Tag Archives: Process
It is vital that when recruiting new members of staff you follow an agreed process that meets all current legal requirements.
This example Recruitment & Selection Policy needs to be viewed alongside any current employment law and your own internal policies and procedures.
Most employers fully appreciate that the success of an organisation can hinge on its staff.
But, finding and keeping the right number of employees with the necessary abilities and attitudes requires skills which can sometimes be undervalued, overlooked or simply rushed.
This guide, produced by ACAS, is aimed at employers looking to handle recruitment themselves - whether they are the owner of a small firm, the head of a department in a larger organisation, part of a human resources team, or a line manager/supervisor.
It will also help no matter if the involvement is in some or all of the recruitment process.
Having a code of conduct in your workplace provides employees with clear standards and expectations of how to do their job.
A code of conduct states the rules, values, ethical principles and vision for your business.
It's important for employees to understand and agree to your code of conduct, as their compliance with the code helps to build your business's reputation.
Your code of conduct should be followed whenever employees are working for or representing your business. This includes when they are:
- performing work in the workplace
- taking business trips
- attending work-related social events
- representing you or your business.
This guide explains how to develop, implement and review a code of conduct for your business.
Assessment Centres are designed to help organisations select the best candidates for roles by testing their suitability using a variety of exercises and activities.
The following gives you an overview of what to expect when asked to attend an assessment centre and some advice on how to prepare.
Assessment centres can be used to recruit for any position but are most commonly used for graduate, management and skill-based roles, e.g. driving, writing, machine operating, etc. Regardless of the actual position being filled, the aim is to assess the candidate’s ability to do a job and/or their potential to develop abilities.
The number of candidates attending and the duration of the assessment centre can vary. Some last a few hours and involve a small, select group of people, whereas others can last several days and assess large numbers of applicants.
Paul Bridle interviews Alexander Petsch, Managing Director of Spring Messe AG about the importance of people in business.
More and more organisations talk about the importance of their 'values' - yet few thing about these when recruiting new members of staff.
‘Values-Based Recruitment’ is essentially a means of assessing to what extent an individual’s approach, attitudes and motives align with the demands of the job, the values of the business and the culture of the working environment.
More enlightened organisations would argue that attending to these factors as part of their selection process has always been important to them. Although they might not have called it ‘Values-Based Recruitment,’ these organisations explore a 'values match' during their selection processes in some way or another, even if it’s not in a very deliberate or systematic way.
Take the first two diagrams below which convey two typical approaches to recruitment.
In Figure 1, experience is given the most attention (i.e. Does this applicant’s experience and qualifications indicate that they will be able to undertake this role successfully?). Some attention is paid to values, but it tends to be focused on ensuring that no obviously negative values are demonstrated (i.e. Was the applicant rude to the receptionist? Did they misinterpret one of our strategic objectives?) as opposed to actively trying to identify a set of particularly desirable values (i.e. Did they demonstrate commitment to our corporate message?
Do they keep up-to-date on the issues that our organisation cares about?)
Induction is a vital part of taking on a new employee.
Many employers understand the value of settling a new employee into their role in a well-organised induction programme.
A lot of hard work goes into filling the vacancy or a new role, so it is worth working just as hard to make the new recruit feel welcome, ready to contribute fully and want to stay.
ACAS has produced a guide which goes through the stages of settling in a new employee once they have accepted the job offer.