Recruitment And Selection Of Employees

An electrical contractor in Nairobi wins three large contracts in the same month and needs four more electricians immediately. He puts a notice in the window, hires the first four people who can hold a screwdriver, and starts them on Monday. Nine weeks later two of them have gone, one installation has to be redone at his own cost, a customer has posted a photograph of the wiring online, and he is advertising again. The contracts were real. The problem was that he treated hiring as an errand rather than as a decision worth several hundred thousand shillings.

This lesson is about doing it properly. You will learn why vacancies arise and why a vacancy is also an opportunity to ask whether the job should exist in its old shape. You will work through the stages of recruitment and selection in the order businesses actually use them, weigh internal recruitment against external, compare the selection methods by what each one can and cannot find out about a candidate, and put a figure on what a bad hire costs. The specification names three benefits of getting this right, and both of the 6-mark recruitment questions on the papers on file ask for exactly them.