Effective Recruitment and Selection

Before you read this article, try your hand at the first activity. Though all of us have our own sets of experiences and opinions, we must not place our organizations in a situation of liability due to our individual biases, as they may not be strategically aligned with the organization's best interests. You must learn to work through personal perceptions and make strategic business decisions when recruiting and selecting human capital.

Organizational Analysis

The broader organizational requirements can be as important as the specific ones for the job itself. The organization needs creativity, flexibility, the ability to work in a small team, and so on, from the job holder. In line with the person-organization fit described earlier, it is important to think beyond the technical aspects of the job to the cultural aspects of the organization.

 

Job Description

From your analysis of the job you can write a job description which states what the job holder is responsible for and what they are required to do (see Example 1).

Example 1: Job Description for a Buying Manager

Job title: Buying Department Manager
Job grade: 10
Responsible to: Contracts Manager

A. Summary of Main Responsibilities and Activities: Has overall responsibility for procurement of contracts for both direct orders and subcontracts, including negotiating terms and conditions with suppliers, initiating enquiries, analyzing quotations, with detailed involvement in large or complex orders.

  • Liaises with Estimating and Engineering departments for technical and cost information; makes recommendations on selection of suppliers.
  • Responsible for preparation of contracts.
  • Arranges storage of material for delayed contracts.
  • Responsible for inspection and expedition of orders to ensure that material, plant and equipment meet the specifications for the job and are available when required. Issues inspection and test reports to the client.
  • Authorizes payment to suppliers and subcontractors.
  • Negotiates increased costs with suppliers in association with Contracts Manager.

B: Specific responsibilities

1. Staff

  • Direct: Responsible for Senior Buyer, Buyer, Assistant Buyer, Senior Expediter.
  • Indirect: Responsible for selection, training, development and appraisal of all buying and inspection staff in liaison with Contracts Manager.

2. Assets

  • Recommends selection of suppliers and equipment.

3. Planning

  • Plans allocation and organization of work in Contract Buying and Expedition Department.
  • Provides advice to Contracts Manager during contract planning.

4. Technical decisions

  • Recommends selection of suppliers and subcontractors on the basis of commercial considerations.

5. Financial

  • Responsible for negotiating terms and conditions with suppliers and subcontractors, up to £150,000.
  • Ensures that all orders are executed within Estimators' budget.
  • Recommends authorization of final payments to suppliers and subcontractors.

6. Confidential Information

  • Prices, discounts, profit margins and similar commercial information.

7. Degree of Supervision

  • Works within the broad directives of Contracts Manager. Reports monthly on deviations in terms of cost, time, quality, etc.

8. Contacts

  • Liaises with Head Office staff, for example Contracts Manager, Project Engineer, Design Engineers.
  • Suppliers and subcontractors.
  • Clients (occasional).
  • Site staff.

9. Working Conditions

  • Head office based, in city centre; fortnightly visits to suppliers.
  • Pace of work is often demanding, working with strict time pressures; involves overall responsibility for a large number of contracts simultaneously.

10. Organisational Requirements

  • Must be flexible and able to work on own initiative. Must be able to work as part of a team and to interact effectively with external contacts.

Example 1 is a comprehensive description, setting out a full range of responsibilities. There is no one right way of setting out job descriptions and you may find that the ones used in your organization look different and may be less detailed. An accurate job description has various uses outside the recruitment process: for example, it can be used to review staff performance in appraisals or to assess training needs when someone new starts with the organization. Within the recruitment process, the job description leads on to the next stage of specifying the type of person you are looking for to fill your vacancy.