The Staff Recruitment Process

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MANAGING BETTER > w V

A Series on Organisational and Management

Issues for the Community and Voluntary Sector

The Staff

Recruitment Process

By J a n e Clarke

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Combat Poverty Agency, Bridgewater Centre, Conyngham Road, islandbridge, Dublin 8. Teh 016706746 Fax-. 01670 6760

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As part of its role as a national community development centre, the Combat Poverty Agency provides information, advice, training and resource materials for the community and voluntary sector.

T h e Managing Better series is the latest in a series of

publications aimed at providing good quality information and practical assistance to those working in the community and voluntary sector.

While ever effort has been made to ensure that the information contained in this book is accurate, no legal responsibility is accepted by the author or the Combat Poverty Agency for any errors or omissions.

Design and Production: Language

Recruitment of staff is a very important part of the work of com-munity and voluntary organisations. It is the responsibility of management to recruit and select the best candidate for the position. The staff are one of the key resources in a community group and having the right staff is vital to achieving your aims and objectives. Selecting the right person for the j o b is not easy to do. It is essential to put time, care, planning and preparation into the recruitment process. Fair and effective recruitment pro-cedures help:

• build an effective staff team • reduce staff turnover

• promote high standards and trust • achieve the aims of the organisation.

Recruitment is the process of seeking applicants for a j o b vacancy.

Selection is the process of choosing the successful applicant. This pamphlet will outline what is involved in the process of recruit-ment under the following headings.

/. PREPARING FOR RECRUITMENT

2. EQUAL OPPORTUNITIES

3. DEVELOPING A RECRUITMENT AND SELECTION POLICY

4. DELEGATING RESPONSIBILITY FOR THE PROCESS OF RECRUITMENT 5. PLANNING THE PROCESS OF RECRUITMENT

6. JOB DESCRIPTIONS 7. PERSON SPECIFICATIONS 8. APPLICATIONS FORMS

ft JOB ADVERTISEMENTS

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/. PREPARING FOR RECRUITMENT

Recruitment is the first step in the long-term commitment of management to the employee. It is vital to take time to discuss die following four questions fully before starting any of the prac-tical jobs involved in recruitment:

- why are we taking on an employee/s? - what are the costs involved?

what will the other implications be? - what kind of employer do we aim to be?

In considering these issues management should consult with otiiers in the organisation, e.g. staff, volunteers, participants, to ensure that they are aware of their views, ideas a n d recommendations.

Why are we taking on an employee/s? Whether this is

manage-ment's first time to take on staff, or you are adding to present staff, it is essential to be clear about why you are taking on an employee, and how the employee will help achieve the aims of die organisation. It is advisable to review the development of the organisation, to see where it is now, what are the plans for at least the next five years and to specify how staff will help imple-m e n t these plans.

What will the cost be? Management needs to make a realistic

assessment of the cost of taking on an employee, including salary and PRSI and also the costs of setting u p a n d running an office, administration, insurance, pension, training, external support, travel, and expenses. T h e recruitment a n d selection process is also costly (up to and over £1,000, including advertis-ing and administration) and should be budgeted for in advance.

What will the implications be? Management needs to think

ahead about the implications for the project of taking on an employee. T h e implications include the following:

• additional administration • legal responsibilities

• changes to die project's way of working • changes in relationships

• necessity to provide supervision a n d support to staff.

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Management must be well organised to be able to carry out its legal and financial duties as an employer and to offer a reason-able level of supervision a n d s u p p o r t to its employees. Management also needs to consider how it will relate to the employee and vice versa, e.g. systems of communication, s u p port and supervision. For example:

- will there be a staff liaison officer/sub-group?

- what will the role of the officer or sub-group be? ^ - who will be on it and what training do they need?

- who will provide supervision a n d support to each staff 1 member and how will it be provided?

Management also needs to consider how having a new member of staff may change relationships within the organisation, e.g. volunteers may feel resentment, or that there is n o longer a role for them. Management can help lessen the difficulties of the transition to having a new worker if possible problems have been discussed beforehand with everyone involved.

What kind of employer do we aim to be? Management also

needs to discuss what kind of employer it aims to be, e.g. just, fair, approachable, trusting, respectful, responsible, open to feedback, promoting equal opportunities. Your values and approach as an employer should be in keeping with the values of your organisation. Management then should clarify how to put your aspirations into effect. T h e answer to the question "What kind of employer d o we aim to be?" should inform your employment practice. Experienced employers should take this opportunity to evaluate what kind of employer it has been and to decide what is needed to improve in the future.

Staff in community groups face many problems including isola-tion, heavy responsibilities, lack of promotion prospects, anti-social hours. Management needs to be aware of these potential problems and plan how to overcome or lessen them.

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2. EQUAL OPPORTUNITIES

U n d e r the Employment Equality Act 1977, it is unlawful for an employer to discriminate against an employee or a prospective employee regarding access to employment on grounds of sex or marital status. Both direct and indirect discrimination are pro-hibited.

Direct Discrimination: This occurs if an employee treats a per-son less favourably for employment opportunities because of their sex or marital status.

Indirect Discrimination: This occurs where a practice or policy which is not essential for the j o b has a disproportionate impact because of gender or marital status. For example, excluding applicants because of child care responsibilities is a form of indi-rect discrimination.

Extension of the Employment Equality Act: At present the Employment Equality Act only covers discrimination on the basis of sex and o r / m a r i t a l status but this is likely to be extend-ed in the near future with new legislation to prevent discrimi-nation on the basis of parental status, sexual orientation, religion, age, disability, race, colour, nationality, national or ethnic origin, including membership of the Travelling community. In the meantime, it is good employment practice to ensure through policy, train-ing and procedures that the organisation's recruitment and selection is not discriminatory towards any of the groups listed above.

As an equal opportunities employer people should only be selected on the basis of their ability to do the work, and no one should be denied a j o b for reasons that have nothing to d o with their competence or capacity.

Job Requirements: In drawing up the requirements for the j o b

the employer should include only those which are essential. For example specifying an age limit for the j o b may be indirect dis-crimination. Listing unnecessary j o b requirements may prevent suitable candidates from applying. When management are

draw-ing u p the j o b description, person specification and j o b adver-tisement always check - "are we including any unnecessary requirements?"

Advertising: J o b advertisements cannot define or describe a

position on the basis of gender, and if the j o b was previously car-ried out by one sex, it must be made clear that the j o b is now open to both. T h e advertisement can clearly indicate that the organisation is an equal opportunities employer.

Application Forms: Only essential information which is relevant to the j o b should be requested in application forms.

Interviewing: In the interview the panel must not ask discrimi-natory questions or make discrimidiscrimi-natory comments on the basis of sex or marital status. Interviewers should have training in equal opportunities selection, which would include examining the requirements of the legislation and exploring prejudice and unconscious biases.

3. DEVELOPING A RECRUITMENT AND SELECTION POLICY

T h e next step is to develop a recruitment and selection policy. A recruitment and selection policy formally defines how the organisation recruits and selects. T h e purpose of the written policy is:

• to promote clarity about recruitment and selection throughout the organisation;

• to provide guidelines for the people who actually carry out the process; and

• to ensure a consistent and fair approach.

T h e recruitment and selection policy should be written in accor-dance with equal opportunities guidelines. It is good practice to list a wide range of possible discrimination in the policy. A sample recruitment and selection policy which organisations can adapt to fit their own situation, is set out below.

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Sample Recruitment and Selection Policy

1. Management is committed to ensuring that the procedures and practices used in the recruitment and selection of staff are fair, consistent and effective.

2. Management is committed to ensuring that the recruitment and selection policy and procedures of this organisation are in keeping with our equal opportunities policy.

3. Recruitment of staff will be made from the widest possible field. Positions will be advertised internally and externally, including the national newspapers.

4. The applications of present staff will be treated on an equal basis with external applications; or

Preference will be given to internal candidates over external can-didates if their suitability is equal.

5. Individuals must be selected for employment on the basis of merit. Job applicants must not be treated less favourably on the grounds

of sex (gender), marital status, disability, age, religion, sexual ori-entation, race, colour, ethnic or national origin, or put at a disad-vantage by unjustifiable conditions or requirements.

6. All advertisements for posts and all information sent out to appli-cants for posts should state clearly that the organisation is an equal opportunities employer.

7. Job sharing will be considered favourably by management. 8. A person specification must be drawn up for each post to be filled,

describing the experience, skills and other attributes required to carry out the job satisfactorily.

9. Both sexes must be included on interview panels.

10. Interview panels will be given guidelines on good interview prac-tice and on the prevention of discrimination.

11. For each vacancy advertised a file must be kept for twelve months from the date of appointment of the following:

- Job Description - Person Specification - Job Advertisement - All Application Forms

- Written Record of Candidate Assessments - Any Correspondence with Candidates.

12. Any candidate who feels that they have been discriminated against has a right of complaint, which can be exercised by writing to management. If their complaint is upheld they will, if possible, be offered an appropriate remedy, e.g. they may be shordisted for, or offered, the post in question or a suitable alternative post.

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4. DELEGATING RESPONSIBILITY FOR THE PROCESS OF RECRUITMENT When management has clarified what kind of employer it aims to be, prepared adequately for the implications of taking on an employee, and drawn up its recruitment and selection policy, they usually delegate responsibility for the recruitment and selection process to a sub-group. This group will be responsible for the process from beginning to end, i.e. from drawing up the j o b description to bringing back a recommendation for

selec-tion to management from the interviews. In smaller organisa-tions it is usually agreed that management approves the j o b description, person specification and advertisement when they are prepared. It is advisable to include a member of staff in the sub-group and it is often helpful to have someone from outside the organisation involved in the selection.

It is important that the members of the sub-group are clear about their role and feel confident about taking it on, or at least that they know they will get advice and support and training when they need it. It is advisable to have at least one person in the sub-group who has experience of recruitment. Everyone in the sub-group should:

- be familiar with the aims and policies of the organisation; - be familiar with equal opportunities legislation, policy and

implementation;

- be familiar with general employment legislation; and - be aware of the amount of work that will be involved. 5. PLANNING THE PROCESS OF RECRUITMENT

What has to be done?

The work of the sub-group includes the following: 1. Preparing a j o b description;

2. Preparing a person specification; 3. Preparing an application form;

4. Preparing and placing the advertisement; 5. Handling general enquiries;

6. Handling specific enquiries;

7. Having sufficient copies of application forms, j o b descrip-tions, person specificadescrip-tions, information about the project and covering letter available;

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8. Sending these out as necessary;

9. Maintaining the confidentiality of j o b applications, letters and CVs; and

10. Coordinating the hand-over to the group responsible for selection, if this is different to the recruitment sub-group.

Time Scale and Administration: The sub-group n e e d to work out

a time scale for the process, putting dates on each step and leav-ing adequate time. The process of fillleav-ing a vacancy usually takes m u c h longer than people expect, at least ten weeks. You need to check as you go along that you are keeping to the time scale as planned. As you can see there is a lot of administration involved in the recruitment process. This should be planned for and it may be necessary to n a m e one person who will be specifically responsible for these tasks. T h e g r o u p should discuss the work involved in all the stages so that plans can be made in advance.

WE JOB DESCRIPTION

6. A j o b description is a summary of the tasks and responsibilities which make u p the job. It is a description of the j o b and not the person doing it. It ensures that both management and the suc-cessful candidate are clear about what the j o b involves. It should include:

• Name of employer • Address of employer • J o b tide

• Overall purpose of j o b • Key areas of work

• Who s / h e will be responsible to • Who s / h e will be responsible for

• Key terms and conditions of employment

• Remember that the job description forms part of the employee's condi-tions of employment, and once accepted cannot be changed mthout agreement. Generally the job description is reviewed by both manage-ment and employee as part of the performance appraisal process.

Job Tide: T h e j o b title should accurately reflect the work, the

level of responsibility and the approach required. For example each group should consider which of the following is most appropriate for each j o b :

- Project Coordinator/Project Leader/Director/ Project Manager

- Project Worker/Community Worker/Project Officer/ Development Worker

- Administrator/Receptionist/ Secretary

Overall Purpose of Job: This is a short statement of the overall

purpose.

Key Areas of Work: These should be set out in order of importance. Who s / h e will be Responsible to: This is a statement of who will

supervise the worker, who s / h e will report to and which com-mittees will have an influence on h i s / h e r position. For example if s / h e is the most senior or only member of staff s / h e will be accountable to the management committee through a staff sub-committee or the chairperson.

Who s / h e will be Responsible for. This states if the worker is

responsible for supervising the work of other staff, volunteers or committees.

Key Terms and Conditions of Employment. This includes the

following important information:

- hours of work, whether weekend or evening work is required, time in lieu

- salary and salary scale - method and frequency of pay

holidays >a - nature of j o b (permanent or short-term contract), full-time

or part-time

- whedier the j o b is open to job-share pension scheme

- place of work

- n a m e of any recognised union - whether there is travel involved - any other issues, e.g. travel expenses

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As you can see, drawing up the j o b description requires the man-agement committee to be very clear about the role of the new worker and also allows the successful candidate to make an informed decision as to whether this is the right j o b for h i m / h e r . In the long run, this saves time and energy and pre-vents conflicts and misunderstandings.

Checklist for the Job Description:

1. Does the j o b description accurately reflect the tasks and responsibilities of the job?

2. Is it clear and concise? 3. Is it free of jargon?

4. Is it free of all sex stereotypes?

Job Assessment: When management is recruiting for an existing

post it is advisable to take this opportunity to reassess the job. As a result it may be necessary to change the j o b description slight-ly or to draw u p a new o n e entireslight-ly. It is important to consult with members of staff to find out clearly

(a) what is the j o b to be d o n e and (b) how should it be d o n e .

Other important questions include:

• how does the j o b contribute to the achievement of the overall aims of the organisation?

• given recent changes and developments in the organisa-tion, what are the tasks and responsibilities of the j o b now? • are there any other aspects of the j o b description that

should be changed, e.g. reporting relationship, salary? • if there are changes to the j o b description, does the

previ-ous j o b title still fit the job? 7. THE PERSON SPECIFICATION

T h e person specification lists the skills, experience, qualifica-tions and other attributes needed to fulfill the role outlined in the j o b description. It describes the kind of person who would

be suitable for the j o b . It tells you what you need to look for in

candidates. It ensures that the people who are responsible for shordisting candidates are clear and agreed about what the

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organisation is looking for and that there are consistent require-ments against which all applicants are assessed.

A person specification should systematically list requirements u n d e r a n u m b e r of headings. All requirements should be listed as essential or desirable. Essential means that any candidate lacking this attribute must be rejected. Desirable means an addi-tional asset which can be used in distinguishing between suit-able candidates.

T h e person specification is a list of criteria by which people will be j u d g e d so it is very important that the criteria are as specific, concrete and measurable as possible. This helps prevent selec-tion on the basis of bias or discriminaselec-tion.

A Person Specification usually includes: 1. Job Title

2. Education and Training

3. Relevant Experience

4. Knowledge 5. Skills/Abilities

ESSENTIAL DESIRABLE

For each of these areas it is important to clarify what qualifica-tions and training are essential in order to do the j o b and what would be desirable, ie. an additional asset? Only include criteria which genuinely affect j o b performance and do not set unjusti-fiably high standards. For example it is advisable not to set qual-ifications as an essential requirement which may in fact be unnecessary for the particular job.

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8. APPLICATION FORMS

An application form which is specifically prepared for a vacancy is a good way of ensuring that you get essential information from all the candidates. The purpose of an application form is to pro-vide more information about each candidate, which is obtained from each person in the same way. A letter and a C.V. may not provide all the information you need. T h e application form helps you screen out people fairly at the initial selection stage. Every candidate is on an equal footing, as they are all providing the information you want and no more. T h e information is organised in the same format for all applicants and is therefore easier to compare. It also gives pointers for interview questions. It also lets you know how people heard about the job.

T h e application form should give basic details and be tailor-made for the j o b . Use the j o b description and person specifica-tion as guidelines for quesspecifica-tions to ask on the form. It should include the candidate's:

• name • address

• telephone n u m b e r at h o m e and work • present employment including latest salary • previous employment

• education and qualifications

• other relevant experience, e.g. voluntary work

• names, addresses and telephone numbers of two referees, one of whom is the applicant's present or most recent employer • question as to whether the c u r r e n t employer may be

con-tacted and

• whether the applicant wishes to be informed before refer-ees are contacted

• period of notice required

• a statement in support of h i s / h e r application a n d / o r why the applicant wants the j o b

a page for employment history and general statement. Other questions appropriate to particular jobs include, e.g. what is your current typing speed, do you hold a current driving licence.

Make sure you allow sufficient space for answers and an equal amount of space for each question of equal importance. The deadline for the r e t u r n of applications should allow enough time for prospective candidates to see the advertise-m e n t and obtain, coadvertise-mplete and return an application foradvertise-m. A minimum of two weeks should be given and it is usually three or four weeks.

ft JOB ADVERTISEMENTS

Where to Advertise? You are aiming to reach people who will be suitable for the j o b so you need to consider what is the best way to reach them. A j o b can be advertised through any of the following: 1. Internally in your organisation

2. National newspapers or magazines

3. Employment agencies, FAS, NRB, private agencies 4. Schools, colleges, training centres

5. Local newspapers, magazines or newsletters

6 Magazines or newsletters for specific groups, e.g. women, Travellers, lesbians and gay men, people with a disability 7. National radio

8. Local radio

9. Local notice boards: shops, schools, clubs, community centre 10. Local j o b centres

11. O t h e r community groups

T h e ways you choose will d e p e n d on the kind of position to be filled, it's duration, the resources of the group and the current j o b market.

Internal Advertisements: All positions should be advertised

inter-nally in your organisation as well as exterinter-nally. This can provide opportunities for the development and promotion of existing employees, and ensures that trained and valuable employees are retained in your organisation. It is motivating and affirming for staff to know that these opportunities are open to them. There are different views about whether the applications of current staff will be treated on an equal basis with external applications

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or whether advancement of present staff should get preference if there is equal suitability. Each organisation needs to clarify their own policy on this issue before such a situation arises.

National Advertisements: It is recommended that most positions

are advertised nationally. This is costly but it does ensure that you reach the greatest number of possible candidates. In limited cir-cumstances there may be exceptions to this policy. For example in the case of temporary short-term contracts, management may decide to limit the advertising of the position to within the local community, FAS, and other community groups. National news-papers advertise jobs of a particular type on designated days so check this out before placing you advert. T h e cost and benefit of any advertising should be assessed before a decision is made on where to place the advert.

Drawing up the Advertisement: T h e advertisement should be

concise and clear and give the following information: • The n a m e and purpose of the organisation • T h e j o b title

• A brief description of the j o b

• T h e experience and qualifications which are essential and those which are desirable

• The salary and salary scale

• Whether the j o b is full or part-time, p e r m a n e n t or tempo-rary, open to j o b share

• How to get further information

• How to apply, e.g. by sending a C.V. and letter or an appli-cation form

• The closing date for applications

• A statement that you are an equal opportunities employer. When designing the advertisement keep in mind that you are aiming to catch the attention of suitable people and to hold their interest. Use an eye-catching format, perhaps including your logo. It is advisable to look at other samples. Draw u p a few different advertisements to see which is must suitable and attrac-tive. Show it to someone from outside your organisation for comments. It should be well-designed, checked and rechecked.

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10. INFORMATION TO APPLICANTS

Before placing the advertisement/s identify and prepare the information you will send to those who respond. This usually includes:

• j o b description • application form

• information about the organisation and its activities • annual reports, newsletters, history of the organisation • closing date for application

• date when shortlisted candidates will be interviewed • details of the main terms and conditions of employment

(if not already included in the j o b description)

Prospective applicants are likely to be influenced by the quality, attractiveness and range of information provided. Make sure to respond promptly to requests for information or application forms. It is also useful to keep a record of the n u m b e r of forms sent out and the n u m b e r returned. It is important to have clar-ified who will deal with general a n d / o r specific enquiries about the job.

Completion of Recruitment: When you have worked through all

the stages above you will have a number of applications for the position. The next stage is selection which is detailed in another booklet in this series.

Evaluation: It is advisable to evaluate the process of recruitment

each time you complete it and decide how it could be improved the next time. In this way you will ensure that you have a fair, effective recruitment procedure in place.

Summary

1. Recruitment is a very important investment in the long-term future of your organisation.

2. It takes considerable time and resources and should be care-fully planned.

3. It is important to provide training and support for the peo-ple who are responsible for recruitment.

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Useful Contacts

Department of Equality and Law Reform

Dun Aimhirgin, 43-49 Mespil Road, Dublin 4. Tel: 01-6670344 Fax: 01-6670366/7

Department of Enterprise and Employment

Information Unit, Davitt House, 65A Adelaide Road, Dublin 2. Tel: 01-6765861 Fax: 01-6769047

Employment Equality Agency

36 Upper Mount Street, Dublin 2. Tel: 01-6605966 Fax: 01-6605813

T h e EEA provides a free, confidential advisory service on the operation of the employment equality legislation. There are also a n u m b e r of EEA leaflets and publications about different aspects of equality in the workplace which are very useful.

IMPACT

Nerney's Court, Dublin 1. Tel: 01-8745588 Fax: 01-8728715

SIPTU

Liberty Hall, Dublin 1.

Tel: 01-8749731 Fax: 01-8749368 ICTU

Head Office, 19 Raglan Road, Ballsbridge, Dublin 4. Tel: 01-6680641 Fax: 01-6609027

NRB (National Rehabilitation Board)

2 4 / 2 5 Clyde Road, Dublin 4.

Tel: 01-6684181 Fax: 01-6609935

Clarke J., What About Management? Key Elements of Community Project Management, Combat Poverty Agency, 1990

Clarke J., A Guide to Good Employment Practice in the Community & Voluntary Sector, Combat Poverty Agency, 1995

There is an accompanying leaflet "Selection" which outlines what is involved in the process of selection, shortlisting, interviewing and follow-up. All aspects of recruitment should be in accordance with your group's equal opportunities poli-cy. For further information see the separate leaflet, "Equal Opportunities " luhich explains an equal opportunities policy and how to implement it.

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T h e Staff Recruitment Process by J a n e Clarke is the first booklet in t h e M a n a g i n g B e t t e r - A S e r i e s o n O r g a n i s a t i o n a l a n d Management Issues for d i e Community a n d Voluntary Sector published by die Combat Poverty Agency.

T h e aim of t h e series is to provide accessible a n d clearly written booklets that offer a basic introduction to key m a n a g e m e n t a n d organisational issues faced by community a n d voluntary groups. Each booklet provides practical advice a n d guidance on what constitutes good policy a n d p r o c e d u r e , using examples where possible, a n d refers r e a d e r s to o t h e r s o u r c e s for m o r e spe-cialised advice o r training.

Issues planned for the series include staff recruitment, selection and interviewing, staff support a n d supervision, self evaluation, b e c o m i n g a limited c o m p a n y , strategic a n d work p l a n n i n g , financial management, equal opportunities a n d so o n .

Booklet One, The Staff Recruitment Process, outlines how best

to plan for a n d implement procedures for staff recruitment. It highlights clearly the steps in this process from identifying and agreeing on staffing needs to drawing u p j o b descriptions a n d advertising posts.

Combat Poverty Agency

Bridgewater Centre, Conyngham Road, Islandbridge. Dublin 8.

Telephone 01 670 6746 Fax 01 670 6760