DEVELOPING A SELECTION PLAN
Recruitment and Selection Manual
State Personnel Division
Department of Administration
DEVELOPING A SELECTION PLAN
Before taking any steps to fill a vacant job, you need a selection plan. This “action plan” will guide supervisors and managers through the selection process.
For your selection decisions to be defensible later, your recruitment and selection procedures need to be job-related developed before reviewing applicants based on written criteria to evaluate applicants applied consistently documented well
HIGHLIGHTS OF THE CHAPTER
Developing Job Duties and Responsibilities 1
What are Competencies? 6
Minimum Qualifications 10
Identifying Selection Procedures 11
What is a Selection Plan?
A selection plan establishes an understanding of the job so you can hire the most qualified applicant. The plan lays out the major responsibilities of the job, identifies what is needed to perform the job, and identifies the most effective selection procedures to use. “Guidelines for Developing a Selection Plan” are in Appendix 15.
Where do you start?
Job analysis means developing job-related information. It’s the starting point in the selection plan and, for that matter, in the entire recruitment and selection process. It’s a study of the job to determine these parts: major duties and responsibilities their relative importance to the job the competencies required to perform them the qualifications for the job.
(See Appendix 3 and 5 – “Selection Planning Worksheet I” and “Selection Planning Worksheet II.”)
This guide uses these descriptions:
Position or Job – A position or job usually consists of three to five major duties requiring the services or activities of a person. An example of a position is Human Resource Technician.
Job Profile and Evaluation – The job profile is a streamlined position description and includes the evaluation of work for placement in a pay band. It can serve as the core document for all human resource functions, such as recruitment, selection, performance management, and career and succession planning. Job evaluation requires clear, complete descriptions of duties and work.
Duty or Responsibility – A duty or responsibility is a major area of work performed by a person. A job usually has three to five major duties. When describing a duty or responsibility, you should give examples of work. An example of a human resource technician duty is “to support recruitment.” An example of work within that duty is “to provide information to applicants and hiring authorities.”
Competencies – Competencies are measurable and observable knowledge, skills, and behaviors that contribute to successful performance of a job. Desired competencies vary by occupation. Some examples of behavioral competencies include teamwork, customer service, communication, creativity, problem solving, and initiative.
Minimum Qualifications – Minimum qualifications (MQs) are the basic competencies needed to perform the job adequately on the first day of employment. MQs include the education and experience leading to successful job performance.
Why use job analysis?
Job analysis is the foundation for understanding the job. It’s an essential part of the recruitment and selection process, because job analysis:
helps you meet legal requirements that recruitment and selection procedures be job-related (Uniform Guidelines on Employee Selection Procedures, discussed in Chapter I);
adds documentation that your hiring decision uses objective criteria; and
saves time, money, and energy by helping you select the best person for the job.
What information does job analysis provide?
Job analysis identifies the major responsibilities and duties of the job.
Job analysis groups duties in order of importance and estimates the percentage of time each duty requires. NOTE: because you are identifying major duties, usually three to five, quantity of time