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Code of recruitment and selection

September 2018

Authors:

Taslim Ahammad

Bangabandhu Sheikh Mujibur Rahman Science & Technology University, Gopalganj, Dhaka, Bangladesh

Code of recruitment and selection

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Code of recruitment and selection

 19 September 2018

Taslim Ahammad :

The recruitment and selection practice is one of the most important aspects of running new and

established businesses. The right employees can take your business to new heights, however, wrong

ones can hurt business by missing sales, turning customers off and creating a toxic workplace

environment. Hence, this employee recruitment and selection code of practice outline presenting to be

tailored to your business's needs and should be considered as a starting point for setting or resetting up

your recruiting strategies.

Terms that refer to the process of attracting, choosing and identifying right candidates for the

employment that the organisation needs to employ up to the standard. The human resources (HR)

department of a business organisation should have detailed recruitment and selection code of practice

that need to be followed by those responsible for hiring new employees, are given below: Specifying the

vacancy - Each vacancy should be supported by a written description of the purpose and responsibilities

of the post. This will usually be in the form of a job description.

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Such specications should be written to ensure that they are free from discrimination. Also,

consideration should be given to make reasonable adjustments to the work-place in order to

accommodate disabilities. Each job description should be accompanied by a detailed person

specication which will form the basis of any selection decision. Care should be taken, therefore, in the

specication of requirements to ensure that statements of length and type of experience and

educational and training requirements are justied.

Job evaluation - All posts must have a job evaluation score attached to them to ensure equality of pay

between jobs in the business. Evaluation of a job will be undertaken by the relevant HR Manager and

prior to the vacancy being considered by staff vacancy review group (SVRG).Vacancy approval - All

posts, whether externally or internally funded need to follow a certain process in order to be advertised.

For a posts these are subject to approval from SVRG and the HR department.

Advertising the job - All posts should be open for any candidate to apply who meets the basic

requirements of the job. This means that all posts, where it is reasonable to do so, should be advertised

in the public domain and consideration should be given to advertising in specialist journals/ locations

where they will come to the attention of members of under-represented groups. Application - A format

for applications should be specied, which would usually be in the form of a standard application form

designed to draw information relevant to the job.

Applicants should be invited to take part in equality and diversity monitoring, the responses to which will

be handled separately from the application and short-listing process through HR.

To ensure compliance with the disability (tick/s) interview promise, applicants should be asked to

declare if they have a disability to meet the essential person specication criteria. Selection panel - The

selection decision should ultimately be made by more than one person who has a detailed knowledge of

the work required. A Selection Panel is, therefore, required which should include persons trained in

selection techniques and equality and diversity.The composition of the panel may requires members

with appropriate training.Short-listing - All members of the selection panel should be involved in the

short-listing process. The person specication will form the basis of the selection decision. Records

should be kept on the extent to which each candidate meets the requirements of each aspect of the

person specication. These records should be held after the appointment has been made.

Disabled applicants in particular should be invited for interview where they meet the basic requirements.

Redeployment candidates - In line with the business's guidance on redeployment procedures, recruiting

departments should give preferential consideration, in respect of shortlisting for vacancies, to

organisation employees under notice of redundancy or approaching the end of a xed term appointment

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who are seeking redeployment. Employees seeking redeployment in these circumstances should be

interviewed before any other candidates. Interviews - The code covers interviews irrespective of whether

they are conducted face to face, on the telephone or by video link.

It addresses the data collected at the interview. It recommends that only data which is relevant to and

necessary for the recruitment process should be recorded and retained. Selection - A range of selection

methods should be established, closely based on the person specication for the post, which might

include work-related tests or assessments. Care should be taken when selecting or designing tests and

analysing their results to ensure that they are free from bias.Outcome - When the selection process is

complete, each candidate should, in turn, be discussed and a decision need to reach. Human Resources

will formally notify candidates of the outcome of their interview once the interview outcome

documentation has been completed.Offer of employment - Offers of employment should be made by

Human Resources for vacancies in in line with the organisation's guidance. All offers of employment are

subject to Human Resources receiving: (i) satisfactory medical clearance (ii) proof of right to work in the

country (ii) evidence of qualications (iv) if any other according to the business policy. Induction -

Induction of new staff into their role in the business is an important aspect in staff recruitment.

It is the responsibility of the authority, recruiting/HR manager, or a suitable nominee, to ensure that the

new member of staff is introduced to the department and understands their job. Human Resources

should provide advice and support to recruiting managers about induction. Implementation - The

organization will organise a rolling programme of in-service training and development to provide support

to those staff required to implement the code. Retention of record - All employers should develop a

policy on retention of records and keep a note on each recruitment round. Employers must ensure they

can properly defend themselves in any claim, particularly one for discrimination, arising from the

process.

Revoked offers - In case when a formal has to be revoked, the hiring manager and human resources

department should draft and sign an ocial document. This document should include a legitimate

reason for revoking the offer. Legitimate reasons include: (a) Candidate is proved to not be legally

allowed to work for our company at a specic location (b) Candidate has falsied references or

otherwise lied about a serious issue (c) Candidate doesn't accept the offer within the specied deadline

(deadline must have been included in the offer letter)

The eld of recruitment and selection has a long history and necessity which associated with several

elds of research, implication and application, adjustment, follow-up, including human resources and

industrial psychology, discussed above for your reference point.

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(Taslim Ahammad, Assistant Professor of Bangabandhu Sheikh Mujibur Rahman Science and

Technology University)

Code of recruitment and selection

Abstract

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