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Pergamon Flexible Learning is an imprint of Elsevier
Linacre House, Jordan Hill, Oxford OX2 SDP, UK
30 Corporate Drive, Suite 400, Burlington, MA 01803, USA
First published 2005
Revised edition 2009
02009 Wordwide Learning Limited adapted by Elearn Limited
Published by Elsevier Ltd. All rights reserved.
No part of this publication may be reproduced, stored in a retrieval system
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Alternatively visit the Science and Technology Books website at
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Notice
No responsibility is assumed by the publisher for any injury and/or damage
to persons or property as a matter of products liability, negligence or
otherwise, or from any use or operation of any methods, products,
instructions or ideas contained in the material herein.
British Library Cataloguing in Publication Data
A catalogue record for this book is available from the British Library
Library of Congress Cataloging-in-PublicationData
A catalog record for this book is available from the Library of Congress
ISBN 978-0-08-055743-4

For information on all Elsevier Butterworth-Heinemann publications

visit our website at www.elsevierdirect.com

Printed and bound in Hungary

www.elsevier.com I www.bookaid.org 1 www.sabre.org

 Series preface

Series preface
Whether you are a tutodtrainer or studying management
development to further your career, Management Extra provides an
exciting and flexible resource helping you to achieve your goals. The
series is completely new and up-to-date, and has been written to
harmonise with the 2004 national occupational standards in
management and leadership. It has also been mapped to
management qualifications, including the Institute of Leadership &
Management’s middle and senior management qualifications at
Levels 5 and 7 respectively on the revised national framework.
For learners, coping with all the pressures of today’s world,
Management Extra offers you the flexibility to study at your own
pace to fit around your professional and other commitments.
Suddenly, you don’t need a PC or to attend classes at a specific time
- choose when and where to study to suit yourself! And, you will
always have the complete workbook as a quick reference just when
you need it.
For tutors/trainers, Management Extra provides an invaluable guide
to what needs to be covered, and in what depth. It also allows
learners who miss occasional sessions to ‘catch up’ by dipping into
the series.
This series provides unrivalled support for all those involved in
management development at middle and senior levels.

Reviews of Management Extra

I have utilised the Management Extra series for a number of Institute
of Leadership and Management (ILM) Diploma in Management
programmes. The series provides course tutors with the flexibility to
run programmes in a variety of formats, ffom @lly facilitated, using a
choice of the titles as supporting information, to a tutorial based
programme, where the complete series is provided for home study.
These options also give course participants the flexibility to study in a
manner which suits their personal circumstances. The content is
interesting, thought provoking and up-to-date, and, as such, I would
highly recommend the use of this series to suit a variety of individual
and business needs.
Martin Davies BSc(Hons) MEd CEngMIMechE MCIPD FITOL FInstLM
Senior Lecturer, University of Wolverhampton Business School
At last, the complete set of books that make it all so clear and easy to
follow for tutor and student. A must for all those taking middle/senior
management training seriously.
Michael Crothers, ILM National Manager
 Introduction

The red-hot competition for talented employees is no longer news.

Employers everywhere recognise that they must evolve better
recruitment, selection and retention strategies if they are to compete
effectively with their rivals for the best people.
They are also aware that recruitment and selection is a skilled and
costly process which even in the smallest organisation needs to be
structured and organised to:
+ attract people with ability and potential from a wide pool
of talent
+ enable the selector to predict how a candidate will perform on
the job as accurately as possible.
Responsibility for recruitment and selection, once the preserve of
the HR team, is now usually devolved to, or shared jointly with, the
line manager. This makes sense - the line manager has detailed
knowledge of the job, the skills that the post-holder will need and
the culture of the team the new recruit will join. But the shift in
responsibility has implications for the skills and knowledge of the
line manager.
This is a book for line managers. It discusses current practices in
recruitment and selection and offers advice on how to take an
approach that is strategically focused, effective, fair and based on
best practice.
@d
1 Essentials of recruitment and selection

I * I I

Let’s start by making a distinction between selection practices and

recruitment strategies.
Recruitment is best described as the way in which an
organisation tries to source or attract the people from
whom it will ultimately make selections. Recruitment
strategies include efforts to reach better pools of
candidates and to sell the organisation as an employer
of choice.
Selection is about choosing between job candidates. It
is about how to make a fair and accurate assessment of
the strengths and weaknesses of applicants and how to
identify the candidate who is most likely to perform
well in the job.
It’s also important to note that external recruitment is
only one option for solving resource shortfalls in your
organisation. Most organisations now deploy a variety
of flexible working practices and HR planning
techniques to help match the supply of people to peaks
and trough in demand.
In this first theme, you will:
+ Identify the main stages in the recruitment and selection
process and consider the central role of the line manager
+ Analyse the strengths and weaknesses of the recruitment and
selection process in your organisation
+ Assess how the legal framework for recruitment and selection
supports the promotion of equal opportunities and a diverse
workforce
+ Explore alternatives to external recruitment for addressing
shortfalls in an organisation’s pool of skills, knowledge and
experience
Recruitment and Selection

Getting it wrong is not an option - if the wrong person is appointed

it can affect teamwork, while morale and motivation take a
nosedive. Your productivity goes down and there are sharp
questions that must be answered - probably by you.
From the business point of view, the cost of getting it wrong can be
counted in money, as recruitment is so expensive. At the end of the
day it can destroy profitability.

Source: BIiss (2000)

Some of the main factors you and your organisation need to
consider when calculating the cost of recruitment are given in Table
1.1.As you can see, they go far beyond the direct costs of hiring a
new person. Clearly, with the costs involved, recruitment can never
be undertaken in a haphazard way. A systematic approach is
essential.
 1 Essentials of recruitment and selection

Departing employee Recruitment and selection New employee

Temporary cover for vacant post and Manager's time spent in analysing Induction and job skills training
lower productivity the vacancy and specifying the job
Manager/ernployee's time spent in
Administration costs for departing Time spent in briefing/working with orientating new person
employee - payroll, pensions, etc. external agencies
Administration costs of new
Lost skills and investment in training Direct costs of working with external employee - payroll, pensions, etc.
agencies
Loss of goodwill from customers Cost of the new employee being less
Direct advertising costs than 100 per cent productive for
Possible downturn in morale of weeks/months
remaining employees Administration costs - sending out
job information, letters, arranging Disruption to the department as the
selection events, etc. new person gets up t o speed

Manager's time - shortlisting, Cost of any new equipment such

interviewing, selection, taking up as company car, mobile phone,
references laptop, etc.

Training costs - ensuring everyone

has the necessary skills to recruit

Table 1.1 Costs to consider when calculating the cost of recruitment

A structure for recruiting and selecting employees

Figure 1.1 provides a structure for the recruitment and selection
process. It's a fairly standard approach and you may use something
similar already. Every step is important in giving you the best
opportunity of attracting the best - people with ability and
potential. While you may not be able to change your recruitment
process, you have full control over what you contribute to it.
Determine whether recruitment is necessary. It may be that
the vacancy can be filled in some other way. Valuable
information can be obtained by conducting an exit interview
with the person who is leaving. You can then look at how the
post could be filled from within, for example, through
redeployment or flexible working.
Analyse the job. Adopting a methodology for job analysis
establishes what is required of the post-holder. This provides the
information you will need in order to specify the job and the
person best suited to fill the vacancy.
Write a job description or competency profile, and person
specification. The job description states the purpose,
responsibilities and conditions of the job. The person
specification provides a framework of the qualities and abilities
that best fit the job. As an alternative to the job description,
some organisations are using competency profiles. These state
the competencies for the role, rather than listing specific tasks
and duties.
Recruitment and Selection

Decide on the most appropriate application and selection

methods. The common choice is between the application form
and the curriculum vitae (CV). You also need to decide at this
stage how to select the candidate - through interview alone, or
using some form of selection test.
Decide how to attract candidates. Making decisions about how
to market a vacancy is crucial - it ensures you reach your
potential recruits, and mistakes can be costly.
Market the job. Once the decision on where to market has been
taken, it is also important that you decide how to market. This
means ensuring that any advertisement is fair and representative
of both the job and your organisation.
Sift and shortlist applications. This means reducing the
number of applicants to a manageable number for selection. If
too few people are carried forward to the next stage it restricts
your choice; too many and it wastes time and leads to
confusion.
Hold selection interviews and/or events. The selection method
should have been agreed earlier. The event itself must be well
managed, not only to analyse the match between candidate and
job, but also to give a good impression of the organisation they
may be joining.
Make a decision and offer. The decision about who to appoint
must be based on facts and evidence, not gut reaction or
instinct. Once the decision has been taken, the successful
candidate can be informed face to face or by phone, and always
in writing.
10 Take up references. References are usually requested once a
conditional offer has been made and they are a vital part of the
selection process. References can be obtained by phone or letter
but, as a manager, you need to be aware of the potential pitfalls.
11 Induct and train the new employee. A good start is essential if
you want the person to be effective in their new role quickly.
Thorough induction helps to build loyalty and commitment,
thus increasing the chances of retaining their skills within the
organisation.
12 Involve the same people throughout the recruitment process.
This will help you achieve consistency and consensus.
 1 Essentials of recruitment and selection

5 Decide how to attract candidates

Figure 1.1 The recruitment and selection process

The manager’s role

Your role in recruitment will largely depend on how sophisticated
the human resource (HR) structures are within the organisation. A
dedicated HR department will probably take a lead role in recruiting
staff and may have tried and tested procedures, roles and
responsibilities. However, you still have important responsibilities as
a manager.
Whether you have an HR function or not, as the manager of the
recruit, you should be involved from the very start. You have the
clearest idea of what the team is trying to achieve and the skills and
qualities needed to enhance that effort.
You are also the person who will be responsible for the new
employee, so you are in the best position to judge:
+ which candidate has the most suitable starting skills
+ which candidate has the potential to develop in the role
Recruitment and Selection

+ which candidate could best enhance the team’s working practices

+ which candidate will benefit the team/department/organisation
in the long term.
In today’s employment environment managers must take extra care
to avoid costly employment mistakes.
1 Essentials of recruitment and selection
Recruitment a n d Selection

Effective recruitment procedures are important because:

 1 Essentials of recruitment and selection

Other Others:
manager Personnel i.

Deciding whether recruitment is necessary 0 0

Conducting a job analysis 0 0
Writing a job description or profile, and 0 0 0
person specification

Deciding on the most appropriate application 0 0 0 0

and selection methods

Deciding how t o attract candidates 0 0 0

Marketing the job 0 0 0
Sifting and shortlisting applications 0 0 0 0
Holdingkaking part in selection interview 0 0 0
andlor events

Making the decision and job offer 0 0 0 0

Taking up references 0 0 0 0
Inducting and training the new employee 0 0
Recruitment and Selection

While a sound recruitment process helps in appointing the most

capable person, it is also essential to ensure that you fulfil all your
legal requirements. The law that governs recruitment is not
designed to constrict an organisation’s choice, it is rather to assure
fair access to jobs.
 1 Essentials of recruitment and selection

Recruitment and selection is not just covered by national law, it is

increasingly subject to European Union legislation as well. It is
important that you, as a manager, keep up to date with any
changes. For example, laws covering discrimination on grounds of
race, gender and disability have been with us for years.
Did you know that new EU legislation is giving rights to other
minority groups where discrimination has gone unpunished in
the past?

What can go wrong?

The most common problem that can occur during recruitment is
that an applicant experiences discrimination. This may be deliberate
or unintended.
There are two main forms of discrimination:
Direct discrimination arises when a person treats another person
or group of people less favourably in a particular situation
because of their race, religion, ethnic origin, gender, marital
status, disability, responsibility for dependants, sexual
orientation or gender reassignment.
Indirect discrimination means specifying a requirement or
condition which, although applied equally to persons of all
groups, is such that:
- a considerably smaller proportion of one particular group of
people can comply with it than the proportion of people
outside that group
- it is to the detriment of the person or group who cannot
comply with it and
- it cannot be shown to be justifiable on the basis of
merit/ability or other objective criteria.

Why good practice matters

The law sets the parameters for good practice and protects people
and organisations from unfairness and inequality. Adopting good
Recruitment and Selection

equal opportunities practice within your recruitment

and selection process matters from a commercial point
of view.
+ You have more people with talent to select from. An
organisation with a wide employee base presents an
attractive image to a greater diversity of potential
recruits.
+ Creativity is enhanced as more diverse ideas are
brought to day-to-day decision making and problem
solving within your team, rather than having a
narrow outlook in terms of age, gender and
ethnicity.
Morale and motivation increase as employees see you recruiting
people on factors that matter. In other words, what they know,
not who they know. This in turn reduces employee turnover and
the need for yet more costly recruitment.
Your customer service standards improve and your customer base
can grow. A greater empathy develops between staff and
customers, so your reputation is enhanced.
There is less chance of being prosecuted under equal
opportunities laws, which means that fines and costs, as well as
bad publicity, are avoided.
Table 1.2 highlights the importance of so-called minority groups in
the workplace.

The percentage of working women with children under 10 49%

The number of people with disabilities i n the UI< 6 million

The ethnic group with the highest percentage achieving one Chinese
A level or more

I n 10 years'time, the percentage of the working population over 45 40%

The number of people who have experienced age discrimination 8 million

Table 1.2 The situation in the UK - did you know?

 1 Essentials of recruitment and selection

Source: CRE (2001)

Recruitment and Selection

should be the only basis on which they are judged. Opening up

different roles and opportunities to women and men will not
only benefit individuals but also the economy - closing skills
gaps and providing employers with a larger pool of potential
employees.’

Source: EOC (2000)

Equal opportunities for all

The following will help you make certain that your recruitment
policy conforms to good equal opportunities practice:
Make sure your organisation’s equal opportunities policy
complies with current legislation and best practice.
Be involved personally at every step of the recruitment and
selection process - and don’t let others dip in and out, as
consistency is the key.
Make sure everyone clearly understands what’s involved and is
trained in key skills, especially interviewing techniques.
Look into ways of widening access to jobs, for example by
working with local community groups and carrying out projects
with local schools.
Assess ways of making your organisation more attractive, for
example by offering flexible working and reviewing local
childcare options. Think about introducing a system of ‘work
tasters’ so people have an idea of what it’s like to work for you.
Consider changing the way you recruit for posts. For example, if
this is the traditional route of CV and interview, look at the
feasibility of using application forms and testing.
Discuss with others the idea of introducing ‘positive action’. This
is the practice of encouraging members of certain ethnic, gender
or other specific groups to apply for positions previously held
exclusively or mainly by members of different groups over the
previous 12 months. Lead by example and only discriminate on
the grounds of merit, capability and performance.
 1 Essentials of recruitment and selection

+ who is responsible for the policy at a senior level

+ what is covered, for example, vacancy advertising,
recruitment and selection, promotion and training
+ positive action
+ record keeping.

Discriminate only on relevant factors such as ability and potential,

never on irrelevancies like gender, race or age.
Recruitment and Selection
1 Essentials of recruitment and selection
 1 Essentials of recruitment and selection

You have to consider very carefully whether you need to recruit

externally when an employee leaves. In this section you consider
the options for solving your shortage in skills, knowledge or
resources from within your organisation.

Conducting an exit interview

As the name suggests, exit interviews are carried out with a
departing employee. These can be of enormous value to both you
and the organisation. It is an opportunity to deal with the
administrative details for the leaver, and to wish them well.
However, it also gives you the chance to find out the real reasons
why they are leaving. You can identify any problems the jobholder
encountered and determine the real requirements of the job being
vacated. In other words, rather than just relying on a job
description, which can be out of date, it is a chance to find out what
the role actually entails. This information is then useful when you
consider whether the role should be restructured or whether the
leaver needs to be replaced at all.
An exit interview could follow this line of questioning:

Once you have the answers to these questions, you can look at the
situation afresh.

Considering your options

It may be obvious from the exit interview and discussions with
others that the job requires a new full-time employee. You may feel,
however, that you can take a different approach to solve your
problem. The options available will largely be influenced by existing
policies and practices in your organisation.
Recruitment and Selection

Promotion from within

Promoting an existing employee is a useful option to consider. In a
work environment where reducing management positions may
restrict people’s opportunity to progress, it can give a positive
message to the workforce. If the promotion is handled well, it can
increase staff morale. This means the person is fully trained and
remunerated for the additional responsibility.
It can also encourage an employee to stay as it puts across the
positive message that career paths do exist within the organisation.
You must base the decision about whom to promote on objective
criteria and be seen to be fair. An effective appraisal system can aid
in this decision making, as can a process of succession planning.

Source: adapted from Beardwell and Holden (1997)

Redeployment
Another option you have is to redeploy someone with the required
skills from another part of the organisation. This can be on a
permanent basis or a temporary basis through secondment. While
this may seem the most cost-effective solution, it is unlikely that
one person would have all the necessary skills so some form of
training will have to form part of the solution. In addition, if it is
poorly handled, redeployment can be regarded as exploiting the
workforce - making already stretched resources stretch even further.

Overtime working
This may be a solution for the short term. You might use overtime
in an area where there are skills shortages and you are having
 1 Essentials of recruitment and selection

problems filling the post with the right calibre replacement.

Overtime can be popular with staff if it is voluntary and paid, but
people cannot be pressurised to take on additional responsibility,
especially without any reward.
If the job is highly skilled, it is likely that the people working
overtime will require training. With these additional costs and the
administration involved in organising the work, it can be an
expensive option that does not actually solve the underlying
problem.

Flexible working
This involves looking at a new framework for the way working time
is structured. For example, if an exit interview highlights that the
work was less intensive than you thought, part-time or reduced-
hours working may be an option. If you have two part-time
employees who each have the relevant skills, you could offer the
post as a job-share. Indeed this may be an attractive option for full-
timers who you know would like to reduce their hours.

The growth in flexible working

Flexible working has many benefits in today’s workplace when
increasingly people are looking for a better balance between their
home and work life. More women than ever are working yet still
have the major responsibility for childcare. At the
other end of the spectrum, the issue of caring for the
elderly is a growing concern.
An increasing number of people wish to take time
away from the workplace to study or follow other
interests, rather than commit to an organisation five
days a week.
Research shows that having the ability to work flexibly
is a real issue among young employees, as Table 1.3
highlights. This implies that young people will look for
employment opportunities that offer some flexibility.
This could mean that organisations not prepared to
offer flexibility may lose out on talented recruits.
Adopting flexible work patterns indicates that an organisation is
family friendly - it is good PR. On a practical level it adds to your
ability to respond to change, sharpens your competitiveness, and
may give you the edge in attracting and retaining valuable
employees. Organisations are increasingly adopting flexible working
as a way of recruiting and retaining valuable employees.
Recruitment and Selection

Table 1.3 Gallup survey on flexible working - results for the 16-34 age group
Source: EOC (2001)
From your perspective as a manager, giving people the option to
work flexibly can improve your results. People are more likely to
enjoy coming to work and productivity improves as they aren’t so
tired and ‘stale’. People who work flexibly are more likely to be
committed, enthusiastic and willing to reward the organisation with
hard work and effort.
In addition, refusing to allow employees to work flexibly is
increasingly becoming an equal opportunities issue.

Source: EOC (2000b)

Some of the main flexible working methods are outlined below.

 1 Essentials of recruitment and selection

Common forms of flexible working

The advantages and disadvantages of these working methods are
highlighted in Table 1.4.

Flexitime
Flexitime allows employees to choose their working hours around a
central ‘core’ time when all employees must be at work. Core time
depends on when the organisation is busiest and is often between
the hours of loam and 4pm. Employees can then choose the other
hours they work from the full span of the working day, which can
be from Sam to Spm.
Starting and finishing times may vary, but hours should total a
specified number within each month. With most schemes a small
surplus of time can be carried over into the next month and be
taken as a day’s flexi-leave.

Jo b-sharing
Job-sharing allows two people to voluntarily share the duties and
responsibilities of one full-time job. Unlike other forms of part-time
work, job-sharing is not associated with low status or pay. There is
an increasing acceptance of job-sharing in senior positions.
It tends to work best where duties and responsibilities can be clearly
defined and undertaken with a reasonable degree of autonomy. Each
of the sharers is employed on a permanent, part-time contract, with
pay, holidays and other benefits divided according to the hours
worked.
The job may be split in any one of several ways: the split day, the
split week or working alternate weeks. In all cases there will need to
be a hand over period, during which information is exchanged.

Term-time working
This is for employees with young children who are given the option
of working during school term time only. Those eligible are usually
defined as employees who are caring for children within a specified
age range, for example, 5-14. It allows them to remain on a
permanent full or part-time contract, while giving them the right to
take unpaid leave during school holidays. They also maintain
entitlement to service-related benefits and incremental pay. Pay
itself is usually averaged out into 12 equal monthly instalments.
Continuity of employment is not broken as long as the contracted
hours are eight or more per week.

Annualised hours
The hours that the employee works are determined on the basis of
the full working year. Employer and employee agree on the number
of hours which will be needed during the year, and then decide on
the best way to provide them.
Recruitment and Selection

An employee may be asked to work extra hours during regular

peaks, but this would be balanced by a shorter working week during
quiet periods. The hours worked during a week or month may vary,
but salary remains constant from one month to the next.
Annual hours are generally split into fixed core times, which
account for most of the hours, and unallocated hours where there is
greater flexibility. The unallocated hours may then be planned at
the beginning of every month.

Productivity at the FL4C increased by 8% after introducing

annualised hours for its 1,250 service patrol and 500 call
centre staff.

Source: EOC (2004)

Voluntarily reduced work time

This allows employees to reduce their hours of work voluntarily for
a specified period, usually a reduction of between 5 per cent and 50
per cent. It can be arranged by shortening the working day or week,
or by taking a block of time off during the year.
This can be useful for employees who suddenly find they are
involved in a personal crisis, such as family illness. It is also useful
for people studying for a qualification, which in the long term may
benefit the organisation.

Home-based working
In this situation, the employee usually works some hours at home
and others in the workplace. Using the broadly
accepted definition of a teleworker, an individual
who works at home for at least one day a week and in
doing so uses a telephone and computer to do their
job (DTI),the Spring 2001 Labour Force reported 2.2
million teleworkers in the UK or 7.4% of all employees
(DTI 2002).
In most cases the employee is given the flexibility of
managing their own workload as they wish, but often
around core hours. This gives people the opportunity to
work early mornings and evenings if they want to. This is a flexible
option that can fit well with family life.
 1 Essentials of recruitment and selection

Table 1.4 Advantages and disadvantages of flexible working

Recruitment and Selection

Mike doesn’t need to be replaced on a full-time,

 1 Essentials of recruitment and selection

Activity 6

0 bject ive
Use this activity t o consider the possibility of a current post within your
department being worked 011 a flexible basis.
Recruitment and Selection

3 Look at a current job or vacant post within your department. Decide

which flexible working option is best suited to this post. Give
reasons for your answer.
 1 Essentials of recruitment and selection

+ Recap
Identify the main stages in the recruitment and selection process
and consider the central role of the line manager
The recruitment and selection process typically comprises the
following stages:
Recruitment and Selection

Assess how the legal framework for recruitment and selection

supports the promotion of equal opportunities and a diverse
workforce
+ The law encourages organisations to pursue the benefits of a
diverse workforce. These benefits include greater empathy with
customer groups, a wider range of ideas, improved morale and a
larger talent pool from which to find scarce labour.
+ Recruiters need to be fully aware of equal opportunities
legislation and understand how discrimination can occur, both
directly and indirectly, in the recruitment process.
Analyse the strengths and weaknesses of the recruitment and
selection process in your organisation
+ The process of and responsibilities for, recruitment and selection
vary from one organisation to the next and are likely to be
influenced by your HR policy. As the manager for the new
recruit, it is beneficial for you to be involved in the process as
much as possible.
Explore alternatives to external recruitment for addressing
shortfalls in an organisation’s pool of skills, knowledge and
experience
+ External recruitment is an expensive option. Alternatives include
promotion from within, redeployment of another staff member,
overtime working and flexible working practices.
+ Flexible working is an umbrella term that describes employment
practices which differ from a ‘traditional’, full-time, permanent,
nine to five contract. Flexible working is becoming an important
recruitment and retention tool.

More @

The Department for Trade and Industry provides an excellent

toolkit of case studies and advice for implementing flexible working
practices at www.dti.gov.uk/bestpractice/people/flexible-
working.htm
Tyson, S. and York, A. (2000) EssentiaZs o f H R M , Butterworth-
Heinemann
A recommended textbook for people wanting a more detailed
explanation and overview of how recruitment and selection fits into
an organisation’s framework for human resource management. It
has a whole section dedicated to obtaining human resources.
 1 Essentials of recruitment and selection

Roberts, G. (1997) Recruitment and Selection - A Competency

Approach, CIPD
This book presents a comprehensive overview of the whole process
of recruitment and examines all the key techniques involved. It
shows how they link in with wider HR practices, and how and
where competencies can be used to best effect.
The Equal Opportunities Commission has produced a series of
checklists for managers and supervisors aimed at promoting equality
of opportunity in the workplace. One covers recruitment.
www.eoc.org.uk/EOCeng/dynpages/EqualityChecklist.asp
Search the website of the Chartered Institute of Personnel and
Development (www.cipd.co.uk) for checklists and resources on
recruitment and selection, the legal framework and advice on
flexible working practices. It also provides an annual survey that
monitors trends in recruitment, selection and retention at
www.cipd.co.uk/subjects/recruitmen/general/recruitretnt04.htm
Recruitment and Selection

You need to get the right people in place to get the job done -
people who will contribute fully to achieving your department’s
objectives and, consequently, those of the business. You may need
someone who is a team player with creativity and flair. You may
want them to bring new skills, be enthusiastic and be able to ease
some of the pressures on you, as a manager.
People like this do exist, but the only way of recruiting them into
your team is to know exactly what you want in terms of the job and
the person. Knowing this provides a strong foundation from which
you can build your recruitment and selection process.
In this theme, you explore how you can build a meaningful and
realistic profile for a job role.
You will:
+ Review a range of methods for analysing a job
+ Identify the purpose of a job description and person
specification
+ Explore what is meant by recruiting on competence

Job analysis means adopting a method for establishing what is

required to perform a job efficiently and effectively.
The factors highlighted in Figure 2.1 indicate that jobs are no longer
static. External pressures force change and organisations and their
people must adapt to survive. This means that what a person was
employed to do two years ago may no longer be relevant. Therefore
recruiting someone on that basis means you don’t get the skills you
actually need.
Job analysis helps you to assess your requirements for the future,
rather than basing decisions on historic information. At its simplest,
the information obtained can be used to amend information
relating to the job, such as the job description and person
specification. This ensures the recruitment process is based on
current data, making it easier to identify the person with the
necessary skills and abilities. Systematic job analysis is increasingly
important as external factors force people and jobs to adapt to
survive.
 2 Profiling the role

Figure 2.1 W h y job analysis is so important

Source: Pearn and Kandola (1993)

Who t o involve
Who you involve in a job analysis is largely dependent on how
simple or complex the exercise is. At the very minimum it will be
yourself and the jobholder. However, there is a strong case for
involving others. For example, it can be useful to gain the
perspective of your own manager who can see the job within the
context of the organisation as a whole. It can also be helpful to
include people who may be affected by the job, such as other parts
of the business, customers or suppliers. It’s useful to gain their views
on what changes would help to improve the quality of service they
receive.
If the job is technical or complex, you could also include others
with expertise in the same or similar activities. If you have a human
resource function, it should clearly be involved. Indeed, if you have
an HR department, it is likely to take the lead as staff are trained in
job analysis techniques.

What you need t o find out

Job analysis is about finding out what the role is all about, and why
it exists and how it contributes to the goals of the organisation.
Therefore any analysis will need to identify:

+ the purpose of the role

+ the tasks and responsibilities that are required of the
jobholder
+ the skills, knowledge and abilities needed for effective
performance
+ the targets that are used to measure performance.
Recruitment and Selection

Job analysis methodology

Make sure any analysis you conduct is not influenced by your
opinions of the jobholder as a person. The following information,
based on the work of Pearn and Kandola (1993), provides an
overview of the most common job analysis methods.
Observation. This is probably the most straightforward and easy-to-
use technique. It involves recording everything the jobholder is
doing as part of the job. It provides an overview of a job, but does
not highlight the level of difficulty of the various tasks or the
importance of each. It can be made more meaningful if the
jobholder is also interviewed while performing the role. It works
best for routine activities where the tasks can be seen in sequence,
such as machine operation or on a production line.
Diaries and logs. This involves the jobholder recording what they
do. This might happen at the end of a given time period or when
they change from one activity to another. This method can be
useful for jobs where the day-to-day activities are not easily
observable, for example, in management. However, it can become
subjective as the jobholder concentrates only on those areas of work
that they consider to be important.
Job analysis interviews. This involves interviewing the jobholder,
without a predetermined list of questions or checklist, thus bringing
greater flexibility to the discussion. It can involve talking around
the job description or bringing two jobholders together to talk
about their work. It can be used for a variety of jobs and requires
strong interviewing techniques on the part of the manager.
Critical incident technique. This concentrates on collecting
information about critical incidents that are related to success and
failure in a job. The incidents are recorded in relation to how the
person handles certain situations and a composite picture is built
up. The analysis can take place through keeping a log, completing a
pro forma and/or interviews. It is useful for a range of jobs but can
be time-consuming as many incidents must be recorded to obtain a
full picture.
Repertory grid. Like critical incident analysis, this allows the
identification of good and poor performance. It is generally
undertaken with the manager or supervisor of people doing the
same job, using a system of cards. The names of three people are
written on cards, separated into two piles - one for good performers,
one for poor. The supervisor then pulls out two good and one bad,
and is asked to describe how the two good performers are similar
and how they differ from the bad. The exercise is then repeated.
This is a very flexible tool, but does require an enormous amount of
data for it to work, and it’s a highly skilled activity.
Checklist/inventories. This involves developing a list of tasks
associated with a job and asking the jobholder to indicate which
ones they perform and to rank them in order. While one checklist is
needed for each job, it is a method that can be used for all types of
 2 Profiling the role

jobs. It also produces some quantifiable data because of the ratings

people provide.
In addition to the job analysis techniques outlined above, which
can be developed and managed internally, there are a number of
packages developed by commercial companies. For example, the
Work Profiling System (WPS) is a structured technique developed by
Saville and Holdsworth. It consists of three job analysis
questionnaires relating to three categories of work:
managerial/professional, service/administrative, and
manual/technical.
The greater the need for change, the more sophisticated the analysis
system will need to be.

Source: Armstrong (2000)

Recruitment and Selection

job analysis

Job title: Method used:

Purpose of the job:

Tasks and responsibilities Skills, knowledqe and abilities Targets

 2 Profiling the role

At the core of most recruitment and selection procedures are the job
description and person specification. The job description states the
purpose, responsibilities and conditions of the job. The person or
employee specification outlines the abilities and qualities that
would best fit the job.

Why these documents are important

The job description is at the heart of any recruitment you
undertake. It is derived from a thorough job analysis and it specifies
exactly what the job involves. It is therefore important in
developing the person specification. It can also be used as the basis
of advertising and be sent to applicants requiring further
information.
If it is accurate, it presents a fair picture of what the job involves on
a daily basis. This last point is important and can save you time and
money. If potential applicants can identify whether they are capable
of doing the job, then inappropriate people usually rule themselves
out at an early stage.
The person specification is used as the basis of the selection process.
It also goes some way to providing evidence that your selection
process is fair. It can be used in marketing the role, makes
shortlisting and selection easier, and helps to make the process
objective. This is because all parties are clear about the qualities and
abilities being sought.
Recruitment and Selection

Writing a job description

The job description describes the job and how it fits into the
organisation. A good job description will include:

It is now common to group activities into key result areas and to

indicate expected standards of performance in each area. This places
greater emphasis on results, rather than inputs.
 2 Profiling the role

Putting together a person specification

The person specification is derived from the job description. The
factors you include in the person specification will be the criteria
against which you judge candidates’ suitability. Unrealistic criteria
on a person specification may deter the most able candidate for
the post.
The two most widely known formats for developing a person
specification are Rodger’s seven-point plan (1952) and Munro
Fraser’s five-fold grading (1954), which are shown in Table 2.1.

Table 2.1 Formats for developing a person specification

Source: Torrington and Hall (1998)
Most of today’s specifications are developed, in part, from these two
early models, with some adjustments to take into account good
equal opportunities practice. The most common format usually
includes the following information:
skills required such as planning, communication and
teamworking
knowledge requirements such as ability to work with computers,
handle statistics, writing reports
experience such as previous types of job and relevant interests
educational qualifications, professional qualifications, technical
skills
special requirements such as shift work, a valid driving licence,
physical demands of the job.
Bear in mind that experience gained away from work can be equally
as valid as that gained in work.
Once the employee specification is drawn up, these factors are
usually divided into essential and desirable. Essential are those
criteria a candidate must possess to perform the job. Skills and
qualifications are nearly always essential and will be the main things
you use for shortlisting. Desirable are those that may allow a
candidate to perform better in the role - the ‘nice-to-haves’.
Recruitment and Selection

Once the person specification is agreed it should not be changed

and must be applied equally to all candidates.
 2 Profiling the role

Job description

Job title: Sales execLtive

Location: Working on the shop couiiter in a busy watenoLse 'n Doncaster with tntee otner execut'ves

Job purpose: To aavise trade customers in the select'on of batnroom fittings for tne home. To sell,
merchandise and arrange oeliveries. To maximise sales

Reports: A one
Duties and responsibilities:

+ Advise CLstomers on fittings + Propet use of equipment assoc'ated witn

+ I<eep the snop area tidy payment Visa, Mastercard and Maestto
-
+ Organise delivety dareshimes with + Ma'ntain stock control system
batehouse sLpetv'sot (computerised)
+ Sell goods t o the vatLe of f150,OOO + Take part in stoclttakhg wnen teqLirea
eacn year + Take part in training when reqJired
+ Advise on payment methods + Apply cJstomer service sk'lls
+ Ta<e payments correctly

Salary: f11,500 per annum

Working Front of warehouse IS a chal,enging work environment: :I can be dirty and C O ,in~tne
conditions: winter. The ,'OD cnta'ls work'ng w'th a very cnallenging set of customers.

Person soecification

Job title: Sales executive

Skills Essential Desirable

+ Customer service skills + Assertiveness

+ Patience + Leadership
+ Ability to work alone + Creative
+ Planning and organising skills
+ Ability to empathise with customers
+ Interpersonal skills
+ Sense of humour
+ Willing and able t o recommend
improvements to processes

Knowledge Essentia I Desirable

4 Computer skills + I<nowledge of our system (Droneon 11)

+ Basic plumbing + Bathroom fitments
Experience Essential Desirable

+ One year in same or similar business + Minimum two years working for a
+ Experience in a customer-facing role competitor

Qualifications Essential Desirable

+ Maths Grade A at GCSE + Maths A Level

+ Computing Grade C at GCSE + Plumbing qualification
Special
requirements Essential Desirable

+ Clean driving licence + Available for overtime when need arises

+ Professional in manner and dress
+ Vigorous, healthy and strong
Recruitment and Selection

2 Comment on what is good and bad about the job description and
person specification above, and note down your recommendations
for change.

lob description
Good points Bad points

Recommendations for improvements

Person specification
2 Profiling the role
Recruitment and Selection

Increasingly organisations are using the outputs from job analysis to

create competence frameworks that capture the knowledge and
skills that will result in the requisite level of job performance.
Progressively job descriptions and person specifications are being
built around competence frameworks.
Competence can be defined as:

...an underlying characteristic of a person which results in

effective and/or superior performance in a job.

Source: Boyatzis (1982)

...the ability to perform the activities within an occupational

area to the levels of performance expected in employment.

Source: Training Commission (1988)

As the authors point out, the two definitions are slightly different
but that:

...the concept of competence integrates knowledge and skills

which are assessed via performance.

Source: Beardwell and Holden (1997)

Why the competence route?

It is generally believed that this offers an organisation greater
flexibility in recruitment. This is because statements of competence,
or competencies, are commonly developed for a particular
occupation, such as management, rather than a specific job. This
gives more flexibility because specific jobs may change rapidly, but
this is less likely to happen with ‘families’ of jobs.
Competence takes into account the changing structures of an
organisation. For example, where managing a cross-functional team
becomes a requirement, the manager can still be assessed against the
competencies for the role. With a job description, this would be
more difficult as it is a specific list of duties and responsibilities.
At selection stage, competencies also provide a framework against
which people can provide evidence of competence, in whatever
setting - rather than a checklist of ‘can and can’t do’. It could be
argued it is a fairer way for people to show potential for the future,
as well as their capacity to undertake a particular job.
 2 Profiling the role

Source: Roberts (1997)

Identifying key cornpete nc ies

You should not attempt to develop competencies without help. You
may be able to conduct an analysis of one job, but to analyse for
competence within a group of jobs is a bigger task altogether.
Critical incident analysis and the repertory grid technique are both
helpful in identifying competencies because they are both ways of
differentiating good from poor performance. However, if you are
considering this route, expert help is essential. It is a time-
consuming, challenging task and is usually part of a wider cultural
change in terms of how an organisation manages its human
resource. It is also vitally important that any move towards a
competency framework is supported by strong performance
management systems. Therefore appraisal, objective setting,
development planning, coaching and training must be in place to
underpin any change. A competency framework must be
underpinned by a strong system of performance management.

Source: Lee et al. (1998)

Recruitment and Selection

Breaking it down further

Competencies alone are not enough to assess suitability for
recruitment. A common route is to determine the features of a good
performer against each competency, as Table 2.2 indicates.

Table 2.2 Sample competencies for administrative and accounts assistants a t

Cornell University Source: Cornell University (1999)

However, the following points are interesting from Jeff Standridge,

organisational development leader at Acxiom Corporation in Little
Rock, Arkansas:
 2 Profiling the role

The employee’s strength was not just in his specific skills but in
his ability to learn.
Standridge adds, ‘What we did was move beyond skills to
behaviourally anchored competencies like self-directed learning.’

Source: Joirison (2001)

Exploring the Variety of Random
Documents with Different Content
Romer, 155

Romert Wagenaer, 269

Romke, 132, 233

Romke Holtsnyder, 269

Romkes, 236

Romkje, 208, 217, 227, 234, 250

Rommert, Rombrecht, 233

Ronse, 73, 77

de Roo, 141

Roodbierdrinkers van Harelbeke, Roodbierdrynckers van Haerlebeke, 7, 51, 72,

77

Roodjes van Schagen, 63

Rooibaaitjie, 83

Rooinek, 83

Room-eters van Moerbeke, 77, 79

Roosje, 132

Ropeinen van Ooster-Littens, 36

Ropke, Robke, Robbert, Rodbrecht, 274

Rotten van Midlum, 34

Rotten van Stiens, 35

Rotterdam, 66, 67

de Rottevalle, 36

Rothger Schriver, 269

Rotsaert, 144

Rottumeroog, 98

de Rouck, 143

Rouke Scroer, 266

Roulaert, 144

Rousquebrune, 118

Rousselare, 78

Roverke, 191

Roverke Juttensoen van Bakel, 185

Rovert, Rodfred, 191

Royaert, 144

Roymans, 193

de Rudder, 140

Rudekikkers van Genemuiden, 59

Rudhart, 233

Rudolf, 233

Ruelken, 191

Ruelken dien Scoemeker Lambrecht Ruelkenssoen, 179, 191

Ruetens, 155

Ruisbroek, 72

Ruit, 155

Ruitema, 155
Ruiten, 155

Ruitenhuizen, 155

Ruitenveen, 155

Ruitinga, Ruitenga, 155

Ruitje, 155

Ruminghem, 97

Ruschebrune, 118

de Russcher, 141

Rut, Ruth, 155

Rút, Rute, 155

Rutenbeck, Rutenbecke, 155

Rutenbroek, 155

Rutens, 155

Rutesheim, 155

Rutger, 155

Ruting, 155

Rutje, 155

Rutjens, 155

Rutsaert, 144

Rutse, 155

Rútsje, 155

Rutske, 155
Rutskema, 155

Rutskema-sate, 155

Rutten, 155

Ruttens, 155

Ruurd, 233

Ruurle, 77

Ruusvorens van Genemuiden, 59

Ruutse, 155

de Ruysscher, 141

Ruyten, 155

de Ruyter, 140

Ruytinckx, Ruytinck, Ruytincx, Ruytinx, 146, 154, 155

Ruytse, 155

de Ruywe, 134

Ryckaert, 100, 132

de Rycke, 142

Ryken, Rikwin, 201

Rykle, 221

Rymbout, 189

Rymbout Henrixsoen van den Berge, 175, 189

Ryngaert, 134

Rynths, 252
Rynths Sypt Unama wedue, 265

Rynthye, 273

Ryoerdt Smidt, 267

Ryperd, 274

Ryssel, 76

Saaiwevers van Hondschoten, Saeywevers van Hontscote, 71, 77, 78

Sack Dekennaister, 270

Saco, Sake, Sakele, 229, 230

Saeckle, 273

de Saegher, 139

Saepke (Saapke), 220

Salverda, Salwerd, 236

Samaritanen van Suameer, 36, 46

Sanctingeveld, 120

Sandgate, 128

Sangatte, 119, 128

Sape Bakster, 270

Sapskuhle, 289, 291

Sasko op de Dick, 273

Sassenheim, 108

Sassetot, 110

Saudeniers van Grevelynghe, 77

Sauwert, 56

Scalle, Scalrewoghe, 120 [321]

Scapshout, 120

Scardic, 121

Scelto, 230

Schaafsma, 237, 238, 243, 245

Schaapdefe van Sengwarden, 57

Schaapstra, 245

Schaepelinck, 146

Schagen, 63

van Schaik, van Schayck, van Schayk, 169

Schalk, 169

Schalken van ’t Ameland, 27, 88

Schalkesteeg, 169

Schalkwijk, Schaik, 169

Schapekoppen van Lier, 72

Schapen van Wieringen, 63, 83

Schauwvlieger, 141

Schavotbranders van Middelburg, 67

de Scheemaecker, 139

Scheepma, 240

Scheewei-eters van Winkel-Sint-Kruis, 71, 73

de Scheirder, 140

ter Schelling, Schellingerland, 89

Schelte, 230, 239

Scheltinga, 239

Schepens, 146

de Schepper, 139

Schermerhorn, 6, 63

Scherp, Scharp, Scarp, 179

Schiedam, 66, 67

Schiermonnikoog, 88

Schijndel, 67

Schijters van Gierle, 71, 72

Schink-eters van Sinaai, 73

Schipgaernemaeckers van Oudenburgh, 77

de Schodt, 134

de Schoenmaker, 140

Schokkers van Hauwert, 63

Schollaert, 144

Schoondijke, 86

Schoonheere, 134

Schortens, 57

Schotsaert, 144
Schotten van Douay, 76

Schraagsma, 237, 238, 245

Schrijfsma, 245

de Schrijver, 140

Schuermans, 182

Schuurman, Schuurmans, 194

de Schuyter, 141

Scipheeren van der Sluus, 81

Scipper Eeme, 270

Scipper Hommo, 270

Scipper Oenthie, 270

Scipper Sybren, 270

Seakele, 221, 229, 230

Seegersma, 159

de Seeldraeyer, 140

Seerp, 202

Sefke, 210

Segaert, 144, 145

Segehard, Sieghart, 145

Seger, 159

Segerik, Zegerijk, 204

Segers, 159
Segersma, 159

Segertje, 159

Segher, 158

Seghers, 146, 158

Sengwarden, 57

Serbruyns, 147

Serdobbel, 147

Sergeant, 140

Sergeys, 147

Sergiewevers van Zele, 73

Serniclaes, 147

Serreyns, 163

Servaes, 147

’s-Gravenhage, 193

’s-Heerenberg, 193

Sherrington, 103

’s-Hertogenbosch, 193

Sibbe, 230

Sibbel, 274

Sibbele, Sibble, 214, 221, 227, 230

Sibbeltsje (Sibbeltje), 207, 210, 217, 250

Sibe, Sibo, 210, 229, 231, 235, 253

Sibet Kistemaker, 269

Sibinga, Sibenga, 235

Sibout, Sigbald, 201

Sibrand, Sigebrand, Sigbrand, 201, 210, 233, 235

Sibrechta, Sigbrechta, 233

Sibrechtje, 250

Sibren, Sybren, Sigbern, 201, 202, 233, 249, 251, 252, 253

Sibrich, Sigburg, 203, 277

Sibrichje, 203, 250

Sieger, Siger, 159

Siegerke, 159

Siegersdiep, 159

Siegersleben, 159

Siegersma, 159

Siegerswâlde (Siegerswoude), 159

Siegfert, Segevert, 206

Siegfried, 206

Siegrich, 204

Sierk, Sjirk, Sigrik, 133, 202, 204, 226, 233

Sieuwertsz, 206, 209

Sievert, Sieuwert, 206

Siewerts, Siewertz, 206, 209

Siger, Sieger, 159

Sigera, 159

Sigera-state, 159

Sigerik, 133, 204

Sigurd, 206, 233

Sigurda, 206, 233

Sigwald, 160

Siike ierdapels van Koudum, 37

Sijmen van Neele Kee’n Pieters Dirk, 176

Sikken van Moerzeke, 73

Sillenstede, 57

Simoens, 146, 147

Sinaai, 73

Sine, 235

Sinia, Sininga, 235

Sinjoren van Antwerpen, 5, 72

Sint-Amands, 73

Sint-Anna-Parochie, 36

Sint-Anna ter Mude, 77

Sint-Anthonius, 73 [322]

Sint-Bonifacius-bron, -fontein, 290

Sinte-Orsele-kleaster, -poel, 281, 282

Sint-Gilles, 73

Sint-Jacobi-Parochie, 36

Sint-Jans Steen, 77

Sint-Maartensmannen van Utrecht, 62

Sint-Marie-kerke, 116

Sint-Nicolaas, 73

Sint-Oeden Rode, 67

Sint-Quintens Lennik, 73

Sint-Winoks Bergen, 6, 95

Sippe, Sipke, 220, 230

Sirck, Zierck, Syrick (Sierk, Sjirk), 274

Site, 241

Sittard, 67

Siudts, 209

Siurtz, 209

Siut, 207

Siuts, Siutz, 209

Siwrdesma, Siwrdisma, Siwrdsma, 209

Sjaard, 205, 233

Sjef, 150

Sjerp, 226

Sjoerd, Sigurd, 202, 226, 233, 265

Sjoerda, 209

Sjoerdema, 209

Sjoerdina, 208, 227

Sjoerdinga, 209

Sjoerds, 207, 209

Sjoerdsma, 209

Sjoerdtsje (Sjoerdtje, Sjoerdje, Sjoertje), 205, 208, 217, 226, 227, 233

Sjoers, 209

Sjolle, 212

Sjoorda, 209

Sjouke, 215

Sjoukje, Sjouk, 184, 220, 250

Sjuk, 202, 273

Sjûrd, 207

Sjutte, Sjutsje, Sjuttsje, Sjute, 208, 217, 233

Skepen van Wieringen 63, 83

Skermestic, 120

Skiepebingels van Hyum, 35, 37

Skiepekoppen van Birdaard, 36, 49

Skiepeloarten van Warns, 8, 37

Skierroeken van Balk, 36, 37

Skilingen, 89
Skraerder Hol, Scraerdera Hol, 287

Skytstoelen van Akkrum, 36, 42

Slapers van Veurne, Slaepers van Vuerne, 76

Sleedingen, Sleidinge, 81

Sleepsloffen van Dronrijp, 36

Sleeswijk, 271

Slekkentrekkers van Ronse, 73, 79

Sleuteldragers van Leiden, 66

Slijkneuzen van Weert in Klein-Brabant, 73

Slooten, 32

de Sloover, 141

Slotsma, 245

Sluis, Sluus, in Vlaanderen, 67, 81

Smalruggen van Grijpskerk, 56

Smedema, 237

Smeerkoek-eters van Moerbeke, 71, 73, 79

de Smedt, de Smet, 139

Smertens, 193

Smeuninckx, 193

de Smidt, 134

Smolders, 140

Smousen van West-Malle, 73

Smulders, 193

de Smyttere, 134

Sneek, 7, 8, 14, 15

Snirt van de Rijp, 63

Snoeck, 143

Snoeken van de Rijp, 63

Snoek-eters van Aksel, Snouck-eters van Acxele, 77, 78

Soepweikers van Mol, 72

Soepzakken van Hever, 73

Soetaert, 144

Solke, Solco, 215, 231

Sondel, Sendel, Sindel, 285

Sophie van Geldorp Dircs Sjoncheren soens dochter, 184, 194

Span, 102

Spanga, 102

Spanghem, 97, 101

Spanheim, 102

Spanhemius, 102

Spanjaarden van Assendelft, 63

Spanninga, 102

Spannum, 36, 102

Spanoghe, 141
Spans, 102

Speeckaert, 144

Speelman, 140

Speelmakkers van Benningbroek, 63

Speelzakken van Hoogstraten, 73

Speerebrekers van Ryssel, 76

Speknekken van Leeuwarden, 8

de Spiegelaere, 140

Spillemaker, 134

Spinsekken van Winsum, 36, 37

Spikeroog, 88

Spreeuwen van Winkel, 63

Staelens, 146

de Staercke, 141

Stallinga, 240

Stampaert, 144

Stapele, 121

Stappaert, 144

Stark, Sterk, Sterck, 182

Statema, 239, 246

de Staute, 141

Stavart, 122
Staveren, 14, 30

Steenbeek, Steenbeke, 118

Steengooiers van Wormer, 63

Steenekwakkers van Alkmaar, 63

Steenkoopers van Zierikzee, 67 [323]

Steenuffel, 73

Steenvoorde, 95

Stekene, 71, 77

Sterks, Sterckx, Sterken, 182

Steuren, Steurvangers van Kampen, 5, 59, 60

Stevens, 146, 147

Steyaert, 144

Stienrokkes, 121, 124

Stiens, 35

Stienstraet, 120

Stienvelt, 120

Stiermans van Wendune, 77, 78

Stijfkoppen (Friesche), 83

Stippers van Lollum, 36, 46

Stoffels, 146

Stokvisschen van Deventer, 59

Strânjutten van Makkum, 36, 44

Stridaker, 120

Stridland, 120

Stripe, 121

Strobbel, 134

Strontboeren van Hoboken, 72

Stroobossen van de Zijp, 63

Stroobranders van Sint-Quintens-Lennik, 73

Strooplikkers van Zaamslag, 67

Stroppedragers van Gent, 72

Struiven van Brecht, 73

Stuurlieden van Wenduine, 78

de Stuynder, 134

Styn Reinerts wedue, 264

Suameer, 36, 46

Suffridus, Suffried, 207, 265

de Surgeloose, 141

Suster Ansck, 265

Swaantina, 228

Swaantje, 227

Swaentje, 132

Swanelt, 201

Swanhilde, 190, 201

de Swarte, 134

Swenelt, 183, 190, 201

Swenelt wilen Henrics Mortels dochter, 183, 190

Sweitse, 220, 223, 224

Swithburga, 201

Swobke, 220

Swobkje, 223, 224

Swyngedauw, 134

Syard upper Wasa, Sjaerd oppe Weaze, 261

Sybe van Hallum, 271

Sybet Wagener, 269

Sybilla, 207

Sybillus, 227

Sybout, Sibout, 224

Sybrand, Sibrand, 227

Sybren, 212

Sybren Wever, 267

Sybren Wielmaker, 269

Sybrichje, 233

Syds Wybez, 258

Sygersma, 159

Symen, Sigman, 201

Symon Lambrechts Langsmeedssoen, 179

Symon Zweertslager, Symon Swertfeger, 268

Syoucke, 273

Syoucke Metzeler, 266

Sypt Unama, Sibalt Oenama, 265

Syrick Scomaker, 267

Systelmans, 193

Sytse, 215, 221, 223, 224, 241

Sytsema, Sytsma, 236, 241

Sytske, 220, 227

Sywert Molner, 269

Sywert van Holwert, 271

Syword Scutemaker, 267

Sywrd Sickez, 258

Sywrd, Syord, Syword, 274

Taartebakkers van Meenen, 74

Taco, 227

Tade, Tado, 230

de Taeye, 141

Take Tymerman, 266

Tamme, 212

Tancmar, 201, 202

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