Transcript Recruitment and Selection

Recruitment and selection
Recruitment and Selection
 Recruitment
The process by which a sufficient number of
suitable candidates are made available from
which management may choose
 Selection
The process by which individuals in a pool are
assessed, using one, or a variety of methods,
according to their suitability to join the
organisation in the stated capacity
Recruitment and selection process I.
Recruitment
1. Is there a vacancy?
Do we need to replace?
Does the job need redesigning or
regrading?
2. Analyse the job
Job description
Person specification
3. Attracting applicants
Internal v external
Advertising
Consultants
Recruitment and selection process II.
4.
5.
Screening applicants
Selecting applicants for first interview
First interview
Selection tests
Shortlisting
6.
Selection
7.
8.
Short list interview
Decision
Job offer
Agree terms and conditions of employment
Check references
Starting date
Induction
Job analysis in the recruitment and selection process
Job description
(describes the job)
Possible pro forma.
Job title:
Location:
Reporting to:
Supervising:
Liaison - internal, - external
Purpose
Responsibilities – general, -specific
Key result areas
Resources
Limitations
Terms and relations
Prospects
Person specification
(describes the attributes of a competent
postholder)
Seven point plan (Alec Rodger)
Physical make-up
Attainments
General intelligence
Specialised attitudes
Interests
Disposition
Circumstances
Five point plan (J Munro Fraser)
Impact on other people
Acquired qualifications
Innate abilities
Motivation
Adjustments
Sources of recruitment
Internal
Transfers /promotions
Personal recommendations – bounties
Waiting list – potential employee register
External
Careers Service
Job Centres, PER
Schools, colleges, universites
Private employment agencies
Management selection consultants
Professional institutes
Trade unions
Casual applicants
Advertising
Aims of recruitment advertising
1)
Locate and attract suitable candidates
-- reader to practise self selection and self
elimination
2)
Inform readers about the company, job, type of
person required
3)
Stimulate action on the part of the reader
4)
Facilitate future recruitment
5)
Achieve 1-5 within an acceptable expenditure figure
Recruitment
What to say
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Heading
Body copy
Word to attract
Most attractive features of job
Size and nature of the company’s business
Type of applicant required
It needs to be factual, relevant and unambiguous
 Salary and location
 Action required from reader
How to say it
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Layout and position of advert - Use of space illustrations, graphics etc
Company personality
- Logo, style
Where to say it
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Cost
Most appropriate media
Effectiveness of media
Frequency and timing of publishing
Selection tools
The ‘classic trio’
Application forms
Interviews
References
Additional methods
Biodata
Psychometric tests
Group exercises
Work sampling
Simulation exercises
‘Any port in a storm’
Graphology
Astrology
Reading palms/bumps
Polygraph
Ordeal by social event
Selection techniques
1.
2.
3.
4.
5.
6.
7.
8.
Application form
Psychological tests
Group selection methods
Interview
Medical exam
Reference
Assessment centre
Graphology
These each need to satisfy the criteria of:
Validity
Does it measure what it sets out to measure?
Reliability Does it give the same result, no matter where,
when or by whom it is given?
The application form
This will provide evidence of:
Biographical data and personal
circumstances
Career pattern and attainments
Powers of self expression
Range and depth of interests
Intelligence and special attitudes
Behaviour patterns and preferences
The interview
‘A conversation with purpose’
Selection interviews aim to PREDICT and AID
DECISION MAKING.
General approaches
Biographical
Problem solving
Stress
Strategies
Frank and friendly
Conspiratorial
Joint problem solving
Stress
Sweet and sour
Tell and sell
Tell and listen
(65%)
(25%)
(10%)
Interviews – Research criticisms
(The McGill University Studies, Webster)
Decisions are made in the first FOUR minutes
The APPLICATION FORM is a good predictor
INTERVIEWER BEHAVIOUR ‘GIVES AWAY’ the decision
If accepted …. Interviewer warm and positive
If rejected …. Interviewer negative and quiet
After the initial decision, interviewer seeks CONFIRMATORY
EVIDENCE
UNFAVOURABLE EVIDENCE counts more than favourable
evidence
Interviewers develop a STEREOTYPE of the ‘good’ worker
How can we improve the interview?
(Rowan Bayne)
Better job analysis
Interviewer guides
Note taking
Continued validation studies to give feedback to test
predictions
Training – in decision making as well as questioning
technique
Meditation techniques to produce a ‘calm alert’ state
Interviewing check list
The seven point plan I.
1)
Physical make-up
Has he any defects of health or physique that may be of occupational
importance? How agreeable are his appearance, his bearing and his
speech.
2)
Attainments
What type of education has he had? How well has he done educationally? What
occupational training and experience has he had already? How ell has he
done occupationally?
3)
General intelligence
How much general intelligence can he display? How much general intelligence
does he ordinarily display?
4)
Special attitudes
Has he any marked mechanical aptitude? Manualdexterity? Facility in the use of
words? Or figures? Talent for drawing? Or music?
The seven point plan II.
5)
Interests
To what extent are his interests intellectual? Practical-constructional? Physicallyactive? Social? Artistic?
6)
Disposition
How acceptable does he make himself to other people? Does he influence
others? Is he steady and dependable? Is he self-reliant?
7)
Circumstances
What are his domestic circumstances? What do the other members of the family
do for a living? Are there any special openings available for him?
Job searching homepages
cvonline.hu
jobline.hu
jobpilot.hu
job4smarts.hu
profession.hu
candidate.hu
karrier.hu
eurojobs.com
europeanvoice.com/eu
europa.eu.int.eures
eures.hu
afs.hu
hobsons.com
AC
AC is a process in which the most important tasks of the job have
been modeled by experts. It focuses on the appraisal of the
abilities, knowledge, personality of participants.
Thorough the process we should listen, how the candidates:
cooperate with each other
express themselves
what influence they have to other group members
argue and resolve problems
what roles are they able to play and with what results
AC scopes on:
 Freshly graduated beginners
 Managerial jobs
 Commercial jobs
Where:
 The interpersonal abilities have
high importance
 The job needs higher education
 The pre-selection of the
applicants is already done
Iceberg model of competences (Spencer, 1990)
Knowledge, abilities,
skills
AC level
social roles
personality
motivations
concious
levels
Less
concious or
unconcious
levels
Use of the AC
 selection
 labour force planning
 carrier planning
 training needs planning
ROOTS:
Wehrmacht - World War II.
US Army
- World War II.
Office of Strategic Services (USA), spies
1956-60: AT and T
1970
Widespread
The effectiveness of different selection methods(UK):
Assessment Center
65%
Tests of work samples 54%
Intelligence tests
53%
Personality tests
39%
Biodata
38%
References
23%
Interviews
19%
The AC process
I.
Definition of the job profile and requirements
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Analysis of the company’s objectives and strategy
Detailed job analysis
Managerial interviews
Possibly ought to be done by managers and consultants
AC elements I:

group exercises /measurement of interpersonal
competences, 5-6 participants/
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„in-tray” exercises /modelling administrative aspects;
planning; organizing; tactical thinking; priorities/

analytical exercises /examination of analytical and
decision making abilities/
AC elements II.
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II.
presentations
tests
interviews
others: outdoor exercise, case study, managerial role play,
creative tasks
Preparation of the appraisees
HR colleagues
Managers and/or close colleagues
AC consultants
III.
Agree in the AC program
Finalizing scenario
Selection of exercises, tests
Composing evaluation sheets
Preparation of the places of AC process
IV.
Carry out AC process
Final selection of applicants
1-3 days, max 6 person 1 group
Evaluation of the results of the candidates
Advantages/ disadvantages
high degree of objectivity +
the manager is involved in
the process as an appraisee
+
well prepared experts +
previously selected people
are in the group +
modeling real situations +
time consuming -
expensive –
strict method +/places and rooms are
needed –
appraisal on the basis of
more aspects +
easyer to compare the
candidates +