Recruitment, Training & Human Resources

Chapter 14

The Work of the Human Resources Department:

  1. Recruitment and Selection:
  • The business will first of all have to decide if the employee leaving a job needs to be replaced
  • They will also reassess the nature of people’s jobs and consider future requirements

The Recruitment Process

  • Vacancy Arrives
  • Job Analysis:
    Identifies and records the responsibilities and the tasks relating to the job
  • Job description:
    Outlines the responsibilities and duties to be carries out by someone employed to do a specific job
    Title of job, job-holder, purpose of job, main duties, conditions of employment etc.
    Makes it easier for the people applying to see if they’re suitable for the job
    The new employee would know exactly what they’re meant to do and can be judged accordingly
  • Job specification:
    Based off of the job description
    Outlines the requirements, qualifications, expertise, physical characteristics etc. for a specified job
    Level of education, experience, skill needed etc.
  • Advertising the Vacancy:
    Duties involved, qualifications needed, salary, conditions of employment etc.
    Internal recruitment: when a vacancy is filled by someone who is an existing employee of the business
Saves time and moneyNo new ideas
Reliability and skill pre-knownJealousy and rivalry
Employee already knows how the business works
Motivating factor for labor

External recruitment: when a vacancy is filled by someone who is not an existing employee and will be new to the business

Local newspaperfor low level of skill required such as a clerical/factory position
National newspaperfor senior positions looking for skilled, highly paid, mobile labor
Specialist magazinesfor particular technical people such as scientists
Recruitment agenciesfor temporary contracts and widely used for their services due to existing database
Job centersrun by the government for unskilled and semi-skilled people
  •  Government Legislation:
    Equal employment opportunities
    Paid equal amounts for same work
    No discrimination for sex, disabilities, race, religion
    If a business discriminates, they would be prosecuted and fined
    Promotion on merit only
  • Application forms:
    Applicants applying in writing
    Summary of a person’s qualifications, experience, qualities etc.
    The applicants who are the closest match will be invited for an interview
    CV (curriculum vitae): name, address, nationality, interests, education, work experience, reference etc.
    Letter of application: why applicant wants the job, why he feels he will be suitable
  • Interviews:
    References needed
    Assesses ability, personal qualities, general character
    Asked why they want to apply, what hobbies/ambitions they have, what they have to offer and what do they know about the company


Skills testability of a candidate assessed by carrying out tasks
Aptitude testcandidate’s potential to gain additional tests assessed
Personality testsparticular trait assessed
Group situationeach applicant is assessed on the way they work as a member of the team


  • Rejection:
    Informed of rejection in a nice way
    Thanked for applying

2. Training:

  • Introduce new process or new equipment
  • Improve efficiency
  • Add value to unskilled workers
  • Decrease need of supervision
  • Improve opportunity for internal promotion
  • Decrease chances of accidents
  • Tries to increase:
  • Inundation training:
    introduction given to a new employee explaining the firm’s activities, customs and procedures and introducing them to their fellow workers
  • On-the-job training:
    Occurs by watching a more experienced worker doing the job
    Only for unskilled and semi-skilled
    No travel costs
    Trainer may not be productive during this period
    Trainer may pass on bad habits to the trainee
  • Off-the-job training:
    Involves being trained away from the workplace, usually by specialist trainers
    Broad range of skills can be taught
    Investment in human capital
    Increase in productivity and efficiency

3. Workforce planning:

  • Business needs to decide on the type and number of employees needed in the future
  • Depends on the firm’s sales forecasts, future plans, objectives etc.
  • This is planned by:
    Finding out all the skills of labor
    Counting all those leaving soon
    Consulting staff about who wants to retrain
    Prepare a recruitment plan

4. Dismissal and Redundancy:

  • Dismissal:
    Worker is told to leave their job because of their work or behavior being unsatisfactory
  • Redundancy:
    When an employee is no longer needed and so loses their job.
    It is not due to any aspect of their work being unsatisfactory
    May be due to merger, takeover, recession, closing down of a branch, new machinery
    Given some compensation money
    Voluntary redundancy may take place where employees will be willing to be made redundant such as retirement

5. Wages and Salaries

6. Health and Safety

7. Industrial Relations


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