tit w

1. Recruitment and selection
strategy
Presented by:
Uday Jat

2. Competencies and Human resource
management system
Human
Pay and resource
reward planning
Person Recruitment
Training and specification and
development and selection
competency
Organization Performance
and job management
design

3. Linking Personal Specification or
competencies with Recruitment
• The principles of a job description and person
specification still apply when using a
competency-based approach
• A competency approach provides greater clarity
for the selector and candidate about what is
required
• By breaking the requirements of the job into a list
of competencies, the authority can then
determine the most appropriate method of
assessing an individual against each competency

4. Linking Personal Specification with
Selection and other H.R. components
• Ensure that all the relevant data assembled
during the selection process is collected into
an accessible format
• Include a score for each competency with the
score derived from a series of tools or an
aggregate for each candidate
• Using the data from different techniques a
common and consistent approach should be
used

5. Porter and Lawer’s Motivational
Model for higher performance

6. Linking Personal Specification with
performance management
• Competency –based appraisal processes
provide a balance of targets and behavior
• It can accommodate the differing nature of
junior and senior work
• Embrace on output and input

7. use of competency specifications as
framework to drive H.R Practices
• Selection of people into the organization is tied
into the need of the role
• The induction and development of people is built
around such demand for the role and their
compatibility with it
• Reward create the connectivity between the need
of the business and the values of the workforce
• The requirement of the role are clearly explained
to those undertaking it
• Insight in to those people are clearly conveyed to
those responsibility to managing them