Sesi 3
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Transcript of Sesi 3
Recruitment & Selection Overview
• Human Resource Planning• 4 Steps/Key questions• Process overview (describe each in turn)• Common pitfalls/preventative measures• Practical tips (interviews)
Human Resource PlanningAssess trends in:
- External labour markets, - Current employees- Future organisational plans, - General economic
trends
Predict demand
Forecast internal Forecast externalsupply supply
Compare future demand and internal supply
Plan for short-falls or over-staffing
Labour Turnover
Number of employees who leave in one yearAverage number employed in past year
20% acceptable in modern large-scale companies30-35% cause for concern
X 100 = %
Reasons for High Turnover:• Low pay• Long/unsocial working hours• Absence of promotion prospects• Bad recruitment/induction• Bad management
Recruitment & Selection4 Steps:Define the job
Profile the person
Communicate your requirements
Choose methodically
Key QuestionsIs there a need for this job?What does the job involve?
What kind of person do we need?How do we get that person?
How do we make them welcome?
SYSTEMATIC APPROACH
Is there a need for this job?Re-organise the workUse overtimeMechaniseMake the job part-timeSub-contract
??? Job analysis
Job description
Person Specification
Recruit
Select
Induct
Recruitment Methods
1. Internal 2. Using existing contacts3. External contacts4. Advertising/media
Sourcing Internal ApplicantsAdvantagesMorale of ‘promotee’CheaperBetter knowledge of abilityDisadvantagesIn-breedingPolitical in-fighting
Sourcing External ApplicantsAdvantages‘New blood’Insights from competitorsCheaper than training DisadvantagesOrientation timeMorale of internalsMay not fit-in
Most Popular MethodsAd in local pressAd in specialist pressAd in national pressEmployment agencyNotice inside premisesJob centres
Education liasonUnsolicited applicationCareers serviceHead huntersCareers fairsInternetWord-of-mouth
Successful Job Advert• Introduction – Attention grabber• The Company• The job• The requirements (JD & JS)• Incentives
- pay, benefits, job satisfaction, prospects, location
• Action
Selection ToolsInterview
Psychometric testsPersonality/Attitude Questionnaires
Work sample testsAssessment Centres
Choosing selection methodsSelection criteriaAppropriatenessAvailable (HR) expertiseAdministrative easeTimeAccuracyCost
Possible StepsRecord Induction
Analysis & Decision
Medical
Second Interview
Reference Checks
Psychometric & WS tests
Initial interview
Application form / CV
The Selection InterviewThe selection interview has long been
recognised as having low predictive validity, in that typical unstructured interviews result in relatively poor predications of job performance.
4 Skills:1. Framing the question2. Controlling the flow3. Listening4. Making judgements
Functions of the Interview
1. Mutual Preview
2. Assessment
3. Negotiation
Sample Interview QuestionsBiographicalWhat did you do during you last summer break from college?SituationalSuppose you were giving a sales presentation and a Difficult technical question arose that you could not answer. What would you do?BehaviouralWhat is the most significant action you have taken
to help out a co-worker?
Before:• Study all available information• Agree coverage plan• Appoint chairperson• Allow adequate time• Climate & physical setting• Prepare for note-taking
During:• Establish rapport• Outline purpose & structure• Follow the coverage plan – interview in
turn• Listen (80%)• Maintain eye contact & give positive
feedback – use silence• Treat all candidates equally• Advise candidate of next stage
After:• Assess candidate against criteria immediately• Concentrate on solid facts of past behaviour• Incorporate information from other selection
methods• Advise candidate of outcome A.S.A.P.
Pitfalls
1. Fail to elicit/hear relevant information
2. Fail to use/interpret the information.
Common Errors- Inadequate preparation- Halo/horn effect- Early decisions- Accuracy of recall- Selective perception/stereotyping- Similar to “me”- Contrast effects
Preventative Measures• Structured Format• Use job description & person specification• Training & experience• Record during & after against criteria• Awareness of non-verbal behaviour
Responsibility for Recruitment & Selection
Line H.R. ConsultantsEmployees
Managers Professionals
Realistic Job Preview:
…designed to enable the candidates to make an informed choice. Involves providing them with extensive information about the organisation and the job.
How to succeed at interviews
• What would be your ideal candidate.• Prepare, prepare, practise…• Find out about the job/organisation• Copy & highlight – applicant, advert. & C.V.• 5 positive statements about you• Be up-to-date about developments in your
field.• Decide an acceptable reward package – but
let them bring it up.
Common QuestionsWhat have you been doing since…?What are your strengths/weaknesses as anemployee?What has been your best achievement?What are the qualities needed in a good (job title)?What do you see yourself doing in 5/10 years?
Avoid-• Criticising previous employers• Personal and domestic matters unless asked• Raising reward package• Name dropping • Interrupting• Pretending you’ve a better offer
Five Fundamental Questions - Interviewee
1. What does this job involve?2. Do my skills (etc.) really match this job?3. Are these the kind of people I would like to
work with?4. Can I persuade them that there is
something different about me than the other 19?
5. Can I persuade them to give me the salary I need/want?
Five Fundamental Questions - Interviewer
1. Why are you here?2. What can you do for us?3. What kind of person are you?4. What distinguishes you from the 19
candidates with the same skills?5. Can we afford you?
Assessment Centres* Planning * Organising* Oral/written communication* Leadership * Decision-making* Creativity * Initiative* Problem solving* Flexibility
Assessment CentresIn-tray exercisesLeaderless group discussionManagement games/ problem-solving
exercisesIndividual presentationsPsychometric / WS testsInterview
Multiple selection tools
Analyse & interpret information against criteria
Notify successful candidate
Medical
Start & induction
Induction/OrientationWeek 1:- Where everything is- Who everyone is- Establish expectations (on both sides)- Mentor/Buddy- What the company is about- What the culture is like
Indonesian Practice
• Advert. Most common recruitment method• External/internal sources – depends on job
level• Impact of Trade Unions• Large Companies – more sophisticated• MNCs Companies more sophisticated