Recruitment & Selection Toolkit

Transcription

Recruitment &Selection ToolkitGrameen Foundation Human Capital Center#

Table of ContentsIntroduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1Recruitment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3Identify Competencies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4Develop a Job Description . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7Source Applicants . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8Selection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12Applicant Screening . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12Candidate Evaluation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13Selection of Final Candidates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17Onboard New Employees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25Glossary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26Table of Handouts & Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27Recruitment and Selection At A Glance . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28i

IntroductionrecruitmentandselectionstepsGrameen Foundation’s Human CapitalCenter focuses on helping microfinanceinstitutions (MFIs) and other povertyand development-focused organizationsstrengthen their capacity to attract,develop and retain talented staff.identifycompetenciesMicrofinance institutions and small growing socially focused businessesare facing human capital challenges that can adversely impact theirgrowth, innovation, access to capital and risk management. Human capitalsimply refers to an organization’s most important asset and only sourceof sustainable competitive advantage: its employees. To address thesechallenges, we suggest an approach of systematically aligning human capitalmanagement practices to your unique business strategy.sourceapplicantsToolkit ProvidesConsistentApproachTools andExamplesto recruitmentand selection inalignment withthe organization’sbusiness strategyto support therecruitment andselection processResourcesto help you identifycandidates whowill be mostsuccessfuldevelop a jobdescription#applicantscreeningHandoutsexamples andtemplatescandidateevaluationselection offinal candidatesOrganizations must understand and comply with local employment laws. Localemployment laws may require some adjustment to the steps outlined in this toolkit.1onboard newemployees

Recruitment andSelection ToolkitHigh performing organizations demanda workforce with the talents and skills toaccomplish strategic goals.Attracting talent includes identifyingsuccessful behaviors in yourorganization, monitoring theexternal labor market for suitableapplicants and deploying a holisticstrategy to match the right peoplewith the right roles within theorganization. It is important tohire individuals who align with theorganization’s mission and values,are passionate about their work, andare able to meet role requirements.This toolkit is divided into two mainparts: Recruitment and Selection.This detailed guide defines eachprocess, why it is important andthings to consider as you implement.There is also a set of handouts thatcorrespond to the content withinthis guide. The handouts either offermore detail or can be easily adaptedfor use in your organization.Recruitment StepsIdentify Competenciesdefine the key attributes for asuccessful person in the jobDevelop a Job DescriptionSelection StepsApplicant Screeninginitial sort to identify qualifiedapplicantsCandidate Evaluationdocument the key responsibilitiesfor the jobassess the suitability of a candidatefor the jobSource ApplicantsSelection of Final Candidatesidentify a pool of qualified applicantsNote: This toolkit is designed toguide you through the adoptionand implementation of the staffingprocess of recruitment and selection.We presume that the step of strategichuman resources (HR) planning iscomplete, the current talents needs forthe organization have been determinedand there is agreement - and a budget to hire new employees.select the best candidate for thepositionOnboard New Employeesan approach to ensure the newemployee quickly gains theinformation and support to besuccessful in the organization2

Recruitmentrecruitmentconsists ofRecruiting employees is the processof defining what specifically yourorganization is looking for in terms of asuccessful employee, and attracting thosepeople to your organization.identifycompentenciesRecruitment is Critical to MFI SuccessMFIs rely heavily on their reputation. It is important to hire individuals whoalign with the organization’s mission and values, as well as have the capacityand passion to meet role requirements.High performing MFIs depend on their employees to deliver on theidentified mission and strategic goals. MFIs therefore need to focus onplacing the right person in the right job rather than hiring someone whodoes not meet role requirements.Microfinance is an extremely “high touch” business. Frontline employeeshave a direct influence on the organization’s reputation, mitigate creditrisk and maintain portfolio quality. Employees need to be skilled at theiridentified roles within the MFI.MFIs do not have additional funds to spare. Proper recruitment can savetime and money, freeing up resources to be leveraged in other areas of theorganization.Poor hiring choices historically have an adverse impact on the organization.From a capacity standpoint, employees who do not perform well in theirroles within an organization need to be replaced more frequently, due tofiring or resignation from the position. Financially, it is more expensive torecruit, hire, and train multiple times for the same position due to turnoverthan it is to maintain a competent staff member long term. Additionally,employees who do not meet expectations are more dissatisfied and arenot as productive as employees who match job requirements, so it is adisservice to both the employee and the organization when the fit isn’t right.Organizations need to spend ample time defining the role and recruitingstrong applicants in order to select the best candidates for each position.3develop a jobdescriptionsourceapplicants

Challenges to Recruitment for MFIsRecruitment is challenging because it can be difficult to identify enoughqualified candidates to have an adequate choice in some labor markets,whether for field officer positions or more senior manager opportunities.Challenges range from low levels of educational achievement due to poorschools, to significant competition from the commercial financial sector,or an over abundance of university graduates who desire a position lessphysically demanding than that of a typical rural field officer. Organizationstherefore need to consider the mindset of potential candidates andunderstand how to overcome these issues.Marketing Your Organizationto Prospective EmployeesHow does yourorganization want to beportrayed?Throughout the entire process, it is important to keep in mind what yourorganization represents and how you want it to be portrayed. The impressionyou want prospective employees and clients to have of your organizationas an employer is often referred to as your employment brand. Yourrecruitment strategy should be consistent with and reflect your employmentand organization brand throughout the process.When thinking of an organization’s brand, it is helpful to think of potentialemployees as customers; in this instance you’re marketing the opportunity towork at your organization rather than marketing a product. Every step of therecruitment process impacts the impression that a potential employee has ofyour organization and influences his or her opinion of the organization. Inmany cases, a candidate’s experience during the recruitment process helpshim or her to either accept or reject a job offer. It is vital therefore that theexperience reflects your brand in an accurate and positive light, and in turnattracts and engages the right people. It is vital to consider your impact on acandidate whether or not a candidate is hired - if a candidate has a positiverecruitment experience but is not chosen for the job, he or she may continueto speak positively to others about your organization as a prospectiveemployer.Identify CompetenciesThe first step in recruitment is to clearly identify thecompetencies required for someone to be successful inthe role. The organization must identify the competenciesrequired for each open position and then use these asa tool to screen applicants. It is also common to usecompetencies not only in recruitment and selection, butalso performance management, training, and developmentfor the employee later on.4Competencies arethe collection ofknowledge, skillsand behaviorsrequired toperform the job.Competencies aredescribed throughbehavioraldescriptors andcan be observedor measured.See table on thenext page for adescription ofeach.

Knowledge, Skills & BehaviorsThere are threefacets to everycompetency thatcan be observedand measured:knowledge, skillsand behaviors.KnowledgeDefinitionAsk YourselfFor ExampleThe informationrequired to do thejobWhat knowledgeis necessary for thejob?Understand thedetails of financialproducts availableto clientsThe ability tocomplete a taskWhat skills mustthe employeeexhibit to besuccessful?Basic numbersaptitudeHow a personaccomplishes tasksWhat behaviorsmust the employeeexhibit to besuccessful?Treat clients withrespect, and abilityto form strongrelationshipsSkillsBehaviorsCompetencies are classified into thefollowing three categories1:Technical - the set of technical/functional skills and knowledge required forthe performance of a job. These are typically acquired through education,specialized training and/or relevant job experience. Financial analysis andcredit evaluation are examples of technical competencies.Organizational - the set of supervisory/managerial, administrative and peopleskills required for effective performance. These are more difficult to develop,as they require some innate ability to make analyses and handle people.Integrated perspective, customer focus, and problem solving are examples.Personal - the set of values and habits that represent an organization’sfoundation of performance and quality. These competencies are oftenrequired of all positions and reflect the culture of the organization. Integrityand teamwork are examples of personal competencies.Competencies go beyond describing just a skill. The combination oftechnical, organizational and personal competencies is what ensuressuccessful performance of any given job. Using this approach sets you upto hire for the right behaviors and allows you to train necessary skills onceonboard the rectory ofcompetenciesimportant tomicrofinance)

How to Identify Competenciesfor a Specific Role in an MFIOrganizations should challenge themselves to think beyond education leveland marks achieved when determining what contributes to success in aparticular role within their organization. While education or high marks maybe one indicator of success within certain roles, they are not sufficient whenattempting to predict the success of an employee within a position in anorganization. Other indicators of success should be considered as well. Forinstance, what are the key factors that separate an exceptional employee froman average employee within your organization, and within specific roles? Dosuccessful employees within your organization have exceptional analyticalability, communication skills, alignment with the social mission, ability toestablish strong relationships, or a combination of other factors?There are a number of ways to identify the competencies required for aspecific job. Take the field officer as an example:Branch managers can survey field officers to ask them what they think arethe top criteria for success in their role and compare these stated criteria toactual performance results across the field officer staff.HR can also meet with a group of branch managers and ask them to discussthe key skills and attributes of high performing field officers in their offices,and then have them rank these in order of importance.Once competencies are identified, you may find ithelpful to determine the proficiency level required forthe job. You may require that both field officers andbranch managers exhibit the same competency, but atdifferent levels. An example of specific proficiency levelsfor “teamwork” can be found below.Sample Competency: Teamwork2Proficiency LevelExpected BehaviorAWorks in a team.BBuilds strong relationships within the team.Considers others’ perspectives and positions.Is willing to adjust and be flexible about one’s own views in order to reachconsensus within a team.CEstablishes clear roles and objectives among different units to ensure thateach member understands his/her part in the organization and is workingtoward a common goal.DBuilds a culture of teamwork and synergy towards creating a distinctadvantage for the organization.6

Develop a Job DescriptionA job description is a written document that includesthe general nature of the work to be performed, keyresponsibilities and duties, and competencies required.Note that the job description is not a description of theperson holding that position. It is critical to create orupdate the job description before proceeding in therecruitment process; a clear and accurate job descriptionwill help communicate expectations to prospectiv

process of recruitment and selection. We presume that the step of strategic human resources (HR) planning is complete, the current talents needs for the organization have been determined and there is agreement - and a budget - to hire new employees. Recruitment Steps Identify Competencies define the key attributes for a successful person in the job