Recruitment, selection and employment law

Last time

Before we start: last time, in Organisation structure, management and leadership, you learned these points. Here they are again on one card. Keep them in mind, because today builds on them.

Finding the right person

A bad hire costs a business time, money and customers. So businesses follow a careful process to find and choose new workers. This lesson covers that process, and the laws that protect employees once they are hired.

The recruitment process

Recruitment follows steps: identify the vacancy, write a job description and a person specification, advertise, shortlist applicants, interview, and appoint. Each step reduces the risk of a poor choice.

Job description and person specification

A job description sets out the job: its title, duties, responsibilities, and who the worker reports to. A person specification sets out the person wanted: qualifications, skills, experience and qualities. Together they help write the advert and judge applicants fairly.

Internal recruitment

Internal recruitment fills a vacancy with someone already working for the business. It is cheaper and quicker, the person is known, and it motivates staff who see promotion is possible. But it brings no new ideas, and it leaves another vacancy to fill.

External recruitment

External recruitment brings in someone new, through job websites, newspapers, recruitment agencies or job centres. It brings new ideas and skills, and a wider choice of applicants. But it costs more, takes longer, and the person is unknown and needs more induction.

Selection methods

Application forms and CVs show qualifications and experience, so the business can shortlist. Interviews test communication and personality. References from past employers confirm honesty and ability. Tests check skills, such as typing, or aptitude and personality.

The contract of employment

A contract of employment is a legal agreement between employer and employee. It states the job title, hours, pay, holidays, notice period and duties. It protects both sides: each knows what to expect, and disputes can be settled by the contract.

Legal controls over employment

Laws on minimum wages make sure workers are paid at least a set amount. Health and safety laws require safe workplaces, training and protective equipment. Laws against discrimination stop unfair treatment by gender, religion, age or disability. And laws on unfair dismissal protect jobs.

Effects of employment law

Employees benefit: fair pay, safety and security raise motivation. The business benefits from a good reputation and fewer accidents and disputes. But the laws raise costs: safety equipment, higher wages and paperwork.

Choosing internal or external

For a senior job needing new ideas, external recruitment may be better. For a job that needs knowledge of the business, internal may be better, and cheaper. Use the case: the job, the budget, and how fast the vacancy must be filled.

Mistakes that lose marks

Mistake one: mixing up the job description with the person specification. Mistake two: giving advantages of external recruitment that apply to any recruitment. Mistake three: naming a law without saying how it helps employees. The fix: job versus person, specific points, and the effect.

The full-marks tip

The full-marks tip: say the job description describes the job, and the person specification describes the person. For any law, say who it protects and how.

On one card

So, on one card: recruitment and employment law. Keep it for revision.