In general Recruitment is about acquiring new staff to the organization and appointing existing staff to

new roles.

In both cases recruitment should take place in the context of a manpower plan that forecasts staffing
requirements based upon strategic objectives and development plans. It is all about acquiring the right
number of people with the right skills, experience and competencies in the right jobs at the right time.

The manpower plan helps to establish whether new staff will be temporary or permanent and the
extent to which existing staff need to be trained and redeployed. Planning therefore impacts the
approach to recruitment such as the appointment of full or part time positions, permanent or fixed term
contracts.

In some organisations it is possible for the manpower plan to anticipate recruitment in some areas of
the organisation with reductions in others. This means staffing costs can be projected and built into
financial forecasts and budgets enabling recruitment and training to be controlled at an organisational,
subsidiary and department level.

Many organisations, both public and private, have developed models for manpower planning but the
processes are very much alike:

Analysis of competencies of the present workforce.

Identification of competencies needed in the future.

Comparison of the present workforce to future needs to identify competency gaps and surpluses.

Preparation of plans for building the workforce needed in the future.

An evaluation process to assure that the workforce competency model remains valid and that objectives
are being met.

Selection is that part of the recruitment process that matches candidates to the specific requirements of
individual positions. This has a number of recognisable stages as illustrated in the diagram below:

Effective recruitment and selection ensures that the organisation has the necessary knowledge, skills
and experience to fulfil its responsibilities and achieve its objectives.
Recruitment and selection

Expand this diagram

Why is recruitment and selection important?

Recruitment and selection generally forms part of the organisation's strategic management of human
resources, which has a number of interrelated elements designed to deliver long term sustainable
success.

Effective recruitment and selection ensures that the organisation has the necessary knowledge, skills
and experience to fulfil its responsibilities and achieve its objectives.

It also ensures that the organisation's culture, ethic values and expectation on behaviour are compatible
with those of its employees so that there is unity of direction and purpose.

Equally there are a number of potentially high-impact, high-likelihood risks associated with recruitment
and selection. It is all about acquiring the right number of people with the right skills, experience and
competencies in the right jobs at the right time.

Organisations face a wide variety of risks in relation to recruitment and selection. The nature of these
risks will vary depending upon circumstances; however, we have compiled a short list of potentially high
impact, high likelihood risks below along with the possible responses that management may take.

Potential risks and responses

1. Not having the right people in the right place at the right time.

Potential impact

Inappropriate and inadequate resource to achieve objectives, expansions plans, project delivery and
market opportunities.
Recruitment numbers not controlled resulting in excessive spending against budgets and/or reduced
profits.

Possible response

Requiring business plans and initiatives to include staff projections with financial forecasts that are
consolidated.

Staffing structure in place with total numbers of staff in each department that is reviewed periodically to
take account of changing business needs and linked to business objectives.

Additional staff requests approved by senior management and structure updated and linked to the
budget.

2. Employing staff who do not have the required competencies and/or cultural fit with the organisation.

Potential impact

Failure to achieve strategic and operational responsibilities and objectives.

Poor staff morale, high levels of absenteeism, excessive staff turnover.

Possible response

Regular review and update of policies and procedures.

All managers involved in recruitment to undertake regular recruitment and selection training.

HR involved in the preparation and agreement of job descriptions, person specifications, terms and
conditions.

HR involved in the recruitment process to ensure application of policy and procedures.

Using a variety of assessment methods - interviews, case studies, presentations, psychometric testing.

The establishment of KPI's and monitoring arrangements.

3. A failure to comply with employment legislation.

Potential impact

Legal prosecution leading to fines and compensation.

Damage to the organisation's reputation.

Possible response

HR define and update policies and procedures that are legally compliant.

HR monitor changes in legislation assess impact, communicating and implement changes to policy and
procedures.

Using employment law advisors and experts to clarify the need for compliance, as appropriate.

Regular training and re-training of staff who are involved in the interview process.

HR involved in the recruitment process to ensure application of policy and procedures.

4. Gaining employment to the organisation by deception