Working with and Leading People Essay Sample

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Preparation of documentation to select and recruit a new member of Staff Getting the right person, in the right place, at the right time, is crucial. Mistakes can be expensive and damaging to the reputation and activities of individuals and the organisation.

‘Our policies and practices aim to attract and select a diverse workforce with the skills and capabilities to fulfil our requirements’. Principle 5 the People In Aid Code of Good Practice.


Take legal advice: Consult a local lawyer before starting to recruit to ensure procedures and contracts are compliant with all applicable laws; or ask HR managers, or other organisations with experience in the area.

Define the requirement: Clarify what needs to be done. Consider the options of redistributing tasks, training up current staff, short term contracts versus longer term; specialist versus generalist; local versus international.

Job description: Prepare an outline of broad responsibilities involved in the job, and expected outcomes from short-term contracts.

Person specification: What skills, knowledge, experience or competencies*, qualifications and personal qualities are essential to do the job? Avoid setting criteria which will discriminate against different backgrounds, religions, gender.

Advertising: Avoid discriminating against some applicants by the choice of wording and where you place adverts. Give clear instructions and timing. Consider best options to encourage right people to apply while discouraging too many inappropriate applications, e.g. previous applicants, emails, notices, newspapers, local radio, word of mouth. Approaching someone you know has advantages, but can lead to the problem of unhealthy competition between agencies. Avoid poaching staff from local agencies or government. Setting up HR forums for agencies can pool resources more effectively

Applications: A standard application form will help short-listing. CVs are simpler and faster BUT:

* information is not standardized
* cultural differences can lead to misinterpretation


Short-listing: Assess applications on the basis of the person specification – watch for bias and discrimination.

Interviews: Create a good impression of your organization. Consider the points in Cross cultural interviews.

* Welcome the candidate and put them at ease as they will tell you more if relaxed. * Ask open questions to find out about their experience, skills, knowledge, and attitude. Ask similar questions to all candidates to ensure fairness and allow for comparison. * Avoid potentially discriminatory questions e.g. only asking female candidates who looks after your children. * Describe the organization and the job.

* On closing, agree the next steps.

Use open questions (tell me about…how do you…why did you….talk me through…). Be aware of your own bias affecting how you rate a candidate – positively or negatively. Have at least two interviewers to get contrasting views and witness interview discussions.

Test, checks and references: Ask candidates to:

* show you evidence of qualifications, examples of previous work. * do a presentation, a case study, or tests.

References from previous employers can be a useful check though do ask for the candidate’s permission. If it is an internal candidate, check performance reviews

Making a job offer: Prepare and send the necessary documentation (in the appropriate language) in accordance with local laws.

Induction: Planned induction ensures new staff members settle in and are productive quickly. Do ensure all members of the team are informed of the new team member

Assess the impact of legal, regulatory and ethical considerations to the recruitment and selection process

Every country has its own employment and the general purpose of employment laws and regulations is to prohibit unfair discrimination in employment and provide equal employment opportunity for all. Unfair discrimination occurs when employment decisions are based on race, sex, religion, ethnicity, age, or disability rather than on job-relevant knowledge, skills, abilities, and other characteristics. Employment practices that unfairly discriminate against people are called unlawful or discriminatory employment practices.

There is no general rule prohibiting discrimination. In fact, the key task for those undertaking the recruitment and selection process is to discriminate between one applicant and another. Provided the criteria used are objective and appropriate, considering such aspects as the applicant’s qualifications and experience, there should be no issue for dispute.

There are a number of criteria that are inappropriate and are prohibited. Discrimination in these terms can be defined as the less favorable treatment of a person or persons because of characteristics that are not relevant to the matter in hand.

Discrimination during recruitment and employment is prohibited by the Equality Act 2010 (EA 2010).

Under this legislation, a job applicant can bring a claim against a potential employer for:

* discrimination in the arrangements made for recruitment; * discrimination by the employer in the terms of employment offered; * discrimination as a result of a refusal or a deliberate failure to offer * employment; and

* harassment

An employer is vicariously liable in relation to the acts of its employees. This includes liability to third parties for tortuous acts and liability for discriminatory behavior by employees in the course of their employment unless the employer can show that it took all reasonable steps to prevent the discrimination. Vicarious liability is relevant in the recruitment process as the employer will be vicariously liable for the actions of staff carrying out the recruiting. It is therefore important that those responsible for recruitment are adequately trained in good recruitment practice – in particular, in relation to equal opportunities. When answering a question on discrimination you will first need to determine whether the employee has a protected characteristic. The protected characteristics and any relevant definitions are explained at 2.3–2.3.6. If an employee does have a protected characteristic, you then need to determine the type(s) of discrimination (prohibited conduct) that has occurred. These are explained at 2.4–2.4.8. You will then need to consider if there is a defense and any remedies available.

The selection process
To select the right employee for the job you’re filling, you need to take several factors about the applicants and the job itself into consideration. Follow these key principles in order to hire the right person:

* Anchor yourself to the hiring criteria. They should serve as your guiding force throughout the evaluation process. If, in looking ahead, you decide to change the criteria, fine. Just make sure that you’re changing criteria for a good reason.

* Take your time. The more pressure that you’re under, the greater the likelihood of rushing the decision and ending up with an employee who not only isn’t your best choice but who you’re probably going to end up firing — with all the disruption that firing someone entails.

* See whether you can bring in a temporary replacement as you continue the search.

* Cross-verify whenever possible. Try not to rely solely on any one source of information, whether interview impressions, resume data, reference checks, testing, and so on. Spread a wide net and pay careful attention to discrepancies.

* Get help, but avoid the “too many cooks” syndrome. A smart practice — particularly when filling a key position — is to get input from others before you make a final choice. Involving too many people in the final decision, however, is a mistake. * Don’t force the issue. The recruiting process sometimes uncovers a “dream” employee — except for one problem: The candidate’s skills and attributes don’t match the hiring criteria of a particular job. Don’t try to put a “good” employee in the “wrong” job.

* Avoid the “top-of-mind” syndrome. Do your best to stay alert to any extraneous factors that may distort the selection process. Keep your focus on the hiring criteria, no matter what.

My Contribution to the selection process
It could be sometime difficult to find a right candidate for a position that you might be trying to fill, but if you have a done a proper working and a bit of a market search, it could be a fun process and be easy to find the right man for the job that you are looking for. Some of my key factors that help in selecting a right person are;

* Write out a detailed job description
* Prepare a real world scenario based questions involved in current projects * Assess the technical competency of the candidate
* Find people who are better than you
* Do a detailed study of the short listed resume

Planning/monitoring and assessment of work performance
* Consult the employee’s official job description. Align the organization’s goals with the job’s objective. Note any discrepancies and brainstorm ways to bring the discrepancies back in line.

* Communicate management’s expectations to the employee. A common understanding must exist between management and the employee regarding the work expectations, the nature of work to be accomplished and the standards by which the work is evaluated.

* Offer the employee feedback concerning his performance and its relationship to the expectations set forth by management. Be constructive instead of destructive with your comments while being honest about your appraisal.

* Coach the employee. Provide the resources required for her to meet and exceed management’s expectations. Coaching needs to be a constant and consistent effort made by management in order to clarify and modify performance before it is too late.

* Assess the employee’s strengths and weaknesses. Do this by using a narrative form, a checklist, peer and self evaluations, or by using ranking charts. The employee needs to understand

* Decide what type of career development or continuing education might be beneficial to assisting the employee in developing her skills and improving her performance. Be open to all options.

Plan and deliver the assessment of the development needs of individuals Individuals Development Plan

IDP objectives result from negotiation and mutual agreement. Supervisors act on behalf of the Organization to ensure that development or application of the targeted competencies is needed by the organization. Employees act on their own behalf to ensure that developing or more fully utilizing the targeted competencies will result in greater satisfaction with their work and enhanced potential for career progression.

Employees use IDPs to maintain and improve their employability and thus advance their careers. However, the supervisor uses IDPs to enhance the organization’s ability to achieve its objective, both now and in the future. Specifically, supervisors use IDPs to encourage employees to enhance their competencies and to make the best use of their competencies. Hence, IDPs include objectives to improve knowledge and skills and to build experience that will be used to benefit the organization as a whole. The responsibility also includes assigning work to employees that allows them to make a maximum contribution to mission accomplishment.

However, in a more general sense, the supervisor’s responsibility is to recognize that employees are the organization’s greatest assets, and to help develop these assets. That development is not limited to near term organizational needs and requirements. It takes into account the organization’s longer ranger needs, and the need to help every employee maintain optimism and sustain motivation that leads to doing the best possible job every day. The organization relies primarily upon supervisors to make this happen. Fulfilling this role requires a willingness to invest in people. It also requires an understanding of the organizations:

* Goals
* Needs
* Functions
* The competencies needed to accomplish the functions
* The competencies possessed by the individuals in the supervisor’s human
* resource pool
* A plan for using and developing available resources that takes into account
* where individuals are now, and where they can be in the short-term and
* long-term future.

Evaluate the success of the assessment process.
In order to evaluate the success of the assessment process for an individual, some of the below facts should be taken into consideration:

* Are the employee’s goals realistic based on your assessment of the employee’s capabilities and past performance? * Are the employee’s goals consistent with our office/division needs, core competencies, and organization goals? * Do the proposed development activities support the employee’s goals? * Has the employee considered a full range of potential developmental activities, including self-study, on-the-job training, seminars, workshops, professional society meetings and conferences, details, and special assignments? * Do the developmental activities address performance improvement areas noted in the most recent performance appraisal? * Are any additional developmental activities needed to address upcoming changes in responsibilities and planned assignments or to maximize cross training of the staff? * Is the level of proposed developmental activities reasonable given the anticipated workload?

* Are proposed developmental activities within the employee’s capabilities? * Thinking from the perspective of the organization as a whole, and of your specific supervisory perspective, what are the organization’s needs and objectives, now and in the future? * What are the functions and tasks that must be accomplished in your organization’s daily work if it is going to meet those objectives? * What competencies are needed among your staff to accomplish these functions and tasks? * What competencies do each of the individuals within your span of control possess? * What are the gaps between competencies needed, and the competencies now present in your organization? * In what ways can you bring the required competencies that already exist to bear on the functions and tasks that must be accomplished? * What competencies should each individual develop from the organization’s point of view? From the employee’s point of view?


British Library Cataloguing in Publication Data
A catalogue record for this manual is available from the British Library. ISBN 978-1-84256-548-3
The Essentials of Hiring Employees –
MBA in a Day by Steven Stralser, PhD
Ebay Aution Counts

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