recruitment selection

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  • And, to provide you with an introduction to SHL, SHL Australia is part of an international company (SHL) founded in 1977 by Peter Saville and Roger Holdsworth – two industrial psychologists. SHL Australia has been operating since 1986, and employs more than 50 people, of whom half are consulting psychologists. SHL focuses on the fair and objective assessment of people in the workplace – we specialise in the development of tests and questionnaires for the workplace – as they are specifically for the workplace, it makes them quite unique! Over 40 countries around the world, with over 900 employees. We have over 200 different tools to assess and measure people, jobs and organisations.
  • I think the most important underlying element that we are going to talk about today are competencies. They underpin any good recruitment and selection procedure and forms the basis for generating job descriptions and understanding jobs. - So competencies can be defined as a group of related knowledge, skills and attitudes which impact on job performance. - How do competencies impact on job performance and what relevance do they have to job performance?
  • There are 2 sides of identifying competencies. The first key area is the OUTPUT - the goals and outcomes of the job which personal competencies must address. - The second area are the inputs - the actual competencies themselves, HOW the outcomes can come about - what the individual must bring to the job to achieve successful performance. (e.g. good verbal skills, customer focus, attention to detail etc). - It’s important to make this distinction as it is often overlooked, and essentially the WPS operates on this distinction.
  • so by identifying the job in terms of these 2 areas, this is something you may come up with. The inputs or competencies on the left hand side lead to the outputs on the right hand side = good job performance. You hire someone based on their personal qualities (amongst other things), so it is extremely important to identify these qualities at the outset. - You may say that effective job performance hinges on the competencies the person brings to the job, so it is imperative that you identify these at the outset and then select for them.
  • there are multiple approaches to take when conducting JA… Ideally, a multi-method approach is better – so combining some of the above methods. This has the advantages of us ing the strengths of each specific method and also allows you to look at the job from a number of perspectives. - For this reason, I will be discussing the WPS along with some additional methods which SHL generally recommends and trains people in… so in this way, the SHL approach is…
  • So I am hoping to run through these techniques briefly today, to give you a flavour of a well-rounded approach to JA.
  • - the WPS has been developed in response to these requests. - Essentially, the WPS is a structured questionnaire based, job analysis system. - It offers the flexibility of being installed onsite, giving you the complete self-sufficiency to profile all positions, or we can assist you with the implementation. It is an efficient, easy, flexible and seamless process to job analysis whereby a job can be comprehensively profiled and competencies identified in 1 hour 45 mins. Let’s look at the WPS in more detail.
  • As aforementioned, the WPS was developed to specifically to target the two core areas involved in successful job performance.
  • it is a complete system that offers great flexibility and wide applications with the outputs that can be generated. Let’s look at how the system works and the various outputs available now.
  • additional outputs include: person-job match, assessment methods, personality caveats, interview questions, technical details. - please see the sample reports which you have in front of you for more detail. So how do you get to these wonderful outputs? There are 4 simple steps….
  • - step 1: planning the analysis: Who can complete the WPS? Very flexible with the goal to come at it from a number of different angles and incorporate a number of perspectives. So can be completed by: job incumbent, manager, subordinate, others familiar with the job - step 2: briefing of the person completing the WPS - takes only 15 mins - step 3: actual completion of the WPS - 3 components. In total takes 90 minutes, so the entire process can be completed in 1 hour 45 mins. - step 4 : validation interview - final clarification and checking. Let’s look briefly at each of these components in step 3+4 in a little more detail and we can also take this opportunity to look at the WPS materials which are displayed for you.
  • The main objectives of the interview are to essentially ensure that the job analyst is satisfied that the information recorded is a fair and accurate reflection of the job. So altogether, the total process should take about: STEP 1: Briefing 15 mins STEP 2: WPS Completion 90 mins - Card Sort = 15 mins - Job Content = 45 mins - Job Context = 30 mins Total completion time - 1 hour and 45 minutes
  • The Repertory Technique: 1. Identify target job 2. Sensitisation 3. Specify the job holders (elements) 3 to 5 More effective 3 to 5 Less effective 4. Rank by overall performance 5. Select 3 random elements Say: “ Tell me a way in which two of these people are similar and different from the third in terms of the way they perform their job” Analyst must: KEEP DETAILED NOTES USE THE RESPONDENT’S WORDS USE OPEN ENDED QUESTIONS: Tell me what you mean by that? Give me an example of that? What does that involve? Tell me more about that
  • A flexible interviewing method. Explores actual events that have occurred. Explores the behaviours, skills and attributes used by the job holder. A critical event which: Has happened. Had an outcome critical to job success. Is not ongoing. Was relatively short. Directly involved the respondent. Occurred relatively recently.
  • recruitment selection

    1. 1. The Work Profiling System (and a little bit about Job Analysis!) <ul><li>Ralph Monley </li></ul><ul><li>State Manager WA </li></ul><ul><li>SHL Australia </li></ul>
    2. 2. SHL International Australia, Belgium, Canada, Denmark, Finland, France, Germany, Greece, Hong Kong, Hungary, Indonesia, India, Ireland, Italy, Japan, Korea, Mexico, Netherlands, New Zealand, Norway, Poland, Portugal, Singapore, South Africa, Spain, Sweden, Switzerland, Turkey, UK & USA 950c people, operating in over 40 Countries and 20 Languages
    3. 3. Agenda <ul><li>Competencies – the building blocks </li></ul><ul><li>Job Analysis </li></ul><ul><li>The Work Profiling System </li></ul><ul><li>Other useful methods </li></ul><ul><ul><li>Critical Incident Interviewing </li></ul></ul><ul><ul><li>Repertory Grid Analysis </li></ul></ul><ul><ul><li>Visionary Interviewing </li></ul></ul>
    4. 4. Competencies: A Definition <ul><li>A competency may be defined as a group of related </li></ul><ul><li>knowledge, skills and attitudes </li></ul><ul><li>which impact on job performance </li></ul>
    5. 5. What are Competencies? Areas of competence OUTPUTS The What -job outcomes and goals Underlying competencies INPUTS The How - the clusters of behaviours an individual needs to bring to bear to achieve the above.
    6. 6. Practical framework for designing competencies <ul><li>INPUTS = “HOW” </li></ul><ul><li>“ Raw Ingredients” </li></ul><ul><li>Interpersonal sensitivity </li></ul><ul><li>Persuasiveness </li></ul><ul><li>Assertiveness </li></ul><ul><li>Planning </li></ul><ul><li>Attention to detail </li></ul><ul><li>Self-motivation and drive </li></ul><ul><li>Resilience </li></ul><ul><li>Analytical thinking </li></ul><ul><li>Problem solving and creativity </li></ul><ul><li>OUTPUTS = “WHAT” </li></ul><ul><li>“ End Results” </li></ul><ul><li>Effective team management </li></ul><ul><li>Effective project management </li></ul><ul><li>Effective client management </li></ul><ul><li>Effective business management </li></ul>
    7. 7. Job Analysis <ul><li>A systematic procedure for obtaining detailed and objective information about a target job that will be performed or is currently being performed. </li></ul>
    8. 8. JOB ANALYSIS EFFECTIVE JOB PERFORMANCE Key Job Competencies & Job Context (Job Description & Person Specification) Recruitment & Selection Training Appraisal Development Planning
    9. 9. Methods of Job Analysis <ul><li>OBSERVATION - Unstructured observation </li></ul><ul><li>- Structured observation </li></ul><ul><li>- Video based observation </li></ul><ul><li>INTERVIEWING - Group or individual </li></ul><ul><li>- Structured or unstructured </li></ul><ul><li>- Job holders or managers </li></ul><ul><li>PERFORMING - Train for the job </li></ul><ul><li>- Do the job </li></ul><ul><li>SELF-REPORT - Diary </li></ul><ul><li>EXISTING INFORMATION - Job description </li></ul><ul><li>- Training manuals </li></ul><ul><li>- Other documentation </li></ul>
    10. 10. <ul><li>WPS </li></ul><ul><li>- A structured questionnaire for breadth </li></ul><ul><li>Critical Incidents </li></ul><ul><li>- Open-ended interviews for critical events </li></ul><ul><li>Repertory Grids </li></ul><ul><li>- Semi-structured interviews for manager perspectives </li></ul><ul><li>Strategic Job Analysis (Visionaries) </li></ul>The SHL Approach to Job Analysis
    11. 11. The Work Profiling System (WPS) <ul><li>The WPS is a computerised system </li></ul><ul><li>which provides an efficient way of </li></ul><ul><li>capturing information about jobs and then applying it to a variety of HR challenges </li></ul>
    12. 12. Goal of the WPS To Profile Jobs By: TASKS ATTRIBUTES All work relevant tasks (task oriented) All work relevant attributes (person oriented)
    13. 13. What does the WPS do? <ul><li>It is an integrated job analysis system. </li></ul><ul><li>The WPS enables automatic production of job descriptions and person specifications. </li></ul><ul><li>The WPS also assists in person-job matching, performance management and job evaluation. </li></ul>
    14. 14. How does it work? Information collection using PC or questionnaires Processing using WPS software Output using WPS software Application Key Job Tasks Core Human Attributes Required by the Job Competencies Job descriptions Relevant selection methods Person specifications Individual development planner Performance review form Job evaluation method Selection Training & development Job evaluation Key Responsibilities
    15. 15. Components of the WPS <ul><li>Step 1: Planning a WPS Analysis </li></ul><ul><ul><li>Who can complete the WPS? </li></ul></ul><ul><li>Step 2: Briefing </li></ul><ul><li>Step 3: WPS Completion </li></ul><ul><ul><li>Card sort </li></ul></ul><ul><ul><li>Job content </li></ul></ul><ul><ul><li>Job context </li></ul></ul><ul><li>Step 4: Validation Interview </li></ul>
    16. 16. 1. Card Sort <ul><li>Focuses on key job activities </li></ul><ul><li>Identifies the 8 to 10 job activities necessary to achieve the job objectives </li></ul><ul><li>Efficient process - saves time! </li></ul><ul><li>Structured - can be applied to any position within the 3 identified areas </li></ul>
    17. 17. 2. Job Content <ul><li>Identify time spent and importance ratings for relevant tasks </li></ul><ul><li>Non-relevant tasks are not rated </li></ul><ul><li>Time spent does not need to add up to 100% </li></ul><ul><li>Rank order key activities </li></ul>
    18. 18. 3. Job Context <ul><li>All questions answered </li></ul><ul><li>Identifies minimum requirements </li></ul><ul><li>Focus on the job requirements, not respondent’s own background </li></ul>
    19. 19. 4. Validation Interview <ul><li>To verify the accuracy of the data by: </li></ul><ul><ul><li>Identifying deliberate exaggeration </li></ul></ul><ul><ul><li>Identifying misinterpretation </li></ul></ul><ul><li>To check for any clerical errors </li></ul><ul><li>To collect additional information: </li></ul><ul><ul><li>Examples of job activities </li></ul></ul><ul><ul><li>Information about item interpretation </li></ul></ul><ul><ul><li>Information about areas not fully covered </li></ul></ul><ul><li>To give thanks for co-operation </li></ul>
    20. 20. WPS Validation Interview Steps <ul><li>Describe purpose: </li></ul><ul><ul><li>To understand how questionnaire was completed </li></ul></ul><ul><ul><li>To collect information </li></ul></ul><ul><li>Ask how respondent felt about completing the WPS </li></ul><ul><li>Review job activities </li></ul><ul><li>Probe 5 items in part I, and 5 items in part II, for: </li></ul><ul><ul><li>Examples </li></ul></ul><ul><ul><li>Confirmation of ratings </li></ul></ul><ul><ul><li>Additional evidence </li></ul></ul><ul><li>Change inaccurate ratings </li></ul><ul><li>Correct clerical errors </li></ul><ul><li>Thank respondents for their co-operation </li></ul>
    21. 21. WPS Features <ul><li>It profiles jobs by tasks, attributes and context factors </li></ul><ul><li>Allows for multiple perspectives (including job holder) when profiling a job </li></ul><ul><li>It is a standardised method which: </li></ul><ul><ul><li>Uses structured questionnaires </li></ul></ul><ul><ul><li>Measures all jobs economy-wide </li></ul></ul><ul><ul><li>Uses precisely defined, measurable attributes </li></ul></ul><ul><ul><li>Bases attribute requirements on job content </li></ul></ul><ul><li>Produces a WIDE range of computer generated reports </li></ul>
    22. 22. Benefits to Organisation <ul><li>Job descriptions AND competencies can be identified </li></ul><ul><li>WPS incorporates a wide array of applications - can be widely applied across the organisation </li></ul><ul><li>Structured process - outputs are extensive and flexible </li></ul><ul><li>Valid and reliable process - rigorous and legally defensible </li></ul><ul><li>Extremely cost effective </li></ul>
    23. 23. The Repertory Grid Technique <ul><li>A structured interview method to </li></ul><ul><li>identify characteristics which </li></ul><ul><li>managers recognise as a key to </li></ul><ul><li>effective performance </li></ul>
    24. 24. Repertory Grids in Job Analysis SALES MANAGER Better Sales People Poorer Sales People CONSTRUCTS <ul><li>Established rapport quickly </li></ul><ul><li>Attend to the detail of sale administration </li></ul><ul><li>Slow to establish rapport </li></ul><ul><li>Lax on details of administration </li></ul>
    25. 25. Repertory Grid Summary <ul><li>A flexible technique, not using predetermined dimensions </li></ul><ul><li>Depends upon the quality of interviewing, probing, and the respondent’s vocabulary </li></ul><ul><li>Easy to do badly, difficult to do well </li></ul>
    26. 26. The Critical Incident Technique An open ended interview technique for exploring actual events which have occurred in the job.
    27. 27. Visionary Analysis <ul><li>Introduction </li></ul><ul><li>Strategic Factors </li></ul><ul><li>Corporate Objectives </li></ul><ul><li>People Implications </li></ul><ul><li>Current Culture </li></ul><ul><li>Desired Culture </li></ul><ul><li>Summary </li></ul>
    28. 28. Questions or Comments?

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