Recruitment

Code Principle 5 – Our policies and practices aim to attract and select a diverse workforce with the skills and capabilities to fulfil our requirements.

Good recruitment takes time and experience, and is one of the best investments you can make for the success of your programme.

The main risk is that the wrong person is recruited for a post. This has an immediate negative impact on the programme; it can also be very costly in terms of time, effort and expense to resolve. If none of the candidates are well suited to the post, it is far better to abandon the process and start again, than risk recruiting the wrong person.

Some posts, such as programme managers, are particularly difficult to recruit for, it is therefore advisable to start the recruitment process as early as possible.

Key questions for yourself and colleagues Risks in getting it wrong
Who will prepare the job description for each post? Wrong post created
Who will define the person specification and required competencies for each post? Wrong person recruited
How can you ensure that the team will reflect the widest range of backgrounds, religions etc. without discrimination? See Diversity and equality Conflict within the team and discrimination
Should you advertise the post or is it more appropriate to head hunt someone? Slow recruitment, resentment by other organisations
How will you advertise advertise each post to ensure that you encourage the right people to apply while discouraging too many inappropriate applications?

Strong candidates do not apply

Too many inappropriate candidates

How will you receive applications and shortlist them?

Undue influence of one or more person

Strong candidates are not short listed

Selection not made in the best interests of the organisation

Do you need simple tests to ensure that candidates possess key skills? Wrong person recruited

How will you organise interviews so that the best people are recommended for each post?

Undue influence of one or more person

Strong candidates are rejected

Selection not made in the best interests of the organisation

How will the final selection of people be made?
How will you ensure that there is an offer of employment which provides as much detail as possible of what is being offered? Lack of clarity leading to frustration or resentment
How will you make the necessary checks to ensure that applicants are medically fit, have no undeclared criminal record, have worked satisfactorily for previous employers and have been truthful in their application and interview? Medical problems and expenses, theft of resources, exploitation of vulnerable groups, scandals etc.

 

Reality check

 

Who is going to do all this?

Some things are left undone, others are done badly.

How long will the recruitment process take?

Delays in recruiting the right staff impacting on programme.

Hurried process leading to the recruitment of the wrong staff.

How does this fit in with the programme?

Recruitment alone may justify the deployment of an HR specialist with emergency programme experience

Additional recruitment pages

This page was last updated by Phil Wilks on 28 April 2010 at 12:14:45 (7 years ago). View page history (1 version).