Control and evaluation, Correspondence and Shortlisting of candidatures

1. CONTROL AND EVALUATION

The HR manager needs to monitor the effectiveness of advertising and all other methods of recruitment, first, to ensure value for money and, second, to ensure that the pool of applicants produced by the various methods is suitable.

Wright and Storey (1994, p. 209) suggest that information on the following should be collected:

  • Number of initial enquiries received which resulted in completed application forms.
  • Number of candidates at various stages in the recruitment and selection process, espe­cially those shortlisted.
  • Number of candidates recruited.
  • Number of candidates retained in organisation after six months.

There is also a good case for monitoring the numbers of men and women who are successful at each stage of the process and the numbers of people from different ethnic minorities. Where an imbalance becomes apparent the organisation can then take remedial action.

There needs, however, to be more information than this in order to get to the more intangible questions, such as ‘Did the best candidate not even apply?’ The most import­ant source of information about the quality of the recruitment process is the people involved in it. Do telephonists and receptionists know how to handle the tentative employment enquiry? What did they hear from applicants in the original enquiries that showed the nature of their reaction to the advertisement? Is it made simple for enquir­ers to check key points by telephone or personal visit? Is there an unnecessary emphasis on written applications before anything at all can be done? Useful information can also be obtained from both successful and unsuccessful applicants. Those who have been successful will obviously believe that recruitment was well done, while the unsuccessful may have good reason to believe that it was flawed. However, those who are unsuc­cessful sometimes ask for feedback on the reasons. If a recruiter is able to give this, it is also a simple development to ask the applicant for comment on the recruitment process.

2. CORRESPONDENCE

If an organisation is to maximise its chances of recruiting the best people to the jobs it advertises it must ensure that all subsequent communication with those who express an interest is carried out professionally. The same is true of casual enquirers and those who find out about possible vacancies informally through word of mouth. Failing to make a positive impression may well result in good candidates losing interest or developing a preference for a rival organisation which takes greater care to project itself effectively in its labour markets. Providing information to would-be candidates who express an inter­est is the first step. This is often seen as unnecessary and costly, but it should be seen as the organisation’s opportunity to sell itself as an employer to its potential applicant pool. The following are commonly provided:

  • a copy of the relevant job description and personnel specification; a copy of the advertisement for reference purposes;
  • a copy of any general recruitment brochure produced by the organisation;
  • the staff handbook or details of a collective agreement;
  • details of any occupational pension arrangements;
  • general information about the organisation (e.g. a mission statement, annual report or publicity brochures).

It is also essential to have some method of tracking recruitment, either manually or by computer, so that an immediate and helpful response can be given to applicants enquiring about the stage their application has reached. Moreover, it is necessary to ensure that all applicants are informed about the outcome of their application. This will reduce the number of enquiries that have to be handled, but it is also an important aspect of public relations, as the organisation dealing with job applicants may also be dealing with prospective customers. Many people have the experience of applying for a post and then not hearing anything at all. Particularly when the application is unsoli­cited, HR managers may feel that there is no obligation to reply, but this could be bad business as well as disconcerting for the applicant. Standard letters (‘I regret to inform you that there were many applications and yours was not successful . . .’) are better than nothing, but letters containing actual information (‘out of the seventy-two applications, we included yours in our first shortlist of fifteen, but not in our final shortlist of eight’) are better. Best of all are the letters that make practical suggestions, such as applying again in six months’ time, asking if the applicant would like to be considered for another post elsewhere in the organisation, or pointing out the difficulty of applying for a post that calls for greater experience or qualifications than the applicant at that stage is able to present.

3. SHORTLISTING

Shortlisting of candidates can be difficult in some instances because of small numbers of applicants and in other instances because of extremely large numbers of applicants. Such difficulties can arise unintentionally when there is inadequate specification of the criteria required or intentionally in large-scale recruitment exercises such as those associated with an annual intake of graduates.

In such circumstances it is tempting for the HR department to use some form of arbi­trary method to reduce the numbers to a more manageable level. Examples include screening people out because of their age, because of their handwriting style or because their work history is perceived as being unconventional in some way. No doubt there are other whimsical criteria adopted by managers appalled at making sense of 100 or so application forms and assorted curricula vitae. Apart from those that are unlawful, these criteria are grossly unfair to applicants if not mentioned in the advertisement, and are a thoroughly unsatisfactory way of recruiting the most appropriate person.

It is far more satisfactory to have in place a fair and objective system for shortlisting candidates which produces the best group of alternative candidates to move forward to the interview stage. This can be achieved in one of three basic ways – which can be used separately or in combination. The first involves using a panel of managers to undertake shortlisting, reducing the likelihood that individual prejudices will influence the process. A number of distinct stages can be identified:

  • Stage 1: Panel members agree essential criteria for those to be placed on the shortlist.
  • Stage 2: Using those criteria, selectors individually produce personal lists of, say, ten candidates. An operating principle throughout is to concentrate on who can be included rather than who can be excluded, so that the process is positive, looking for strengths rather than shortcomings.
  • Stage 3: Selectors reveal their lists and find their consensus. If stages 1 and 2 have been done properly the degree of consensus should be quite high and probably sufficient to constitute a shortlist for interview. If it is still not clear, they continue to:
  • Stage 4: Discuss those candidates preferred by some but not all in order to clarify and reduce the areas of disagreement. A possible tactic is to classify candidates as ‘strong’, ‘possible’ or ‘maverick’.
  • Stage 5: Selectors produce a final shortlist by discussion, guarding against including compromise candidates: not strong, but offensive to no one.

The second approach involves employing a scoring system as advocated by Roberts (1997) and Wood and Payne (1998). As with the panel method, the key shortlisting criteria are defined at the start of the process (e.g. three years’ management experience, a degree in a certain discipline, current salary in the range of £20,000-£30,000, evidence of an ability to drive change, etc.). The shortlister then scores each CV or application form received against these criteria awarding an A grade (or high mark) where clear evid­ence is provided that the candidate matches the criteria, a B grade where there is some evidence or where the candidate partially meets the criteria and a C grade where no con­vincing evidence is provided. Where a structured application form has been completed by the candidates, this process can be undertaken quickly (two or three minutes per application) because a candidate can be screened out whenever, for example, more than one C grade has been awarded.

The third approach involves making use of the software systems on the market which shortlist candidates electronically. The different types of system and some of the draw­backs were described above in the section on e-recruitment. Despite the problems, such systems can be useful where the criteria are very clearly and tightly defined, and where an online application form is completed which makes use of multiple-choice answers. Such forms can be scored speedily and objectively, the candidate being given feedback on whether or not they have been successful. Only those who make the ‘right’ choices when completing the online questionnaire are then invited to participate in the next stage of the recruitment process.

Source: Torrington Derek, Hall Laura, Taylor Stephen (2008), Human Resource Management, Ft Pr; 7th edition.

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