2.2 Recruitment and selection process
- Syllabus
- 2026
- Topic
- 2.2
- Level
- —
Learning objectives
2.2.1Types of employmentTypes of employment:• full-time• part-time• job share• casual/seasonal/temporary.2.2.2Recruitment documentsRecruitment documents:• job description• person specification• application form• curriculum vitae (CV)/résumé.2.2.3Internal and external recruitmentInternal and external recruitment:• job advertisement• shortlisting• interviewing.2.2.4Legal controls over employment and their effectsLegal controls over employment and their effects:• equal opportunities – gender, race, disability, religion, sexual preference, age• minimum wage laws.
Match the employment type to the work pattern
Employment types differ mainly in contracted hours, how work is shared and how long or predictably the work is needed.
| Type | Meaning | Employer benefit | Employer limitation / employee consideration |
|---|---|---|---|
| full-time | employee works the business's normal full weekly hours | continuity, availability, experience and easier coordination | higher continuing wage/benefit commitment; less flexibility when demand falls |
| part-time | employee works fewer than normal full-time hours on a regular basis | covers selected busy times and adds scheduling flexibility | more people/handover may be needed; employee receives fewer hours of pay |
| job share | two part-time employees divide one full-time role and its responsibility | retains skills and provides wider coverage/ideas | strong handover and coordination are essential; employment administration may rise |
| casual | employee works when requested, often without guaranteed regular hours | covers unexpected peaks or absence with low fixed commitment | availability/continuity may be uncertain; worker income is unpredictable |
| seasonal | employee is hired for a recurring high-demand season or production period | capacity matches predictable peaks such as harvest or holidays | repeated recruitment/training and lower continuity outside the season |
| temporary | employment lasts for a fixed period or task | covers a project, absence or short-term need without permanent commitment | skills/loyalty may be lost when the contract ends |
Match demand pattern → coverage required → employment type → cost, continuity and flexibility effect. Stable year-round skilled work often favours full-time employment; a harvest peak favours seasonal work; covering a fixed absence favours temporary work.
Consider demand predictability, duration, skill/training needs, service continuity, employee preferences and total employment cost. Flexible staffing can control cost, but excessive turnover or handover can reduce quality and productivity.
Part-time describes regular reduced hours; job share means two part-time people share one role. Casual, seasonal and temporary can overlap in practice, but casual focuses on work when needed, seasonal on a recurring peak and temporary on a limited duration.
Keep recruitment documents in their correct roles
Recruitment documents connect the vacancy's work and required person to comparable evidence from applicants.
| Document | Prepared/completed by | Main content and use |
|---|---|---|
| job description | employer | job title, tasks, duties, responsibilities, reporting relationships, hours/location; tells applicants what the role involves |
| person specification | employer | essential/desirable qualifications, skills, experience and personal qualities; provides criteria for shortlisting and selection |
| application form | designed by employer, completed by applicant | asks every candidate for the same structured information; makes comparison easier and exposes gaps that need checking |
| CV/résumé | applicant | candidate-selected record of contact details, education, qualifications, skills, employment/experience and referees; shows relevant history but formats vary |
Define the work in the job description → derive the required person specification → collect evidence through application forms and/or CVs → compare evidence with criteria → shortlist.
Criteria must be relevant to the job. Application evidence may be incomplete or exaggerated, so the business can verify qualifications/references and use interview evidence before appointment.
Tasks and responsibilities belong in the job description; qualifications, skills, experience and qualities belong in the person specification. An application form is standardised by the employer, while a CV is organised by the applicant.
Move from advertising to a justified appointment
Recruitment finds candidates; selection compares them with job-relevant criteria and chooses the best-supported fit.
| Source | Benefits | Limitations |
|---|---|---|
| internal recruitment: existing employees | candidate is known, understands the business, may need less induction, promotion can motivate and advertising cost/time may fall | smaller pool, creates another vacancy, may limit new ideas and unsuccessful colleagues may be disappointed |
| external recruitment: people outside the business | wider pool, new skills/experience and fresh ideas; can fill a capability gap | advertising, shortlisting, interviewing and induction cost/time; performance/cultural fit is less known; internal staff may feel overlooked |
| Stage | Strong decision |
|---|---|
| 1 job advertisement | state role, key requirements, location/hours, pay where appropriate, how to apply and closing date; place it where suitable candidates will see it |
| 2 applications | collect the requested application form/CV evidence consistently |
| 3 shortlisting | compare every applicant with essential, job-relevant person-specification criteria; invite only credible matches |
| 4 interviewing | ask consistent job-relevant questions, probe evidence, assess communication/fit and allow candidate questions |
| 5 appointment | combine documented evidence rather than choosing on first impression; check references/claims where appropriate |
Choose internal or external recruitment by the available internal talent, need for new skills/ideas, urgency, cost and importance of business knowledge. Interviews add evidence but can be biased or rehearsed, so structured criteria and more than one evidence source improve selection.
Shortlisting does not mean selecting the final employee: it narrows the applicant pool for further assessment. Internal recruitment is not automatically cheaper overall if the promoted employee leaves another vacancy to fill.
Apply equal-opportunity and minimum-wage controls
Employment law constrains recruitment and pay decisions. In this syllabus, the controls are equal opportunities and minimum wage laws; their exact legal detail and rates depend on the jurisdiction.
| Control | Required business response | Possible effects on business and workers |
|---|---|---|
| equal opportunities: gender, race, disability, religion, sexual preference and age | use job-relevant criteria; avoid unlawful discrimination in recruitment, pay, training and promotion; make appropriate adjustments so disability is not an unfair barrier | wider talent pool and fairer access can improve reputation/skills; policies, training and adjustments cost time/money; non-compliance risks claims, penalties and reputational damage |
| minimum wage law | pay eligible employees at least the applicable legal minimum | workers receive an income floor and pay may improve motivation/retention; wage costs can rise, encouraging price, productivity, staffing-hours or profit changes |
Trace law → required change → cost/people/market effect → business response. Example: minimum wage rises → hourly labour cost rises → the firm may train for higher productivity or raise prices → the final effect depends on labour intensity and ability to pass on cost.
Equal opportunity means candidates and employees are judged using relevant, consistent criteria—not that every person must receive the same outcome regardless of role, evidence or need. Appropriate support can be necessary to remove an unfair disadvantage.
Effects vary with current pay levels, workforce size, labour intensity, margins, productivity and customer price sensitivity. Paying above the minimum can support recruitment and retention, but it raises cost unless offset by productivity or other gains.
A minimum wage is the lowest legal rate for covered work, not a recommended wage for every role. Do not invent a rate or assume identical protected categories and procedures in every country; apply the controls stated in the case and syllabus.