JOB OFFER AND PLACEMENT

JOB OFFER AND PLACEMENT

Job Offer

After the interviewing and testing procedure has been completed, a provisional decision to make an offer by telephone or in writing can be made (Chaudhuri, 2010). This is normally ‘subject to satisfactory references’ and the candidate should, of course, be told that these will be taken up. If there is more than one eligible candidate for a job it may be advisable to hold one or two people in reserve (Dora, 2003),

Checking Applications

It is a sad fact that applicants all too often misinform their prospective employers about their education, qualifications and employment record. As an example, this was confirmed by a survey carried out by Pigorsand, (2013), which found that 25 per cent of employers had to withdraw their offers because applicants had lied or misrepresented their application. It is always advisable to check with universities, professional institutes and previous employers that the facts given by applicants are correct (Dale, 2012).

References

According to Wanous, J. (2000). The main purpose of a reference is to obtain in confidence factual information about a prospective employee. This information is straightforward and essential. It is simply necessary to confirm the nature of the previous job, the period of time in employment, the reason for leaving (if relevant), the salary or rate of pay and, possibly, the attendance record (Dale, 2012).

Opinions about character, competence, performance and suitability are unreliable. Referees are reluctant to commit themselves and they are not in any position to assess suitability – only the prospective employer can do that (Chaudhuri, 2010).

Confirming the Offer

The final stage in the selection procedure is to confirm the offer of employment after satisfactory references have been obtained, and the applicant has passed the medical examination required for pension and life assurance purposes or because a certain standard of physical fitness is required for the work (Pigorsand, 2013).

 

Contract of Employment

Wanous, J. (2000), states a contract of employment (or employment contract) is an agreement or term of hire that is extended from an employer to an employee to set the terms and conditions of their employment. While usually a written document, these agreements can also be verbal.

According to Arthur, R. (2001), the terms of the employment contract may include the following:

·       Commencement date ·       Job title and description ·       Duration of employment ·       Dispute resolvement ·       Termination of Employment ·       Any other general provisions

·       Employee compensation and benefits ·       Employer’s rules, regulations, policies, and practices ·       Confidentiality agreement ·       Non-compete clause

 

Placement

Pigorsand, (2013) states, once an offer of employment has been extended and accepted, the final stage in the recruitment process is concluded, namely that of placement of the individual on the new job orienting him to the organization.  In the opinion of Purcell, J, and Swart, J (2003), “Even placement is not a final decision”. It is a decisive step which consists in matching what the supervisor has reason to think the new employee can do with what the job demands, imposes and offers. It is not easy to match all these factors for a new associate who is still in many ways an unknown quantity. For this reason, the first placement usually carries with it the status of probationer. Both the new employee and the organization are on trial. “Placement” may be defined as “the determination of the job to which an accepted candidate is to be assigned, and his assignment to that job (Dale, 2012).

 

 

References

·       Arthur, R. (2001), Embracing Excellence:  Become an Employer of Choice to Attract and Keep the Best Talent, Prentice Hall Press, Paramus, New Jersey. pp.107-10.

·       Chaudhuri, K. (2010), Human Resource Management: Principles and Practices, Himalaya Publishing House Pvt. Ltd. Mumbai. pp.56-9.

·       Dale, Y. (2012), Personnel Management and Industrial Relations, Prentice Hall of India, New Delhi. pp.229-31.

·       Dora, S. (2003), Anticipatory Socialization: The Effect of Recruitment and Selection Experiences on Career expectations, Career Development International, Vol. (8), No. 4, pp. 182-197.

·       Purcell, J. and Swart, J. (2003), People and Performance: How people management impacts on organizational performance, CIPD, London. pp.16-23.

·       Pigorsand, M. (2013), Personnel administration: A point of view and a method, McGraw Hill, Kogakusha Ltd. Tokyo. pp.277-9.

·       Wanous, J. (2000), New employee placement and orientation Programs. Human Resource Management Review, pp.10, 35-51.