Report on Recruitment and Selection process of Farmer Brothers


This report has been prepared from the view point of being the HR Executive of Farmer Brothers & J D Beardmore. It intends to highlights the recruitment and selection procedure of Farmer Bros and current UK employment legislation as it affects the recruitment and selection of personal. It will also critically evaluate the recruitment and selection of Farmer Bros giving recommendations for improvement. For this purpose a vacancy of crew member has been selected.

Recruitment and selection is the process of identifying the need for a job, defining the requirements of the position and the job holder, advertising the position and choosing the most appropriate person for the job. It represents activities that underlie human resource management. Retention means ensuring that once the best person has been recruited, they stay with the business and is not "poached" by rival companies. Undertaking this process is one of the main objectives of management. Indeed, the success of any business depends to a large extent on the quality of its staff. Recruiting employees with the correct skills can add value to a business and recruiting workers at a wage or salary that the business can afford, will reduce costs. Development and functioning of an organization depends largely on the flow of new people. Employees should therefore be carefully selected, managed and retained, just like any other resources.

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Since 1860 the Beardmore name has carried far and wide as the benchmark for quality in Architectural Ironmongery. Many of the products are exclusive to Beardmore and some of the designs are as old as the firm itself. Farmer Brothers & J D Beardmore is recognized for its eye for excellence in design and craftsmanship and in high standards of customer care and service. Farmer Brothers & J D Beardmore's commitment to offering the very best in period and contemporary door furniture remains a central concern of the business. Whilst Farmer cutting edge contemporary ironmongery is often the product of the imagination of the design team and when it comes to period items Farmer Bros engage in rigorous research to ensure the authenticity and provenance of ironmongery. There is a marked French influence on the collection, but a number of castings matching these designs form a part of Beardmore's existing catalogue, suggesting an historical intersection between high quality continental and domestic hardware. Farmer Bros skilled pattern makers can reproduce any of the designs to customers' specification. They can recast and finish the item as customer require. Farmer Bros brings the old designs of ironmongery back to life.

Job Analysis

Job Analysis is the process of describing and recording aspects of jobs and specifying the skills and other requirements necessary to perform the job. Job analysis is the systematic study of jobs to identify the observable work activities, tasks, and responsibilities associated with a particular job or group of jobs. It is a systematic method for gathering information which focuses on work behaviors, tasks, and outcomes. It identifies the personal qualifications necessary to perform the job and the conditions under which work is performed and reports the job as it exists at the time of analysis; not as it was in the past. It is not an analysis of thought processes, attitudes, traits, or aptitudes and analysis of an individual position. It is analysing the recruitment of the particular vacancy which finds out about the nature of the job and the skills, experience and qualification of the person.

The main purposes of job analysis are:

Job analysis prepares job description and job specification which in turn helps to hire the right quality of workforce into the organization. The general purpose of job analysis is to document the requirements of a job and the work performed.

Job data obtained by job analysis serves a variety of organizational purposes and provides a basis for decision making.

Job analysis can be used to help organizations cope with change. In today's rapidly changing world, organizations need a flow of accurate and reliable information about the content and requirements of their jobs.

There are several ways to conduct a job analysis, including: interviews with incumbents and supervisors, questionnaires (structured, open-ended, or both), observation, critical incident investigations, and gathering background information such as duty statements or classification specifications. In job analysis conducted by HR professionals, it is common to use more than one of these methods. Questionnaires are the most common methodology employed by certification test developers, although the content of the questionnaires (often lists of tasks that might be performed) are gathered through interviews or focus groups.

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Recently at Farmer Bros vacancy has arisen for the position of the sales assistant. As a HR manager one would have to perform a job analysis. This can be done by means of straight observation of the existing staff operating at work by identifying what duties this position entails and what assistance it would require and also observing what duties do sales assistant perform. Moreover, interviewing other sales assistant in store and finding out exactly what their responsibilities involve and also asking customers how to improve if there is anything wrong. Also one would look through relevant documentation such as the training manuals.

Job Description

Job descriptions are essential. Job descriptions are required for recruitment so that you and the applicants can understand the role. Job descriptions are necessary for all people in work. A job description defines a person's role and accountability. Without a job description it is not possible for a person to properly commit to, or be held accountable for, a role. Job description is a list of the general tasks, or functions, and responsibilities of a position. It may often include to whom the position reports, specifications such as the qualifications or skills needed by the person in the job, or a salary range. Job descriptions are usually narrative, but some may instead comprise a simple list of competencies; for instance, strategic human resource planning methodologies may be used to develop competency architecture for an organization, from which job descriptions are built as a shortlist of competencies.

Job descriptions may serve a number of purposes, whether for internal management, performance reviews, recruitment, or something else; consequently the length and structure of a job description may also vary greatly. A common objective of a job description is to have a outline of duties and responsibilities to make the screening process as direct and focused as possible. Job Descriptions should also provide insight into why a person should be attracted to this role and what people should not consider this position for their next career move.

Job descriptions may have other advantages as well:

improving cooperation by giving all members of the organization insight into existing responsibilities/roles;

enabling career moves within the organization;

determination of amount of pay per function;

increase of results by specification of responsibilities and key performance indicators;

development of job owner by specification of competencies.

Below is a sample job description of Farmer Bros for the position of sales assistant. It includes sections on Job ID, Job Requirements (what is done in the positions) and Employee requirements (what skills are needed by the person who holds the position). This is a job description dawn up especially for the newly appeared vacancy.

Job Title: Sales Assistant

Classification:           Full Time Employee

Department/Division: Sales Dept

Location:                 Chelsea, London

Pay Grade:               Level IV (Base + Commission)

Job Requirements

Summary of Position

Researches and identifies target client sectors for services. Develops and implements a sales process to include initial contact, follow up, presentation and closing procedures. Maintains records of contacts and sales status including contact reports, sales projections and quota ratios.

B. Job Duties

1) Research and create targeted new client lists

2) Makes initial contact with potential clients

3) Performs routine and regular follow up with potential clients

4) Performs routine and regular follow up with former clients

5) Visits potential clients and makes sales presentations

6) Closes sales

7) Maintains regular record reporting sales activity

C. Computer Skills and Software Used

1) Windows operating system

2) MS Office including Word, Excel and PowerPoint

D. Reporting Structure

1) Reports to sales manager

2) Has nobody directly reporting to this position

3) Required to participate in Annual Sales Meeting

Employee Requirements

A. Education and Training

1) Bachelor Degree in business, finance or accounting or 5 Years experience and High School Diploma. Bachelors Degree Preferred

2) ABC Financial Planning - Level 3 or higher (Fictional)

B. Skills and Aptitudes

1) Fearless cold caller

2) Good communication skill

3. Adapt to changing financial conditions and meet customer expectations

C. Environment and Physical

1) Work in high volume sales

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2) Be able to sit for prolonged periods of time

Job specification

A job specification underlines the psychological and physical qualities essential for the job possessor. In another words it describes the perfect individual to fill in the vacancy and become a member of the company. Different characteristics could be recognised like skills, knowledge, cleverness, education, training, experience, age, character and physical features. A lot of the companies centre their person specification around two major theories . the Rodger's Seven Point plan or the Munro-Fraser's Five Fold grading system, which are briefly outlined below:

Alec Rodger's Seven Point Plan

Physical make up- health, appearance, bearing and speech

Attainment-education, qualifications, experience.

General intelligence-intellectual capacity

Interests intellectual-practical, constructional, physically active, social, artistic.

Disposition-acceptability, influence over others, steadiness, dependability, self-reliance

Circumstances-domestic circumstances, occupation of family

Special aptitude (capacity)-mechanical, manual dexterity (handiness), facility in the use of words or figures.

Munro Fraser fivefold grading system

Impact on others-physical make-up, appearance, speech and manner

Acquired qualifications-education, vocational training, work experience

Innate abilities-natural quickness for comprehension and aptitude for learning

Motivation-kinds of goals set by the individual, his or her consistency and determination in following them up and success in achieving them

Adjustments-emotional stability, ability to stand up to stress and abilitu to get in with people.

Employment legislation

Anyone involved in the recruitment and selection of staff should be aware of their responsibilities under the relevant UK European legislation and Farmer Bros is not an exception. There are numerous acts and legislation that must be followed but some the major are as follows:

Employment equality religion or belief regulation: The Employment Equality (Religion or Belief) Regulations 2003 prohibit discrimination and harassment on grounds of religion or philosophical belief in employment, vocational training and the provision of goods, facilities and services. The Regulations cover not just believers of organised religions, but anyone who holds any religious or "philosophical belief" such as paganism or humanism. The Regulations also protect non-believers. They cover people who are "associated with" someone who holds certain religious or philosophical beliefs, or people who are perceived as having certain beliefs when, in fact, they don't. Religious hate crimes are a criminal matter and are dealt with by the police.

Employment equality sexual orientation regulation: The act says that there should not be any discrimination between individuals who have orientation towards of same sex, opposite sex or both. The act also covers both direct and indirect aspects of discrimination. Fairness at work and good job performance go hand in hand. Tackling discrimination helps to attract, motivate and retain staff and enhances an organisation's reputation as an employer. Eliminating discrimination helps everyone to have an equal opportunity to work and to develop their skills.

Equal pay act: It is an Act of the United Kingdom Parliament which prohibits any less favourable treatment between men and women in terms of pay and conditions of employment. The effect of a successful claim is that an "equality clause" is inserted into the claimant's contract, following which, the employee is entitled to equality of pay and other terms and conditions with someone of the opposite sex, in a comparable job.

The Disability discrimination act: The Disability Discrimination Act 1995 (DDA) made it unlawful to discriminate against workers in employment, education, transport and the provision of goods and services. It applies to employees, workers, the self-employed, temporary and agency workers. It also extends to job applicants, apprentices, contractors, prison officers, fire fighters and police officers. Members of the armed forces and volunteers are excluded from the Act's protection. There is no qualifying period of service required under the Act, so a worker is protected from the time they apply for a job. Ex-employees can also make a claim against a former employer, if they are complaining about something that was closely connected to that period of employment. It applies to all discrimination in the workplace such as selection for a job, terms and conditions of employment, promotion or transfer, training, employment benefits and dismissal or any other detrimental treatment.

Employment equality age regulation 2006: The Regulations apply to all employment and vocational training (employees, prospective employees and trainees).It is unlawful to discriminate, harass or victimise job applicants, employees or trainees on the grounds of age (young or old).Direct discrimination occurs where the employer treats a job applicant / employee / trainee less favourably than he treats or would treat other persons unless he can objectively justify that treatment. It includes discrimination based on apparent age whether or not that is in fact the correct age. Indirect discrimination occurs where the employer applies a provision, criterion or practice which puts persons of a particular age group at a particular disadvantage and they suffer disadvantage as a result. Discrimination by way of victimisation occurs if the employer treats an job applicant / employee / trainee less favourably because of something they have done under or in connection with the Regulations (e.g. supporting a fellow worker who has brought a claim for age discrimination).If an employer gives instructions to an employee to discriminate against another employee and those instructions are not carried out and that employee is then subjected to less favourable treatment, this will still constitute discrimination on the grounds of age.

The Sex Discrimination act: The Sex Discrimination Act 1975 (SDA) outlaws discrimination on the grounds of sex and marital status in employment, education, transport and the provision of goods and services. It applies to all discrimination in the workplace, such as, selection for a job, training, promotion, work practices, dismissal or any other disadvantage such as sexual harassment. If a worker is discriminated against in their contractual terms of employment, then the Equal Pay Act applies. Whist this booklet refers to women in the majority of examples, it should be noted that the law applies equally to both men and women.

Recruitment procedure

After job analysis, Farmer Bros HR manager will begin recruitment, which is carried out according to their recruitment policy. Some of the methods implemented by the company to advertise and recruit employee would be discussed below.

Internal recruitment:

At first HR manager will try recruiting internally that is fulfilling the vacancy with existing personnel. It provides opportunity for development and promotion for existing working people, which is inspiring to others too. Internal recruitment is much cheaper and quicker than recruiting externally. However, this process is not vary varied since the number of applicants is limited so there is a threat on losing out on interesting and fresh skills and ideas that could come externally

External recruitment:

Yet another way of recruiting crew is External recruitment. It makes it possible to draw upon a wider range of talent, and provides the opportunity to bring new experience and ideas in to the business. Disadvantages are that it is more costly and the company may end up with someone who proves to be less effective in practice than they did on paper and in the interview situation. Or in other word external recruitment refers to the filling of job vacancies from outside the business (contrast with internal recruitment). Most businesses engage in external recruitment fairly frequently, particularly those that are growing strongly, or that operate in industries with high staff turnover.

Farmer Bros can accomplish its external recruitment through various ways:

Employment / recruitment agencies

Job centres



Recruitment is the process of identifying that the organisation needs to employ someone up to the point at which application forms for the post have arrived at the organisation. Selection then consists of the processes involved in choosing from applicants a suitable candidate to fill a post. Training consists of a range of processes involved in making sure that job holders have the right skills, knowledge and attitudes required to help the organisation to achieve its objectives.

There are process of selection in Farmer Bros are

Short listing: Once a Job Vacancy has been advertised and reached the closing date, we will shortlist candidates using the Core Competencies on the Job Purpose. The short listing process may take a few days if there are numerous applicants. As soon as a decision has been made, the HR Department will contact shortlisted applicants to arrange interviews. Normally you would expect to hear from us within two to three weeks of the closing date if you are to be interviewed. In order to concentrate our resources where they are most needed, we are unable to keep in contact with every applicant. Consequently, if you do not receive further communication from us within six weeks of the closing date, please assume that your application has been unsuccessful. In some cases, we will need to seek references prior to interview, in others we will only seek these following an offer, however, we do require at least two references prior to appointing.

Interviews: Interviews are normally conducted by a panel which will include the line manager, an HR Representative and perhaps more senior members of the Department or Faculty. In some cases, there may be second or even third interviews. Some interviews may need to be conducted by telephone. In all cases, we do our best to ensure that all candidates are given a fair, equal and appropriate opportunity to demonstrate their ability to do the job.

Offers: Once the interviews are complete, we will select the preferred candidate and may issue a conditional offer of employment - conditions may include satisfactory references, medical, etc. When we have completed all the necessary employment checks on a preferred candidate, we will issue a formal unconditional offer of employment and contract. We will ask you to accept the offer by signing and returning the Principal Statement. All successful applicants will need to have provided evidence, e.g. a Passport, of their right to work in the UK. Applicants should be sure they meet the requirement of the points based criteria as defined on the UK Border Agency website.

Required documents: In order to choose the candidate for the vacant place at Farmer Bros and make the correct decision, particular document are required to be shown to the company,

Application form or a CV

Covering letter

Valid British passport or passport with valid visa

Criminal record check statement

Records of any assessment and test result taken during the selection process


Relevant certificates as proof of qualification and experience

Critical evaluation

Once the whole of the recruitment and selection process is done, it has to be monitored, to assess and evaluate whether it was in actual fact successful and whether the correct person was chosen for the right position at the right time. Future recruitment exercise may require modifications to the methods used; a successful recruitment for one job does not automatically mean the same method will be as successful again. This is particularly true if the labour market changes with for instance, fewer school leavers but more mature workers being available.


Analyzing recruitment and selection It acquired knowledge and thus It got to know how to prepare for my future career. After my experience at Farmer's I have realised as a candidate and worker in the same time that the organisation has to be more dedicated with its employees and offer respect and security before losing them. Thus Farmer's will receive loyalty from its employees and it is likelihood to achieve performance without losing time and money.

I've learnt that it is necessary to know myself very well to be able to evaluate the company I want to work for. Hence with a comprehensive attitude towards the learning and appraisal of my characteristics I will find an organisation suitable for my personality and experience. For me being more organised with recruitment and selection concepts leads myself to a certain future.

I believe it is very important for Farmer's reputation to define diversity and consider every person who applies for a job because it can detect employees that have high potential and high value and can be the leaders of the company's future. Hence people are the most flexible organisational resource and the nomination of suitable people with appropriate skills for the occupied positions is a fundamental prerequisite for the organisational success