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Selecting Right
Talent
Learning Objectives 2
Work performance
Cost incurred
4
Organisation of Selection
It is easier for the applicant because they can send their applications
to a single centralised department/agency
It facilitates contact with applicants because issues pertaining to
employment can be cleared through one central location
It helps operating managers to concentrate on their operating
responsibilities. This is especially helpful during peak hiring periods
It can provide for better selection because hiring is done by
specialists trained in staffing techniques
The applicant is better assured of consideration for a greater variety
of jobs
Hiring costs may be cut because duplication of effort is minimized
With increased government regulations on the selection process, it is
important that people who know about these rules handle a major
part of the selection process
5
Selection Process
Human Resources,
Mondy and Robert
Source: R. Wayne
Management of
Personnel: The
M. Noe III,
p. 176
Results of a Validated Test 8
Selection Process
► Employment Interview
Guidelines to Interviewers
Contd.
11
Selection Process
► Reference and Background Checks
Reference checks cover the following:
• Criminal record checks
• Previous employment check
• Educational record checks
• Credit record checks
• Civil record checks
• Union affiliation checks
• Character reference check
• Neighbourhood reference check
Contd.
12
Selection Process
Selection Decision
• After obtaining information through the preceding steps,
selection decision—the most critical of all the steps—
must be made
• The views of the line manager will be generally
considered in the final selection because it is he/ she who
is responsible for the performance of the new employee
Physical Examination
• A job offer is, often, contingent upon the candidate being
declared fit after the physical examination
Contd.
13
Selection Process
Job Offer
• Job offer is made through a letter of
appointment
• The company may also want the individual to
delay the date of reporting on duty
• Decency demands that the rejected applicants
be informed about their non-selection
• It needs no emphasis that the applications of
selected candidates must also be preserved for
future references
Contd.
14
Selection Process
Contracts of Employment
• Job title
• Duties
• Date when continuous employment starts and the basis for
calculating service
• Rate of pay, allowances, overtime and shift rates, method of
payments
• Hours of work including lunch break and overtime and shift
arrangements
• Holiday arrangements
• Sickness
• Length of notice due to and from employee
Contd.
15
Selection Process
Contracts of Employment
• Grievance procedure (or reference to it)
• Disciplinary procedure (or any reference to it)
• Work rules (or any reference to them)
• Arrangements for terminating employment.
• Arrangements for union membership (if applicable)
• Special terms relating to rights to patents and designs,
confidential information and restraints on trade after
termination of employment
• Employer’s right to vary terms of the contract subject to
proper notification being given
Contd.
16
Selection Process
Concluding the Selection Process
• Contrary to popular perception, the selection
process will not end with executing the
employment contract
• There is another step — a more sensitive one —
reassuring those candidates who have not been
selected
• The issue relates to ‘No Shows’ by selected
candidates. These are the individuals who pass
through the selection rigour, receive employment
offers, but fail to report to duties
17
Assessment Centres
► An assessment centre is not a physical location but
an approach to selecting managers based on
measuring and evaluating their ability to perform
critical tasks
► An assessment centre may last from two to five days,
during which time a group of candidates (usually 6 to
12) takes a series of work sample tests and other
selection devices, such as various interviews, tests,
exercises and feedback sessions
18
Barriers to Effective Selection
►Perception
►Fairness
►Validity
►Reliability
►Pressure
19
Pause and Ponder
20
Evaluation of Selection Process
• Cost per Hire (CPH)
• Quality of Hire
Selection
• Programme Audit
►Training Interviewers
►Selection Team
22
Placement
► Placement refers to allocation of people to jobs. It
includes initial assignment of new employees,
promotion, transfer, or demotion of present
employees
► Placement Problems
Independent: non-overlapping routes or territories are
allotted to each worker
Sequential: activities of one worker are dependent on the
activities of a fellow worker
Pooled: there is high interdependence among activities
Contd.
23
Placement