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Fair Recruitment & Selection Handbook

CONTENTS 1. Introduction: Hiring on Merit............................................................................................01 2. Importance of Fair Recruitment and Selection.................................................................02 3. Why it is Important to Hire the Right Person....................................................................04 4. Success in Ensuring Good Hires.....................................................................................06 5. Principles of Fair Recruitment Practices...........................................................................08 6. A Systematic Hiring Programme......................................................................................10

6.1. Recruitment and Selection Policy..........................................................................10



6.2. Job Analysis..........................................................................................................10



6.3. Uses of Job Description / Job Specification..........................................................20



6.4. Job Description.....................................................................................................21



6.5. Job Specification...................................................................................................22



6.6. Development of Selection Criteria..........................................................................24



6.7. Questioning Technique..........................................................................................30



6.8. Job Advertisement................................................................................................31



6.9. Application Form...................................................................................................33

candidate to fill the post. While there is no perfect recruitment model as organisations have



6.10. Interview Structure................................................................................................36

differing hiring needs, hiring on merit increases significantly the likelihood that you will get



6.11. Training of Interviewers..........................................................................................38



6.12. Tips on Conducting Interviews..............................................................................39

own organisation.



6.13. Panel Interview......................................................................................................40

This handbook brings employers through the entire recruitment process and offers practical



6.14. Phone Interview.....................................................................................................41

tips in the following areas:



6.15. Résumé Review....................................................................................................44

• Identifiying your talent and hiring needs.



6.16. Character References............................................................................................44

• Finding your candidates.



6.17. Informing Candidates of Interview Results.............................................................44

• Attracting your candidates.



6.18. Employee Orientation and Induction......................................................................47

• How you can conduct the recruitment interview.

7. Summary and Conclusion...............................................................................................48 02

The desired outcome of any recruitment exercise is to hire the most qualified and suitable

the best person for the job. This recruitment handbook provides principles that employers can make reference to when designing a fair and objective recruitment process for their

• What to do after the interview. 01

The recruitment and selection interview is the most important and critical step in the recruitment process. Recruiting the right employees does not however begin with the interview and end with the job offer. Finding the right person requires careful planning, organising, directing and controlling prior to the interviewing process. The post interview employee orientation and induction are equally important. A well structured orientation and induction programme gives the new employee a “jump-start” to be productive in your company. The decision that a hiring manager, interviewer or supervisor makes may affect the company for years to come. Selecting the right person for the job can strengthen an organisation. On the other hand, poor recruitment and selection interview methods result in poor selection, which undermines organisational capabilities, wastes management time, lowers productivity, increases staff turnover, and may also adversely affect staff morale. It is therefore important for employees with hiring responsibilities in the organisation to be trained and equipped with fair recruitment and selection skills in order to select the right person for the right job. This can be done formally through training courses. Organisations can also provide written guides or checklists to prepare hiring managers for this very important task. Whichever the choice, organisations must note that recruitment and selection cannot be left to chance. Adequate preparation and planning are vital to help the hiring managers select the best candidate on the basis of merit.

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The right person on the job will:

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• Be more productive.



• Learn faster.



• Be more satisfied with the job and stay longer.



• Require less training and supervision.



• Free up the manager / supervisor’s time to add value in other areas.

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Employees help managers to get work done. Hence it is important that managers are fully committed to recruit good employees in the first place. To do so, managers must ensure that there is:

• Good analysis of job functions.



• Good analysis of suitable personality / temperament for the position.



• Effective pre-interview screening.



• Use of effective interviewing and questioning techniques.



• Proper utilisation of panel interviews to gain relevant job-related information and to ensure more robust assessment of the best candidate for the job.



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• Proper use and selection of interview tools.

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Fair recruitment practices that successful organisations subscribe to include: a. Applying the Tripartite Guidelines on Fair Employment Practices1. b. Recruiting and selecting employees on the basis of merit. c. Giving job applicants a fair opportunity to demonstrate their knowledge, skills and experience during interviews. d. Providing sufficient information for candidates to make an informed decision about joining the organisation. e. Using consistent evaluation criteria established by the organisation for the specific job position for selection. f. Ensuring all interviewers are aware of the established criteria for interview and selection. g. Ensuring that the remuneration for the new employee is in line with the company’s pay structure, taking into account the salaries of the existing employees in the organisation as well as current remuneration practices of the industry. h. Ensuring that psychometric tools or other types of tests used are relevant to the job. The usage of any assessment tools should be clearly explained to the job applicants during the interview. i. Abiding by relevant labour laws when recruiting new employees. j. Informing job applicants of the outcome of their application when the position has been filled. The recruitment and selection process is one of the most important responsibilities of Human Resource (HR) practitioners, employers, line managers and supervisors. In fact, line managers and supervisors play a crucial role in providing accurate information about job requirements

The Tripartite Guidelines on Fair Employment Practices is issued by the Tripartite Alliance for Fair Employment Practices in May 2006. These guidelines represent the work of the Tripartite partners, namely MOM, SNEF and NTUC in working out guidelines which are practical, effective and sustainable for workplaces in Singapore. The inclusion of numerous examples in the guidelines provides an easy way to understand how these guidelines should be adopted for use in different organisations. A softcopy of the Guidelines is available at www.fairemployment.sg. 1

before HR managers can source and attract the right candidates. Successful organisations often pay much attention to their HR function, policies and processes. CEOs, line managers and supervisors are very much involved in the recruitment process. 08

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Steps to job analysis: 1. Identify job title. 2. Identify the job position in the organisation structure, e.g. identify the reporting officer, and subordinates for the post. 3. Identify the core and non-core duties and responsibilities for the job. Core duties are

6.1. Recruitment and Selection Policy It is important to develop an effective HR recruitment and selection policy to ensure that the company recruits the most suitable person for the job. A typical policy provides the necessary guidelines for line managers and supervisors in the entire recruitment process. The policy should be consistent with the current employment legislation, HR best practices and in accordance with the Tripartite Guidelines on Fair Employment Practices.

performed regularly and frequently, e.g. in the case of a secretary, answering calls for the boss. Non-core duties are performed irregularly and infrequently, e.g. assisting HR with the company’s Christmas party. 4. Identify the standards and competencies required for each job activity. Standards are what should be done, e.g. in the case of answering phone calls, standards required are that all incoming calls must be answered within five ring tones; calls should be screened before passing over to the boss and all calls and messages should be recorded in the message book. Competencies are what the candidate should possess to be able to perform the job activity to the minimum standards required, such as attentiveness, good

6.2. Job Analysis A job analysis is critical to the successful recruitment of the right candidate. Without a proper job analysis, interviewers and those involved in the recruitment process would not know specifically what attributes, qualifications and skills they should be looking for in candidates. A good job analysis identifies the duties, responsibilities and other information pertaining to the activities required of the job. It takes into account the nature of work, the equipment used, the type of work, the place of work, the people involved and the intricacies of the job. A job analysis is the prelude to a job description and job specification. 10

hearing ability, politeness, ability to write legibly, good communication skills, etc. 5. Identify the tools, equipment, machinery and apparatus used on the job. 6. Identify the physical challenges, e.g. working in air-conditioned environment or outdoors, carrying heavy equipment most of the time, environment is noisy and dusty, etc. 7. Identify all other activities related to the job. 8. Establish the job description and job specification. 11

When analysing a job, take into consideration the following:

Job Analysis Form (SAMPLE)

• Job title. • Division / Department. • Reporting status.

This form is used to obtain information about the duties and requirements of the job. It can be used by the job analyst or by the job holder.

• Details of activities performed (Core and non-core activities). • Scope of work.

A. Job identification

• Span of control. • Standards required. • Frequency of performance. • Competency levels. • Nature of work (E.g. workplace condition, equipment used and specific duties and responsibilities). • Relevant information pertaining to the job.

Name

: _______________

Job title : ___________________

Department : HR Department

Position reporting to : Senior HR Executive

B. Job summary

1. Describe the functions of the job in brief.

__________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ C. Major duties / Responsibilities and performance standards

2. List the major duties and responsibilities of the job. Each task statement should be a clear description of the task and should start with a verb (action word).

Major duties and responsibilities (Core)

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Performance standards

Frequency

Competency (Skills, knowledge and abilities)

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3. Who are the employees that the job holder has to supervise?



6. What educational qualifications, knowledge, skills and attributes are required for the job?

a. No. of direct employees

Job titles

b. No. of indirect employees

Job titles

Degrees, diplomas, certificates, etc.



Knowledge, skills and attributes required

7. List machines, equipment and vehicles that will be used during the course of work.

__________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________

4. Who will the job holder be in contact with during the course of his work? State their job titles and briefly explain the purpose of contact. Internal (Exclude own department)

External (Outside the organisation)

8. List licenses and special certifications required for the job.

__________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ E. Working conditions

9. Describe the physical environment under which this job will be performed, e.g. air-condition environment, noisy and dusty environment, outdoor environment, etc.

D. Personal characteristics / Job specifications

5. List the physical requirements for the job. Give examples to explain the need for

__________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________

the requirements. Physical characteristics



10. What are the working hours? Any shift requirements?

__________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ 14

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F. Health and safety features

Instructions on how to use the job analysis form:





11. Describe fully any health or safety hazards associated with the job.

__________________________________________________________________________

1. The job analysis form contains a total of 4 pages.

__________________________________________________________________________ __________________________________________________________________________ G. Other matters relating to the job __________________________________________________________________________

A. Job identification

This segment requires information on:



• Name.



• Job title.



• Department.



• Position reporting to.



Primary duties: You are to mark the primary areas of responsibility.

__________________________________________________________________________ __________________________________________________________________________

B. Job summary

Employee’s certification



This segment requires a brief description of the job.

I certify that the particulars provided are complete. Name : ________________________________ Signature: _________________________ Date :_________________________________ Line superior’s / Manager’s certification

C. Major duties / Responsibilities and performance standards

Major duties and responsibilities (Core):



Identify the core duties performed by the job holder, e.g.



• In a secretarial job, the core duties would include answering phone calls, taking messages, preparing daily appointments for the boss, etc.

A. I agree with the job analysis as stated in this form.

B. Remarks / Comments:

Performance standards:

________________________________________________________________________________

Spell out the standards required for each duty mentioned, e.g.

________________________________________________________________________________

• “Answer phone calls” – Should be done before the 5th ringing tone.

________________________________________________________________________________

• “Take messages” – Should be done on prescribed writing pad and transmitted as soon as possible.

Name

• “Prepare daily appointments” – Should be done one week ahead, i.e. schedules should

: ________________________ Designation:______________________________

Signature : ________________________

Date:______________________________

A soft copy of this form can be downloaded from www.fairemployment.sg and customised for your organisation.

be for the next seven days and beyond.

Frequency: State the frequency the work is performed, e.g. • “Answer phone calls” – Very often throughout the working hours. • “Take messages” – Very often, as and when a message is received. • “Prepare daily appointments” – As and when necessary.

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Competency (Skills, knowledge and abilities):



Machines and equipment involved:

State the competencies required for each activity performed, e.g.



In the case of a secretary,

• Adaptability – Able to perform a variety of tasks, often changing assignments on short notice.



• Computers.

• Initiative – A self-starter, working well without close supervision.



• Photocopiers.

• Co-operative – Works well with other people.



• Paper shredder.

• Administration – Keeps other members of the organisation informed of progress and problems.



• Other office equipment.



Licence and special certification:

D. Personal characteristics / Job specifications



In the case of a secretary,





• Not applicable.

• Organisation – Establish priorities and a course of action for handling multiple tasks.

Physical requirements: List the physical requirements relating to the job, e.g. • In the case of a secretary, at times he / she has to carry boxes of files from one

E. Working conditions Describe the working conditions of the job holder. For a secretary, it would be in a pleasant,

department to another. Typically each box would weigh about 5 kilograms.

quiet and air-conditioned office.

Educational qualification, knowledge, skills and attributes: Fill in the qualifications and skills required for the job. For a secretary, the requirements can be



• GCE ‘A’ Level or equivalent, plus 3 years of working experience in a similar position.



• Preferably working in a manufacturing environment with some experience in handling HR matters.



Working hours: Indicate the working hours. The working hours for a secretary would typically be 9 am to 5 pm.

F. Health and safety features



• Able to prepare powerpoint slides.

Describe any work hazards and / or safety apparels required. In the case of a secretary,



• Able to prepare spreadsheets.

there might not be anything hazardous.



• Able to type accurately at 80 – 100 words per minute.



• Able to take shorthand.



• Good communication skills (Verbal and written).

G. Other matters relating to the job Include items related to the job that is not already captured above.

Employee’s certification:



The person who fills up the form would sign off. The date should also be indicated.



Line supervisor’s certification (Where applicable)*:



The supervisor would sign off. The date should also be indicated.



Line manager’s certification (Where applicable)*:



The manager would sign off. The date should also be indicated.

*Note: In smaller organisations, the job analysis could be endorsed by the proprietors, owners or directors. 18

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6.4. Job Description A job description gives a clear and concise account of the tasks performed and describes the responsibilities carried out for a particular job. It explains what is done on the job, how it is done, and why it is done. It is used for employee recruitment, performance appraisal and performance management, job evaluation, salary benchmarking, employment contract, job advertisement, job enlargement, job enrichment, job design and job re-engineering. Every job should have a job description which could be captured in writing and duly endorsed by the supervisor and the department manager. All employees must be aware of their respective job descriptions so as to contribute their best in an organisation. A job description should capture the date it is written and should have the signatures of the people involved. When preparing a job description, you should include the following details: • Job title, division / department, accountability (Who he / she reports to and who he / she supervises).

6.3. Uses of Job Description / Job Specification (a) Enable managers to compare one job to another and to rank the jobs according to their “job worth / job values” (Job evaluation). (b) Help in the recruitment, selection and hiring of new employees because they spell out the actual work performed, exact qualifications, education, skills and experience candidates need in order to be successful on the job. (c) Help growing companies plan future manpower needs. Companies do this by

• A brief description of the job. • An organisation diagram showing the relationship of the job and others within the department, in particular the reporting status. • A list of core duties, responsibilities and activities with corresponding standards of requirement, frequency of performance and level of competency. A job description should be captured in writing and duly endorsed by the supervisor / department manager or in the case of smaller organisations by the proprietor / owner / director.

comparing the current requirements with the kinds of jobs and skills that will be in demand in the future and decide how to best meet the manpower needs. (d) Training and development needs are also easily identified. Qualifications of current job holders can be compared to the ideal ones described and appropriate training can be given to fill the gaps. (e) Facilitate employees’ performance management and appraisal. (f) Used for job design, job enlargement and job enrichment purposes.

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Job Description / Job Specification (SAMPLE) 1. Job title: Accounts assistant 2. Job description (Summary): To assist the financial controller in keeping the company’s accounts. 3. Details of job description: Core duties / Activities

Standards applicable

Required competencies

a. Handle all accounts Timely and in compliance Knowledge of accounting receivables and payables. with accounting procedures. and book-keeping, good in numbers and meticulous.

6.5. Job Specification Job specification relates to the specific knowledge, skills, experience, abilities and attributes necessary for the incumbent to perform the duties, activities and responsibilities of the job up

b. Prepare cash flow statements.

Timely and in compliance Knowledge of accounting with accounting procedures. and book-keeping, good in numbers and meticulous.

c. Assist in monthly closing of accounts.

Timely and in compliance Knowledge of accounting with accounting procedures. and book-keeping, good in numbers and meticulous.

to the minimum standards required. Job specification is used for job advertisements, employee recruitment, performance appraisal and performance management, job evaluation, salary benchmarking, employment contract, job design and job re-engineering.

d. Prepare payroll accounts. Timely and in compliance Knowledge of employees with accounting procedures. payroll / records and knowledge of accounting. e. Liaison with banks.

The job specification should consist of: • Education.

• Physical attributes.

• Experience.

• Positive can-do attitude.

• Special skills / Training.

• All other attributes necessary to enable

• Language proficiency.

the incumbent to perform the job to the required standards.

Timely and in compliance Courteous, polite and with accounting procedures. knowledgeable in banking procedures.

4. Job specifications: a. Educational / Professional qualifications required: • Diploma in Accounting or partial ACCA or equivalent.

c. Skills required: • Leadership and interpersonal skills. • At least 4 years of similar working experience.

A job specification should be captured in writing and duly endorsed by the supervisor /

b. Knowledge required:

d. Attributes:

department manager or in the case of smaller organisations by the proprietor / owner /

• Knowledge of Singapore’s

• Ability to work with others.

director.

accounting conventions. • Knowledge of MS Excel and MS Office.

• Show initiative. • Ability to multi-task. • Verbal ability. • Ability to make simple calculations.

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6.6. Development of Selection Criteria Having a list of selection criteria helps ensure that the hiring decision is made on the basis

Examples of non-discriminatory employment interview questions

of objective criteria that are applied consistently and fairly to all candidates. The selection

During the interview, try to ensure all the relevant areas are covered. While there will be

criteria helps interviewers focus on what they should be looking for in the candidates and for

differences depending on the response to questions, keeping to a consistent set of issues and

them to assess the various candidates interviewed to select the one who best meets the job

scenarios allows for more objective comparisons of the suitability of candidates.

requirements (Based on his / her ability and qualification). 1. Questions on qualifications The following are activities related to developing the list of selection criteria: a) Identify requirements based on job description, job specification, job grade and attributes.



a. When was the last time you attended a course of study, workshop or seminar?



b. What is your highest level of education?



c. What was your specific field of study?

b) Identify the key personality traits which are important to the success of the job. 2. Questions on job skills

c) Establish a list of selection criteria through:

• Qualifications.



• Interpersonal skills.



• Experience.



• Integrity.



• Technical / Functional skills.



• Honesty.



• Abilities.



• Motivation.



• Attributes.



• Problem solving.



• Team work.



• Analytical skills.



• Leadership.



• Creativity.



• Communication.



• Customer focus, etc.

d) Prepare a list of interview questions directly related to the selection criteria identified and review whether these questions are relevant to the job. Should questions which



a. What are some of your core skills?



b. What do you think are the skills requirement for the job you are applying?



c. How competent are you in operating computers? What software are you familiar with?

3. Questions on job experience

a. What did you do in the last five years?



b. What were the challenges in your past experience as a (Job title)?



c. How experienced are you in handling customers?

4. Questions on analytical skills

a. You are required to give a 10 minutes presentation on what you would do as a manager

may seem discriminatory be asked, the reasons for asking should be explained to

in the event of a fire in your office, what are the issues that you would include in

prevent misunderstanding.

your presentation?

b. What would you do to increase productivity in your department? How would you carry out the tasks?



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c. Tell us what you would do if you were to start your career all over again.

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5. Questions on willingness to work in a team



notices. Will you be able to handle this?

a. Who are your team members in your present job? What is your working relationship with each of them?



b. Tell us the challenges you faced when you were working with a team.



c. How many work teams have you worked with over the last two years? What distinctive strengths and weaknesses have you seen in the team members?

b. One of the challenges in this job is making frequent trips out of Singapore on short



c. How much overseas travelling do you do in your present job?

11. Questions on working long hours

a. The job involves handling customers’ complaints and following up with these complaints. Very often, you have to stay back late to complete the tasks. Would it be a problem for

6. Questions on passion for job and company

a. What are the goals and objectives of your present company? Do you know our company’s goals and objectives?



b. How long have you been looking for a new job? How long have you been on your last job?

you to work long hours, e.g. staying till 9 pm?

12. Questions on handling heavy equipment

7. Questions on integrity

a. What are three adjectives that others would use to describe you?



b. What does integrity mean to you?



c. How would you respond if you were to discover that a co-worker is using the office

b. What are the working hours like in your present job?

a. You are required to carry heavy objects / materials (About 20 kilograms) in this job. Can you handle that?



b. There are often times when you have to climb steep stairs on site visits which are in the open. Are you able and willing to do that?



c. Do you have to carry heavy items in your present job? What is the heaviest item that you have carried during the course of your work?

phone for personal long distance calls? 8. Questions on self confidence

13. Questions on foreign languages





a. When was the last time you were given a task that was beyond your scope of work?

unable to speak English. Can you communicate with them in Mandarin?

Tell us about that situation.

b. What would you do if you were retrenched from your company?



c. How confident are you to perform the job that you have applied for?

a. You will be dealing with Chinese speaking customers most of the time. Many of them are



b. We have many customers who are Malay speaking. They do not speak English. Would you have problems speaking with them in Malay?



c. This job will require you to correspond with our clients from China. Are you able to reply to emails in Chinese?

9. Questions on self development

a. When did you last enroll in a course of study, e.g. attending seminars, workshops and lectures?



b. What training courses, seminars and workshops will you be attending in the next 12 months?





c. Do you think it is important to continue learning throughout one’s lifetime? Why?



14. Questions on handling bigger roles and leadership a. If you are a supervisor and one of your subordinates is uncooperative and refuse to take instructions from you, what would you do? b. Tell us of an incident of misconduct by a subordinate of yours. What did you do? What was the outcome?

10. Questions on travel 26

a. This job might require you to travel overseas more than 50% of the time. Would that be fine with you?



c. What have you done in the last 12 months to upgrade yourself in terms of knowledge, skills and expertise? 27

15. Questions on experience

a. Tell me about a specific area of responsibility that you have enjoyed most.



b. In view of the position that we are offering, tell me about your relevant experience.



c. What have you learned from the jobs you have had?

Interview Evaluation Form (SAMPLE) Interview assessment form Name of candidate

: ___________________________________________________________

16. Emotional questions

Position interviewed for : ___________________________________________________________



a. Give me an example of a crisis situation you were involved in. What did you do?

Interviewed by



b. Tell me about a time when you were very angry at the workplace. What did you do?



c. Has there been a time when a person’s anger was misdirected at you. How did you react?

17. Questions on adaptability

: __________________________ Date:____________________________

Qualifications, skills, experience, abilities and other job requirements 2. Job related skills. 3. Job related experience.

a. How do you establish good working relationships with people?

4. Ability to express ideas and thoughts.



b. If you were to be offered this position, how do you imagine you would spend your first

5. Ability to respond to questions.



c. Tell me about the most difficult job-related task you have faced.

18. Interpersonal questions

a. How do you give your subordinates negative feedback?



b. How important was communication and interaction with others in your last job? What did you do to be effective?



c. Were you ever a member / leader of a team in a professional setting? How did you perform in that role?

Remarks

1. Academic / professional qualifications.



two weeks on the job?

Score (Max. 10)

6. Willingness to work in a team. 7. Passion for the job and company. 8. Integrity and honesty. 9. Self confidence. 10. Passion for self development. 11. Ability to travel extensively. 12. Ability to work long hours. 13. Ability to handle heavy equipment. 14. Ability to work outside Singapore. 15. Ability to speak customer’s language. 16. Supervisory / managerial potential.

19. Questions on competencies

a. How did you gain your knowledge of this industry / company?



b. Other than the requisite skills, what other skills do you have that would help you perform this job well?



c. What do you know about our organisation?

Note: It is important that the hiring managers / interviewers are very clear as to the specific requirements of the job and base the interview questions and selection criteria on the relevant factors. They should be careful to avoid using unfounded proxies and assumptions, such as having young children would imply that the candidate would not be willing to travel, or that being over 40 years old would mean not being physically strong. 28

Total score: Interviewer’s general comments: ________________________________________________________________________________ ________________________________________________________________________________

Recommendation for hiring: Not recommended / Recommended / Highly recommended Interviewer’s signature: _ _________________________ Date: ____________________________ A soft copy of this form can be downloaded from www.fairemployment.sg and customised for your organisation. 29

6.7. Questioning Technique Interviewers should be aware of the various types of interviewing questions in order to better understand the candidates. Bearing in mind the purposes of the interview, it is prudent for interviewers to ask questions that allow the candidates to talk and provide information as required. The following are different types of questions that can be asked: a) Open-ended questions An open-ended question is useful for exploring and gathering information. It allows for a wide range of answers. Open ended questions usually begin with “what”, “when”, “where”, “who”, “why”, “how” or “describe”. Examples: • “How do you succeed in working under pressure?” • “I’m interested to hear about…” • “I’m curious to learn…” • “Would you share with me about...” • “Give me an example of…” • “How do you go about…” b) Close-ended questions A close-ended question can be answered with either “yes” or “no” or a short phrase. Examples: • “Are you attentive to details?” • “Can you start work on dd/mm/yy?” c) Probing questions Probing questions are used for checking additional specific information. When seeking more details, there are a number of types of probes you can use, depending on what the candidate is saying and what you want to discover. Examples: • “Tell me exactly what happened after that…” • “Was there an occasion when your relationship with team members didn’t work out well?” d) Situational questions Situational questions ask the applicant to respond to a given situation. Example: “Imagine yourself as a supervisor and one of your subordinate employees consistently arrives late for work. What action would you take?” 30

6.8. Job Advertisement The job advertisement will be based on the information enclosed in the job description and the job specification. The objective is to design an advertisement that will attract qualified job applicants who are able and willing to do the job and be cost-effective in doing so. The content of the advertisement should be non-discriminatory. You can advertise in the local newspaper or internet job sites, with university and polytechnic placement (career) centres, alumni offices, professional and trade associations or NTUC Careerlink. You may also wish to engage the services of employment agencies or management consultants or ask for referrals from friends and business associates. Attracting your talent pool When using job advertisements to attract applicants, you should consider the target audience, how long the advertisements should run, how fast you want a response and how much you are prepared to spend for the advertisements. The options include: a) Newspapers and magazines – They can reach specific audiences within a sector or locality. b) Internet sites – They can reach a wide audience quickly. Some internal sites and job portals also have a database of candidates that you can search. Check the costs – Internet sites can be cheaper than advertising in a newspaper. You should also time the advertisement carefully, e.g. avoid holiday periods and remember to plan how you will deal with responses. c) In-house advertisements – They are free but the exposure is limited to company employees. Consider if you wish to have an employee referral programme for existing staff to tap on their network to identify suitable candidates for shortlisting. 31

A good job advertisement should: • Have a job title. • Have a strong opening statement that highlights the attractive features of the job. • State the relevant requirements, e.g. skills and experience, qualifications, knowledge and attributes needed based on the job analysis, job description and job specification. • Be able to capture the attention of the reader. • Contain non-discriminatory language. • Be clear and concise. • Information on location and salary range may be given so that candidates can decide whether to apply. • Provide brief information about the job and the company. • Indicate how the applicants should respond to the advertisement, e.g. by sending a CV or completing an application form. If there is a specific requirement in your advertisement which may be misconstrued as discriminatory, you should state the reason for the requirement to prevent misunderstanding, e.g. if the job requires a female staff to model clothes for a women’s fashion boutique.

6.9. Application Form Job application forms are commonly used by employers to obtain relevant information from job applicants to help make an initial assessment of the applicants’ suitability. Some companies do not use such forms but ask interested job applicants to submit their résumé or curriculum vitae instead. Job application forms should be realistic and straightforward, appropriate for the level of the job and non-discriminatory. The forms should request for information directly related to the job, i.e. the essential information that the interviewers need to enable them to shortlist appropriate candidates for interview. An application form should contain: • Job title. • Job position. • Personal particulars. • Contact details. • Qualifications (Academic and professional). • Employment history. • Personal declaration and signature.

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Employment history

Job Application Form (SAMPLE)

Date Personal information

From

To

Firm / Institution (In chronological order)

Position held

Key responsibilities

Reason(s) for leaving

Name (As in NRIC or passport) : ____________________________________________________





(Please underline surname)

Are you (Tick one)

: Singapore Citizen / Singapore Permanent Resident /



  Foreigner requiring a pass to work in Singapore.



Address: _ _______________________________________________________________________

Details of current employment

___________________________________________________ Postal code: _________________

No approach will be made to your present employer without your consent.

Contact no.: ___________________________   Email address: ____________________________

Present employer

:__________________________ Designation :_______________________

Present monthly salary :__________________________ Bonus Key responsibilities

Academic qualifications Date From

To

Schools / Institutions attended

:_______________________

:____________________________________________________________

________________________________________________________________________________ Qualifications obtained (‘O’ / ’A’ Levels, Diploma, Degree)

Subjects / Grades

Notice required (To end present employment)_: _________________________________ (Weeks) Reason for leaving

: ________________________________________

Referees Please give details of two referees whom we may approach for references. 1. Name

:__________________________ Designation :______________________

Organisation name :_____________________________________________________________ Contact no.

:__________________________ Email address :______________________

2. Name

:__________________________ Designation :______________________

Organisation name :_____________________________________________________________

Other qualifications / Courses attended / Awards attained

Contact no. Date From

To

Qualifications / Awards obtained

Awarding institution

:__________________________ Email address :______________________

Tell us why you applied for this job and why you think you are the best person for the job. ________________________________________________________________________________ ________________________________________________________________________________ I verify that the above information is correct to the best of my knowledge. I accept that providing deliberately false information could result in my dismissal.  Signature: ______________________________________ Date:____________________________ A soft copy of this form can be downloaded from www.fairemployment.sg and customised for your organisation.

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6.10. Interview Structure

Phase 2 (Interaction)

The interview structure provides a quick overview of the different phases of the recruitment

Phase 2 deals with the face-to-face interviewing of candidates. It is just as important as the

process. It provides guidance on the respective roles and activities involved in employee

planning and preparation phase. The interviewer should be prepared and well trained on the

recruitment. This ensures an effective selection of the best candidate for the job.

use of effective interviewing techniques for candidate selection, bearing in mind, the need to provide “good candidate experience” in the process. Good candidate experience means that

The interview structure can typically be divided into three phases: • Phase 1 (Planning and preparation). • Phase 2 (Interaction). • Phase 3 (Evaluation).

the candidate is given a fair opportunity to be assessed on his / her merits and goes off with a good impression of the company, regardless whether he / she gets the job. The following are activities included under this phase:

• Welcome at the reception desk.



• Establish rapport (Use of ice-breaker, e.g. did the interviewee have difficulty finding his / her way here)? Conduct interview by asking prepared questions.

Phase 1 (Planning and preparation) Planning and preparation for an interview are critical success factors of effective employee recruitment. They involve all the issues necessary to ensure proper interviewing and selection of candidates. The activities of planning and preparation include the following: • Identify job description. • Identify job specification.



• Take brief notes for reference and review (Use the interview evaluation form, take pointers for candidates’ assessment, etc).



• Provide information about the company, the job and expectations.



• Allow candidates to ask questions.



• Inform candidates on the next step following the interview.



• Close the interview with a note of thanks to the candidate.

• Identify job grade. • Establish selection criteria. • Establish list of interview questions. • Identify panel of interviewers (Establish roles of interviewers, e.g. who to ask what questions, what to tell the candidates and what to avoid in the interviews, etc).

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Phase 3 (Evaluation) The evaluation process is an integral part of the employee recruitment and selection. It hinges on the first two phases, i.e. how well the planning and preparation is carried out and how well the interview is conducted. In the evaluation process, the interviewer would refer to the notes

• Review job applications.

taken during the interview. With the prepared evaluation checklist, the scores on each of the

• Shortlist candidates for interview.

criteria for the candidates interviewed would be evaluated accordingly. The following are the

• Inform candidates of interview venue, date, time, etc.

activities involved:

• Prepare interview location.



• Review notes on individual candidates interviewed.



• Evaluate candidates’ suitability based on selection criteria.



• Rank candidates.



• Make a hiring recommendation / decision.

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6.11. Training of Interviewers

6.12. Tips on Conducting Interviews

Employee recruitment is an important and vital component in the HR process. Organisations



• Be punctual for the interview.

could save a lot of money if interviewers are proficient in their job. Training should be given to all



• Establish rapport.



• Ensure that the candidates are well attended to, from the time of arrival at the reception

employees involved in the recruitment process. Training of interviewers could be done on the job “OJT” or preferably in the classroom. Interview training should be conducted regularly to ensure interviewers are given updates and sufficient training to achieve the desired level of competency.

desk to the time after the interview.

• Use a prepared list of questions.

The specifics of a training programme for interviewers should include:



• Ensure that all questions asked are related to the job requirements and selection criteria.



• How to put job applicants at ease.



• Be properly acquainted with the “Systematic Hiring Programme” section of this handbook.



• Awareness of errors and pitfalls of interview (e.g. stereotyping).



• Allow candidates to ask questions about the company and the job.



• Tripartite Guidelines on Fair Employment Practices.



• Be a good listener during the interview.



• Procedures for interview and selection.



• Take notes.



• Development of selection criteria.



• Prepare interviewer’s report for candidate after each interview.



• List of interview questions.



• Review notes and make hiring recommendations.



• Questioning techniques.

Remember that you are looking for the most suitable candidate for the job that meets your



• Awareness to ensure that all candidates for the same job should be asked the same set

selection criteria. Do not let irrelevant or less important factors influence your decision.

of questions.

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• Listening skills.



• Use of interview evaluation form.



• Rating and ranking of candidates interviewed.



• Role play.

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6.13. Panel Interview A panel interview consists of a group of managers or supervisors interviewing the candidate at the same time. It is conducted like a conference with one of the members of the panel acting as the chairperson. All members of the panel should be duly informed of the questions they are expected to ask as well as to keep track of the responses of the candidate. After the interview, panel members should compare each other’s individual evaluation of the candidates and then jointly decide whether to hire, not to hire or to call for another interview. The following points should be noted when conducting a panel interview. All panel members should be: •

Properly acquainted with the “Job interviews” section of the Tripartite Guidelines on Fair Employment Practices.

•

Allocated with specific questions to ask.

•

Aware of what each other is expected to do before, during and after the interviews.

•

Appoint a “coordinator” to compile the results of the interviews.

•

Compare notes and make a hiring recommendation / decision.

6.14. Phone Interview The phone interview is used for short-listing candidates. It is increasingly popular as a first level screening process for jobs which require candidates with good verbal communication skills, e.g. receptionist, customer relations officer, call centre agents, telemarketers and sales promoters. The phone interview is also used for employee recruitment to check and verify résumés submitted by job applicants. Interviewers would normally ask for clarification on the information submitted in the résumé. This is to ensure that the candidate has the relevant qualifications and experience required before an appointment is made to meet the candidate. Questions should not be phrased in a way that may be perceived as discriminatory. Pointers for phone interviewers: • Prepare a list of questions to ask during the interviews. • Prepare a list of FAQ (Questions and answers) that candidates are likely to ask. • State the purpose of the call and be specific with the questions. • Be a good listener and take charge of the conversation. • Be polite throughout the conversation. • Inform the candidate on what to expect. • Thank the candidate for the time spent.

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Telephone Reference Check (SAMPLE)

Phone Interviewing Questions (SAMPLE)

• Can you tell me more about yourself?

Good morning / afternoon,

• Why are you applying for this position? • How many years of experience do you have in __________________?

Applicant’s name _________________________ has applied to us for a ____________________

• What are your responsibilities in your current position?

position. I would appreciate a few minutes of your time to verify some information he / she has

• Why are you considering leaving your current position?

given us?

• Tell me what you know about our company / position? • What is the most important thing you are looking for in a company / job? • Describe to me the most significant accomplishment in your career so far? • What is your greatest weakness / strength? • Where do you see yourself in five years? • When would you be available? • What is your salary expectation? • Do you have any questions?

1. What were his / her dates of employment with your company? 2. He / she said his / her earnings were S$ _________________. What was his / her starting pay S$ ____________________________ and leaving pay S$ ____________________________ ? 3. Does he / she handle his / her customers well? _____________________________________ 4. Would you say he / she was a good worker and a self starter? ________________________ 5. Do you find him / her trustworthy?_________________________________________________ 6. How does he / she get along with his / her colleagues? ______________________________

The advantages of phone interviews are: • Convenient. • Speed. • Minimum time involved. • Low cost.

7. How does he / she accept supervision?____________________________________________ 8. Why did he / she leave your company?_ ___________________________________________ 9. Would you rehire him / her? ____________________ If no, why?________________________ A soft copy of this form can be downloaded from www.fairemployment.sg and customised for your organisation.

The disadvantages of phone interviews are: • Difficulty in detecting non verbal communication skills. • No rapport. • Voice distortion. • No identification.

A soft copy of this form can be downloaded from www.fairemployment.sg and customised for your organisation. 42

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Rejection Letter (SAMPLE)

Date

6.15. Résumé Review When the job candidate applies for the job, he / she will submit an attractive résumé. Interviewers

Mr / Miss (Address)

should bear in mind the requirements of the job and to check these requirements against the claims made by the job applicants on their résumés. The key areas to probe are: • Education. • Work experience. • Key accomplishments.

Dear Mr / Miss _____________________________, We refer to your application for the position of ________________ and the subsequent interview at our office.

• Career history. When reviewing the résumés, interviewers should constantly focus on whether the candidates meet the job requirements and selection criteria and avoid being influenced by unrelated issues, e.g. a beautiful photo of the candidate attached to the job application.

6.16. Character References The character reference list furnished by the candidate will usually direct you to people who are able to give favourable testimonies of the job applicant. However, if a reference check raises doubts about a candidate you have selected, do not be too quick to reverse the hiring decision.

We would like to inform you that after careful consideration, we felt that another candidate for the ___________________ position was much closer to our job requirements. This is in no way a reflection on the quality of your background, experience or character.



We would like to take this opportunity to wish you the best in your future endeavours. Thank you for your interest in ... We wish you all the best in your future endeavours.

You may wish to consider a further interview with the candidate concerned.

6.17. Informing Candidates of Interview Results

Yours sincerely,

Candidates attending job interviews want to know the results of their interview as soon as possible. There are candidates who even request to know the outcome immediately after their interview. It is good practice for interviewers to inform candidates of their interview results within two weeks after the interview. Such communication should normally be by letter, email or by phone. 44

Signature A soft copy of this form can be downloaded from www.fairemployment.sg and customised for your organisation.

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Letter of Offer (SAMPLE)

6.18. Employee Orientation and Induction A good orientation programme can help assist your new employee to fulfill his / her full potentials. It provides an opportunity for the organisation to “jump start” the employee to get him / her “up

Date

to speed”. In other words, the purpose of employee orientation is to provide the new employee with ample knowledge of the job and the organisation in the shortest period of time.

Mr / Miss A typical employee orientation programme could range from 1 to 5 days. (Address)

Some organisations make use of the “buddy” system in addition to a formal employee orientation programme. As the word suggests, the role of the “buddy” is to assist the employee in all aspects of work as well as to get him acquainted to the new work place. The “buddy”

Dear Mr / Miss _____________________________,

arrangement could usually go on for 2 weeks or more. Contents of an orientation programme may include the following:

We are pleased to offer you the position of ______________________. The terms and conditions of employment and our benefits package is enclosed.

• Introduction to the company – Vision, mission, goals, values and history. • Geographical coverage and office locations.

This offer includes: • A starting salary of S$___________________ with a six-month review in the first year. • Transport allowance of S$___________________ (If applicable).

• Company products and services. • Company organisation structure – Who is who? • Functions of divisions, departments and business units. • Observation of safety and health rules. • General employment terms and conditions.

• (List other terms and conditions of employment offered by the organisation). I hope you will accept this offer. Please let us have your decision by _________________ (Date). If you have any questions, please feel free to call me at _______________________ (DID).

• Procedures for salary administration. • Procedures for performance appraisal. • Procedures for recruitment, promotions and transfers. • Company welfare and benefits.

We look forward to having you join our organisation.

• Hospitalisation benefits and insurances. • Grievance procedures. • Working hours.

Yours sincerely,

• General working rules and regulations – Dress code, hairstyles, etc.

Signature A soft copy of this form can be downloaded from www.fairemployment.sg and customised for your organisation. 46

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Produced by:

Employee recruitment based on the principles of fairness and merit is one of the most important components of good HR. Successful companies spend time and effort on recruitment. A

www.fairemployment.sg

good hire can contribute towards positive changes including productivity growth, team work and enhancement of employee morale. The contents in this handbook will assist you to implement a fair and objective recruitment and selection process in your organisation and become a more competent recruiter.

Reprinted in September 2009 All rights reserved. No part of this book may be reproduced in any form or by any electronic mechanical means, including information storage and retrieval systems without permission in writing from the publisher.

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