by Kate Russell


People are vital to the success of any organisation. It has been shown repeatedly that poor recruitment practices result in high labour turnover and absenteeism, with a consequent increase in costs. If the right people are recruited in the first place, they are likely to stay, fit into your organisation and work to optimum effect.

If the wrong people are recruited, they will either leave or engage in unsatisfactory behaviours or conduct, which means that you will have to manage them out of the business. This is time consuming and in itself carries risks.

The purpose of this topic is to help you to understand your legal responsibilities and to set up a system which is effective, efficient, lawful and fair.

There is no absolute guarantee of success, but all the evidence suggests that a disciplined and systematic approach to the recruitment will achieve better results.

Key elements of an effective recruitment process include

  • Confirming the need for the role and drawing up a person and job specification
  • Identifying the most appropriate search, advertising and selection procedure
  • Planning the recruitment process, interviewers and timescales
  • Requesting information on experience, qualifications and references
  • Making informed decisions based upon careful evaluation of the information gathered.

You need to be really rigorous about your recruitment practices. There are a lot of bounty hunters who make it their business to trip up careless recruiters. By this I mean, for example, that it is easy to submit two apparently identical CVs, with one material difference, such as a disability. If you call in the person without the disability for interview but not the person with a disability, it looks as though you are operating a barrier against people with a disability.