Why firms recruit, and the two key documents
A vacancy is a job with nobody doing it. It appears when a worker leaves or retires, when the firm grows, or when it needs a new skill.
Recruitment means finding suitable people and getting them to apply. Selection means choosing the best one.
Job description
It describes the job: job title, main tasks and duties, who the worker reports to, place and hours of work, and pay.
Person specification
It describes the person who would do the job well: qualifications, skills, experience and personal qualities. Points are often split into essential (must have) and desirable (nice to have).
Why bother? These papers help write a clear advert, let applicants see if they fit, and give a fair checklist to compare applicants.
Internal vs external recruitment
Internal recruitment
The job goes to someone already working for the firm, by promotion or by moving them (transfer). The firm may post the job on a staff notice board or intranet.
- Good: cheaper and faster; the firm already knows the person's work; the person knows the firm, so less induction training; chances of promotion motivate staff.
- Bad: it leaves another vacancy to fill; no new ideas come in; others may feel jealous; the choice is small.
External recruitment
The firm looks outside: job websites, social media, local or national newspapers, recruitment agencies, job centres, colleges and universities, or recommendations.
- Good: much bigger choice; fresh ideas and new skills; no gap left inside.
- Bad: adverts and agencies cost money; it takes longer; the new person needs more training; the firm knows less about them.
Selection methods
Selection is a series of filters:
- Application form or CV (with a covering letter). A form asks everyone the same questions, so it is easy to compare. A CV lets people show themselves in their own way.
- Shortlisting: the firm compares applications with the person specification and keeps the best few.
- Interviews: face to face, by phone or video. Cheap and common, but some people interview well and work badly.
- Tests and tasks: aptitude or skills tests, personality tests, a presentation, a group exercise or a trial shift. They show what the person can really do.
- References: a past employer or teacher confirms the facts.
- Job offer, then a contract.
Good selection matters: a wrong choice wastes recruitment money, may lead to poor work and staff leaving, and the whole process must be repeated.
Contracts of employment: full-time, part-time, zero hours
A contract of employment is a legal agreement between worker and employer. It sets out the job title, hours, pay, holidays and notice period.
- Full-time: about 35 to 40 hours a week. Steady income for the worker; the firm gets loyal, always-available staff, but pays more and is less flexible.
- Part-time: fewer fixed hours (for example 16 a week). Suits students and parents; the firm can cover busy times.
- Zero-hours: no minimum hours. The worker is called in when needed. Very flexible and cheap for the firm, but income is uncertain and staff may feel less loyal.
- Temporary / fixed-term: for a set period, like a festival season. Freelance workers are self-employed and paid per job.
Many countries have laws on minimum wage and fair contracts; the exact rules differ by country.
Key formulas and definitions
- Recruitment = finding people and getting them to apply
- Selection = choosing the best applicant
- Job description = details of the job; Person specification = qualities of the ideal person
- Internal = from inside the firm; External = from outside
- Contracts: full-time, part-time, zero-hours, temporary, freelance
Worked examples
1. A school needs a new head of science and has a strong science teacher who wants promotion. Internal or external? Why?
Internal. It is faster and cheaper, the teacher already knows the school and pupils, and the promotion motivates other staff. But the school must then fill the teacher's old post.
2. A tech start-up needs an expert in a new kind of software that nobody on its team knows. What should it do?
Recruit externally (for example a job website or a specialist agency), because the skill does not exist inside. Use a skills test or a coding task in selection, since an interview alone cannot prove the skill.
3. A seaside ice-cream shop is very busy only in summer and on sunny days. Which contract fits, and what is one risk?
Zero-hours or temporary seasonal contracts, so it pays staff only when there are customers. Risk: workers may find steadier jobs elsewhere, so the shop may lack staff on the busiest days.
Common mistakes
- Mixing up the two papers: the job description is about the JOB; the person specification is about the PERSON.
- Saying recruitment and selection are the same. Recruitment attracts applicants; selection chooses one.
- Forgetting that internal recruitment creates another vacancy.
- Thinking zero-hours means no work. It means no guaranteed hours; the worker may still work many hours.