The Right way to Recruit and Select the Right Talent in Trinidad and Tobago

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Recruitment and Selection in Trinidad is no different than any other country except for the fact that ...

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  • What are some of participants expectations and challenges which they hope to have addressed through this programme?
  • Participant input , then definition – two distinct management activities
    Recruitment – The process of actively soliciting applications from potential candidates, internal or external, to meet the identified needs of the organization : it is a positive activity requiring employers to sell themselves in the relevant labour markets to maximize the pool of candidates from which they have to choose
    Selection – The process of identifying the potential candidate who is the best fit for the organization’s goals and culture and who mutually selects the organization as a best fit for them
    Recruitment and selection is very much a question of supply and demand – supply of qualified labour and demand for that labour, supply of jobs and the demand for those jobs.
  • Increasingly the focus of organisations is not just on attracting and retaining people qualified to do the job, but on attracting and retaining ‘talented” people. Today when we say Talent we will be using the definition ….
    Talent is therefore high ability, giftedness and/or high potential.
  • “Lack of the right talent can be a major competitive disadvantage”
    “More organizations are becoming aware of their need for - and lack of - talent, and are putting increasing energy and money into the recruitment of capable, bright people.” “High caliber people are becoming increasingly discriminating, selective and mobile in their search for what, to them, currently represents the ‘right’ company, right job and right career move”
    So attracting and retaining the best available people is likely to become even more challenging as the competition for high-performers and high-potential employees intensifies.
    Getting the recruitment and selection process right is therefore a powerful tool in the arsenal of any organization wanting to obtain and keep the best employees.
  • How Do You Rate Your Existing Recruitment and Selection Process
    Is it a hit and miss affair?
    A roll of the dice?
    A shot in the Dark?
    Or are you catching the stars?
  • Audience participation – what do they think is the starting point of a successful recruitment process
  • Every successful recruitment and selection process starts with planning
    Business plan (org goals and targets; what products or markets?when? Bottom line) rolls out to the HR plan (what human resources will be required to reach the business goals? What jobs, how many, what skill levels, where, when, for what length of tenure?)
    R&S plan – must be designed to attract the type and number of candidates in the right locations and select those who best fit the criteria identified and are most likely to be successful in their roles
    – identifying
    What do you want from your new recruit? -
    When do you want it?
    How long do you want it for?
  • Remember the planning process is SIMPLE
    Structured recruitment plan
    Imagine you are the candidate
    Map out your goals for each stage
    Prepare well in advance
    Legal implications – recruit fairly
    Enable your candidates to show their potential
  • Remember the planning process is SIMPLE
    Structured recruitment plan
    Imagine you are the candidate
    Map out your goals for each stage
    Prepare well in advance
    Legal implications – recruit fairly
    Enable your candidates to show their potential
  • Don’t assume that the job description is still valid especially if it is old.
    Be clear on what the job actually entails
  • Each group has been provided with a case study package for a fictitious Company – this contains the company profile
  • See Managing Recruitment Pocketbook pages 15 to 17
  • Hand out sheets to each group containing this additional information for the case study
    Turnover should be considered at this point – info from exit interviews etc – to identify why people are leaving. This will help in drafting an effective advertisement and will highlight areas in the R&S process that may need to be improved eg job preview, selecting for culture fit not just qualifications and competencies which underpin ability to retain new employees
  • What factors would you need to consider to identify your target pool? Why are these importance considerations.
  • See pocket book page 46, 51
    Targeted
    Reflective
    Attractive
    Clear
    Keeping focused on bringing the right candidates in to the start of the selection process
    And reducing the number of unsuitable applications received
  • Compile list by group participation.
  • Items for discussion –
    When would you expect ‘word of mouth’ to be an effective recruitment method?
    What are the pros and cons of these different types of recruitment methods? (Assign each group one or two to present if there is time)
  • Dependent on time use class participation to identify and outline what each type is
  • Expectancy
    Self-fulfilling prophecy
    Primacy
    Stereotyping
    Prototyping
    Halo and horns
    Contrast
    Negative information bias
    Similar to me
    Personal Liking
    Information overload
    Fundamental attribution error
    Temporal extension
    See Employee Resourcing pgs 128, 129 - handout
  • In spite of the problems associated with interviewing, interviews are still one of the most effective ways of accomplishing the following 5 objectives - Predict future job performance and behavior
    Focus on aspects of behavior and performance that cannot easily be addressed by other means
    Supply information to the candidate
    Persuade suitable candidates to accept job offered and join the organization
    Create goodwill for the organization
    So how do we use interviews to accomplish these objectives without falling into the common pitfalls? Let’s look at some guidelines for interviewing
  • Key Interviewing Skills –
    Note taking
    Objectives
    Preparation
    Questions
    Rapport
    Structure
    Time Management
    Unbiased
  • What would some of the ground-rules be?
    What types of questions are inappropriate for selection interviews?
  • What determines whether a question is a ‘good’ question?
    Open – starts an area for the interview and encourages the candidate to provide more info – tell me about…….; give me an e.g. of……, who, what, where, why, when
    Probing – use to dig under responses and explore in more detail – what happened next?….how did you deal with…
    Closed – used selectively to clarify specific info and control interview
    Limit use of closed questions
    Avoid leading questions or multiple choice
    Be concise, avoid marathon questions that go on and on ……
  • There are two main types of psychometric tests – those which test ability (mental, cognitive, numeracy, literacy, critical reasoning, give evidence of trainability) and those which measure personality.
  • Make sure that the exercises are relevant to the person profile
    Tell the candidates in advance what they can expect
    Use exercises which are fair and can be assessed consistently and objectively
    Integrate the results of each exercise with other information you have gathered about the candidate before making a balanced final decision
  • Refer to your pocketbook pages 92 to 104 for more details on selection tools.
  • Treat unsuccessful candidates professionally – your reputation depends on it
  • When asking for a reference act FAST
    Focus on verifiable , factual information
    Ask questions directly related to the person profile or role
    Seek more than one reference for each candidate
    Treat non-factual information with a healthy degree of scepticism and use it with care.
  • Insert graphic – start of section laying the ground work for employee retention
  • Participant discussion
  • The quality of a recruitment and selection process determines whether it will attract or repel ‘talent’, and sets the foundation for employee retention. When we are designing our recruitment and selection processes it is therefore important to keep in mind not just getting the best person for the job, but how we plan to keep that person for as long as we can. And remember too that recruitment is not limited to taking on new employees from outside the organization, but also includes internal recruitment – between departments, locations and teams.
  • Are you describing an attractive employer people would want to be associated with? What score out of 10 would you realistically give yourself? The lower your score the more likely you are to have to buy or grow your own talent, and the more challenging to retain them. To reduce this likelihood and expense what can you do to manage your employer brand/reputation?
  • The psychological contract may have implications for organisational strategy in a number of areas, for example:
    Process fairness: People want to know that their interests will be taken into account when important decisions are taken; they would like to be treated with respect; they are more likely to be satisfied with their job if they are consulted about change. Managers cannot guarantee that employees will accept that outcomes on eg pay and promotion are fair, but they can put in place procedures that will make acceptance of the results more likely.
    Communications: Although collective bargaining is still widely practised in the public sector, in large areas of the private sector trade unions now have no visible presence. It is no longer possible for managers in these areas to rely on 'joint regulation' in order to communicate with employees or secure their co-operation. An effective two-way dialogue between employer and employees is a necessary means of giving expression to employee 'voice'.
    Management style: In many organisations, managers can no longer control the business 'top down' - they have to adopt a more 'bottom up' style. Crucial feedback about business performance flows in from customers and suppliers and front-line employees will often be best able to interpret it. Managers have to draw on the strategic knowledge in employees' heads.
    Managing expectations: Employers need to make clear to new recruits what they can expect from the job. Managers may have a tendency to emphasise positive messages and play down more negative ones. But employees can usually distinguish rhetoric from reality and management failure to do so will undermine employees' trust. Managing expectations, particularly when bad news is anticipated, will increase the chances of establishing a realistic psychological contract.
    Measuring employee attitudes: Employers should monitor employee attitudes on a regular basis as a means of identifying where action may be needed to improve performance. Some employers use indicators of employee satisfaction with management as part of the process for determining the pay of line managers. Other employers, particularly in the service sector, recognise strong links between employee and customer satisfaction. But employers should only undertake surveys of employee attitudes if they are ready to act on the results.
  • Audience discussion: - What is induction? What should an induction include?
    A process rather than an event that begins before the employee joins and continues for some weeks (or months) after until he is working at full capacity in the new job
  • What do new employees expect to gain from their induction process and given these expectations consider how effective is your organization’s process:
    study by Chao et al (1994)
    Performance efficiency (job requirements and the knowledge and skill to perform effectively)
    People (how to establish effective and satisfying work relationships)
    Politics (who are the influential people and how organizational politics work)
    Language (acronyms, slang and jargon unique to the organization)
    Goals and values (the organization’s purpose and current direction)
    History (the origin of organizational structures, customs , myths, rituals etc.)
  • Who gets the promotion and how the decision is made can make or break confidence in how you manage your existing talent.
  • What are some of participants expectations and challenges which they hope to have addressed through this programme?
  • The Right way to Recruit and Select the Right Talent in Trinidad and Tobago

    1. 1. HRMATTHRMATT TOOLKIT:TOOLKIT: Recruitment andRecruitment and SelectionSelection MAY 2011MAY 2011 Facilitator: Janel P. PhillipFacilitator: Janel P. Phillip
    2. 2. Desired OutcomesDesired Outcomes  Identifying your target pool and settingIdentifying your target pool and setting up methods that can be sustainedup methods that can be sustained  Know the right selection tools for yourKnow the right selection tools for your organisation and make sure you getorganisation and make sure you get the right ‘fit’the right ‘fit’  Laying the groundwork for employeeLaying the groundwork for employee retentionretention
    3. 3. What is Recruitment andWhat is Recruitment and Selection?Selection?  Recruitment –Recruitment – – The process of actively soliciting applicationsThe process of actively soliciting applications from potential candidates, internal or external, tofrom potential candidates, internal or external, to meet the identified needs of the organizationmeet the identified needs of the organization  Selection –Selection – – The process of identifying the potentialThe process of identifying the potential candidate who is the best fit for the organizationcandidate who is the best fit for the organization and who mutually selects the organization as aand who mutually selects the organization as a best fit for thembest fit for them
    4. 4. Recruitment and Selection -Recruitment and Selection - A New PerspectiveA New Perspective ““Talent”……Talent”…… – Consistently high ability – and performance –Consistently high ability – and performance – over either a wide range of activities and orover either a wide range of activities and or within a particular area of expertisewithin a particular area of expertise – High ability in areas of activity that stronglyHigh ability in areas of activity that strongly indicate transferable and comparable capability,indicate transferable and comparable capability, in other fields of endeavor, even though thein other fields of endeavor, even though the individual may not have yet had experience ofindividual may not have yet had experience of the latterthe latter
    5. 5. Talent ManagementTalent Management ConsiderationsConsiderations  ““Lack of the right talent can be a majorLack of the right talent can be a major competitive disadvantage”competitive disadvantage” “More organizations are becoming aware“More organizations are becoming aware of their need for - and lack of - talent, andof their need for - and lack of - talent, and are putting increasing energy and moneyare putting increasing energy and money into the recruitment of capable, brightinto the recruitment of capable, bright people.” –people.” – Michael Williams, ‘The War for Talent’Michael Williams, ‘The War for Talent’  ““Today’s high performers are like frogs inToday’s high performers are like frogs in a wheelbarrow: they can jump out at anya wheelbarrow: they can jump out at any time.”time.” Manfred Kets de VriesManfred Kets de Vries
    6. 6. How Do You Rate YourHow Do You Rate Your Existing Recruitment andExisting Recruitment and Selection Process?Selection Process?
    7. 7. Successful Recruitment andSuccessful Recruitment and Selection Starts With……Selection Starts With…… ??
    8. 8. Successful Recruitment andSuccessful Recruitment and Selection Starts With……Selection Starts With……  If you fail to plan…..you plan to failIf you fail to plan…..you plan to fail  Strategic planning :Strategic planning : Business planBusiness plan HR planHR plan R&S planR&S plan  Knowing:Knowing: – What you want from your new recruitWhat you want from your new recruit – When and where you want itWhen and where you want it – How long you want it forHow long you want it for – The costs you are prepared to sustainThe costs you are prepared to sustain
    9. 9. The Recruitment andThe Recruitment and Selection ProcessSelection Process Know what you want –Know what you want – – The job profile and person profileThe job profile and person profile Attract the right candidatesAttract the right candidates – Identify your target poolIdentify your target pool – Choose your recruitment methodChoose your recruitment method Select the best fitSelect the best fit – Plan the assessment stagesPlan the assessment stages – Identify the selection toolsIdentify the selection tools for each stagefor each stage Finalize the selectionFinalize the selection – Making the offerMaking the offer
    10. 10. The Recruitment andThe Recruitment and Selection PlanSelection Plan SStructured recruitment plantructured recruitment plan IImagine you are the candidatemagine you are the candidate MMap out your goals for each stageap out your goals for each stage PPrepare well in advancerepare well in advance LLegal implications – recruit fairlyegal implications – recruit fairly EEnable your candidates to show theirnable your candidates to show their potentialpotential
    11. 11. Know What You Want -Know What You Want - Developing the Job ProfileDeveloping the Job Profile  The job titleThe job title  The job purposeThe job purpose – why does the job exist?– why does the job exist? How does it benefit the organization?How does it benefit the organization?  The job scopeThe job scope – who will the job report to?– who will the job report to? How many people will the job holderHow many people will the job holder manager? How large is the job holder’smanager? How large is the job holder’s budget?budget?  The job dutiesThe job duties – what are the key tasks– what are the key tasks and responsibilities of the job?and responsibilities of the job?
    12. 12. Know What You Want -Know What You Want - Developing the Job ProfileDeveloping the Job Profile Group activity 1Group activity 1 For your case study companyFor your case study company develop the job profile for thedevelop the job profile for the position included in the package.position included in the package. Identify one person in the groupIdentify one person in the group to present.to present.
    13. 13. Know What You Want -Know What You Want - Developing the Person ProfileDeveloping the Person Profile  What personal attributes are essentialWhat personal attributes are essential and desirable for good performance?and desirable for good performance? – AttributesAttributes = experience, qualification,= experience, qualification, knowledge, skills or competenciesknowledge, skills or competencies – EssentialEssential = must have, any candidate= must have, any candidate lacking this will be rejectedlacking this will be rejected – DesirableDesirable = nice to have, can use this to= nice to have, can use this to distinguish between candidates meetingdistinguish between candidates meeting all the essential requirementsall the essential requirements
    14. 14. Know What You Want -Know What You Want - Developing the Person ProfileDeveloping the Person Profile Essential Desirable Experience gained Knowledge Qualifications Skills/ competencies
    15. 15. Know What You Want -Know What You Want - Developing the Person ProfileDeveloping the Person Profile Group activity 2Group activity 2 For your case study companyFor your case study company develop the person profile for thedevelop the person profile for the position included in the package.position included in the package. Identify one person in the groupIdentify one person in the group to present.to present.
    16. 16. Know What You Want –Know What You Want – Additional Factors to ConsiderAdditional Factors to Consider  How many positions do you wish to fill andHow many positions do you wish to fill and on what type of employment contract – e.g.on what type of employment contract – e.g. permanent, temporary, full time, part timepermanent, temporary, full time, part time  When do they need to startWhen do they need to start  Where are the jobs to be locatedWhere are the jobs to be located  What is your recruitment budgetWhat is your recruitment budget  How will the culture of theHow will the culture of the organization/department/work teamorganization/department/work team influence the selection of a ‘best fit’influence the selection of a ‘best fit’  What caused the turnover in the position?What caused the turnover in the position?
    17. 17. Attract the Right Candidates –Attract the Right Candidates – Identify Your Target PoolIdentify Your Target Pool  At what level in the organization is theAt what level in the organization is the position?position?  Where is the position located?Where is the position located?  Where are potential candidates most likelyWhere are potential candidates most likely to be foundto be found – Labour market (internal or external)Labour market (internal or external) – Local or regional (CSME)Local or regional (CSME) – Direct entry from educationDirect entry from education  How often do you recruit for this positionHow often do you recruit for this position and what is the costand what is the cost (money, time, opportunity)(money, time, opportunity)??
    18. 18. Attract the RightAttract the Right Candidates – Elements ofCandidates – Elements of A Good AdvertisementA Good Advertisement TTargetedargeted RReflectiveeflective AAttractivettractive CClearlear KKeeping focusedeeping focused
    19. 19. Attract the Right Candidates –Attract the Right Candidates – Recruitment Method(s)Recruitment Method(s)  Internal job postingInternal job posting  Word of mouthWord of mouth  National pressNational press  Professional associationProfessional association newsletters/journalsnewsletters/journals  Company websiteCompany website  Internet job sitesInternet job sites  Recruitment agenciesRecruitment agencies  ‘‘Headhunters’ / search consultantsHeadhunters’ / search consultants
    20. 20. Attract the Right Candidates –Attract the Right Candidates – Recruitment Method(s)Recruitment Method(s) When would you expect ‘word of mouth’ toWhen would you expect ‘word of mouth’ to be an effective recruitment method?be an effective recruitment method? What are the pros and cons of theseWhat are the pros and cons of these different types of recruitment methods?different types of recruitment methods? What are the pros and cons of usingWhat are the pros and cons of using ‘anonymous’/unbranded advertisements‘anonymous’/unbranded advertisements
    21. 21. Attract the Right Candidates –Attract the Right Candidates – Identify Your Target Pool andIdentify Your Target Pool and Recruitment MethodsRecruitment Methods Group activity 3Group activity 3 Identify the recruitment methodsIdentify the recruitment methods you would use for this position.you would use for this position. Why have you selected theseWhy have you selected these particular recruitment methods forparticular recruitment methods for this position?this position? What may be the drawbacks againstWhat may be the drawbacks against which you should mitigate?which you should mitigate?
    22. 22. Select the Best Fit – PlanSelect the Best Fit – Plan the Assessment Stagesthe Assessment Stages Each stage acts as a filter to screen outEach stage acts as a filter to screen out candidates who fail to meet key criteria forcandidates who fail to meet key criteria for the role.the role.  Stage One – information gathering andStage One – information gathering and initial short - listinginitial short - listing  Stage Two – face to face meetings andStage Two – face to face meetings and other assessmentsother assessments  Final Stage – fine–filter selection methodsFinal Stage – fine–filter selection methods to make fine distinctions between the bestto make fine distinctions between the best candidates and support final decisioncandidates and support final decision
    23. 23. Select the Best Fit – TheSelect the Best Fit – The Selection Tools AvailableSelection Tools Available ??
    24. 24. Select the Best Fit – TheSelect the Best Fit – The Selection Tools AvailableSelection Tools Available  The CV vs. the application formThe CV vs. the application form  The Interview –The Interview – – TechnicalTechnical – SituationalSituational – BehavioralBehavioral – BiographicalBiographical  Psychometric Tests –Psychometric Tests – – Aptitude and/or personalityAptitude and/or personality
    25. 25. Select the Best Fit – TheSelect the Best Fit – The Selection Tools AvailableSelection Tools Available (2)(2)  Assessment CentersAssessment Centers – Work sample exercisesWork sample exercises – Presentation exercisesPresentation exercises – Group discussion and role playGroup discussion and role play – Technical assessmentTechnical assessment – In-tray / in-basket exercisesIn-tray / in-basket exercises  Other methods – e.g. graphology,Other methods – e.g. graphology, phrenologyphrenology
    26. 26. Select the Best Fit – CommonSelect the Best Fit – Common Problems with InterviewsProblems with Interviews  ExpectancyExpectancy  Self-fulfillingSelf-fulfilling prophecyprophecy  PrimacyPrimacy  StereotypingStereotyping  PrototypingPrototyping  Halo and hornsHalo and horns  ContrastContrast  NegativeNegative information biasinformation bias  Similar to meSimilar to me  Personal LikingPersonal Liking  InformationInformation overloadoverload  FundamentalFundamental attribution errorattribution error  Temporal extensionTemporal extension
    27. 27. Select the Best Fit – So WhySelect the Best Fit – So Why Interview?Interview?  Predict future job performance and behaviorPredict future job performance and behavior  Focus on aspects of behavior andFocus on aspects of behavior and performance that cannot easily beperformance that cannot easily be addressed by other meansaddressed by other means  Supply information to the candidateSupply information to the candidate  Persuade suitable candidates to accept jobPersuade suitable candidates to accept job offered and join the organizationoffered and join the organization  Create goodwill for the organizationCreate goodwill for the organization
    28. 28. Select the Best Fit –Select the Best Fit – Guidelines for InterviewingGuidelines for Interviewing  Sequence –Sequence – – Establish technical abilities beforeEstablish technical abilities before concentrating on the more complexconcentrating on the more complex process of assessing their competenciesprocess of assessing their competencies and fit with your organizationand fit with your organization – Telephone based interviews can be veryTelephone based interviews can be very effective if candidates are widely spreadeffective if candidates are widely spread geographicallygeographically
    29. 29. Select the Best Fit – GuidelinesSelect the Best Fit – Guidelines for Interviewing (2)for Interviewing (2)  Format –Format – – One on one interviews allow for greater rapportOne on one interviews allow for greater rapport but have greater potential for interviewer biasbut have greater potential for interviewer bias – Panel interviews (multiple interviewers) can bePanel interviews (multiple interviewers) can be fairer but are harder to manage and can be veryfairer but are harder to manage and can be very formal and intimidating to candidatesformal and intimidating to candidates – Telephone-based interviews can be moreTelephone-based interviews can be more convenient but are harder to build rapportconvenient but are harder to build rapport  Be consistent with the choice of interviewBe consistent with the choice of interview type, format or sequence used for eachtype, format or sequence used for each stage of the selection processstage of the selection process
    30. 30. Select the Best Fit – GuidelinesSelect the Best Fit – Guidelines for Interviewing (3)for Interviewing (3)  Key Interviewing Skills –Key Interviewing Skills – – Note takingNote taking – ObjectivesObjectives – PreparationPreparation – QuestionsQuestions – RapportRapport – StructureStructure – Time ManagementTime Management – UnbiasedUnbiased
    31. 31. Select the Best Fit – ConductingSelect the Best Fit – Conducting a Professional Interviewa Professional Interview – If a panel interview, have a pre-interviewIf a panel interview, have a pre-interview meeting to identify the chairman, set the groundmeeting to identify the chairman, set the ground rules and plan the flow of the interview andrules and plan the flow of the interview and questions.questions. – Start on time and welcome the candidateStart on time and welcome the candidate – Introduce yourself and explain the interview andIntroduce yourself and explain the interview and recruitment processrecruitment process – Provide an overview of the company and roleProvide an overview of the company and role – Keep a written reminder of your preparedKeep a written reminder of your prepared questions, and stick to themquestions, and stick to them
    32. 32. Select the Best Fit – ConductingSelect the Best Fit – Conducting a Professional Interview (2)a Professional Interview (2) – Avoid confrontational body languageAvoid confrontational body language – Listen politely and show interest in theListen politely and show interest in the candidate’s responses but avoid showingcandidate’s responses but avoid showing specific approval or disapproval to thespecific approval or disapproval to the candidate’s responsescandidate’s responses – Summarize to check your understanding of keySummarize to check your understanding of key pointspoints – Ask good questions and take good notes using aAsk good questions and take good notes using a standard format (such as an interview form);standard format (such as an interview form); these will be important for making the finalthese will be important for making the final decisiondecision
    33. 33. Select the Best Fit – ConductingSelect the Best Fit – Conducting a Professional Interview (3)a Professional Interview (3) – Manage the time to ensure that you cover all theManage the time to ensure that you cover all the questions you needquestions you need – Ask the candidate if they have any questionsAsk the candidate if they have any questions – Conclude by thanking the candidate for theirConclude by thanking the candidate for their time and interest in the role and advise themtime and interest in the role and advise them when they will hear about the outcome.when they will hear about the outcome. – Evaluate the results of the interview against theEvaluate the results of the interview against the person profile using a rating scaleperson profile using a rating scale (An example of a rating scale is found on page 88 of the(An example of a rating scale is found on page 88 of the Managing recruitment Pocketbook included with yourManaging recruitment Pocketbook included with your course material)course material)
    34. 34. Select the Best Fit –Select the Best Fit – Guidelines for Selecting andGuidelines for Selecting and Using Psychometric TestsUsing Psychometric Tests  Always ensure that tests selected are:Always ensure that tests selected are: – relevant to the person profilerelevant to the person profile – at the right level for the jobat the right level for the job – reliable and valid and do not discriminate unfairlyreliable and valid and do not discriminate unfairly on grounds of gender, ethnicity or disabilityon grounds of gender, ethnicity or disability  Anyone selecting and administering tests,Anyone selecting and administering tests, evaluating results or giving feedback isevaluating results or giving feedback is properly trained and certified to do soproperly trained and certified to do so  Feedback from tests should be given to allFeedback from tests should be given to all candidates concerning their performancecandidates concerning their performance
    35. 35. Select the Best Fit –Select the Best Fit – Guidelines for Selecting andGuidelines for Selecting and Using Psychometric Tests (2)Using Psychometric Tests (2)  Tests users must maintain the highest standards ofTests users must maintain the highest standards of confidentiality, with results made available only toconfidentiality, with results made available only to those with a genuine need to knowthose with a genuine need to know  No selection decision should be based purely on aNo selection decision should be based purely on a psychometric test result. They should always formpsychometric test result. They should always form part of a wider selection process, with inferencespart of a wider selection process, with inferences backed up by data from other sources.backed up by data from other sources.  Test results should not be used as a basis forTest results should not be used as a basis for making decisions based on preference for amaking decisions based on preference for a particular character typeparticular character type
    36. 36. Select the Best Fit –Select the Best Fit – Guidelines for Using OtherGuidelines for Using Other Selection ToolsSelection Tools  Make sure that the exercises are relevant toMake sure that the exercises are relevant to the person profilethe person profile  Tell the candidates in advance what theyTell the candidates in advance what they can expectcan expect  Use exercises which are fair and can beUse exercises which are fair and can be assessed consistently and objectivelyassessed consistently and objectively  Integrate the results of each exercise withIntegrate the results of each exercise with other information you have gathered aboutother information you have gathered about the candidate before making a balancedthe candidate before making a balanced final decisionfinal decision
    37. 37. Select the Best Fit – theSelect the Best Fit – the Assessment Stages andAssessment Stages and Selection ToolsSelection Tools Group activity 4Group activity 4  Outline the assessment stages youOutline the assessment stages you will use for your selection process –will use for your selection process – identify the timelines and the personsidentify the timelines and the persons who would be involvedwho would be involved  What selection tools would add mostWhat selection tools would add most value and how would these contributevalue and how would these contribute to your final candidate selection?to your final candidate selection?
    38. 38. The Final SelectionThe Final Selection  Allow quality time to review the evidence on eachAllow quality time to review the evidence on each candidate as soon as possible after completion ofcandidate as soon as possible after completion of the process.the process.  Evaluate candidate against the person profileEvaluate candidate against the person profile based on the results of allbased on the results of all selection tools usedselection tools used  Ensure that your selectionEnsure that your selection is fair, transparentis fair, transparent  Identify your best candidateIdentify your best candidate and second or third runner upand second or third runner up  Make an offerMake an offer
    39. 39. The Final Selection –The Final Selection – Unsuccessful CandidatesUnsuccessful Candidates  Prompt notification of the final outcomePrompt notification of the final outcome  A personalised letter sensitively phrased,A personalised letter sensitively phrased, acknowledging their time and effort andacknowledging their time and effort and thanking them for their interestthanking them for their interest  Offer to keep their details on file only if there isOffer to keep their details on file only if there is a real chance of a future rolea real chance of a future role  A named contact should they wish moreA named contact should they wish more comprehensive feedback on their performancecomprehensive feedback on their performance  Sensible suggestions on what could improveSensible suggestions on what could improve their chances next timetheir chances next time
    40. 40. The Final Selection –The Final Selection – Making the OfferMaking the Offer
    41. 41. The Final Selection –The Final Selection – Making the OfferMaking the Offer  Make the offer as quickly as possibleMake the offer as quickly as possible subject to reference and/or medical checkssubject to reference and/or medical checks  Make the package clear – make sure theMake the package clear – make sure the candidate is fully informed about the fullcandidate is fully informed about the full range of benefits on offerrange of benefits on offer  Invite them to discuss any questions orInvite them to discuss any questions or queries they may havequeries they may have  Make it easy to accept – enclose a copy ofMake it easy to accept – enclose a copy of the offer and a reply paid envelopethe offer and a reply paid envelope
    42. 42. The Final Selection – HowThe Final Selection – How to Handle a Counter Offerto Handle a Counter Offer  Consider whether you wish to entertain aConsider whether you wish to entertain a counter offer – how much value do youcounter offer – how much value do you anticipate this candidate will add?anticipate this candidate will add?  Can you match the counter offer?Can you match the counter offer?  Does this fit with your organization culture?Does this fit with your organization culture?  What will the effect of the counter offer beWhat will the effect of the counter offer be on internal relativity with existing staff andon internal relativity with existing staff and their motivation?their motivation?
    43. 43. The Final Selection – TheThe Final Selection – The Value of Reference CheckingValue of Reference Checking  To mitigate against misrepresentation byTo mitigate against misrepresentation by candidatescandidates  To confirm historical facts presented duringTo confirm historical facts presented during the recruitment process –the recruitment process – – QualificationsQualifications – ExperienceExperience – Job tenure and reason for leavingJob tenure and reason for leaving  The certificate of good character and relatedThe certificate of good character and related reference checksreference checks
    44. 44. Will You Win the TalentWill You Win the Talent War?War?
    45. 45. The “War for Talent” inThe “War for Talent” in Trinidad and TobagoTrinidad and Tobago  Is there a war for talent in Trinidad andIs there a war for talent in Trinidad and Tobago?Tobago?  What are the characteristics of theWhat are the characteristics of the local war for talent?local war for talent?  What factors may be intensifying thisWhat factors may be intensifying this situation?situation?
    46. 46. Recruitment and SelectionRecruitment and Selection and the War for Talentand the War for Talent Why would talented people want toWhy would talented people want to join your organization?join your organization? – Employer brand / reputationEmployer brand / reputation – CompensationCompensation – Development or promotion opportunityDevelopment or promotion opportunity
    47. 47. Identifying Your EmployerIdentifying Your Employer Brand/ReputationBrand/Reputation 1.1. At your worst, how would yourAt your worst, how would your organization or team be described?organization or team be described? 2.2. When you shine, how would yourWhen you shine, how would your organization or team be described?organization or team be described? 3.3. What does your organization or teamWhat does your organization or team represent?represent? 4.4. What makes your organization or teamWhat makes your organization or team stand out from your competitors?stand out from your competitors? 5.5. What is the public image of yourWhat is the public image of your leadership team?leadership team?
    48. 48. Managing the PsychologicalManaging the Psychological ContractContract  ‘…‘…the perceptions of the two parties,the perceptions of the two parties, employee and employer, of what theiremployee and employer, of what their mutual obligations are towards eachmutual obligations are towards each other'other'  These obligations areThese obligations are – informal and impreciseinformal and imprecise – inferred from actions and statementsinferred from actions and statements made by the employer…during themade by the employer…during the recruitment processrecruitment process
    49. 49. R&S Processes To Bond NewR&S Processes To Bond New Talent to Your CompanyTalent to Your Company  Involve your team in the process –Involve your team in the process – talented people want to know who willtalented people want to know who will help them realize their potentialhelp them realize their potential  Provide an honest preview of the job –Provide an honest preview of the job – the talented thrive on a challengethe talented thrive on a challenge  Set the bar high – profile theSet the bar high – profile the company’s successes and strengthscompany’s successes and strengths so that talented people can see whatso that talented people can see what they will learnthey will learn
    50. 50. R&S Processes To Bond NewR&S Processes To Bond New Talent to Your Company (2)Talent to Your Company (2)  Explore and share values and motives – theExplore and share values and motives – the greater the overlap the stronger the bondgreater the overlap the stronger the bond  Know your company’s talent predictors –Know your company’s talent predictors – what your best people have in common –what your best people have in common – and look for evidence in the interviewand look for evidence in the interview  Treat people well at recruitment – activelyTreat people well at recruitment – actively manage expectations and show as realisticmanage expectations and show as realistic a picture as possible.a picture as possible.
    51. 51. The Importance of theThe Importance of the Induction ProcessInduction Process  Last phase of R&S, first phase in employeeLast phase of R&S, first phase in employee retentionretention  Pre-employment phase helpsPre-employment phase helps managemanage expectationsexpectations and thus avoid disillusionmentand thus avoid disillusionment  Regular semi-formal meetings with supervisorRegular semi-formal meetings with supervisor provide opportunity to ask questions, voiceprovide opportunity to ask questions, voice concerns/difficulties and have them handledconcerns/difficulties and have them handled sympatheticallysympathetically  A learning experience to allow newcomer toA learning experience to allow newcomer to reach the required level of performance asreach the required level of performance as quickly as possiblequickly as possible
    52. 52. The Importance of theThe Importance of the Induction Process (2)Induction Process (2)  Employee expectations from induction:Employee expectations from induction: – Performance efficiencyPerformance efficiency – PeoplePeople – PoliticsPolitics – LanguageLanguage – Goals and valuesGoals and values – HistoryHistory Chao et al (1994)Chao et al (1994)
    53. 53. R&S Processes To KeepR&S Processes To Keep Existing TalentExisting Talent  Explore alternatives to permanentExplore alternatives to permanent replacement to broaden the accountabilitiesreplacement to broaden the accountabilities  Search the talent pool – based on specificSearch the talent pool – based on specific aspirations and track record to identifyaspirations and track record to identify ‘hidden ‘ talent outside your own team – to‘hidden ‘ talent outside your own team – to consider alongside talent within your ownconsider alongside talent within your own areaarea  Talk to your talent champions – thoseTalk to your talent champions – those people who excel at finding hidden talentpeople who excel at finding hidden talent and helping them thriveand helping them thrive
    54. 54. R&S Processes To KeepR&S Processes To Keep Existing Talent (2)Existing Talent (2)  Advertise all new and replacement rolesAdvertise all new and replacement roles internally and externallyinternally and externally  Consider evidence of personal developmentConsider evidence of personal development a positive indicator for selection and bea positive indicator for selection and be prepared to take a nearly ready candidateprepared to take a nearly ready candidate and help them developand help them develop  Ensure rigorous assessment of track recordEnsure rigorous assessment of track record and potential at recruitment stageand potential at recruitment stage
    55. 55. Managing theManaging the Generation MixGeneration Mix  Schwarzkopfers – born before 1946Schwarzkopfers – born before 1946  Baby boomers – born 1946 –1964Baby boomers – born 1946 –1964  Generation X - born 1965 –1977Generation X - born 1965 –1977  Generation Y – born 1978 - 1990Generation Y – born 1978 - 1990
    56. 56. Desired OutcomesDesired Outcomes  Identifying your target pool andIdentifying your target pool and setting up methods that can besetting up methods that can be sustainedsustained  Know the right selection tools forKnow the right selection tools for your organisation and make sureyour organisation and make sure you get the right ‘fit’you get the right ‘fit’  Laying the groundwork forLaying the groundwork for employee retentionemployee retention
    57. 57. Thank You!Thank You! Facilitator – Janel P. PhillipFacilitator – Janel P. Phillip jphillip@powergen.co.ttjphillip@powergen.co.tt

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