The author highlights the cultural mismatches that contribute to these high figures, the need to understand the culture, develop a strong brand, so that the culture is visible to candidates, and use properly validated assessments.
Recruitment activity is influenced by company strategy and economic conditions. A robust process should not be short-circuited when there is an urgent need for resources, and managers need to be familiar with the time frames necessary to fill an unexpected specialist post externally.
Increasingly, line managers and peers are involved in recruitment decisions. This involves a range of perspectives in evaluating candidates and helps to align employee strengths with business goals.
Equality legislation does not prevent an employer from selecting the most appropriate candidate for the job. It is not discriminatory practice to refuse to recruit or retain in employment any person who will not undertake the duties attached to the post or will not accept reasonable conditions under which those duties must be done. It is also acceptable to include relevant behavioural characteristics, such as teamworking or attention to detail, in the selection criteria, as long as these are used in a non-discriminatory way.
The law requires that the person be available and fully capable of undertaking the work. A person with a disability is deemed to be fully competent and capable of undertaking any duties if, following “reasonable accommodation” provided by the employer, he or she is fully competent and capable of the job (see Employment equality for definition of “reasonable accommodation”).
The evidence shows that the provision of providing equal opportunities for all candidates in recruitment and promotion gives the widest choice of candidates, helps to overcome skills shortages, improves job satisfaction and lifts employee morale generally. In short, it is good employment practice.
This section integrates the legal and compliance issues with the steps to be taken in the recruitment process.