Recruiting talent has become a significant challenge in the UK market, with manufacturing recognised as one of the most severely affected industries.

To help you stand out from the crowd, we created the below webinar and outlined our tips for recruitment best practice. The Office for National Statistics has reported that live UK vacancies are at an all-time high which, when coupled with ongoing skill shortages in manufacturing, makes hiring new employees increasingly difficult.

Webinar – Attracting talented candidates

Carol Moor, our Senior HR Consultant and Trainer, explores how to align your recruitment and selection strategy with today’s candidates, including guidance on company culture and retaining talent.

Tips for recruitment and selection

Assess your needs
The first step is to examine your needs. You should consider the duties and activities that need undertaking, which may be satisfied by recruiting additional resource.

Job description
Scope out the role by creating a job description that defines, in broad terms, the purpose and scope of the role. This does not need to be a listing of every activity, up to 8 broad areas of responsibility should suffice, with room for change to suit the needs of the business within the post holder’s capability.

Key Performance Indicators (KPIs)
Make sure you include how success in the role will be judged. Potential applicants and appointees need to know what they will be expected to achieve, should they be successful.

Performance specification
Define what skills, experience, and qualifications the successful application needs to have to do the job. These are broadly split into essential and desirable categories. This is essential for sifting applications and selecting who you wish to take further in the process. It also helps to define what should be assessed for suitability in any selection process. Be careful how you define these requirements, as you can potentially be accused of discrimination if you place too high a value on significant periods of experience, typically more than five years.

Job advert
Once you have scoped out the role and person specification, you can use this as the basis for your advert. Establish what your unique selling point (USP) is as an employer. Why would someone want to work for you? Remember you are trying to attract people to your organisation. Be very careful to avoid using words that might be considered discriminatory to certain applicants with protected characteristics, unless you have an objectively justifiable reason for doing so.

Sifting applications
Review applications based on your essential and desirable criteria, as defined in the person specification. Then look at their relevant career history to select no more than five to eight applications to progress. Make notes of your sifting activity and, where possible, have two people reviewing the applications independently of each other. Be prepared to justify your decision to not progress applicants to the next stage, as this ensures that you can defend potential claims of discrimination in your recruitment practice.

Selection event
Define your selection activities based on the skills and experiences that you want to test in an interview or assessment environment. Be sure to test each area at least twice during the process to give you confidence that the applicants can do what they say they can. You can use any number of assessments, including written and practical tests, as well as competency-based interviews. As with sifting, ensure at least two people are present during any selection event. Each person should score independently and then discuss their assessment to determine the final decision. Comprehensive notes must be taken and stored to ensure any decision to not appoint can be defended in the employment tribunal, should a claim be made against you.

Making an offer
Offers should be conditional on several factors, these may include:
Proof of their right to work in the United Kingdom
Proof of any professional qualifications required to perform the work required
At least two satisfactory references, one usually from the last or most recent employer
Medical clearance, where the role requires someone of a particular medical status
A satisfactory disclosure certificate from the disclosure and barring service if required

Contracts of employment
A statement of employment particulars must be issued on day one of employment. Some of the terms may have already been confirmed in the offer letter, but the formal statement of terms must include at least those items required by the Employment Rights Act 1996.

Looking for further support?

We specialise in supporting the manufacturing industry by providing:

Our team can help you to manage recruitment and selection with confidence, while delivering valuable results for your organisation.

To find out how we can support you, complete the form below or call us on 0345 076 2288.