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close this bookGuidelines for the Management of Professional Associations in the Fields of Archives, Library and Information Work (UNESCO)
close this folderAppendix II
View the document(introduction...)
View the documentDetermination of personnel needs
View the documentRecruitment and selection
View the documentOrientation
View the documentPerformance appraisal
View the documentCompensation
View the documentPromotion
View the documentTermination

Recruitment and selection

There are a number of ways to recruit staff: employment agencies, newspaper and professional journal classified advertisements, and referral from professional colleagues and staff are among the most common sources. Whenever possible, a single staff member should have primary responsibility for initial recruitment activities; in small associations, this task is usually handled by the executive director, while larger organizations may have a personnel expert on the staff. This ensures that basic personnel practices are followed. The prospective employee's supervisor and other staff should, of course, play an active role in the actual interview and selection process.

If the current staff is inexperienced in recruitment procedures, a reputable and professional employment agency should be used, even though there will be a cost attached to the service. If the individual responsible for hiring is well experienced in personnel recruitment and its management, the services of a personnel agency may not be needed.

Selection of staff must take into consideration the short and long term plans of the association. If the association is expected to grow end change dramatically over a short period of time, employees with quick growth potential and flexibility as the specific qualities required for the current job description should be hired.

The person responsible for hiring should interview all screened candidates and should ask questions which require extended answers and the analysis of hypothetical situations which the candidate is likely to encounter in the job situation. A good interviewer will get the candidate to talk. Likewise, a good candidate will use the interview as a means of finding out more about the potential supervisor and the organization.

It is helpful to have a number of staff members or a combination of staff and association members involved in interviewing individuals for key positions. Salaries, benefits, and opportunities for advancement should be discussed with the candidate in whom there is a strong interest. Governmental regulations should be heeded in the interviewing, hiring, and terminating of employees.