People are a vital resource for any business. Recruiting the right staff and providing effective training are essential for success.
The recruitment process
Recruitment involves attracting and selecting the best candidates for a job. The main steps are:
- Job analysis – identifying the tasks and responsibilities of the role.
- Job description – a document describing the duties and responsibilities.
- Person specification – the qualifications, experience and qualities needed.
- Advertising the vacancy – internally (noticeboards, intranet) or externally (online job sites, newspapers, recruitment agencies).
- Shortlisting applicants – selecting candidates who best meet the criteria.
- Interviews and tests – assessing candidates through interviews, aptitude tests or assessment centres.
- Selection – choosing the best candidate and making a job offer.
Internal recruitment fills a vacancy with someone already employed by the business. It is cheaper and quicker but limits the pool of candidates and may create another vacancy. External recruitment brings in new ideas but can be more costly and time‑consuming.
| Method | Advantages | Disadvantages |
|---|---|---|
| Internal recruitment | Candidate already knows the business; cheaper and quicker; boosts morale by offering career progression. | Limited pool of applicants; may create another vacancy; can cause jealousy among colleagues. |
| External recruitment | Fresh ideas and skills; larger pool of applicants; may increase diversity. | Higher advertising and selection costs; longer induction; risk of poor fit. |
Comparing training methods
| Method | Description | Advantages | Disadvantages |
|---|---|---|---|
| On‑the‑job | Training at the workplace under supervision. | Cheaper; learning is directly relevant; produces output while training. | Trainee may pick up bad habits; may disrupt production. |
| Off‑the‑job | Training away from the workplace, often at a college or training centre. | Access to specialist knowledge; no workplace distractions. | Higher cost; trainee does not produce output during training. |
Induction and training
Once hired, employees should receive induction training to introduce them to the organisation’s culture, policies and colleagues. Ongoing training develops skills and improves performance. Methods include:
- On‑the‑job training – learning while doing the job, often supervised by experienced staff. It is cheaper but may pass on bad habits.
- Off‑the‑job training – courses away from the workplace, such as college classes or online courses. It is more formal and can teach specialised skills but may be expensive.
Regular appraisal allows performance to be reviewed and training needs identified.
Workforce planning and leaving employment
Workforce planning ensures the business has the right number of employees with the right skills at the right time. Sometimes this involves reducing staff numbers through redundancy (when a job no longer exists) or dismissal (when an employee’s performance or behaviour is unacceptable). Legal controls protect employees from unfair discrimination during recruitment and ensure fair treatment when employment ends.
Examples and applications
Suppose a supermarket chain is opening a new store. It might use internal recruitment to promote an experienced assistant to store manager, saving advertising costs and rewarding loyalty. At the same time, it will run external job adverts to hire additional cashiers and shelf‑stackers from the local community. Candidates are shortlisted based on application forms and interviews before the best are offered jobs.
Training also varies by situation. A new barista at a coffee shop learns through on‑the‑job training, working alongside a skilled colleague to master the espresso machine. By contrast, a nurse might attend an off‑the‑job first‑aid course at a college to learn specialised skills. Annual appraisals help employers identify employees who could benefit from further training or promotion, ensuring the workforce continues to meet the needs of the business.
