This PDF contains all of the notes from the first chapter (as well as the university lecture designed for this chapter) of the ACCA Business Technology subject book.
Terms recruitment & selection are used interchangeably BUT they represent
different parts of the process of finding the right individual for a job.
a) Recruitment → process of establishing that vacancies exist and
communicating them to an appropriate pool of candidates. It’s thinking
about WHAT somebody is actually going to be doing.
The organisation then will need to identify:
1. Do we need a new role? Do we need a new job to be created?
This might happen if a new department is created or if the
organisation is undertaking a new project. Alternatively, it might be
an existing role (a finance department person) but new tasks may
arise.
2. Does the organisation need a new person? If so, how do they want
this person to be like? What type of person the organisation wants,
it’s not about choosing anybody.
Recruitment process genuinely finishes when the job is advertised.
b) Selection → process of filtering candidates in order to select the individual
best suited to a particular vacancy. Choosing WHO is going to do that role.
Importance of effective recruitment and selection
No organisation can be successful without the correct staff.
↳ if individuals are not well suited to the organisation → unhappy
in turn ↳ poor quality work
⇓
this may have a negative impact on other staff
Selecting the wrong candidate may result in → (voluntarily or involuntarily) LEAVING
,All this can cause significant disruption & high staff turnover (fire)
↳ morale of the employees remaining can be damaged
AND time & money incurred by replacing them
Having incorrect staff could be:
1. bc the organisation chose the wrong person to employ
2. bc recruitment process is not good enough
↳ you are looking in the wrong places for the wrong kind of person
You need to know WHAT and WHERE to look
IMPORTANT FOR THE EXAM: what order do these things go in?
The first consideration is the type of job to be offered.
- If the job already exists it will be important to start with a job analysis,
which basically says what does the person do. What is the reason? Why
does this job exist? Why is this job needed?
- If the job requires getting specific tasks done then a job description
would be the first place to start. What does this job do?
↳ Sometimes very difficult to determine exactly what the
person is going to be doing.
Example:
As a lecturer you will have to prepare lecture notes, communicate in a proper
way (addressed to the type of public), know the subject, etc. But it is very difficult
to determine what a lecturer actually does in class, as it will depend on how the
students are like, as every year the class as a group will change so the teacher
has to be able to adapt his/her methods to that and that forms part of the job.
* If it is easy to say: ‘whoever does this job they X and Y and Z’, a job description is fine.
If not, a person specification would be more appropriate.
, Recruitment
1. Gap Analysis (if the job does not already exist)
Method for determining the difference (or gap) between the current state and a
desired future skill set. Organisations use it to discover the abilities an individual
candidate needs -but may not have yet- in order to carry out their job or do
specific tasks efficiently. Do we actually need to recruit anybody at all?
2. Identify Vacancies
First of all, if a vacancy comes up, the organisation should consider: vacant
position needs to be filled?.
● YES: review if the function of the role has changed and if the role could be
performed on a more flexible basis (e.g. part time, working home, job sharing etc).
● NO: tasks of the job can be distributed amongst other staff and the role can
cease to exist.
IMPORTANT ↳ management will need to ensure that workload of remaining
staff is not over burdensome (since will impact quality, motivation & morale).
3. Make a decision to recruit (Internal vs. External)
Organisations must decide WHERE to look for candidates before going any further.
To recruit internally, the organisation must have individuals with the appropriate
skills to perform the role effectively. They may decide to fill a position through:
a) Promoting – ascension of an employee to higher ranks.
b) Seconding – temporary transfer (which may become permanent).
c) Job rotation – existing staff performs the role for a few months at a time.
Internal recruitment has many advantages, including:
1. Less time & money spent (e.g. on advertising the role).
2. Organisation already knows their staff → easier to ensure an individual has
the right competencies for the role.
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