Effective Recruitment and Selection Strategies for Managers

Learning Programme 4 People Management 12140, 252029, 252034, 252035

Modules Module 1 Recruit and select candidates to fill defined positions Module 2 Lead people development and talent management Module 3 Monitor and evaluate team members against performance standards Module 4 Select and coach first line managers

Module 1 Recruit and select candidates to fill defined positions 1.1 Planning and Preparing for Recruitment and Selection 1.2 Recruiting Applicants Selecting Staff 1.3

Recruiting and selecting candidates Recruitment and selection (hiring) can be a challenging process that goes beyond interviewing candidates for a position. It is vital that managers learn a system for more effective hiring.

1.1 Planning and Preparing for Recruitment and Selection Poor hiring decisions occur for a number of reasons. Two common reasons are the lack of time and the lack of money. One way for you to prevent poor hiring decisions is to have a hiring process in place before a hiring need arises.

1.1 Planning and Preparing for Recruitment and Selection Obtain Information on the Position (Vacancy) The information can include: job description job specification job profile job order Select or Design a Selection Procedure

1.1 Planning and Preparing for Recruitment and Selection Specific legislation to bear in mind when creating your recruitment strategy: Labour Relations Act Employment Equity Act Basic Conditions of Employment Act Skills Development Act

1.1 Planning and Preparing for Recruitment and Selection Confirm the Selection Procedure as Valid The recruitment process to follow will be agreed to between the Human Resources Department and the hiring manager, and must comply with the division and organisation s equity plan. Identify Resources and Methods Needed Depends on the type of position, your budget and the prevailing market.

1.1 Planning and Preparing for Recruitment and Selection Develop Selection Criteria and Control Procedures Selection criteria identify and define the particular knowledge, attributes, qualifications and experience a person needs to successfully carry out the job.

1.1 Planning and Preparing for Recruitment and Selection Develop a Plan for Recruitment and Selection Sources of recruitment and by whom the process will be managed The ideal candidate and the required qualifications/competencies The interviewing team s availability for interviewing The interview process Testing: types and who will be doing it Any impact the appointment will have on the Employment Equity Plan Class Activity 1

1.2 Recruiting Applicants Conduct Recruitment Recruiting internally - Many employers have an internal job posting for employees to review. Recruiting externally - Classifieds advertising is one of the most used recruiting methods for external candidates. Using Recruitment Firms - Employment agencies, executive search firms, and contingency search firms.

1.2 Recruiting Applicants Deal with Responses Responses from the recruitment method used, need to be dealt with in accordance to your planned control procedures. Do the Initial Screening Using the job application as a screening device Pre-interview screening Reviewing r sum s

1.2 Recruiting Applicants Implement Corrective Action if Needed If the initial screening does not elicit desired responses, you would need to implement corrective action following the evaluation of the initial recruitment plan. Prepare a List of Potential Candidates This will facilitate selection further on in the recruitment and selection process.

1.2 Recruiting Applicants Manage an Applicant Database Databases are computerised filing systems for holding large quantities of information. It allows for the effective storage and management of large volumes of data. Deal with Unplanned Events Use contingency plans from the recruitment and selection plan Class Activity 2

1.3 Selecting Staff Validate Backgrounds and Qualifications Employers must verify CV details before hiring Do Reference Checks

1.3 Selecting Staff Assess Candidates against Requirements of the Position applications curriculum vitae references previous performance test results assessment interview schedules portfolios of evidence recognition of prior learning current competencies

1.3 Selecting Staff Interview Candidates There are various types of interviews that can be used, such as: Structured Interview Unstructured Interview Committee Interview

1.3 Selecting Staff Setting Interview Questions There are several types of questions that can elicit important information: Non-Directive and Directive Questions Situation-Problem Questions Self-Evaluation Questions Behavioural Based Questions

1.3 Selecting Staff Create an Interview Guide Develop a form that includes the questions, interviewer name, date, name of applicant, position being filled. Schedule the Interviews Allow approximately one hour for the interview itself, and at least 15 minutes break in between each interview. Informing the Candidates of the Interview It can be done in writing or telephonically

1.3 Selecting Staff Interview candidates The flow of the interview consists of the following: Welcome/Greet Build Rapport Share Agenda Gain Information About the Candidate Describe the Job Answer Questions Close the Interview

1.3 Selecting Staff Draw Up and Justify a Shortlist of Candidates The shortlist can be justified in terms of the match between candidate profile and job requirements.

1.3 Selecting Staff Make and Justify Selections Read through your notes immediately after the interview Rewrite any parts you cannot read Add any general impressions you did not have time to write down during the assessment Generate questions about certain aspects of the behaviour that need to be clarified later on in the recruitment process Quantify your assessment, i.e. assign a numerical rating to the competencies you were assessing Make notes to justify the ratings you have given

1.3 Selecting Staff Give Feedback to Successful and Unsuccessful Candidates The feedback needs to be relevant to the enquiry and the job requirements. The feedback needs to be given tactfully according to the planned time framework and legal requirements.

1.3 Selecting Staff Making the Offer - describe the position again, disclose and possibly negotiate the salary, and explain any benefits the candidate is eligible for. Final Stages in the Offer - Give the candidate some time to think about the offer, to ask questions, and to determine if this is the right job for him/her.

1.3 Selecting Staff Document Records Record keeping is done to render a more effective recruitment and selection process Deal with Unplanned Events as Needed Use your contingency plans from the recruitment and selection plan Class Activity 3

Module 2 Lead people development and talent management 2.1 Analysing Education, Training and Development Needs of Members 2.2 Recording the Results of the Training Needs Analysis 2.3 Compiling a People Development Plan for a Unit 2.4 Manage the Implementation of the PDP of a Unit

Leading people development and talent management In today s changing and fast-paced world, industry leaders experience heightened competition for the best and brightest employees. Ensuring staff are competent and professional underpins the performance of a firm and the availability of skilled personnel are cited by business leaders as critically important

2.1 Analysing Education, Training and Development Needs of Members Human Resource Development Principles and Role The Government has adopted a National Skills Development Strategy, which involves a new system and approach to training and development.

2.1 Analysing Education, Training and Development Needs of Members This vision is underpinned by six guiding principles. Lifelong learning The promotion of equity Demand-led Flexibility and decentralisation Partnership and cooperation Efficiency

2.1 Analysing Education, Training and Development Needs of Members Employee Learning and Development The organisation recognises that employee development requires a shared responsibility among the institution, you, and the employee. Management Development Management development programs give you the opportunity to develop a broad base of skills and knowledge that can be applied to many jobs in your work environment.

2.1 Analysing Education, Training and Development Needs of Members Career Development Career development is the on-going acquisition or refinement of skills and knowledge, including job mastery and professional development, coupled with career planning activities. Roles You Can Play as a Leader / Manager COACH, ADVISOR, APPRAISER, REFERRAL AGENT

2.1 Analysing Education, Training and Development Needs of Members Other HRD Roles Employee benefits Performance benefits Financial benefits Regulatory and legal obligations

2.1 Analysing Education, Training and Development Needs of Members Determine the Skills Gaps and Training Needs of Staff To identify the training needs of individuals and / teams, you can use a training needs analysis.

2.1 Analysing Education, Training and Development Needs of Members Training Needs Assessment Techniques 1. Meet with management 2. Meet with employees 3. Conduct surveys 4. Conduct focus groups 5. Review company goals and mission statement 6. Enlist the help of HR

2.1 Analysing Education, Training and Development Needs of Members Integrate the Results from Performance Appraisals - Appraisals run hand in hand with performance objectives and should be based on each employee's job description. Use the Organisational Talent Management Strategy A talent management system must be worked into the business strategy and implemented in daily processes throughout the company as a whole. Obtain Stakeholder Input to Reach Agreement It is important that the individual or team agrees that the identified skills gaps are actually what they also believe are their training needs.

2.1 Analysing Education, Training and Development Needs of Members Consult other stakeholders These stakeholders could include other leaders in the work unit, such as your team leaders and supervisors, employee representatives, HRD practitioners, the Skills Development Facilitator (where one has been appointed) and the Training committee. Class Activity 4

2.2 Recording the Results of the Training Needs Analysis The final step in a training needs assessment is to prepare a written report to management. The report must contain enough detail to support a decision by management on each training proposal. The needs assessment process ends when a decision is made by management to implement suggested training strategies.

2.2 Recording the Results of the Training Needs Analysis Record the Development Needs of Staff The development needs of staff to be addressed through training and non-training interventions can be recorded in tables which can be appended to the training needs analysis report Relate the Development needs to the Career Development Paths

2.2 Recording the Results of the Training Needs Analysis Career Development Methods Performance Appraisal Workshops Career Counselling Tailor-made Materials Management by Objectives

2.2 Recording the Results of the Training Needs Analysis Career Development for Retirement Organisations have a wider responsibility to not only not retire employees but, if they are younger, to assist them with career development for a new and sometimes vastly different career from what they previously had.

2.2 Recording the Results of the Training Needs Analysis Vertical and horizontal career development The idea of a two-ladder-career approach has evolved: One being the traditional managerial ladder The other a professional ladder

2.2 Explain Conflict Management Techniques Development Planning Create a plan with employees Creating a Performance Development Plan (PDP) Use your internal procedures Upgrade your skills Consider getting help Managing Conflict between Groups Improve the way you communicate and consult with employees Form representative structures

2.2 Explain Conflict Management Techniques Link the Development Needs to the Talent Management Strategy Communicate the Report on the Training Needs Analysis This section focuses on how you can prepare and submit a report on a training needs assessment that is of benefit to management in making training decisions. Class Activity 5

2.3 Compiling a People Development Plan for a Unit Training and development can only take place effectively if it is executed within the context of a logical and systematic process. This can be through the application of a training model. It helps businesses identify a series of sequential steps they need to undertake when training and developing staff.

2.3 Compiling a People Development Plan for a Unit

2.3 Compiling a People Development Plan for a Unit Making a decision about the right training for the individual or the team depends on a number of factors: Identifying business needs Identifying the needs of your employees Recognising existing skill levels

2.3 Compiling a People Development Plan for a Unit Motivate the Types of Learning Programmes Described in the Plan There are various types of training available to an individual or a team, such as: Formal classroom training sessions On-the-job training (coaching) Mentoring Distance learning courses Self-development courses

2.3 Compiling a People Development Plan for a Unit Main Features of Different Types of Learning Programmes National Qualifications Learnerships Skills Programme Non-credit-bearing short courses Apprenticeships Internships Continuous professional development (CPD)

2.3 Compiling a People Development Plan for a Unit Link the Objectives and Outcomes of the Planned Learning Programmes By giving employees the guidance, support and opportunity to apply the skills learnt back in the workplace managers / coaches can assist members to change and learn how to perform their functions with greater ease and confidence.

2.3 Compiling a People Development Plan for a Unit Adult learning According to some theorists, there are four phases of learning: Questioning Theory Experimentation Reflection