Inducting and Placing the New Recruits

7/27/2019 Inducting and Placing the New Recruits

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S.P. MANDALIS

R. A PODAR COLLEGE OF COMMERCE AND

ECONOMICS

MATUNGA, MUMBAI-400 019.

A PROJECT REPORT ON

(INDUCTING &PLACING THE NEW RECRUITS)

SUBMITTED BY

(ROHAN KHILARE)

M.COM (SEM. I): HUMAN RESOURCE

MANAGEMENT

SUBMITTED TO

UNIVERSITY OF MUMBAI

2013-2014

PROJECT GUIDE

Prof. (Mrs) Vinita Pimpale

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S.P. MANDALIS

R. A PODAR COLLEGE OF COMMERCE AND

ECONOMICS

MATUNGA, MUMBAI-400 019.

CERTIFICATE

This is to certify that Mr/Ms. Name ROHAN KHILARE of M.Com

( Business Management/ Accountancy) Semester I (2013-2014) has successfully

completed the project on INDUCTING &PLACING THE NEW

RECRUITS under the guidance of Prof. (Mrs) Vinita Pimpale

Project Guide/Internal Examiner

External Examiner

Prof. (Mrs) Vinita Pimpale Prof.

________________________

Dr. (Mrs) Vinita Pimpale Dr.(Mrs) Shobana

Vasudevan

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Course Co-ordinator

Principal

Date Seal

of the College

ACKNOWLEDGEMENT

I acknowledge the valuable assistance provided by S. P

Mandalis R. A. PodarCollege of Commerce & Economics, for

two year degree course in M.Com.

I specially thank the Principal Dr.(Mrs) Shobana Vasudevan for

allowing us to use the facilities such as Library, Computer

Laboratory, internet etc.

I sincerely thank the M.Com Co-ordinator for guiding us in

the right direction to prepare the project.

I thank my guide Prof.(Mrs) Vinita pimpale (Name of Guide)

who has given his/her valuable time, knowledge and guidance

to complete the project successfully in time.

My family and peers were great source of inspiration

throughout my project, their support is deeply acknowledged.

Signature of the Student

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DECLARATION

I, ROHAN KHILARE ofR. A. PODAR COLLEGE OF

COMMERCE & ECONOMICS of M.Com

SEMESTER I, hereby declare that I have completed the

project INDUCTING &PLACING THE NEW

RECRUITS in the academic year 2013-2013 for the

subject HUMAN RESOURCE MANAGEMENT

The information submitted is true and original to the best

of my knowledge.

Signature of the Student

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INDUCTING

&PLACING

NEW

RECRUITS

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INDEX

Sr.n

o

Topic Page

no.1 INTRODUCTION 7

2 RECRUITMENT AND SELECTION 8

3 RECRUITMENT PROCESS 13

4 REFERENCES AND CHECKING 29

5 INDUCTION 33

6 INDUCTION PROCESS 36

7 MONITORING EFFECTIVENESS 40

8 CONCLUSION 41

9 BIBLIOGRAPHY 42

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Recruitment and induction

Introduction

Most employers recognise the fact that their staff are theirgreatest asset, and the right recruitment and inductionprocesses are vital in ensuring that the new employeebecomes effective in the shortest time. The success of anorganisation depends on having the right number of staff,with the right skills and abilities. Organisations may have adedicated personnel/human resource function overseeingthis process, or they may devolve these responsibilities toline managers and supervisors. Many people may beinvolved, and all should be aware of the principles of goodpractice. Even in large organisations with a specialistpersonnel department it is essential to involve others inthe task of recruitment and induction.

After recruitment, a good induction programme is the way

to help a new employee settle into the organisation andbecome effective quickly. In this booklet we offer guidanceon the implementation of induction programmes, and achecklist of the sort of things such programmes shouldcover. This list may seem long but to the new recruit manythings are not obvious and need to be pointed out.

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Recruitment and selection

The importance of good recruitment and selection

Recruiting people who are wrong for the organisation canlead to increased labour turnover, increased costs for theorganisation, and lowering of morale in the existingworkforce. Such people are likely to be discontented,unlikely to give of their best, and end up leaving voluntarilyor involuntarily when their unsuitability becomes evident.They will not offer the flexibility and commitment that many

organisations seek. Managers and supervisors will have tospend extra time on further recruitment exercises, whenwhat is needed in the first place is a systematic process toassess the role to be filled, and the type of skills andabilities needed to fill it.

Most recruitment systems will be simple, with stages thatcan be followed as a routine whenever there is a vacancy tobe filled, and which can be monitored and adapted in thelight of experience.

This booklet describes the main features of suchsystems, and other related issues. Systems should be:

efficient - cost effective in methods and sources

effective - producing enough suitable candidates

without excess and ensuring the identification ofthe best fitted for the job and the organisation

fair - ensuring that right through the process decisions

are made on merit alone.

The importance of fairness

The employer has the legal responsibility to ensure that nounlawful discrimination occurs in the recruitment andselection process on the grounds of sex, race, disability,age, sexual

orientation, and religion or belief. Equality of opportunity isan integral part of the recruitment and selection process,and to this end employers may offer training andencouragement to any under-represented groups.Examples include pre-application assistance for those who

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do not have English as their first language, or managementdevelopment training for women where they are under-represented in management grades .

Job advertisements may also state that the employerencourages applications from those groups that areunder- represented in the organisation.

Employees and their representatives will also have aninterest in fair, non-discriminatory recruitment andselection policies, and they should be fully consulted whennew procedures are introduced or existing proceduresreviewed. The Sex Discrimination Act 1975, the Race

Relations Act 1976, the Employment Equality Regulations(covering sexual orientation, religion or belief, and age)and the Disability Discrimination Act 1995 set out the legalrequirements for employers.

Organisations should be aware that the provisions of theDisability Discrimination Act 1995 not only make itunlawful to discriminate against disabled individualswithout justifiable reason but also require employers tomake reasonable adjustments to the workplace or working

arrangements.

Human resource planning

Recruiters need to keep abreast of changes in the labourmarket to ensure that their recruitment efforts are notwasted or directed at too small a pool of labour. Skillshortages may occur unexpectedly and recruitment andtraining processes need to be kept flexible. It is a good idea

for any organisation to plan its labour force requirements,matching available supply against forecast demand. A skillsaudit of existing staff will increase knowledge of the skillsthe

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organisation has available and those which are lacking,and thus help pinpoint areas for future development.

A human resource plan need not be highlycomplicated. A straightforward plan will helporganisations to:

assess future recruitment needs

formulate training programmes

develop promotion and career development policies

anticipate and, where possible, avoid redundancies

develop a flexible workforce to meet changingrequirements

control staff costs whilst ensuring salaries remaincompetitive

assess future requirements for capital equipment,technology and premises.

Management is responsible for producing the humanresource plan, senior management for supporting it.Implementation is likely to be most effective if it carriesthe support of the workforce, normally achieved throughconsultation with trade union or other employee

representatives.

Producing a human resource plan involves:

forecasting staffing requirements against businessobjectives

assessing the available supply of people to meet those

requirements

matching available supply against forecast demand .

Information on current employees, labour turnover and thelabour market will help in the formulation of the plan. TheLearning and Skills Council be able to provide generalinformation on the local labour market in England and onthe skills balance available, as will the local Jobcentres.Local Education Authorities can assist with information onthe numbers of school and college leavers.

Labour markets and the labour force

In times of changing labour markets, organisations need toadapt their recruitment and retention policies to allow

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them to compete more effectively for staff, particularlythose with skills that are in short supply. The offer oftraining and development opportunities is often a strong

attraction to potential recruits, and here again the Learningand Skills Council can offer advice and assistance.Jobcentres, which administer Government trainingschemes are another source of advice and potentialrecruits.

If recruitment is difficult in certain jobs or skills,consideration may need to be given to re- designing thejob to make it a more attractive prospect - perhaps byoffering a greater variety of tasks, or increased self-management. Employers also need to encourage a good'work-life balance' within the organisation by givingconsideration to more flexible ways of working. From April2003 employees with young and disabled children have theright to request flexible working arrangements - includingjob-sharing, part-time working, flexi-time, working from

home/teleworking and school time contracts - andemployers must have a good business reason for rejectingany application. Another possibility is to introduce somemore flexible working arrangements, perhaps job-sharing,part-time working, flexi-time, working fromhome/teleworking, and school term-time contracts. Thesevariations on the 'standard' forms of working will open thevacancy to people who might otherwise be unable toconsider it. Equally, the offer of assistance with domesticcare arrangements and costs can prove highly attractive topeople with these responsibilities. Many companies are nowoffering 'family-friendly' policies. These are often developedin conjunction with local Business Links and Chambers ofCommerce, which can provide examples of good practice.

The balance of the labour force is changing, with someincrease in the numbers of women, young people, andmost particularly older workers available for work.Employers are beginning to give serious consideration tothe employment of older workers, and a voluntary Code ofPractice to counteract ageism in employment has beenintroduced by the Government . Jobcentres will not acceptvacancies with age limits.

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The value of labour market information is that it givesemployers some forecasts from which they can decidehow best to plan for future recruitment. Should the

organisation make a positive move to attract olderworkers? What might best be done to counter anyshortage of potential recruits with particular skills? Shouldtraining new and existing workers move higher up thepriority list in the firm?

Should the organisation make the introduction of family-friendly policies a priority so as to attract the widest rangeof suitable staff? Looking at all the options means thatrecruitment will be better targeted and therefore more

efficient and effective.

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The recruitment process

A vacancy presents an opportunity to considerrestructuring, or to reassess the requirements of the job.This assessment is valid whether it is to fill an existing jobor a new one. Ask questions such as:

has the function changed?

have work patterns, new technology or new productsaltered the job?

are there any changes anticipated which will requiredifferent, more flexible skills from the jobholder?

Answers to these questions should help to clarify theactual requirements of the job and how it fits into the restof the organisation or department. Exit interviews, orconsultation with the current job-holder and colleaguesmay well produce good ideas about useful changes.

Writing a good job description or job specification helps in

the process of analysing the needs of the job.

Job description/job specification

This should detail the purpose, tasks andresponsibilities of the job. A good job description shouldinclude:

main purpose of the job - try to describe this in onesentence

main tasks of the job - use active verbs, like 'writing','repairing', 'machining',

'calculating', instead of vaguer terms like 'dealingwith', 'in charge of'

scope of the job - expanding on the main tasks andthe importance of the job. Job importance can beindicated by giving information such as the numberof people to be supervised, the degree of precisionrequired and the value of any materials andequipment used.

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A good job description is useful for all jobs. It can help withinduction and training. It provides the basis for drawing up

a person specification - a profile of the skills and aptitudesconsidered essential and desirable in the job-holder. Itenables prospective applicants to assess themselves for thejob and provides a benchmark for judging achievements.

Person specification

Drawing up the person specification allows the organisationto profile the ideal person to fill the job. It is very importantthat the skills, aptitudes and knowledge included in thespecification are related precisely to the needs of the job; ifthey are inflated beyond those necessary for

effective job performance, the risk is that someone will beemployed on the basis of false hopes and aspirations, andboth the employer and employee will end up disappointedin each other.

Another good reason not to set unnecessary requirements isto avoid any possibility of discrimination against particulargroups of potential applicants. The very process of writing ajob and person specification should help the employer todevelop and implement a policy of equal opportunity in therecruitment and selection of employees.

Factors to consider when drawing up the specificationinclude:

skills, knowledge, aptitudes directly related to the job

the type of experience necessary

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the competencies necessary

education and training but only so far as is necessaryfor satisfactory job performance, unless the person isbeing recruited on the basis of future potential (eggraduate trainees), when a higher level of educationmay be specified

any criteria relating to personal qualities orcircumstances which must be essential and directlyrelated to the job, and must be applied equally to all

groups irrespective of age, sex, race, age, nationality,creed, disability, membership or non-membership of atrade union. To do otherwise is potentiallydiscriminatory .

For instance, a clause requiring the successful candidate tomove their place of work should be included only whenabsolutely necessary, as it is likely to discourage applicantswith family care commitments.

The person specification helps the selection and subsequentinterview to operate in a systematic way, as bias-free aspossible. The use of competency-based approaches can helpby focusing on the 'match' between candidate and role, butthey are best used where they are an integral part of thecontinuing assessment and development of staff .

Pay

After setting the job and the person specifications,

consideration should be given to pay rates. Factors such asscales, grades and negotiated agreements, as well asmarket rates and skills shortages, may affect the wage orsalary, and organisations should be aware of therequirements of equal pay and discrimination legislation .Unless there is a formal system for increments or length ofservice, paying the new employee a different rate fromthat paid to the preceding postholder may contravene therelevant legislation. Employers must also comply with theprovisions of the National Minimum Wage Act 1998. The

Agricultural Wages Board sets the minimum rates forworkers in agriculture.

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Attracting applicants

The search for suitable candidates now begins. Theprocess of marketing needs to be undertaken carefully soas to ensure the best response at the least cost. Theobject is to get a good selection of good qualitycandidates. Possible methods to consider are:

internal recruitment - this method can have the

advantage of building on existing staff's skills andtraining, and provides opportunities for developmentand promotion. It is a good way to retain valuableemployees whose skills can be further enhanced.Other advantages include the opportunity for staff toextend their competencies and skills to the benefit ofboth the organisation and the individual, and theenhancement of individual motivation. Use of aconsistent, clear, procedure, agreed jointly betweenemployer and employees, has many advantages andavoids suspicion of favouritism

JobCentres of the Department for Work and Pensions -will display employers' vacancies and refer potential

recruits. They also administer some of theGovernment training programmes. The DisabilityService Team staff at JobCentres can help address thespecific requirements of attracting disabled people

Learning and Skills Council - may well havetrained workers available through theirrecruitment service, and can tailor training to anemployer's requirements

commercial recruitment agencies - oftenspecialise in particular types of work, egsecretarial, office work, industrial, computing,and may already have potential applicantsregistered with them

executive search organisations - usually working inthe higher management/specialist fields, will seek outsuitable candidates working in other companies by

direct approach, or via specialist advertising

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national newspapers - advertising in the nationalpress is expensive, but likely to produce a goodresponse for particular, specialist vacancies.

Remember too there are national ethnic groupnewspapers which will reach a wide audience

specialist and professional journals - less expensive

than the national press, these journals canguarantee to reach the precise group of potentialapplicants for specialist and professional vacancies

internet - is beginning to emerge as a recruitment

medium. It is mainly used for graduate-level andtechnical jobs because it tends to target a self-selected group who are computer literate and haveaccess to the web at their place of study or work. Itsuse is likely to grow

local newspapers, radio - for less specialised jobs,or to target groups in a particular local area,advertisements in the local media may produce agood response

local schools, colleges and the Careers Service -maintaining contact with schools, colleges andcareers advisers will ensure that theorganisation's needs for school/college leaverswith particular skills and abilities are known. Itcan be particularly useful to offer students theopportunity to spend some time at the company,on work experience, or 'shadowing'

word of mouth - introduction via existing employees

or through an employers' network.Whilst this may be economical, it is likely to lead to amuch smaller pool of suitable

applicants and does not normally satisfy equalopportunities requirements because any imbalance inthe workforce may be perpetuated. The Commissionfor Racial Equality and the Equal OpportunitiesCommission both warn against such practices wherethe workforce is predominantly one sex or racial

group.

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Once the recruitment channel or channels are decided, thenext step is to consider:

the design and content of any advertisement used

how applicants are to respond - by applicationform, fax, telephone, in person at the organisationor agency, by letter, by email on the internet, bytape or braille

who is to be responsible for sifting the applications?What is the selection process going to be?

if interviews are to be held, when will they beand will everyone who needs to be involved beavailable?

are selection tests to be used? Is there the

expertise to administer them and ensure they arenon-discriminatory and appropriate?

are references/medicals to be requested?

are arrangements in hand to give promptacknowledgement of applications received?

The advertisement

Any advertisement needs to be designed and presentedeffectively to ensure the right candidates are attracted.

Look through national, local or professional papers and seewhat advertisements catch the eye. The newspaper officewill often advise on suitable formats. Advertisements mustbe tailored to the level of the target audience, and shouldalways be clear and easily understood. They must be non-discriminatory, and should avoid any gender or culturallyspecific language. To support this, the organisation shouldinclude in the advert its statement of commitment to equalopportunities, which will underline the organisation as onethat will welcome applications from all sections of the

community.

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Consider the following factors in the advertisement:

if the organisation is well known, does it have a logothat could feature prominently in the advertisement?Make the advertisement consistent with thecompany image

should the job title be the most prominent feature?

keep the text short and simple while giving themain aspects of the job, pay, career prospects,

location, contract length

can specific details - such as pay, qualifications andexperience required - be given in a way which willreduce the number of unsuitable applications?

is it possible to avoid generalisations such as'attractive salary', or 'appropriate qualifications'which may discourage valid applications?

can you provide job details on tape or in brailleand accept applications in a similar format?

is the form of reply and the closing date forapplications clear? Is there a contact name andphone number for further information and enquiries?

All advertisements should carry the same information,whether for internal or external use.

Application forms

Application forms can help the recruitment process byproviding necessary and relevant information about theapplicant and their skills .The design of the form needs tobe realistic and straightforward, appropriate to the level ofthe job. Using application forms has the

following advantages:

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comparing like with like is easier. CVs can be time-consuming and may not provide the information

required

they provide the basis for an initial sift, and then forthe interview

the standard of completion can be a guide to the

candidate's suitability, if writing and presentationskills are essential to the job; however, be aware ofthe possibility of disability discrimination

they provide a record of qualifications, abilitiesand experience as stated by the applicant.

Care also needs to be taken over some less positive aspectsof application forms:

there is a temptation to use application forms to try toextract too much information, eg motives, values andpersonality characteristics. The form should

concentrate on the experience, knowledge andcompetencies needed for the job

some people may dislike filling in forms and so beput off applying for the job. Some very experiencedpeople may find the form inadequate, whilst thosewith little in the way of qualifications or experiencemay be intimidated by large empty spaces on theform

application forms add another stage, and therefore

more time, to the recruitment process. Somecandidates may be lost if they can obtain workelsewhere more quickly

application forms may inadvertently bediscriminatory. For instance, to require a form to befilled out 'in your own handwriting', where written

English is not relevant to the

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Selecting the best candidate

Whatever form the applications take, there may be a needto sift them before moving on to the interview stage. Sucha sift serves to match the applicants as closely as possibleto the job and person specification and to produce ashortlist of people to interview. To avoid any possibility ofbias, such sifting should be undertaken by two or morepeople, and it should involve the direct linemanager/supervisor as well as personnel. The sifting stagecan also help the organisation by providing feedback on theadvertising process and the suitability of the applicationform. It can also identify people who might be useful

elsewhere in the organisation. If references or medicals areto be taken up before the invitation to interview stage, itshould be made clear on the application form/informationpack sent to the applicant. See Re fe r e n c es a nd c heck ing forfurther information.

Some jobs require medicals to be given at thecommencement of employment, and employers may seekpreliminary information on a separate medical questionnaireat the time of recruitment. This applies mainly in driving

work and industries where there is an exposure to certainchemicals.

If your organisation believes that pre-employment healthscreening is necessary, you must make sure it is carried outin a non-discriminatory way: for instance, do not single outdisabled people for medical assessment. If a report fromany individual's doctor is sought, then permission must begiven by the individual, and they have the right to see thereport (Access to Medical Reports Act 1988).

The candidates who best match the specifications may thenbe invited for interview. The invitation letter should tellcandidates that they should advise the organisation inadvance if any particular arrangements need to be made toaccommodate them on arrival or during the interview; forinstance, ramp access or lighting levels. The invitation lettershould also clearly state whether the organisation will paythe candidate's reasonable travel expenses for theinterview.

Who makes the decision?

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In some companies there will be a personnel or humanresource specialist who will undertake most of the sifting

and shortlisting. It is very important that the linemanager/supervisor for the job also be involved, both atthe job and person specification stage and at the interviewstage. The final selection will thus normally be a jointdecision, except in those very small companies where onlya line manager/supervisor is available to do the recruitmentof staff.

Gaining the commitment of the immediatemanager/supervisor by involving them in the selectionprocess can be vital to ensuring that the new employee issettled successfully into the organisation. It may be usefulboth for the candidates to see the environment in whichthey would be working, and, if they are to be part of ateam, for the current team members to meet thecandidate.

Selection techniques

There is a variety of methods available to help in theselection process - including interviews, tests (practical or

psychometric), assessment centres, role plays and teamexercises, to name a few. Usually a range of methods willbe used by the organisation depending on the type of jobto be filled, the skills of the recruiter and the budget forrecruitment.

Interviews

Most jobs are filled through interviews. The interview hastwo main purposes - to find out if the candidate is suitable

for the job, and to give the candidate information about thejob and the organisation. Every candidate should beoffered the same opportunities to give the bestpresentation of themselves, to demonstrate their suitabilityand to ask questions of the interviewer.

A structured interview designed to discover all relevantinformation and assess the competencies of the applicant isan efficient method of focusing on the match between joband candidate. It also means that there is a consistent form

to the interviews, particularly important if there are anumber of candidates to be seen.

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Unstructured interviews are very poor for recruiting theright person. The structured interview is most likely to beeffective in obtaining specific information against a set of

clearly defined criteria. However, not every manager isskilled at interviewing, and may not be able to judgeefficiently the applicant's skills and competencies. Ideally allinterviewers should receive

training, including the equal opportunities aspects of

recruitment and the relevant legislation.

Interviews need not be formal. The length and style of theinterview will relate to the job and the organisation. Some

vacancies may call for a formal interview panel, some for aless formal, one-to-one interview. The interviewer(s)should consider the job and the candidates when decidingon the nature of the interview.

All interviews, whether formal or informal, need carefulpreparation if they are to be successful. Each candidateshould leave with a sense of being treated well and fairlyand having had the opportunity to give of their best.

Preparing the interview

The interviewer should prepare by:

reading the application form, job and person

specifications to identify areas which need furtherexploration or clarification

planning the questions. In some interviews it isappropriate to ask only one or two questions toencourage the candidate to talk at length on certainsubjects. In others it may be better to ask a series ofshort questions on several different areas. If there ismore than one interviewer, different people cancover different topics, eg job knowledge, training,qualifications. Do not ask for personal information orviews irrelevant to the job. Do not ask potentiallydiscriminatory questions such as 'Are you planning tohave children in the next few years?'

being ready for the candidates' questions, and

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trying to anticipate what additional informationthey may seek.

Conducting the interview

Conduct the interview in an environment that will allowcandidates to give of their best. Arrange for there to be nointerruptions, divert telephone calls, welcome thecandidate(s), and show them cloakroom facilities, etc.

If possible, let the candidate have a brief tour of the placeof work. This is particularly useful in the case of people newto the job market (school-leavers, returning men andwomen), who may have little or no experience of what toexpect in a workplace. It may also prove valuable in offeringan additional opportunity to assess the candidate'sinteraction with possible colleagues.

Consider whether any adjustments need to be made toaccommodate an interviewee who has indicated adisability on the application form - it is easy to overlooksimple adjustments that may be reasonable to make:

candidates with hearing impairment may not only

need to be able to clearly see the interviewer as theyare talking, but may need communication support ifthey are not to be placed at a disadvantage

is there an alternative to steps for access to thebuilding? Can the interview take place elsewhere,where access might be easier for someone with aphysical disability?

It is common that both interviewer and candidate arenervous. Thorough preparation will help both of you. Becareful not to fill silences by talking too much - the aim ofthe interview is to draw information from the candidate todecide if they would suit the job. The candidate should domost of the talking.

Nevertheless, the interviewer will want to encouragecandidates to relax and give of their best in what is, afterall, a somewhat unnatural setting. It is important to keep

the conversation

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flowing, and the introductions and initial 'scene-setting' can help all parties settle to the interview.

The following pointers may be helpful in conducting theinterview:

introduce yourself (and other interviewers if present);this also gives the candidate time to settle down

give some background information about theorganisation and the job - this helps everyone to

focus on the objective

structure the questions to cover all the relevantareas, and don't ask too many 'closed' questions.Open-ended questions (ie ones that can't beanswered just by a yes or no answer) will encouragethe candidate to speak freely - they often begin'what', 'why','when' or 'how'

avoid leading questions

listen, and make brief notes as necessary on salientpoints

have a time frame and keep to it, allowingsufficient time for candidates to ask any questionsthey might have

make sure the candidate is familiar with the termsand conditions of the job, and they are acceptable. Ifnot, and the candidate is the best one for the job,then some negotiation may be necessary - be carefulto avoid inadvertent discrimination

tell the candidate what will happen next and

when to expect to hear from the organisation.

Practical tests

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If the job involves practical skills, it may be appropriate totest for ability before or at the time of interview. This isgenerally acceptable for manual and word processing

skills, but less useful for clerical and administrative posts.Telephone skills are increasingly in demand, andcandidates for telesales/call centre work will almostinvariably be asked to undertake a practical test. Any testsmust, however, be free of bias and related to the necessaryrequirements of thejob .Consideration in giving any tests must include theobjectives of such a test, the efficiency of the methodselected, the numbers of candidates (and vacancies), thecosts and benefits of such a method.

Psychometric and psychological tests, includingbiodata

There are numerous tests commercially available which canassist in measuring aspects of personality and intelligencesuch as reasoning, problem solving, decision making,interpersonal skills and confidence. Although many largeorganisations have used them for a number of years, theyare not widely used, and some tests are consideredcontroversial - for instance, those that assess personality.Any organisation considering the use of psychometric orpsychological tests should refer to the guides available, andmake sure they have the need, skills and resourcesnecessary .

Tests should never be used in isolation, or as the soleselection technique. Where a decision is made solely on theautomatic processing of personal data, an applicant mayrequire, under the Data Protection Act 1998, that theorganisation reconsider any rejection or make a new

decision on another basis.

Biodata (short for biographical data), is a questionnaireformat with multiple choice answers. The questions are of abiographical nature and answers are scored according tothe scoring key developed by the employer. In generalbiodata is successfully used only by really large employers,who have a large throughput of applicants (19). Use ofbiodata, like other tests, needs careful control to avoid anypossibility of discrimination or invasion of privacy.

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Think carefully before using any test - is it actuallynecessary for the requirements of the job? Is the testrelevant to the person/job specification? What is the

company policy about using tests, storing results and givingfeedback to the candidate? Marking criteria must beobjective, and the record sheets should be retained inaccordance with the Data Protection legislation.

Assessment centres, role plays and team exercises

Assessment centres are often used by large organisationsmaking senior management or 'fast- stream' graduateappointments. Exercises, sole and group, may take place

over a few days, normally in a residential setting. Theindividual may also be required to make presentations andto take part in role-plays or team events.

Making the decision

Decide whom to employ as soon as possible after theinterview/test/assessment. Use of a structured scoringsystem helps here, particularly one that is based on theapplicants' competencies, and helps avoid the pitfalls of

stereotyping, making snap judgements, and'mirror-image' effects (that is, a subconscious subjectivity -looking for similarities to oneself in the candidate).Structured scoring allows the organisation to weight someelements orcompetencies if desired, and to compare a candidate'sscore with the job specification 'ideal' score - althoughcare must be taken when considering the results that ahigh overall score doesn't mask a low score in a crucialarea.

Write up notes immediately after the interview - recordingrelevant answers and detail. This is not only for thedecision-making process but also to provide feedback to thecandidate if requested. Bear in mind the provisions of theData Protection Act 1998, which will enable the candidate toask to see interview notes where they form part of a 'set' ofinformation about the candidate - for instance, theapplication form, references received and so on, or the fullpersonnel file if the candidate is already working for theorganisation. Be aware also that your reasons for appointing

or not appointing a particular candidate may be challengedunder discrimination legislation.

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Inform all the applicants of the outcome as soonas possible, whether successful or unsuccessful.

Keep in touch if the decision is delayed.

Try to give positive feedback to unsuccessful candidates onany aspects they could reasonably improve for futuresuccess. It is sensible to maintain a favourable view of theorganisation among the applicants - there may be futurejob vacancies for which they would be suitable and forwhich you would wish them to apply. Failure to get one jobdoes not necessarily mean unsuitability for other jobs withthe organisation. You may want to keep CVs or applicationson file for future matching. Also bear in mind thatapplicants and their families may be your customers aswell as potential employees, so it makes business sense totreat them fairly and courteously.

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References and checking

State on the application form when any references will besought, and do not approach a current employer unlessthe candidate has given express permission. If referencesare sought, they will be most effective if you include a jobdescription with the request, with structured, relevantquestions that will enable you to gain accurate furtherinformation about the candidate's abilities. Do not ask forpersonal information or for conjecture about the applicant.Remember too that completing a reference takes time and

proper consideration, so only seek such references if youbelieve they are necessary and appropriate. A simple formconfirming dates of employment, capacity and particularskills may be satisfactory.

The holding of particular qualifications, training or licencesmay be important to the job, and it is reasonable to askcandidates for proof. If checks on such qualifications are tobe made, it isgood employment practice to make sure the applicant

knows, and that copies of any relevant documents will beheld on their personnel file.

The timing of reference and qualification checks is variable.It is often the case that references are taken up at shortlistor offer stage, and the candidate may be asked to bringdocumentary evidence of qualifications to the interview. Joboffers are sometimes made 'subject to satisfactoryreferences being received', but this is not advisable. Thereferee may simply fail to provide any kind of reference.There is no legal requirement to do so. Or a referee maywrongly indicate the applicant is unsuitable, in which case ifthe offer is withdrawn on those grounds, the organisationcould face legal action by the applicant. The organisationneeds a policy of what to do in circumstances such as thenon-supply of a reference - an initial 'probationary' period

might be an acceptable way of proceeding.

Detailed guidance on confidentiality when giving andreceiving references may be found in the Employment

Records section of the "Employment Practices DataProtection Code" available on the website of the

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Information Commissioner's Office website .The Code hasguidance on what to do when a worker asks to see his orher own reference. This includes guidelines on whatinformation it is reasonable to withhold if the referenceenables a third party (eg the author of the reference) tobe identified.

The offer

Once the successful candidate is identified, and anynecessary references and checks completed, send out anoffer letter. This is preferable to telephoning the candidate,as a letter enables the specifics of the job to be re-stated,

with the terms and conditions, any pre- conditions (egsubject to exam success), or post-conditions (eg subjectto a satisfactory probation period).

Remember that the employment contract is a legal one,and exists even before the candidate has commencedemployment. The offer letter should set out the followingpoints:

the job title and the offer of that job

any conditions (pre or post) that apply to the offer

the terms of the offer - salary, hours, benefits,pension arrangements, holiday entitlement,place of employment, etc

the date of starting, and any probationary period

what action the candidate needs to take, eg returninga signed acceptance of the offer, agreement toreferences, any date constraints on acceptance

if the letter is to form part of the contract ofemployment, it should say so. Alternatively it couldform the main terms and conditions of employment -a written statement required by law to be issued toemployees within two months of them starting work.

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Preparing for the new employee

Once the candidate has accepted the job, the organisation

must then prepare for the new employee's arrival andinduction. Failure to attend to this can create a poorimpression and undo much of the positive view thecandidate has gained throughout the recruitment andselection process. A good induction programme reinforcespositive first impressions and makes new employees feelwelcome and ready to contribute fully.

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Induction

The second part of this booklet is about induction - theprocess of familiarisation with the organisation andsettling into the job. It is easy to forget that the selectionprocess is only the beginning of the employmentrelationship, and the future of that relationship depends toa considerable extent on how the new employee is settledinto the job. Most labour turnover is among newemployees, and work efficiency is reached only after aperiod of learning and adjusting to the new environment.

By planning an induction programme, in consultation with

trade union or other employee representatives if available,the organisation can quickly build on the positive attitudeof the successful candidate. However keen new recruitsmay be, they may have anxieties about how well they will:

get on with their co-workers

understand the standards and rules (written andunwritten) of the organisation

make a good impression on their new manager or

supervisor

be able to do the job.

A good induction programme makes business sense,whatever the size of the organisation, and whatever thejob. It introduces the newcomer not only to theirimmediate colleagues, but to other workers with whomthey may have less day-to-day contact, including tradeunion representatives (if they are recognised in theorganisation) or employee representatives on any staffcommittee or council.

The induction timetable

Induction often begins before the person has actuallystarted, in that the organisation will

supply material as part of an initial 'information pack', orwith the invitation to interview, or with the letter of joboffer. This may be particularly important in jobs of atechnical nature, where itis helpful for the new starter to be as well informed as

possible about that side of the work.Clearly, learning the particular projects and initiatives will

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have to be done in the workplace but much 'mentalpreparedness' can be undertaken in advance. The CompanyHandbook, and the Written Statement of Employment

Particulars, can also provide essential information aboutthe organisation and the job.

A good reception, with the line or personnel managerspending time with the new employee, is important on thefirst day. There may be further documentation to complete,perhaps a preliminary discussion about training eitherimmediately or in the future, an explanation of thedevelopment opportunities that are available, and of courseenough information to give the new starter a good grasp ofthe working practices of the organisation. Any particularhealth and safety requirements should be made known,together with details of whom to go to for help and adviceduring the course of their employment. Many companiesuse a 'buddy' system, where an experienced worker isnominated to assist the new recruit in all the day-to-dayquestions that may arise.

It is useful to have a written checklist of the items thatneed to be covered in the induction programme; and anexample of such a list is Not only gives some structure tothe induction but it also ensures that both the new starterand the manager know what has or has not been covered atany given time. Such a checklist is normally drawn up bythe personnel section in consultation with other involvedstaff, such as safety officers, line manager/supervisors,employee representatives (if appropriate), and trainingofficers.

The induction programme may be spread over severaldays or weeks, and may incorporate specific job

training, but the following points should be borne inmind:

all employees need to be able to work in a safe andhealthy manner. Recruitment and placementprocedures should ensure that employees (includingmanagers) have the necessary physical and mentalabilities to do their jobs, or can acquire them throughtraining and experience. Employers should havesystems in place to identify health and safety training

needs arising from recruitment

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people can take in only so much information atany given time, and should not be overloaded. It

is important that health and safety is introduced ina structured way

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if there are special health and safety requirements,

make sure the new starter fully understands theirimportance - otherwise there is the risk of being

exposed to unnecessary danger or endangering theirco-workers. All employees must know what to do inthe event of a fire or other emergency

setting out the plan of induction at the beginningavoids the problems that can arise in trying toarrange time in the future, when the employee isestablished in the job

don't forget induction needs for shift workers ornight workers. They may need some time on days,or modified shifts, to cover the induction period

even if the induction period covers job training, try tolet new starters do some practical work, as this willassist their learning and enable them to relate whatthey are being taught to what they will be doing.

The outcome of all this is that the new starter should havea good feel for the organisation, and should continue to feelthat they made the right decision in joining the firm.

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The induction process

Induction need not be a very formal process but it needs to

be properly managed. In many organisations it will becarried out informally by the new starter's manager orsupervisor on a day-to-day basis. Nevertheless, having astructured checklist to follow is useful for both parties. Mostinduction will consist of meeting and talking with newcolleagues, watching activities and asking questions. It maybe appropriate to provide certain information in writtenform; and if

the organisation has a company handbook, this canoften act as an aide memoire covering important

aspects of the company organisation and how itfunctions.

If a group of new employees is recruited at the same time,it may make sense to hold group induction sessions on thecommon topics to be covered - discussion, videos, slidepresentations can all add to the effectiveness of theprogramme.

Even people transferring from one part of the organisation

to another need induction into their new area. Don'tassume that they will know the relevant people or theskills they will need inthe new job. However, they may need a more individuallytailored induction programme to meet

their particular needs.

Employees who may need special attention

The new starter who has considerable recent work

experience and is a confident, out-going individual mayhave a different induction need from the person with littleor no experience, and who may be shy or reserved in thisnew work setting.

School and college leavers

For school or college leavers, who may be nervous butexcited at their first job, it is particularly important for theemployer to encourage a positive attitude to work, and toallay any fears the new recruit may have. They need to besure of their position in the company, and of the

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opportunities they will have to train and develop their skills.

Health and safety is a particularly important area to stress.

Young people often have no feel for workplace hazards, andmay be vulnerable to accidents. A group of young peopletogether may get high spirited and, without properguidance on safety, be unaware of the potential dangers.Young workers are seen as being particularly at risk, andemployers are required to:

assess risks to young people under 18, before theystart work

take into account their inexperience, lack of

awareness of existing or potential risks, andimmaturity

address specific factors in the riskassessment .Employers are required to make asuitable and sufficient assessment of the risks to thehealth and safety of employees and identify groupsof workers who might be particularly at risk.

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new employees who are part of an ethnic or religiousminority so that misunderstandings do not occur.

Acas' Equality Service can assist employers with freeadvice on the development and implementation ofpolicies and practices for greater equality among theworkforce .

Who is responsible for the induction process?

There may well be several people involved in the planningand delivery of the induction programme. In a smallcompany it may be the personnel officer, the manager orsupervisor, and perhaps a 'buddy'. A larger organisationmay call on the abilities and skills of many people. Thesecould include:

the personnel or human resource manager. Their likelyinvolvement would be to go

over the terms and conditions, complete any necessarypaperwork, and perhaps give anoverview of the company organisation

a competent health and safety adviser, particularly if

there is a need for specific safety procedures orprotective clothing, etc. This person assists anemployer in applying the provisions of health andsafety law

the training officer

the line or department manager. This person willnormally provide the more local welcome to the

organisation, explaining where that particulardepartment or section fits with the whole, andproviding the first round of introductions to thedepartment

the supervisor, who will have the greatestresponsibility and interest in getting the new startersettled in and effective as soon as possible. This isgenerally where the use of a checklist can best be

made, with the supervisor able to check easily whathas been

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covered, what needs to be done, and anyparticular points that may need furtherexplanation

the trade union or employee representative, andsafety representative, to explain their role.

It is often useful to have a co-worker to act as a guide andadviser to the new recruit, even if the organisation does nothave a formal 'buddy' system. This person can help in thoseeveryday questions such as canteen facilities, introducingother co-workers, explaining the layout of the building, etc

in an informal way as they occur. This process can also be agood way of providing a development opportunity to theperson who acts as guide and mentor.

Try to follow up the new employee after a suitable period,perhaps six months, to check that the induction went well.This could be part of a general review for the individual.

Monitoring effectiveness

As with any work activity it is recommended that therecruitment and induction process be reviewed for itseffectiveness. If any stage of the recruitment process failedto produce the expected result, eg if the advertising method

has produced too many candidates, you may want toexamine what happened and why in order to make it moreefficient in the future. Future recruitment exercises mayrequire modifications to the methods used - a successfulrecruitment for one job does not automatically mean thesame method will be as successful again. This is particularlytrue if the labour market changes, with, for instance, fewerschool leavers but more mature workers being available.

Recruitment and induction may be a continuous processin your organisation, necessitating more or less constantmonitoring.

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Monitoring regularly will also ensure equal opportunitypolicies are being actively pursued, and that internal

candidates are receiving the same consideration asexternal candidates.

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Conclusion

CONCLUSION

Recruiting people with the right skills and qualities isessential for any organisation if it is to maintain andimprove its efficiency. Not only the personnel managerbut also the line manager/supervisor has a part to playin the selection process. It is crucial that both thesepeople have training to enable them to carry out theirroles effectively.

Careful analysis of the job to be done, and of the

competencies required to do it, is necessary if the rightpeople are to be fitted into the right job.

Having selected the best candidate for the job, the nextstage is to ensure that the new recruit is successfullyintegrated into the organisation through a well plannedinduction programme.

Induction need not be an elaborate exercise, but it must bethought out in advance, carried out in a timely and carefulmanner, and evaluated to ensure that it meets the needs of

the employee.

The benefits of a good induction programme are a moresettled employee, a more effective response to training,lower labour turnover, and improved industrial relations.

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Documents

Inducting and Placing the New Recruits