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HBO employee orientation.pdf

Introduction to Human Behavior in organization Recruitment and Selection Employee benefits Employee safety and wellbeing

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Human
Resource
Management
Lecture 2
Recruitment
and Selection
Recruitment
Recruitment is the process of attracting
individuals on a timely basis, in sufficient
numbers, with appropriate qualifications, to
apply for jobs within a business.
It is an intended process of attracting
suitable people to fill up the vacant
positions in an organization in accordance
with human resource planning.
Discover potential candidates.
Purpose
The purpose of the recruitment process is to find the
widest pool of applicants to provide the greatest
opportunity to select the best people for the
required roles in an organization.
Acquiring the best applicants for a role can be a
competitive advantage for an organization whereas
ineffective recruitment and selection can result in
enormous disruption, reduced productivity,
interpersonal difficulties and interruptions to
operations, customer service and long-term costs.
Steps: Recruitment
Process
1. Recruitment Planning
2. Strategy Development
3. Searching
4. Screening
5. Evaluation & Control
Personnel
Planning
JOB
VACANCIES
JOB ANALYSIS
1.
RECRUITMENT
PLANNING
EMPLOYEE
REQUISITION
3. SEARCHING
ACTIVATION
APPLICANT
POOL
POTENTIAL
HIRES
5.EVALUATION &
CONTROL
2. STRATEGY
DEVELOPMENT
APPLICANT
POPULATION
TO
SELECTION
4.
S
C
R
E
E
N
I
N
G

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HBO employee orientation.pdf

  • 3. Recruitment Recruitment is the process of attracting individuals on a timely basis, in sufficient numbers, with appropriate qualifications, to apply for jobs within a business. It is an intended process of attracting suitable people to fill up the vacant positions in an organization in accordance with human resource planning. Discover potential candidates.
  • 4. Purpose The purpose of the recruitment process is to find the widest pool of applicants to provide the greatest opportunity to select the best people for the required roles in an organization. Acquiring the best applicants for a role can be a competitive advantage for an organization whereas ineffective recruitment and selection can result in enormous disruption, reduced productivity, interpersonal difficulties and interruptions to operations, customer service and long-term costs.
  • 5. Steps: Recruitment Process 1. Recruitment Planning 2. Strategy Development 3. Searching 4. Screening 5. Evaluation & Control
  • 7. Making Decisions in Recruitment TO PROMOTE SOMEONE WITHIN THE ORGANIZATION (INTERNAL RECRUITMENT) TO HIRE SOMEONE OUTSIDE THE ORGANIZATION (EXTERNAL RECRUITMENT)
  • 8. Sources of Recruitment 1. Internal Sources - Recruitment from within the company - It includes promotion, transfer, past employees and internal advertisements.
  • 9. •INTERNAL SOURCES ✓Job Posting and Bidding ✓ Promotions and Transfers Referrals ✓Re-recruiting former employees and applicants ✓Internal Recruiting Data base Advantages Disadvantages Morale of promotee Inbreeding Better assessment of abilities Possible morale problems of those not promoted Lower cost for some jobs “Political” infighting for promotions Motivator for good performance Need for management development program Causes a succession of promotions Have to hire only at level entry
  • 10. Sources of Recruitment 2. External Sources -the practice of getting suitable persons from outside -This includes the following: advertisement, employment exchange, past employees, private placement agencies and consultants, walk-ins, campus recruitment, trade unions, etc.
  • 11. Advantages Disadvantages New “blood” brings new perspective / Competitive Spirit May not select someone who will “fit” the job organization Cheaper and faster than training May cause moral problems for internal / Dissatisfaction among existing staff Qualified professionals Longer “adjustment” or orientation time / Lengthy process No group of political supporters in the company Costly process Wider choice May bring new industry insights / Fresh talent
  • 13. Selection • Is defined as the process of determining from among the applicants who can meet the job requirements and can be offered the vacant position in the organization • The HRD determines the selection procedure on how to get the most qualified applicants.
  • 14. HOW???? FORMAL EDUCATION BASIC CRITERIA EXPERIENCE AND PAST PERFORMANCE PHYSICAL CHARACTER PERSONALITY CHARACTER
  • 16. • Testing ✓ Cognitive ✓ Personality ✓ Physical ✓ Integrity ✓ Performance/Skills • Information Gathering ✓ Application Letter ✓ Resume ✓ Biographical Data ✓ Reference Checking • Interviews ✓ Situational ✓ Behavioral ❖ Structured ❖ Unstructured Selection Methods
  • 17. Selection Methods • The techniques used for screening candidates vary depending on the source of supply and method used for recruiting Common Techniques: Preliminary applications De-selection tests Screening interviews
  • 18. Selection Devices 1. Application Forms It is designed to obtain information on various aspects of the applicant: Social, demographic, academic and work-related background and references. The forms may vary for different positions. Application letter.
  • 19. Selection devices Advantages Disadvantages 1. Application forms: Application forms are means of collecting written information about an applicant's education, work and non-work experiences, both past, and present. -It is the standardized format, so it is easier for employers to scan the information and make comparisons. -Employers get the info to schedule an interview relative to educational background, work experience, etc. -It does not have the space like CV, so applicants can’t write as much info as they want to or add a cover letter for explanation for whatever deficiencies they have.
  • 20. • Preliminary screening of employment applications and resumes are the first selection tool to determine whether an applicant meets the requisite qualifications for a job. A cursory review of application materials reveals whether applicants meet the basic criteria or if they have adhered to the application instructions.
  • 21. Selection Devices 2.Interview Forms Checklist of what to look for in a candidate. Set of guidelines for the interview. The application forms can be used as the interview guide.
  • 22. Selection devices Advantages Disadvantages 3. Interview: A selection procedure designed to predict future job performance by applicants' oral responses to oral inquiries. -Useful for determining if the applicant has requisite communicative or social skills, which may be necessary for the job. -Interviewer can obtain supplementary information -used to appraise candidates' verbal fluency -can assess the applicant's job knowledge -can be used for selection among equally qualified applicants - allows the applicant to ask questions that may reveal additional information useful for making a selection decision -the interview may be modified as needed to gather important information -subjective evaluations are made -interviewers form stereotypes concerning the characteristics required for success on the job -negative information seems to be given more weight -not much evidence of the validity of the selection procedure -not as reliable as tests
  • 23. Phone Interview • Many recruiters conduct phone interviews as a second-round selection tool. Phone interviews are a cost- effective, productive use of a recruiter's time in deciding which applicants will become viable candidates. • This is a two-part selection tool. • The first question a recruiter asks is whether the applicant is still interested in the position. If the answer is "no," that's the final selection tool and the recruiter eliminates her/him from the applicant pool. • The second part of this selection tool is the actual interview wherein the recruiter asks basic questions about work history and experience.
  • 24. Hiring Manager/Panel/HRM Interview • Applicants who perform well during a phone interview move to the next selection tool, a face-to- face / video interview with the hiring manager. Technically speaking, the applicant becomes a candidate at this stage in the process because the recruiter has narrowed the field down to applicants who possess the job knowledge, experience and qualifications.
  • 25. Hiring Manager/Panel/HRM Interview • The point of an interview with the hiring manager is to determine which candidate is best suited for the job based on qualifications and how he/she fits into the workplace culture.
  • 26. Selection Devices 3. Background Investigation This is a verification of reference from people significant to the applicant. This sought to guard oneself against falsification by applicant. Private employers tend to get more accurate information from tracking the actual performance than when merely ask for references reflecting opinion about the candidate.
  • 27. Selection devices Advantages Disadvantages 2. Background investigation: A background check or background investigation is the process of looking into and compiling criminal records, commercial records and financial records of an individual or an organization. Background checks are often requested by employers on job candidates for employment screening, especially on candidates seeking a position that requires high security or a position of trust, such as in a school, hospital, financial institution, airport, and government. These checks are traditionally administered by a government agency for a nominal fee, but can also be administered by private companies. -Background checks reveal lies in resumes or CV and fill in the 'blanks' at interviews. This helps the job selection process and ensures employment of only legitimate and honest candidates with no criminal history. -Carrying out thorough background checks protects an employer against possible, future lawsuits. -Background checks are expensive regarding money and time, and for this reason, many employers fail to carry out thorough checks.
  • 28. Selection Devices 4. Performance Simulation Test This measures the applicant’s skills that are necessary upon entry into the job.
  • 29. Selection devices Advantages Disadvantages 4. Performance simulation test: Performance simulation provides a simulated business environment in which to test the impact of critical business decisions and gives individuals the opportunity to practice making these decisions in a risk-free environment. Employees are provided with a virtual environment that looks and feels like their workplace opportunities to make decisions and experience the consequences they learn by doing. -It is a cheaper, faster, and efficient way for practice and learning that helps people understand how they should act in real life situations. -candidates are more engaged in the task and enjoy challenging themselves to solve the challenges put forth. There are two big disadvantages to performing a simulation. - The first of these disadvantages is simulation errors. Any incorrect keystroke has the potential to alter the results of the simulation and give you the wrong results. - it is more difficult to administer than a written exam or other objective testing methods Others: The cost of a simulation model can be high; The cost of running several different simulations may be high; Time may be needed to make sense of the results
  • 30. Skills Assessment • For jobs that require technical skills or expertise in certain fields, employers may consider skills assessment in the collection of hiring tools. The tests could range from computer proficiency in one specific area to a battery of tests to measure overall administrative skills. Executive applicants may be subjected to tests that gauge their judgment and personality.
  • 31. Selection Devices 5. Physical Exam/ Medical Exam a medical practitioner examines an applicant for any possible medical signs or symptoms of a medical condition. Drug testing is conducted on a case-to- case basis depending on the job/position.
  • 32. Selection devices Advantages Disadvantages 5. Physical Examination: This test typically test applicants on some physical requirements such as lifting strength, rope climbing, or obstacle course completion, etc. -identify individuals who are physically unable to perform the essential functions of a job without risking injury to themselves or others -can result in decreased costs related to disability/medical claims, insurance, and workers compensation -costly to administer -requirements must be shown to be job-related through a thorough job analysis -may have an age-based disparate impact against older applicants
  • 33. Selection Devices 6. Written Exams (Psychological / standardized tests) • Intelligence test • Aptitude Test • Achievement Test • Personality Test • Interest Test • Preference Test • Projective Test • Other Tests [polygraph, graphology, non- verbal communication, lie detector]
  • 34. 6. Written test: Written examination is the most commonly used type of assessment for certification purposes. This exam assesses candidates’ knowledge in specific areas, as defined in the blueprint. Written examination is best suited for initial certification as it enables a wide coverage of content and it can be used to assess both knowledge and its application. Multiple Choice Exams advantages: -Sound psychometric qualities -Wide coverage of domain content -Can assess both pieces of knowledge as well as application of knowledge -Can be scored quickly -Can be administered more than once -Low cost for candidate and decreases as the number of candidates increases -Possibility of online delivery -Well accepted by candidates Essays/Short Answer/Answer Completion advantages: -Can assess both pieces of knowledge as well as application of knowledge, can obtain more information Multiple Choice Exams disadvantages: -Need large pool of questions to ensure their rotation. Measuring practical skills is not always possible -Initial development costs are high, therefore requiring significant investment capital -Requires the creation of various versions of the exam to prevent question over- exposure and to ensure the security of the test. Essays/Short Answer/Answer Completion disadvantages: -Need to revise content after each administration --Measuring practical skills is not always possible -Scoring can be time-consuming and challenging
  • 35. Selection Centers • An assessment/selection center is a recruitment selection process where the organization typically assesses a group of candidates at the same time and place using a range of selection exercises. Some organizations use assessment centers only for high- value roles. • An Assessment Center consists of a standardized evaluation of behavior based on multiple evaluations including: job-related simulations, interviews, and/or psychological tests. • The distinguishing feature of an assessment center are live humans who act as role players during simulations and observe and score applicants' behaviors in different exercises. It's the labor intensity of this type of assessment that drives its cost up compared to per- employment tests that are completely automated.
  • 38. Orientation ➢Definition: Orientation is a systematic and planned introduction of employees to their co-workers and the organization. ➢It is also called as Induction. ➢Orientation is designed to provide a new employee with the information he/she needs to function comfortably and effectively in the organization. ➢Should be a process, not an event.
  • 39. Purpose of orientation ➢To reduce start up costs ( associated with job learning) ➢To reduce anxiety ➢To reduce employee turnover ➢To save time for supervisor & colleagues ➢To develop realistic job expectations and job satisfaction
  • 40. Purpose of orientation ➢The idea is to make the new employees feel `at home’ in the new environment ➢Expedite proficiency ➢Assist in newcomer assimilation ➢Enhance adjustment to work group and norms ➢Encourage positive attitude
  • 41. Orientation Program 1. Orientation checklist, employee handbook and orientation program. 2. Communicate pride in the company by giving each new employee an item with the company logo on it. 3. Encourage communication, and a sense of importance, by inviting new employees to have coffee or lunch with the company executives.
  • 42. Orientation Program 4. Encourage new employees to sample the product and or service that the company sells (e.g. Some organization with food services offer new employees a complimentary meal). 5. Reduce the stress of starting a new job by pairing new employees with a buddy (a more senior or experienced team member) that can help coach them through the first few weeks on the job.
  • 43. Problems of Orientation Too much paperwork Information overload Information irrelevance Scare tactics
  • 44. Problems of Orientation Too much “selling” of the organization To much one- way communication One-shot mentality No evaluation of program Lack of follow- up
  • 45. Problems of Orientation THE PROGRAM WAS NOT PLANNED THE EMPLOYEE WAS UNAWARE OF THE JOB REQUIREMENTS THE EMPLOYEE DOES NOT FEEL WELCOME
  • 46. Requisites of orientation ➢Typically, orientation conveys three types of information: i. General information about the daily work routine; ii. A review of organization’s history, founding fathers, objectives, operations, and product or services, as well as how the employee’s job contributes to the organization’s needs; and iii. A detailed presentation, perhaps, in a brochure, of the organization policies, work rules and employee benefits.
  • 47. Requisites of an effective program ➢Educate the attendees about the history of the company, the financial performance of the company and the marketing initiatives of the company. ➢Brief history and operations of the company. ➢Products and services of the company. ➢The company’s organization structure.
  • 48. Requisites of an effective program ➢Location of department and employee facilities. ➢Rules, regulations and daily work routines. ➢Grievance procedures. ➢Safety measures. ➢Standing orders and disciplinary procedures.
  • 49. Requisites of an effective program ➢Terms and conditions of service including wages, working hours, overtime, holidays etc. ➢Suggestion schemes. ➢Benefits and services for employees. ➢Opportunities for training, promotions, transfers etc.
  • 52. Training • refers to a planned effort by a company to facilitate employees’ learning of job-related competencies • goal of training is for employees to master the knowledge, skill, and behaviors emphasized in training programs and to apply them to their day-to-day activities
  • 53. Development • refers to formal education, job experiences, relationships, and assessments of personality and abilities that help employees perform effectively in their current or future job and company • implies opportunities created to help employees grow. It is more of long term or futuristic in nature as opposed to training, which focus on the current job • The major difference between training and development therefore is that while training focuses often on the current employee needs or competency gaps, development concerns itself with preparing people for future assignments and responsibilities.
  • 54. Training vs Development • formal and systematic modification of behavior through learning which occurs as a result of education, instruction, development and planned experience • a short term process • Refers to instruction in technical and mechanical problems • Targeted in most cases for non- managerial personnel • Specific job related purpose • any learning activity, which is directed towards future needs rather than present needs, and which is concerned more with career growth than immediate performance • a long term educational process • Refers to philosophical and theoretical educational concepts • Managerial personnel • General knowledge purpose
  • 55. Employee Development Basic factor in building and maintenance of the organizational effectiveness. It is so important that it is not only imperative but continuous. No organization can dispense with it as a program and as a process. To meet the challenges of change, organizations must ensure that sufficient training and programs for development of workers are in place.
  • 56. Employee Development Dimensions 1. In-service Training Program where employees are given opportunities to further their education to enable them prepare for future positions. 2. The Training Program which prepare the employees to be able to handle new job assignments. • Employee development connotes the organization’s efforts to provide the need-based training and education to its workers to enable them to become competent in handling their present or future assigned tasks.
  • 57. Note: • Though organization can provide opportunities for employee development, it cannot actually develop employees by itself. The employees must accomplish development themselves. That is, they need to assume some responsibilities for their own progress.
  • 58. Designing Effective Training Program • Training Design Process refers to a systematic approach for developing training programs
  • 59. Training Needs Assessment • refers to the process used to determine whether training is necessary • organizational analysis involves determining the appropriateness of training, given the company’s business strategy, its resources available for training, and support by managers and peers for training activities • Person analysis involves (1) determining whether performance deficiencies result from a lack of knowledge, skill, or ability (a training issue) or from a motivational or work-design problem, (2) identifying who needs training, and (3) determining employees’ readiness for training • Task analysis identifies the important tasks and knowledge, skills, and behaviors that need to be emphasized in training for employees to complete their tasks
  • 60. Training Needs Analysis (TNA) Other types: ✓Performance analysis ✓Content/Document analysis ✓Training suitability analysis ✓Cost-benefit analysis/Return of investment analysis
  • 61. Selecting Training Methods Presentation Methods Lectures AV Techniques Hands-on OJTs Case Studies Simulations Role Plays Behavior Modeling Group Building Methods Adventure Learning Team Training Action Learning
  • 62. Training process • Planning phase: TNA conducted, training objectives are set, participants and qualified resource persons are selected, training lessons are ready, and training facilities are provided • Implementation phase: training content must be delivered to the level of both physical and mental maturity of the participants. Training by periods or hours should not be unnecessarily too long. Logistical aspects have been arranged. • Evaluation and revision phase: -formative: gathering relevant and useful data while the training program is conducted; and - summative : done at the end of the program and makes an overall assessment of the effectiveness in relation to achieving the objectives and goals.
  • 63. Training Evaluation • refers to the process of collecting the outcomes needed to determine whether training is effective • Effective training means there are benefits that the company and the trainees receive from training • Benefits for trainees may include learning new skills or behavior. Benefits for the company may include increased sales/customers and more satisfied customers
  • 65. Types of Employee Development In-service Course – professional development of workers to upgrade their qualifications; members who participated in in-service course can discuss and implement the ideas and techniques gained which then benefit other workers. Seminar – selected topics Induction courses – for new employees; for orientation and adjustment On-the-job training –for new and old employees – if new skills is introduced in the organization; on specific job, job experience, coaching, job rotation Off-the-job training – workstation instructions combined with practical instructions in the working environment.
  • 66. Types of Employee Development: Off-the-job training Vestibule /laboratory training simulation Refresher / special course – update KSA Conference training – or workshop aligned with the organizational objectives. Role playing – can be used for executive development; feeling and tone Case study – power of observation Brainstorming – creative thinking Gaming – focuses on administrative problems; competing teams Sensitivity training – used for development of awareness to behavioral pattern of oneself and one’s colleagues; for leadership training and executive development Supplementary training – from independent institutions; through sponsorship
  • 68. Self- organizational Assessment and Personal Reflection • Look back to your experiences of your organizational HR processes. ✓Did you undergo the usual screening process? ✓Were you oriented about the nitty-gritty of your work? ✓Is your organization generous about training and development? • Whatever is your answer, how can you help your organization to improve its HR-related processes?
  • 69. Reaction Paper • Look for an article related to recruitment and selection, or training and development issues then come up with your learning insight following this format: Article title: Author/s: Source/Publication: Reaction: (not more than 200 words) Conclusion: (Not more than 50 words) Submitted by: (your name) • Note: Attach the research / article or write as reference the link