To t msm riam presentation on hiring


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How Recruitment and hiring are conducted

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To t msm riam presentation on hiring

  1. 1. Human Resources Management Topic 1: HIRING Facilitated by Henry Clarke Kisembo Consultant and Lead Trainer MSM 1
  2. 2. Ground rulesExit 2
  3. 3. Learning methods Games FunLectures Group Discussions40/60 Interactive 60/40 3
  4. 4. Training session outlineThis training session is outlined as follows:• Introduction focusing on: - the strategic role of Human Resource Management in the organization - the definition of HRM• Hiring: - the importance of hiring or the organization and for the manager - the process of hiring and hiring skills and techniques 4
  5. 5. Introduction Human Resource Management: what is it about?Think about the institution /organization you work for or worked for in your past career (Ministry, University, NGO, Private…)What key strategic issues your organization or most organizations face? 5
  6. 6. HRM what is it about?• HRM is an programme that an organization develops and implements in order to attract, develop, motivate and retain its human capital? 6
  7. 7. Strategic issues in the organization may include:• Does the organization provide satisfactory services to the customers or the people it must serve?• Is the organization able to function effectively and efficiently?• Is the organization competitive or is it able to ensure a sustainable development?• Apart from technical, economical and financial resources, does the organization have the adequate human capital that enables it to reach its objectives? 7
  8. 8. HRM is an integrated programmeTo function effectively and efficiently:1. HRM must be aligned to the organization’s strategy e.g. business objectives Learners explain by examples from learners (you cannot recruit when the business is underperforming) Left2. The organization needs to have in place not one or few HR policies, procedures and tools but a set of number of HR processes Who can tell to the audience one HR system or process he/she knows? Right 8
  9. 9. HRM is an integrated programmeAmong the most important HR processes are: – Organization’s structure (often referred to as organization chart or organogram) – Job description – Job evaluation – Recruitment or Hiring – Compensation and Benefits – Performance Management – Training – Career Management – HRM policies and procedures 9
  10. 10. Hiring• Why do you think it’s important to make a good hiring? 10
  11. 11. Hiring for performanceWithout the right people …… an organization cannot be successful 11
  12. 12. Good Hiring is a key to performance• Good hiring decisions create a foundation for more effective performance by you, your team, and your organization.• Bad hiring decisions drag down performance and are difficult to correct.• As a Manager hiring good people is one of the most significant contributions you can make to your organization. 12
  13. 13. Why is Hiring important for you as managers? Critical questions• How do you find the right people?• How do you write a job description and how flexible should it be?• How can you apply consistent guidelines in interviewing situations so that you are able to make good choices between applicants?• What factors are the best predictors of performance? This session will provide you with answers to these questions 13
  14. 14. Outcomes of this training sessionAfter the completion of this session:You will have improved your hiring skills and techniquesYou will be able to: - identify people with the right profile and competence - hire people who will contribute to a higher performance of the organization 14
  15. 15. Hiring : the processThe process of a good hire encompass the following steps : – define the job requirements – Screen CVs – Select promising candidates – Interview – Make a job offer – Hire N.B: - The practice of hiring can also include testing: written exam & psychometrics - Another very important step is to plan for hiring 15
  16. 16. Hiring : Job requirementsTo define the job and its requirements, you need to determine:1. the primary responsibilities and tasks involved in the job.2. the characteristics needed to perform the responsibilities and tasksinvolved in the job? These characteristics relate to the knowhow(education and experience).3. personal characteristics indicate how the candidate will approach the job and how he/she might relate to supervisor, co-workers and subordinates. E.g. decision-making style. People vary in this matter. Some are extremely structured, analytical, and fact-based; others rely more on intuition. 16
  17. 17. Hiring : Developing a job profile ActivityWrite a job profile that includes the following: – Organization, job title, location, (business) unit, reporting manager – job responsibilities and tasks – knowhow characteristics: education and experience required – personal characteristics required 17
  18. 18. Hiring : Attracting candidates Vacancy advertisement Channels used to advertise a vacancy Call for Learners’ contributions 18
  19. 19. Hiring : Attracting candidates Vacancy advertisementTypical channels include :– newspaper ads , other media (incl. radio)– the Internet– referrals from colleagues and network– colleges and universities– recruiting agencies– trade publications– professional associations 19
  20. 20. Hiring : CV screeningTips for CV screening:• Spend the least amount of your time on eliminating the least likely candidates and the greatest amount of your time carefully considering the most likely candidates.• Get right to the core of the candidate’s accomplishments.• Avoid comparing candidates to each other. Instead, compare each candidate to the high performer candidate profile and look for a match. 20
  21. 21. Hiring : InterviewPreparation: Develop an interview guide:• A job profile with an outline key requirements• Candidate’s experience and accomplishments that are relevant to the job requirements• Questions to ask to the candidate to find out s/he has the qualities you want (customized for each candidate) N.B: There are questions you are cannot ask legal wise, some examples? It’s advised to prepare your list of “legally unauthorized questions with the support of your human resources department and legal adviser 21
  22. 22. Hiring : Conducting the Interview 3 Phases to the interview:• Opening: 10% of the time allotted. This phase is to make the candidate feel comfortable enough to open up.• Body: 80% of the allotted time. During the body of the interview, you gather the information you will need to evaluate the candidate, and you also "sell" your organization.• Close: 10% of the allotted time. During this phase, answer any remaining questions the candidate may have. Thank him for coming, and explain the next steps in the process. 22
  23. 23. Evaluating the CandidatesThe decision-making matrix• A decision-making matrix can be a helpful tool for comparing the candidates to one another (the rating aspect only).Common assessment mistakes• Even though you may take a structured, methodical approach to evaluating your candidates, the evaluation process is still, in the end, subjective.Check references• Reference checks verify claims (declarations) made by the candidate during the interview process and fill in information gaps. 23
  24. 24. Making the Decision and Offer• Résumés, interviews, and reference checks all inform the decision-making process. At some point, you must ask yourself, "Do we have sufficient information to make a decision?"• If the answer is "yes“, make the hiring decision. Rank your top three candidates, make the offer to the top- ranked candidate, and be prepared to be rejected by your first choice. You may have to make more than one job offer. 24
  25. 25. Making the Decision and Offer• If the answer is "no”, we have insufficient information," then ask yourself these questions. – "What additional information do we need to make a decision?" – "What uncertainties can we reasonably expect to reduce?" – "Do the candidate’s strengths outweigh his or her weaknesses?" You may call some candidates back for another interview, or you may get additional team members involved in the process.The offer letter• An offer letter is an official document but not an employment contract (it’s yet an initiative of one party). Include important facts in the letter, such as: starting date , job title, expected responsibilities, compensation , benefits summary, time limit for accepting the offer. 25
  26. 26. Tips for Finding the Right Person• Consider current employees.• Hire from outside your organization to bring in new skills and experiences.• Remember that a person’s past job performance is the surest guide to future performance.• Remember that a good job fit = the right education + the right experience + a compatible personality.• Beware of the "just like me" trap. Focus on the objective requirements of the job and the candidate’s qualifications. 26
  27. 27. Tips used by Good Interviewers• Don’t intimidate the interviewee; help him/her feel at ease at the beginning of the interview. S/he will open up and talk more freely.• Follow the 80/20 rule. Get the candidate to do 80% of the talking. The person asking questions and listening is the person who’s in control of the interview.• Ask questions purposefully.• Don’t buy first impressions. You may miss the real person.• Take notes. Tell candidates you will be taking notes before you begin writing. 27
  28. 28. Tips used by Good Interviewers• If the interviewee gives you the impression that s/he doesn’t tell you the truth or if you don’t understand the answer to your question, ask again but rephrase your questions• Better questions are those related to past experience(s) e.g. can you describe a situation where you displayed team working? What were the activities, what did you do as a team player? What were the results? This technique is called STAR (situation, task, attitude, result)• The question what would you do if…? Often leads to answers that do not reflect the true authentic behaviour of the interviewee. 28