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Similar to Recruitment honor (20)
Recruitment honor
- 11. ©MiguelM.Coimbra,2015
COMPETENCES
• TECHNICAL
• “KNOW HOW TO DO”
• KNOWLEDGE / QUALIFICATION
• ACQUIRED IN SCHOOL AND FORMAL TRAINING
• CROSS-CUT TO ORGANIZATIONS
• INTELLIGENCE / FORMAL KNOWLEDGE
• BEHAVIOURAL
• “KNOW HOW TO BE / HOW TO PERFORM”
• PERSONAL SKILLS
• ACQUIRED BY EXPERIENCE AND PRACTICAL TRAINING
• SENSITIVE TO ORGANIZATION CULTUREAND ENVIRONMENT
• EMOTIONS / INFORMAL KNOWLEDGE
SOFTSKILLSHARDSKILLS
- 14. ©MiguelM.Coimbra,2015
FINDING CANDIDATES
INTERNAL VS. EXTERNAL
• MOTIVATION
• MEET EXPECTATIONS
• CAREER PERSPECTIVE
• LESS RISK
• LESS TIME
• LESS EXPENSE
• EASIER INTEGRATION
• BROADER CHOICE
• MORE ACCURATE
• BRINGS ‘NEW BLOOD’
• IMPORT EXPERIENCE
• NO INNOVATION
• RESTRICTED CANDIDATES
• OTHER VACANCY
• LONGER
• MORE EXPENSIVE
• HARDER INTEGRATION
• MAY AFFECT MOTIVATION
- 15. ©MiguelM.Coimbra,2015
FINDING CANDIDATES
• WHERE
• EDUCATIONAL INSTITUTIONS
• EMPLOYMENT AGENCIES
• CASUAL AND PREVIOUS CANDIDATES
• EVERYWHERE
• NATIONAL / INTERNATIONAL
• HOW
• INTERNAL ADVERTISING – WEBPAGE, BOARD
• MEDIA ADVERTISING – PAPERS, WEBSITES…
• OUTSOURCE – RECRUITING AGENCIES
- 16. ©MiguelM.Coimbra,2015
FINDING CANDIDATES
• TIPS ON ADVERTISING
• IDENTIFICATION OF THE ORGANIZATION
• JOB TITLE AND WORKPLACE
• SUMMARY OF TASKS AND GOALS
• OUT OF THE ORDINARY FEATURES
• MANDATORY REQUIREMENTS
• OTHER REQUIREMENTS
• SALARY – IF FIXED BY REGULATION AND NON-NEGOTIABLE
• APPLICATION METHOD AND DOCUMENTATION
MORE SPECIFIC - LOWER PROBABILITY OF UNWANTED CANDIDATES
- 19. ©MiguelM.Coimbra,2015
SELECTING CANDIDATES
• WHAT
• WRITTEN, ORAL OR PRACTICAL TESTS
• GROUP DYNAMICS AND SIMULATIONS
• CHECK COMPETENCES
• KNOWLEDGE
• INTELLIGENCE
• PERSONALITY
• WHY
• STANDARD INSTRUMENTS AND MEASURES
• COMPARE CANDIDATES
2 SELECTION TESTS
- 20. ©MiguelM.Coimbra,2015
SELECTING CANDIDATES
• WHAT
• FORMAL MEETING
• FACE TO FACE INTERACTION
• DISCUSS ABILITIES, EXPERIENCE, EXPECTATIONS
• CHECK LANGUAGE AND COMMUNICATION SKILLS
• WHY
• FIRST HAND INFORMATION
• TWO WAY COMMUNICATION
• CLARIFY DETAILS
3 JOB INTERVIEW
- 22. ©MiguelM.Coimbra,2015
SELECTING CANDIDATES
• TIPS ON INTERVIEWING
• PREPARE THE SITE
• NO DISTRACTIONS, ROUND TABLE, WAITING ROOM
• WARM-UP / ICE BREAKING QUESTIONS
• EMPATHY - POLITE CURIOSITY - HIDE EMOTIONS
• PAY ATTENTION TO NON-VERBAL COMMUNICATION
• NON-ABRUPT CONCLUSION
• DON’T LET SEE YOU NOTES
• RECORDS/EVALUATE RIGHT AFTERWARDS
• AVOID LENIENCY, HALO EFFECT, SIMILARITY EFFECT
3 JOB INTERVIEW
- 25. ©MiguelM.Coimbra,2015
PLACE NEW EMPLOYEE
• BASIC INFORMATION – WELCOME MANUAL
• DUTIES & RESPONSIBILITIES
• REGULATIONS AND POLICIES
• SAFETY RULES
• ORGANIZATIONAL STRUCTURE, KEY MANAGERS
• INFORMATION
• SHOW AROUND
• PRESENT – SUPERVISOR, CO-WORKERS
• FACILITIES – CAFETERIA, BATHROOM, PARKING
• PREPARE WORK SITE – COMPUTER, TOOLS, STATIONERY
- 27. ©MiguelM.Coimbra,2015
TRUE OR FALSE?
Technical competences are generally acquired at school
Internal recruitment is always preferable to external recruitment
In the selection procedures, job interview must be the first method to apply
A competence profile is the set of competences required to a good performance on a job
The aim of a selection process is to identify the most suitable candidate for a job
There is no advantage in using a welcome manual when hiring new employees
CLICK ONLY AFTER ANSWERING
- 28. ©MiguelM.Coimbra,2015
EXERCISE
1. CHOOSE A JOB THAT EXISTS IN YOUR ORGANIZATION
2. IDENTIFY ITS PLACE IN THE ORGANIZATIONAL STRUCTURE
3. DEFINE ITS TASKS AND OBJECTIVES
4. BUILD THE COMPETENCE PROFILE THAT IS REQUIRED FOR
THAT JOB, IDENTIFYING TECHNICAL AND BEHAVIOURAL
COMPETENCES
5. SET UP A PLAN TO RECRUIT FOR THAT JOB: WHERE AND
HOW ARE YOU GOING TO FIND CANDIDATES? WHO WILL
DRIVE THE RECRUITMENT AND SELECTION PROCESS? WHICH
METHODS WILL YOU APPLY?...
