slection and assessment of employee

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slection and assessment of employee

  1. 1. SUNDAS SABA GILLMARYAM YAQUBSUMERA MALIKAYESHA MEHBOOBFIZZA RAJA
  2. 2. By :MARYAM YAQUBSUNDAS GILL 
  3. 3.  Meaning of selection and placement. Outlines selection processes Conception of objectives specific human resourcesAbstract:
  4. 4.  Selection must be done in a professional mannerQualities,which a successful manager will look for and instruct allemployees.
  5. 5.  Finding the right employees to help you with yourbusiness can be stressful. The right decision in hiring can lead to an efficientproduction and profit for everyone. The wrong choice can result in misunderstanding, acompromised business and messy separations.Employee selection andplacement
  6. 6. Human Resource: The organization or individuals who make up theworkforce of an organization or the PEOPLE. People constitute an organization’s most important andvital factor in its success or failure. The people who supply the organization with their work,talent, creativity and drive.The Importance of HumanResources
  7. 7.  Mainly they will concentrate on your academic projectand your technical skills mainly which you arementioned in your resume . They will concentrate on the communication skillsand your behavior as well as attitude.HR interview
  8. 8.  The methodological placement of individuals into jobs. To collect the information about an individual in order todetermine if that individual should be employed. The methodology used should not violate any lawsregarding personnel selection.Selection and placement :Overview
  9. 9.  Should applicants be hired for the needs of the organization orto their highest potential? At what pay rate should the applicant be started at? Should job advancement be considered as the main concern forhiring? Should unqualified applicants be considered if they arequalifiable?Objectives of personnelselection :
  10. 10.  Do you consider applicants that are overqualified? Managers also must consider what approach to usein selection new employees.
  11. 11.  It is conducted prior to the development of the selectionprocedures. However, a selection procedure may be "validated“after it has been implemented by conducting a jobanalysis.Job Analysis:
  12. 12.  The process of personnel selection involvescollecting information about individuals forthe purpose of determining suitability foremployment in a particular job.
  13. 13.  Before filling a job, it is wise to analyze the job to determine whatsrequired for optimal performance. Different factors should be analyzed, such as: Job performance . Specific job requirements (education, experience, skills) Company requirements (cultural fit, values) Co-workers (manager, peers) BehaviorsJOB REQUIREMENTS
  14. 14.  An employer is mostly interested in what an applicantcan do and will do. The can do factors consist of knowledge and skills, alsothe aptitude to acquire new knowledge and skills. The will do factors consist of motivation, interests, andother personality characteristics.Job Requirements
  15. 15.  Nature of a job specification is a statement ofknowledge, skills, and abilities needed to performthe job. These are are minimum acceptable qualificationsto perform a particular job. It is the same job criteria.Job specifications
  16. 16. 1. job specifications for human resources positions (director,manager, specialist , coordinator etc)2. Administrative job specification (admin manager,secretary, admin assistant).3. job specifications for sales positions (are sales director, nationalSales manager).4. Marketing (marketing director , manager ,officer ) etc.5. Accountant job specification6. Financial job specification7. IT job specification (software, data bases etc).Example of job specificationsas follows
  17. 17.  Preliminary Interviews- It is used to eliminate those candidates who do not meet theminimum eligibility criteria laid down by the organization. The skills, academic and family background, competenciesand interests of the candidate are examined. The candidates are given a brief up about the company andthe job profile. Preliminary interviews are also called screening interviews.Employee selection Process
  18. 18.  Application blanks- The candidates who clear the preliminary intervieware required to fill application blank. It contains data record of the candidates such as details about age,qualifications, reason for leaving previous job, experience, etc. Written Tests- Various written tests conducted during selection procedureare aptitude test, intelligence test, reasoning test, personality test, etc. These tests are used to objectively assess the potential candidate. They should not be biased.Employee selection Process
  19. 19.  Employment Interviews- It is a one to one interaction betweenthe interviewer and the potential candidate. It is used to find whether the candidate is best suited for the requiredjob or not. But such interviews consume time and money both. Moreover the competencies of the candidate cannot be judged. Suchinterviews may be biased at times. There should be an honest communication between candidate andinterviewer.Employee selection Process
  20. 20. Appointment Letter-A reference check is made about the candidateselected and then finally he is appointed by giving aformal appointment letter.Employee selection Process
  21. 21. “An employee that has the ability but lack motivation isbetter than an employee that lacks the ability toperform”Common concept
  22. 22. BY: SUMERA MALIK 
  23. 23.  HR consulting specialists recognize the increasingimportance of assessments and aspire to simplifythis process for recruiters and hiring managers inthe workplaceWHO RECOGNIZE THEASSESSMENT NEED?
  24. 24.  Assessment interventions are:o tests,o exercises oro questionnaires. Measure:It measure cognitive, behavioral and personalityconstructs of an individual together withabilities, values, interests and preferencesWHAT IS AN ASSESSMENT?
  25. 25.
  26. 26. Informative decisions can be made: regarding a persons compatibility to a position. career direction the need for development and how well the person will fit within a companyand its culture.Once assessment has beendone….
  27. 27.  One of the first requirements for a successfulassessment model is :innovative approach and sound methodology. In the fast paced world of work tests need to beapplicable, pragmatic and objective(un biased) . Instruments should be credible and administered byexperienced professionals. The focus should be on valid applications, reliableresultsRequirements for Assessment
  28. 28.  Assessment workshops should be managed byqualified practitioners who can facilitateindividuals or groups.
  29. 29.  Assessment interventions operate on a differentplane and aim to contribute long-term value to yourbusiness, your people, and your occupational setting. Assessment is seen as a fundamental feature in thehiring process for many progressive organizations. More than 70% of employers use some form ofassessment in their hiring practices. From footballteams to international banks are using assessmentsto hire candidates, conduct performanceappraisals, identify training needs and developexisting personnelImportance of Assessment
  30. 30.  Recruiters who make use of assessments in theirselection procedures add considerable value to theirhiring processes. with the initial screening and assessment resultsprovide the objective information needed tocomplete the picture on a candidates suitability forthe correct job-person fit.Point to remember 
  31. 31.  Employers know that assessment is one of thesmartest investments they can make in theirbusiness as effective recruiting and selectionmethods supply them the extra edge to:1. Evaluate a candidates talent and skill2. Ascertain a candidates behavioral style3. Measure intellectual capacity4. Determine or confirm a candidates competencefor a particular jobWhy do Employers insist on using SelectionAssessments?
  32. 32. 5 Predict how well a candidate is likely to perform6 Objectively compare candidates performance7. Develop detailed job analysis to highlight relevantskills8. Save time and money. For re hiring and training tonew employee.
  33. 33. BY:AYESHA MEHBOOB 
  34. 34.  Assessing human capital is both an art and a scienceand there are several ways to discover an individualsinherent worth. One end of the continuum consists of practicalevaluations that take place in assessment centers. Theother end of the continuum includes batteries ofpsychometric tests that build a picture of a personspersonality, ability and interests. Competency-basedprofiling is a feasible person/job-related assessmentmethod that lies somewhere in the middle of thisspectrum and is gaining increased momentum inrelevance and application value.ASSESSMENT
  35. 35. PRACTICLEEVALUTION INASSESSMENTCENTERCOMPETENCYBASEDASSESSMENTSPSYCHOMATRICBATTRIES
  36. 36.  Psychometric testing provides employers with aninsight into an applicants psychology that couldotherwise take years to uncover. Psychometric tests aim to help the employer buildan overall profile of a candidate and depict howthis person will fit within the workplace1. Psychometric Assessment
  37. 37.  Psychometric literally means measurement of themind and psychometric tests are intended to do justthat. Such tests were originally developed at thebeginning of the last century the first intelligence test was introduced by Binet &Simon in 1905. Yet it was not until the 1970s thatthey were adapted for recruitment purposes andsince then, many new forms of recruitment testshave been introduced.What is Psychometric Assessment?
  38. 38.  the scientific measurement of psychologicalattributes such as: ability, interest, personality and intelligence.In particular it is a process aimed at gathering objectiveevidence to be able to make an informed decisionregarding an individual, group or organization.Psychometric assessment refersto……
  39. 39.  Ability Peoples aptitude or ability to work with variousconcepts, such as words, information, systems. General mental abilities - verbal, numerical andabstract reasoning. More specific job-related abilities -clerical, mechanical and spatial reasoningWhat do Psychometric Assessmentsmeasure?
  40. 40.  • InterestPeoples specific style and approach to life. Their level of motivation, The direction and strength of their intereststogether with their values, attitudes andopinions. • PersonalityPeoples typical way ofbehaving, thinking, feeling or perceiving inparticular situations. The type of role they take up in teams, and the way they interact with their environmentand with other people.
  41. 41.  Benchmarking tool to evaluate peoples suitabilityfor a job. Psychometric assessment is a dependable way ofprobing a candidates true worth and usedcorrectly, it benefits both employer and candidate. Honest responses to questions on the part of thecandidate, together with intelligent interpretation oftests results by the employer, can deliver a close job-person match.Benefits : why employersuse this test
  42. 42.  get to the candidates who have the right combinationof personality and skills for the job. When well administered and interpreted, theyprovide useful information about how successful acandidate might typically perform in a job
  43. 43.  Some employers, usually large organizations, preferto submit potential candidates to assessment centersfor further screening and assessment. Assessment centers are collections of: tests and exercises designed to simulate anemployers business environment generating objective, and observable information about the candidate.2. Assessment Centers
  44. 44.  work-typical exercises group discussions role-plays in some instances psychometric testing. Assessment centers testing last from half a day tothree days and is usually held at the offices of theemployer or recruitment company.Common activities …
  45. 45.  To uncover the candidates who have the mostsuitable: personal attributes, problem solving skills and general aptitude to equip them to excel within theorganizations structure and culture.Objective
  46. 46.  covers a broad range of concepts . It is the objective profiling and evaluation of anindividuals:talent, skills, knowledge, abilities, interests, attitudes,values and behaviors . Competence-based assessment is not seen as a passor fail measurement. It is an instrument used to determine a personsstrengths and challenges.3. Competency-basedAssessment
  47. 47.  It is one of the most effective measures by whichselection, management, and development ofemployees can be administered. Recruiters and hiring managers find this a powerfultool for assessing and selecting the right candidatesfor the right jobs.
  48. 48.  Personal Effectiveness Competencies:Competencies needed for a successful career or rolein the workplace Academic Competencies: cognitive functions andthinking styles Workplace Competencies: represented by thoseskills and abilities Management Competencies:specific to supervisoryand managerial occupations.Categories of Competencies
  49. 49.  They enable assessors to make sound judgmentssuch as: Recruitment, Selection and Placement Performance Appraisal Training Development Behavior Modification Change ManagementApplication Value of Assessments
  50. 50. BYFIZZA RAJA 
  51. 51.  Five kinds of tests in particular are useful inassessing candidates potential.TESTS
  52. 52.  Aptitude tests measure an individuals ability tolearn, or suitability for, a new skill. They measure acandidates ability to apply skills in a number ofareas from typing and listening, to reasoning andmathematics. Aptitude tests may be the most common type ofassessment test given to potential employees.Aptitude tests
  53. 53.  Cognitive ability tests measure a candidates existingskill in analyzing, solving problems, and drawingconclusions.Cognitive ability tests -
  54. 54.  person, who is applying for a computerprogramming job, might be asked to write aprogram that will enable a computer to perform aparticular function.example
  55. 55.  Personality tests attempt to measure how well acandidate might mesh with a particular position ororganization by assessing the individuals behaviorpatterns and social skills.Personality tests
  56. 56.  Integrity tests, also know as honesty tests, evaluate acandidates honesty by assessing their attitudestoward generally negative work behaviors, such aslaziness, theft, and drug abuse.Integrity tests
  57. 57.  Physical assessment tests determine how well acandidate will be able to handle the physicaldemands of a job.Physical assessmenttests
  58. 58.  Increased efficiency Time Savings Cost Savings Validation of Information Increased Objectivity Improved CredibilityBenefits of Assessment
  59. 59.  Detailed Job Profiles Comprehensive Analysis Attracts Motivated Staff Increased Self-Awareness Enhanced Team Building Improved Management and Development.
  60. 60. QUESTIONS?????
  61. 61. THANK YOU ….

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