AFTER THE OFFER

Presented to: Sir Nasir Mehmood

Prepared by
group

INTRODUCTION
We explore how making and announcing the appointment decision can be designed to create as much benefit as possible for all concerned. Making an appointment decision should be conducted in a planned and systematic fashion and records kept.

MAKING WIN/WIN DECISIONS

After the selection process, the social interaction between candidates and the decision makers is important to the subsequent success of the appointment. This is the stage when details are verified, the final check between the individual and the job requirements is made.

CONT
The information gathered throughout the previous selection activities can be collated to form a report on each candidate. This report will include as assement of each candidate against the predetermined selection criteria and recommend two members of the panel.

MAKING AN OFFER OF ENPLOYMENT

After the final interview of recommended or shortlisted candidates the decision can be made immediately. Some employing draw their conclusion and then seeks confirmatory evidence from referees and carryout other checks.

 Some candidates are asked to wait until the interviews have been concluded and decision is announced to them. Other employing organizations inform the chosen candidate by telephone and wait for the offer to be accepted before informing the others.

 And other slower but safer way is to inform the candidate by writing. Verbal offer of employment constitutes a legally binding contract. The contract is the agreement between the employee and employer. It creates the foundation for the legal rights and obligations which are all two-way.

 All employees now have the right under the Trade Union Reform and Employment Rights Act 1993 (TURER). To receive a written statement terms and conditions within two months of commencing their employment.

CONTRACT INFORMATION
Each employee is entitled to receive the following information within two months. 1. The name of the employer and employee. 2. The date when the employment began. 3. The date when the employees period of continuous employment began. 4. The scale or rate of remuneration or method of calculating remuneration.

5. The intervals at which the remuneration is paid. 6. Any terms and conditions relating to: Hours of work including compulsory overtime. Holiday entitlement. Any terms and conditions relating to sickness or injury.

 Pension and pensions scheme. 7. The length of notice each party is required to give the other. 8. A brief description of the work for which the employee is employed. 9. Where the job is not permanent, the expected duration of employment. 10. The place of work.

NEGOTIATIONS AFTER THE OFFER

They may also cover other areas that can easily lead to misunderstandings and possible conflict. It is important that newly appointed staff be given information about the organizations accepted behavior as early as possible.

Rohma Siddique

1.Treating Unsuccessful Candidates Well Deserve sensitive treatment. Positive result. Had a fair chance. Gained some additional insight and learning.

2.Treating Internal Unsuccessful Candidates Sensitive approach is required. Long term consequences. Loosing commitment to their employer. Witness by colleagues and friends with in organization. Retain self esteem and dignity.

3.Giving Feedback Impact on their personal lives. See n as apart of contract between organization and applicants. Feed back will become norm if it is internal appointment. Instruments used for feed back should be understandable w.r.t context and meaning.

4:Tips For Feedback Should be offered if they wish Timing of feedback Amount of detail to provide Make use of positive Candidates have right to disagree

5: Sample Feedback Instrument:

[Applicant's name] [Applicant's address] [Date] Dear [name of applicant] The interview and selection process for the position of (POSITION) has been completed. I regret to inform you that we have selected a candidate whose background is more appropriate to our needs for this particular position. To ensure consideration for future openings, I would encourage you to monitor our positions on our recruitment website, www.abcdemployment.com. Thank you for your interest in the Andrews and Andrews Ltd. Please accept our best wishes as you pursue your career goals. Sincerely, Name of Authorized Person, Designation, Name of Company

Syed Billal Kazmi

Correcting Mistakes: Admit Ion Of Mistake The Development Approach : Concerns highlighted in selection Considering the problem until resolved Training

Correcting Mistakes

JOB RE DESIGN: Some time too big task Too complicated Dependency on other impossible(cant do situation)

Correcting Mistakes

Some Time Employee Is A Problem Him Self Performance Standards Talent Management (Problem Solving)

Correcting Mistakes

Demotion: Move to a lower level & salary scale Respective to personal qualities Aspects identified in Selection

Correcting Mistakes

Dismissal: Ground for dismissal(e.g. Under qualified) Feed Back On Inadequate Performance Problem Sharing (Counseling) Chance Of Improvement Proper Settlement Notice Period Compensation

Correcting Mistakes

Termination By Mutual Agreement: Self realization Mutual decision

Word Of Caution

To Unsuccessful candidates to avoid: Wrong feed back to the candidate. Keeping the Candidate in the loop. Not following EEO. Unlawful bias.

CONCLUSION/DISCUSSION

Synergy Contract Information Treating Unsuccessful Candidate Constructive Feed Back Correcting Mistakes