Personnel selection

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Personnel selection

  1. 1. Human Resource Management Personnel Selection
  2. 2. Introduction  Key to organizational effectiveness  Organizational systems (well established procedures and systems)  Inviting applications, reference, background check, testing and interviews  External hiring is expensive  Definition: The process of gathering and assessing information about job candidates and ultimately making decisions about personnel.
  3. 3. Methods  Job applications (graphology)  Job application forms/application blanks  CV  Resume  Advantages/disadvantages of JAF  Background check/reference
  4. 4. Job Application Form  Enables the recruiter to:  Assess basic qualifications and technical skills required for a job  Assess relevant work experience  Assess applicant’ suitability  Assess cultural and social fit of the candidate  Reach a decision to process the case further or not
  5. 5. A well conceived Selection Test should have the following qualities:  A high degree of validity – that it should be capable of measuring attributes which it seeks to evaluate in the candidate.  A high degree of reliability – that it should provide results which have a high degree of consistency among the various candidates.
  6. 6. Tests  Cognitive ability test (Cognitive ability tests measure verbal, numerical and abstract reasoning and the resulting score reflects the person's ability to acquire, retain, organise and apply information)
  7. 7. Intelligence Tests  Intelligence Tests are administered to measure the candidate’s ability to think logically, analyze the pros and cons of problems and make rational decision. Intelligence Tests may also be used to determine the candidate’s understanding of social values and customs.
  8. 8. Proficiency Test  Proficiency Tests are designed to evaluate the candidate’s level of skills, expertise and competence to perform the particular task for which the individual is being considered for recruitment.
  9. 9. Aptitude Test  Aptitude Tests are conducted to ascertain the candidate’s ability to work with others in a team environment, handle work-related stress and cope with the various demands of the job.
  10. 10. Specific ability test (to check specific abilities of potential candidates)  Hands coordination test  Communication skills test  Determination test  Movement detection test  Differentiation attention test  Labyrinth test
  11. 11. Personality test  A personality test is a questionnaire or other standardized instrument designed to reveal aspects of an individual's character or psychological makeup  MBTI  16 Personality Types  Two major Types A & B
  12. 12. Motivational test A motivation questionnaire can be used to understand which situations may increase or decrease your motivation and can assist in securing your job satisfaction. These types of questionnaires try to rate how conditions found in the workplace could affect your motivation (i.e. whether you would work harder or not in a given situation). As with the personality questionnaire, there are no right or wrong answers.
  13. 13. Dispositional Test (to assess mood and temperament of potential candidates)  Stress  Anxiety  Self-esteem  Locus of control  Generalised self-efficacy  Emotional stability
  14. 14. Assessment Centers  Trained assessors  Make judgments about behavior  Simulations  IBM, Ford, AT&T, Office Depot  In-Basket  Leaderless Group Discussion  Oral presentation  Role play  RJP
  15. 15. Interviews  One basis used by all organization  Stand alone or used with/followed by tests  Time and cost  Reliable or unreliable  Preparation  Interview itself  After the interview
  16. 16. Types of interviews  One to one  Serial  Panel  Advantages and disadvantages
  17. 17. Limitations of interviews 1. Tossing a coin 2. Can do will do 3. Stereo typing/ halo effect 4. Error of judgment 5. Scaling/ rating a candidate 6. Chance response
  18. 18. Negotiation Induction Orientation program  ‘Welcome aboard’ and introduction to immediate colleagues and other workers.  Briefing on the job and its requirements. Job description could be useful.  Policies, procedures and practices at workplace. An employee handout can be given to the new recruit.  HR manual and other terms and conditions of employment.  Sharing of vision and core values.  Briefing on training and development procedures. Ethical issues

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