prof. Dr. R.B. Crawford
© 2002 - 2015
Introduction
The concepts of recruitment
and selection are often confused. While some practitioners and academics use
them interchangeably, others make a clear distinction between them. This paper
takes the latter approach, drawing clear lines between them – highlighting the
activities and issues with which each is concerned. The paper also maintains
the original meaning of the classic instruments of job description and
personnel specification, as derivatives of ‘person profile’
Recruitment
Recruitment involves
activities designed to attract people to, and develop their interest in, the
organisation. Therefore, there are
important considerations - for example: What should be included in
advertisement? What sector of the market
should be targeted? What is the best
means by which this audience can be reached - what medium or frequency? Etc.
Implicit in these considerations are the efforts needed to ensure that no group
is disadvantaged. Before the advertisement stage, it is necessary that, if not
already in place, an analysis is made of the job, and job description and
personnel specification should be designed.
The subsequent activities may be regarded as the selection elements. We
need to determine the details about the job, before we can systematise our
recruitment and selection process. The task is already completed if the
relevant information about the job is pre-recorded and that this information
can be retrieved. If this is not the case, then a job analysis needs to be
undertaken.
Job Analysis
Job analysis involves a study
of the job being undertaken so as to determine the following:
·
The
knowledge, skills, attitude and experience that the (incumbent) post-holder
requires to effectively perform the job;
·
The
conditions under which it is performed;
·
The
duties and responsibilities involved;
·
To
whom the incumbent is accountable;
·
His
or her span of management (number of workers he or she supervises);
·
Salary
and wage levels;
·
Type
and level of interaction with other post-holders;
·
Ergonomic
constraints (undesirable factors such as heat, humidity, noise). Job
description and personnel specification are then designed from the job analysis
results.
This information is ideally
obtained by:
·
An
observation of the job process, if the job is currently being performed,
·
Examination
of personnel records of the current or previous role actor,
·
Discussion
with the line manager and colleagues of the present or previous post holder.
Where
the job is not currently being performed, the information gathered without
observation and discussion with the post holder will have to suffice.
The information that is
gathered from job analysis will give a profile of the person who is suitable to
perform the job. The product of the job analysis is therefore regarded as
‘person profile’. The person profile is divided into two components – the Job
Description and Personnel Specification.
Job Description
A job description represents
a detailed description of the job to be performed by the successful applicant.
The information usually recorded in the Job Description includes:
·
Job
title;
·
Purpose
of the job - what the role is expected to achieve for the organisation;
·
Duties
and responsibilities involved;
·
To
whom the incumbent is accountable;
·
His
or her span of control - i.e. the number of workers accountable to him or her;
·
Levels
of interaction - i.e. normal points of contacts; the individuals with whom the
post holder will be most frequently in contact with;
·
Ergonomic
constraints (condition of job resulting in mental and physical discomfort -
e.g. lifting heavy loads, working in a noisy production line).
Personnel
Specification
Personnel Specification includes the characteristics
that are necessary to perform the job and may contain the following:
·
Physical
characteristics;
·
Educational
attainments;
·
Relevant
experience;
·
Interests/hobbies;
·
Special
skills, knowledge and expertise;
·
Disposition.
Physical
Characteristics
Physical characteristics relate to health, appearance,
speech, etc. It is very important that we consider the extent to which this set
of characteristics can legally determine whom we select or reject from our pool
of applicants. For this reason, we need to ensure that when these
characteristics are represented in the personnel specification and job
advertisements that they do not infringe the law. Therefore, because most
countries now have some form of protective legislation for the disabled,
including physically disabled, speech and sight impaired, gender and ethnicity,
we need to ensure that whatever we present as essential or desirable
characteristics, in this category, are in line with ‘functional’ requirements
of the job and that they do not result in a legal infringement. Let us use the
position of administrative assistant as an example. In the UK situation,
legislation does not permit the rejection of an applicant for that position
because he or she has a speech impediment or because he or she has a strange
and ‘difficult-to-understand’ accent. The exception will be in the event that
the person is required for front-line or telephone duties, where clear speech
is an essential requirement. Similarly, UK UK
Height as a Job Design Factor
A
large UK organisation recently rejected the application of an otherwise
qualified warehouse worker on the grounds that he was too short. The applicant
met the requirements of the personnel specification and was hoping to be
shortlisted. He, like several others, were invited to a familiarisation tour,
after which the shortlisting would take place. Unfortunately, after several
weeks of submitting his application, and subsequently visiting the
organisation, he received no response from the employers. He, therefore,
decided to send a written enquiry regarding the status of his application. He
received a prompt response saying that he was ruled out of the shortlist on the
grounds of his height. The employing organisation clarified its decision by
pointing out that because it is a warehouse the successful applicant will need
to store and retrieve stock items at various heights. His ‘reach’ would be
limited to only a few shelf heights.
Questions
1.
Is the employer’s claim justified?
2.
Have
they unlawfully discriminated against the applicant, under UK
3.
Can
the applicant seek redress, through an Employment Tribunal (Employment Court
4.
What
decision is the Tribunal likely to reach and what justification might it
provide?
Responses
Question 1)
No
Question 2)
The
employer has unlawfully discriminated against the applicant because
organisations are expected to make reasonable adjustment to the job, to
accommodate applicants who do not meet the ‘standard’ specification.
Question 3)
The
application has the right to seek redress through an Employment Tribunal.
Question 4)
The
Tribunal is likely to rule that the applicant was eliminated during the early
stage of the selection process, without adequate assessment of his skills,
knowledge and expertise. There are several devices, manual and motorised, that
would make reasonable adjustment to the job, as is required by law.
The picture, below, gives an
indication of a type physique might be a factor on which people might be
legally discriminated against if the do not possess that characteristic. This
is the operation of a pneumatic drill. As the picture illustrated, it requires
enormous stamina. Notice also that the workers are wearing ear defenders,
because of the noise factor. Therefore, those with hearing impairment would not
be suited to that job on, health and safety grounds – because they would be in
danger of further aggravating their hearing impairment.
The
picture below (Figure 1) shows an engineer using a pneumatic drill to create
excavate through rocks and bitumen, to facilitate an installation. Notice the
large air pressure hose that leads to the pneumatic drill. The drill vibrates a
great deal, making it difficult for people with fragile physique to operate it.
It is, therefore, necessary to use
physique as a ‘weightable’ or essential aspect of the personnel specification –
still acting legally. Notice also that the worker is wearing ear defenders.
This is because the vibration from the pneumatic drill produces a great deal of
noise. It is therefore an unwise idea to
subject the hearing impaired to this high-level decibel.
The hearing impaired will,
therefore, need to be discriminated against, legally, since it would be a
health and safety risk to employ someone with hearing difficulty that would
most likely be aggravated by the enormous noise that the pneumatic drill emits.
Educational
attainment relates to the level of education that the applicant has achieved.
It incorporates school-leaving certificate to higher-level university
education. The job description and advertisement usually indicate the minimum
level of education that the post-holder requires to perform the job
effectively. In the case of the
administrative assistant post, you could state that: ‘a first degree or its
equivalent, in business studies is desirable’. This means that you would,
ideally, like someone with a business degree but you would consider someone
with a lower qualification. Stating the ‘equivalent’ is important because
different countries might have qualifications that are equivalent to a degree
in others but are not called a degree. Conversely, others rate a degree from some
countries lower.
Relevant Experience
If we seek relevant experience of applicants, we make the assumption that experience in other fields of work would provide the appropriate skills and knowledge for them to function effectively in the new setting. For example, if the job of administrative assistant involves the marketing of seminars, then we might think that someone who has been working in telesales or marketing would be best placed to initiate and follow-up contacts. We could, therefore, add: ‘Telesales or marketing experience would be ideal’. The use of the word ‘ideal’ means that the experience is desirable rather than essential and should have a low rating on the candidate assessment form.
Interest and hobbies are not the easiest of criteria to
understand and their relevance will depend on the nature of the position. These
are, nevertheless, important but are subject to careful analysis. By analysing
the applicants’ interest and hobbies, we can ascertain work-related skills and
‘contra-indicators’ (explained below). We can understand the interaction that
they are likely to have with non-work acquaintances. We can also have a better
understanding of some aspects of their personality that are directly related to
their work involvement. While we can make several assertions regarding the
relationship between these activities and formal work activities, a
‘professional’ psychological assessment is often required to prevent arriving
at the incorrect interpretation.
Special Skills, Knowledge and Expertise
Special skills, knowledge and expertise might include computer literacy, video editing skills, data manipulation skills, etc. Skills, knowledge and expertise might be stated in terms of the degree of proficiency or competence that is required of the candidate. The post of administrative assistant, for example, might specify that the ‘applicants should have a working knowledge Microsoft Windows XP’. Additionally, it may specify that ‘excellent word processing skills are required’. Alternatively, it might be more specific in stating that ‘applicants should have a word processing speed of at least 50 words per minute’. In addition, they should be ‘conversant with Microsoft Excel’ or ‘have a working knowledge of Microsoft Office 2002’.As with other criteria, skills, knowledge and expertise might be stated as desirable or essential. The concept of ‘Desirable’ means that the specific criterion carries little weighting on the candidate assessment form (below), compared with the others. The use of the term ‘essential’ means that the criterion to which it refers is a pre-requisite for selection and is weighted heavily on the candidate assessment form. The personnel specification might state: ‘The ability to create relational databases is essential, while the use of ‘SQL’ and ‘Oracle’ are desirable’. In essence, the essential criteria are those criteria that largely determine the successful candidates but those that are desirable will make a difference for those possessing them along with the essential criteria.
Disposition
Disposition incorporates
the attributes of, ability to work under pressure, persuasiveness, leadership
qualities. The way in which a disposition element might be stated on a
personnel specification is as follows: ‘Candidates must have a demonstrable
ability to work in high-pressure situations’. This means that the applicants
should not only say that they have worked in situations of intense pressure but
that they need to demonstrate their ability to handle such situations during
the selection process. In this case, the interview might present a scenario
that typifies a high-pressure setting then question the candidates how they
would deal with the situation; what actions they would take to prevent the
situation from getting out of hand.
Leadership qualities can
be interpreted as management skills and can be represented in different ways on
a personnel specification. For example, we might say: ‘Applicants will have the
ability to manage and develop the team of administrators, eventually improving
productivity, in terms of quality and support levels. The scenario that is used
in the interview, to depict this criterion, will relate to the real situation,
as much as possible.
Selection
Once
individuals have demonstrated an interest in the position being advertised, by
submitting the appropriate method of application, the next stage is to select
the best of those who have met the established minimum requirement for the
Job. It should be noted that there are
two sets of selection methods - conventional and non-conventional. The
non-conventional methods include graphology, group selection or assessment
centre and country-house weekend. The conventional methods include
psychological and aptitude tests, and interviews. Interviews range from single
to multi-stage.
Group Selection/ Assessment Centre
Group selection or assessment
centre originated during the Second World War.
In Britain United States
This is similar to group
selection excepting that applicants are literally taken away from the workplace
to a resort for the weekend. Here it is expected that they will be relaxed and
will be very much themselves. This is
particularly so, because they are together for an extended period of time. They are observed at work and leisure. Assessment is therefore made of their
potential for managing the position for which selection is being made.
Interviews
In an effort to conform to
equal opportunities policies, an increasing number of organisations are
employing panel. As opposed to the one-to-one, interviews. This facilitates representation from the
relevant or interested sections/groups.
Panel interviews can be frightening though, particularly for the shy and
introverted. and there are Questions as to the extent to which they might be
considered fair. The situation is
worsened by the fact that there might not be a single member known to the
interviewee. Notwithstanding, if the
initial fright can be overcome, through the creation of a fairly relaxed
atmosphere, then the panel might be seen to favour the interest of the
interviewee. Rather than having his/her
suitability judged by just one individual, a consensus is arrived at by a
panel. It does not however reduce the
level of error of decision, which is possible with one person. A high level of objectivity is therefore
desired. This might be enhanced with the
use of 'candidate assessment forms' (see example towards the end of this paper).
The way in which this might
be used Is as follows. With the aid of
the job description and personnel specification, the form is weighted. This means that maximum marks are decided on
and are placed in the column for ‘possible marks’, for each
characteristic. The weighting should
reflect the level of importance of the listed characteristics. For example, if someone is being employed to
operate a pneumatic drill, then physique will be most important. Therefore, the maximum award of twenty is
entered. Since persuasiveness is unimportant, it will carry a zero rating and
will not be assessed.
Hints for
Interviewers
The Waiting Room
·
Ensure
that candidates are met;
·
Provide
some reading materials - possibly about the organisation, for example in-house
magazines and company reports. This will
keep them occupied and sustain their interest.
·
Offer
a beverage (coffee. tea, carbonated) where convenient. Candidates might be exhausted after a long
and tiring journey. It is better for
them to refuse than not to be offered at all.
·
Have
candidates escorted or shown the interview room.
The Setting
·
Create
a disruption-free atmosphere: Leave a sign on the door requesting not to be
disturbed. Ask your secretary or receptionist to divert telephone calls and
keep other people away.
·
The
candidate's chair should be fairly comfortable but not one that forces him or
her to appear too relaxed.
·
Arrange
the seating so that all members of the panel are fully visible and that they can
see the candidate.
·
Endeavour
to have all the chairs and tables at the same height so that the candidate does
not get the feeling of powerlessness. Uniformity helps to reduce 'power
distance'.
·
Do
not be too close to the candidate so that he or she feels too uncomfortable -
remember you are really strangers. Sitting too far from the candidate could
also have the reverse psychological effect.
·
Make
an effort to relax candidate but do not appear too casual. Questions may be asked about the candidate’s
Journey to the organisation, directions, weather, first impression of the area
or buildings, etc.
·
Be
humorous, but not to the embarrassment of the interviewee nor to give a poor
impression of the panel.
·
Gestures
should be positive rather than negative.
When unsatisfactory response is given, the panel should at least remain
pleasant. Appear interested in what the
candidate is saying.
·
Questions
must relate to specific characteristics on the candidate assessment form. Not only must the panel decide, before-hand,
who will ask which question, but also the specific characteristic (e.g. la, 2b,
2c) to which each of these questions relates. This will facilitate accurate and
objective ratings.
·
Proceed
from general to specific questions.
·
Candidate
should be given a chance to think - it should not be assumed that brief silence
indicates inability to respond.
·
It
is quite acceptable to give prompts (not distracters) e.g. "Anything
else?"; "What happened?"
·
Response
must not be interrupted unless the candidate appears to be in great difficulty
or there is marked digression.
·
Attempt
to ask all questions within the specified time.
·
Notes
must be made and rating done but this must not be too obvious.
·
Do
not forget to ask if the candidate if he or she is still interested in the job,
after having been through the interview.
Candidate Assessment Form
The candidate assessment form
contains some suggested characteristics of a job applicant that might be
derived from both the application form and interview. The weighting (possible
points) of each characteristic will depend on the requirements of the job and
as is reflected by the personnel specification. Some of these characteristics
will, therefore, have a zero (0) weighting.
Contra-indicators
Contra-indicators are
characteristics of a candidate that will, from the outset, be either
detrimental to the organisation or be an infringement of the law. It these are
present, then the candidate will not be selected. One example is a convicted
child offender who has applied for a job in the Children Services Department,
involving work with children.
Market Targeting
and Advertisement
In using the traditional means of advertisements, such as trades
magazines, professional magazines, gossip newspapers, academic or professional
newspapers, we need to think of the ones that the people we hope to attract
would normally read or subscribe to. Occasionally the radio is considered for
the purpose of job advertisement and the television is rarely used. We will,
therefore, confine our discussion to the printed material. If we intend to
attract the attention of a particular type of professional, such as medical
practitioners or human resource (HR) professionals, then we should try to place
our advertisements in the relevant magazines. If, on the other hand, we are
advertising for an administrative assistant, the professional magazines might
not be the best choice for placing the advertisement. The important thing,
therefore, is for us to think of the media that the category of workers that we
need to attract
favour. The frequency with which we place the
advertisement depends on our budget and the ‘features’ that the media offers
its readers. For example, a particular issue might be of interest to a
particular ethnic group, gender, sport or ‘Do-It-Yourself’ (DIY) enthusiast.
Your advertisement will, therefore, need to be placed on different days or in
different issues of the press, to attract a variety of readers.
Your advertisement needs to be a synopsis of the job description and
personnel specification. It should be worded in such a way that people can get
the crucial bits of information at a glance. This suggestion is based on the
assumption that readers are not necessarily looking for a job but might be
drawn to one that has immediate appeal. Also, those who are scanning for jobs
have a great deal to read through. Most importantly, your advertisement should
meet legal requirements. I have included the extracts from relevant Acts
because they directly relate to the recruitment and selection processes. An
individual or group cans take a case against an organisation, at a tribunal (in
the UK UK
Discrimination. It specifies that a person discriminates against another
if:
“(a)
On racial grounds he treats that other less favourably than he treats or would
treat other persons; or
“(b)
He applies to that other a requirement or condition which he applies or would
apply equally to persons not of the same racial group as that other but-
(i)
“Which is such that the proportion
of persons of the same racial group as that other who can comply with it is
considerably smaller than the proportion of persons not of that racial group
who can comply with it; and
(ii)
“Which he cannot show to be
justifiable irrespective of the colour, race, nationality or ethnic or national
origins of the person to whom it is applied; and
(iii)
“Which is to the detriment of that
other because he cannot comply with it” (Home Office, 2000).
“Racial
grounds” means any of the following grounds, namely colour, race, nationality
or ethnic or national origins; “racial group” means a group of persons defined
by reference to colour, race, nationality or ethnic or national origins, and
references to a person’s racial group refer to any racial group into which he
falls” (Home Office, 2000).
“It
is unlawful for a person, in the case of a person employed by him at an
establishment in Great Britain, to discriminate against that employee- “(a) In the terms of
employment which he affords him.
This section is simply for awareness, drawing to your attention what is
common knowledge – that is the use of electronic medium to place advertisements
and initiate the selection process. Not only are organisation websites used but
so also are a number of dedicated websites, some using sophisticated
technology. The popularity of these e-recruitment and e-selection systems and
their merits and demerits for the jobseekers and employers, will be addressed
in and upcoming paper.
While all employment
legislation protects individuals and groups of people from being discriminated
against in initial employment, the issue that seem to be least understood is
that which surrounds gender, incorporating gender reassignment or transgender.
As would be expected, the law continues to protect them during the course of
their employment. HR Research Paper 35 addresses the legal bases of initial and
‘continuing’ employment, respectively.
“The Sex
Discrimination (Gender Reassignment) Regulations 1999 make it unlawful to
discriminate against a person for the purpose of employment or vocational
training on the ground that a person intends to undergo gender reassignment, or
is undergoing gender reassignment, or has at some time in the past undergone
gender reassignment” EOC (2000).
In the USA
Candidate
Assessment Form
 |
Name of Organisation: __________________________________________________________
CHARACTERISTICS
|
POSSIBLE
POINTS
|
POINTS GAINED
|
COMMENTS
|
1. Physical Characteristics
|
|||
1.1
Health
|
|||
1.1.1
Speech
|
|||
1.2
Other
|
|||
1.2.1
Physique
|
|||
1.3
Dexterity
|
|||
1.4
Deportment
|
|||
2. Educational Attainment
|
|||
1.5
O'Level/ GCSE/ 1st Dip Equiv.
|
|||
1.6
‘A’ 'Level/ ‘AS' Level
|
|||
1.7
BTEC National/Cert/NVQ
|
|||
1.8
BTEC Higher National /Cert/NVQ
Equiv.
|
|||
1.9
Degree
|
|||
1.10
Masters Degree
|
|||
1.11
M.Phil.
|
|||
1.12
PhD
|
|||
3. Computer & ICT Proficiency
|
|||
1.13
IT/Computer familiarisation
|
|||
1.14
Programming
|
|||
1.15
Word Processing
|
|||
1.16
Database Construction
|
|||
1.17
Data Input
|
|||
4. Compatibility Of Interests &
Hobbies
|
|||
5. Enthusiasm/ Motivation
|
|||
1.18
Reason for leaving
|
|||
1.19
Interest in job
|
|||
1.20
Aspiration to Ed. Training
& Development
|
|||
1.21
Likely commitment
|
|||
6. Relevant Experience
|
|||
1.22
Supervisory Experience
|
|||
1.23
Level Of responsibility
|
|||
1.24
Contact with clients or
customers
|
|||
7. Disposition
|
|||
1.25
Persuasiveness
|
|||
1.26
Self-reliance
|
|||
1.27
Ability to work under pressure
|
|||
1.28
Ability to work in a group
|
|||
1.29
Leadership qualities
|
|||
Total Points Score
|
Contra-indicators
|
Yes
|
No
|
Comments
|
Name of Candidate: ___________________________________________________________________
Name of
interviewer:
________________________________________________________
HRODC Postgraduate Training Institute
A Postgraduate Training
Institute, based in United Kingdom, with International Operation, HRODC Postgraduate Training Institute is registered with the UK
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HRODC Postgraduate Training
Institute’s Global Telephone Numbers
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With Kindest Regards
ProfDr Crawford
Prof
Dr Crawford
Director
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