The document provides guidance for organizations on conducting performance reviews for new hires during their first 90 days of employment. It outlines the hiring process from vacancy to induction, including recruiting, interviewing, selecting candidates, onboarding, and conducting a 90-day review. The 90-day review is intended to evaluate the employee's fit for the position and assess their potential for future success in the role. Areas of evaluation include attendance, job knowledge, increased responsibility, communication skills, and working relationships. The review also identifies developmental needs and makes an action plan to address areas for improvement.
This memorandum provides a standard operating procedure for human resources practices within the Surface Maintenance community of the California Army National Guard. It outlines responsibilities for remote designees and supervisors in regards to personnel actions such as submitting SF-52 forms, tracking personnel actions, conducting vacancy requests and performance appraisals, and administering awards. The SOP also provides guidance on using the DCPDS personnel system to efficiently process personnel actions in compliance with National Guard regulations and policies.
Standard Operating Procedures are the documents that explains in a step-by-step manner about the scope and purpose of an activity, the list of tasks, sequence of tasks, who need to perform, how to perform and expected quality, resources and time. SOPs are a great step towards process improvement. SOPs help the organization to freeze the current best practices of the organization and as and when things are improved the SOPs are revised to incorporate the new best practices. In other words, SOPs establish a baseline of performance that is expected within an organization.
The document outlines the HR policies and procedures of CINI, including:
1) The recruitment process which involves requisition for staff, approval from the HR unit, internal/external searches, shortlisting candidates, conducting interviews and issuing appointment letters.
2) Performance reviews are conducted yearly and used to determine salary increments, contract renewals or promotions.
3) Salaries are paid on the 28th of every month. The document also describes policies around leave, loans, increments, promotions, consultancy work and staff transfers.
Neha Choudhary is exceptional student who demonstrates a strong work ethic, commitment to excellence, and high standards. She is intrinsically motivated, pursuing multiple graduate degrees and involvement in professional organizations. The professor recommends Neha for an HR intern position due to her professionalism, maturity, people skills from international experience, and intelligence demonstrated by analyzing problems and developing solutions. Neha would be a valuable asset and excellent intern.
This letter provides a strong recommendation for Neha Choudhary. It states that Neha was an excellent student who never missed class and consistently participated in discussions. She displayed self-esteem, self-confidence, and thoughtfulness. The letter also highlights that Neha is an effective communicator and writer, and she performed well on assignments and group projects. The writer is confident in Neha's future success and looks forward to having her in more classes.
This document discusses managing ethical employee behavior through organizational leadership and culture. It argues that leadership must meet moral challenges through demonstrating integrity, empathy, consistency, and vision to build trust. Companies should clearly communicate ethical standards and have policies, training, and processes to encourage ethical conduct and address violations. Leaders must exemplify ethical behavior and shape an ethical culture where employees feel comfortable raising concerns without fear of retribution. Fostering an ethical environment through open communication and accountability benefits both business and society.
Final Presentation Negligent hiring due to lack of background checks hrm 400Neha Choudhary, M.A
This document discusses negligent hiring and the importance of background checks. It begins with an introduction to the topic and an overview of the types of information included in background checks. It then discusses why background checks are important for reducing liability, increasing safety, and meeting legal requirements. The document also addresses problems that can arise from negligent hiring, such as workplace violence. It notes steps HR is taking to conduct thorough background investigations and remain compliant with laws like the Fair Credit Reporting Act. Overall, the document emphasizes the legal and business rationale for employers to implement background checks as part of the hiring process.
This document provides an overview and objectives of a diversity training presentation. It includes data from a diversity questionnaire showing demographic information about employees. It defines diversity and distinguishes between equal employment opportunity, affirmative action, and diversity. It discusses how individual cultural perspectives can influence communication and lists many cultural factors. It outlines benefits of workplace diversity and research showing positive associations between diversity and business performance. It also discusses organizational culture, cultural competence, and ways companies and employees can promote diversity.
This memorandum provides a standard operating procedure for human resources practices within the Surface Maintenance community of the California Army National Guard. It outlines responsibilities for remote designees and supervisors in regards to personnel actions such as submitting SF-52 forms, tracking personnel actions, conducting vacancy requests and performance appraisals, and administering awards. The SOP also provides guidance on using the DCPDS personnel system to efficiently process personnel actions in compliance with National Guard regulations and policies.
Standard Operating Procedures are the documents that explains in a step-by-step manner about the scope and purpose of an activity, the list of tasks, sequence of tasks, who need to perform, how to perform and expected quality, resources and time. SOPs are a great step towards process improvement. SOPs help the organization to freeze the current best practices of the organization and as and when things are improved the SOPs are revised to incorporate the new best practices. In other words, SOPs establish a baseline of performance that is expected within an organization.
The document outlines the HR policies and procedures of CINI, including:
1) The recruitment process which involves requisition for staff, approval from the HR unit, internal/external searches, shortlisting candidates, conducting interviews and issuing appointment letters.
2) Performance reviews are conducted yearly and used to determine salary increments, contract renewals or promotions.
3) Salaries are paid on the 28th of every month. The document also describes policies around leave, loans, increments, promotions, consultancy work and staff transfers.
Neha Choudhary is exceptional student who demonstrates a strong work ethic, commitment to excellence, and high standards. She is intrinsically motivated, pursuing multiple graduate degrees and involvement in professional organizations. The professor recommends Neha for an HR intern position due to her professionalism, maturity, people skills from international experience, and intelligence demonstrated by analyzing problems and developing solutions. Neha would be a valuable asset and excellent intern.
This letter provides a strong recommendation for Neha Choudhary. It states that Neha was an excellent student who never missed class and consistently participated in discussions. She displayed self-esteem, self-confidence, and thoughtfulness. The letter also highlights that Neha is an effective communicator and writer, and she performed well on assignments and group projects. The writer is confident in Neha's future success and looks forward to having her in more classes.
This document discusses managing ethical employee behavior through organizational leadership and culture. It argues that leadership must meet moral challenges through demonstrating integrity, empathy, consistency, and vision to build trust. Companies should clearly communicate ethical standards and have policies, training, and processes to encourage ethical conduct and address violations. Leaders must exemplify ethical behavior and shape an ethical culture where employees feel comfortable raising concerns without fear of retribution. Fostering an ethical environment through open communication and accountability benefits both business and society.
Final Presentation Negligent hiring due to lack of background checks hrm 400Neha Choudhary, M.A
This document discusses negligent hiring and the importance of background checks. It begins with an introduction to the topic and an overview of the types of information included in background checks. It then discusses why background checks are important for reducing liability, increasing safety, and meeting legal requirements. The document also addresses problems that can arise from negligent hiring, such as workplace violence. It notes steps HR is taking to conduct thorough background investigations and remain compliant with laws like the Fair Credit Reporting Act. Overall, the document emphasizes the legal and business rationale for employers to implement background checks as part of the hiring process.
This document provides an overview and objectives of a diversity training presentation. It includes data from a diversity questionnaire showing demographic information about employees. It defines diversity and distinguishes between equal employment opportunity, affirmative action, and diversity. It discusses how individual cultural perspectives can influence communication and lists many cultural factors. It outlines benefits of workplace diversity and research showing positive associations between diversity and business performance. It also discusses organizational culture, cultural competence, and ways companies and employees can promote diversity.
At first hundred wagons of thanks to the writers of HR articles, books, journal and other essays, from those I have learnt so many essential diversified information.
Thanks to Google, Wordpress, Facebook, Slideshare and other free sites for facilitating us to share and learn knowledge.
I acknowledge the gratefulness and usefulness of all the words I used by learning in any knowledge source.
HR recruitment is always one of the most important tasks for a knowledge- work based organization. The crucial part of this process is to identify the right person for the right position through proper assessment of real time competencies & weaknesses, and to plan the effort required for the employee so that the future expectation to the recruited employee or step by step succession planning may be logically derived.
I have developed a recruitment process that is attached herewith.
Anyone on this planet may use this process in any form, in own understanding and responsibilities. Any one may correct errors in definitions or improve in process or related document list. The document has been shared with a mind set to help those who need it.
Like is not desired, suggest if any improvement is required and get benefit by using it. I believe it may be very much helpful to develop a computerized system, extending this document into a DFD document.
The propose of making report is considered whose ideas and facts are most important for conveying the significance of the organization.
The scope of the report is given ……….
1. Decide what positions we’ll have to fill through personnel planning and forecasting.
2. Build a pool of candidates for these jobs by recruiting internal or external candidates.
3. Have candidates complete application forms and perhaps undergo an initial screening interview.
4. Use selection techniques like tests, background investigations, and physical exams to identify viable candidates.
HRM-Topic FOR HUMAN RESOURCE MANAGEMENT PROCESSMei Miraflor
The recruitment process involves 7 key steps:
1. Identifying hiring requirements to determine the needed skills, qualifications, and experience for open roles.
2. Creating comprehensive job descriptions to communicate responsibilities and qualifications to candidates.
3. Sourcing talent through job boards, referrals, and promoting existing employees to attract suitable applicants.
The document then provides details on the subsequent steps of shortlisting candidates, conducting interviews, making employment offers, and onboarding new hires to complete the recruitment cycle.
The document outlines policies and procedures for an administrative assistant position at Geos Dude, Inc., including:
1) A job description and requirements for an administrative assistant position providing support to the CEO.
2) An overview of the company's training program for new hires, including orientation, learning scheduling software, and invoice processing.
3) Guidelines around performance reviews, compensation between $30,000-$40,000 annually, and benefits like paid time off accrual.
This document discusses the recruitment and selection process at MotilalOswal in Hyderabad, India. It begins with an introduction to human resource management and recruitment. The recruitment process involves identifying vacancies, defining job requirements, advertising positions, managing responses, shortlisting candidates, conducting interviews, making hiring decisions, and onboarding new employees. The objectives of the study are to evaluate MotilalOswal's recruitment and selection process, understand employees' attitudes, and make suggestions for improvement. The review of literature provides background on recruitment, the importance of an effective process, and the typical stages involved, from planning to evaluation.
Recruitment and selection process @navinfotech bhopalPriya Dubey
The document discusses the recruitment and selection process at NAV INFOTECH PVT LTD. It describes the company profile and outlines their 9-step selection process. This includes planning recruitment, developing search strategies, searching for candidates, screening applications, conducting interviews and tests, making selection decisions, extending job offers, drafting employment contracts, and evaluating the selection program. The summary concludes that NAV INFOTECH follows effective recruitment and selection policies, but could improve by adopting psychometric testing to better understand candidates.
This document outlines the recruitment and selection procedure at a university. It describes the process for establishing a vacancy which includes reviewing alternatives to recruitment, creating a role profile, and obtaining authorization. It then discusses developing a recruitment plan, shortlisting applicants, assessing candidates, making an offer, and onboarding a new hire. The goal is to attract and select the most suitable candidates through a fair, efficient and effective process that is aligned with equal opportunity principles.
The following data reflect the frequency with which people voted.docxoreo10
The following data reflect the frequency with which people voted in the last election and were satisfied with the officials elected:
Satisfied
Voted
Yes
No
Yes
48
35
No
33
52
(a) What procedure should we perform? (b) What are H0 and Ha? (c) What is fe in each cell? (d) Compute . (e) With α = .05, what do you conclude about the correlation between these variables?
ASSESSMENT CONTEXT
Human Resource Management (HRM) is concerned with organising and looking after people in the workplace. On a day-to-day basis this includes recruitment, selection, training and development and assessing staff performance. An important part of HRM is workforce planning. This involves getting the right people in the right place at the right time. It also involves identifying the numbers of people required to enable the business to operate at full efficiency. These people need to have the right skills to do the job. Recruitment and selection are the most critical and significant human resources functions. Unless the organization has the best available employees, it will not be able to grow and flourish in the market. The drive and motivational levels of the employees need to be high to enable the company to attain its goals. All the steps of the recruitment and selection processes are equally important in attracting and retaining the right talent. A major part of management's job is ensuring that good policies and procedures are in place to ensure the successful recruitment and induction of high quality employees.
TASK 1. Analyse Strategic & Operational plans and policies
For this task, you are required to study the following 2 documents and answer the following questions: Search for this and answer the Q1, Q2, Q3 (I, ii, iii)
a) Tourism Australia enabling strategy (An extract from the Tourism Australia Corporate Plan 2016 – 2017)
b) Tourism Australia Recruitment Policy
Q1) Outline the recruitment and selection process for Tourism Australia. How does the Recruitment Policy ensure that suitable candidates are attracted to Tourism Australia?
Q2) What policies and procedures are in place to ensure that all shortlisted candidates are treated equally and that the selected candidate is likely to share Tourism Australia’s culture and values?
Q3) Explain the purpose of the following documents listed in the forms section at the end of the Recruitment Policy:
i) Behavioural Questions Manual
ii) Interview Guide Template
iii) Selection Assessment Form
TASK 2 Develop recruitment and selection policies and procedures and supporting documents
A job description should detail the purpose, tasks and responsibilities of the job. It is of great importance both in the recruitment process and the subsequent management of safe practice following appointment – for example it can help with induction and training. On the other hand, a clear and comprehensive job specification is the key tool for successful recruitment. The job specification enables the organisation to profile ...
The document provides guidance on developing an effective recruitment process. It outlines 6 key steps: 1) Identifying the need to hire by defining the problem to be solved, 2) Developing a job description, 3) Advertising the position, 4) Evaluating applications and creating a shortlist, 5) Notifying applicants, and 6) Conducting interviews. Developing a clear job description is important for attracting qualified candidates, setting expectations, and evaluating performance. The recruitment process aims to find applicants that are a good match for the job requirements in an efficient and cost-effective manner.
The document outlines the 9 step recruitment process that businesses should follow when hiring new employees. The steps include: 1) identifying the need to hire, 2) developing a job description, 3) advertising the position, 4) evaluating applications, 5) notifying applicants, 6) conducting interviews, 7) selecting the best candidate, 8) notifying applicants of the decision, and 9) general guidelines like keeping records. Going through each step in a thorough manner will help businesses attract qualified candidates and make informed hiring decisions.
This document outlines 3 assignments for a Certified Recruitment Analyst project, each analyzing the job requirements for a different position - Payroll Assistant, Clinical Support Nurse, and Program Manager. For each assignment, the document describes the job description, fundamental and motivational analysis, job element analysis, required knowledge and skills, behavioral traits, and sample interview questions. The purpose of the project is to develop comprehensive job specifications that accurately reflect the qualifications and skills needed for each role.
This functional design document outlines processes for human resource operations and self-service HR at ABC Bank. It describes 14 key HR processes including change of personal information, transfer requisition, employee rotation, leave application, employee loans, and separation processes like resignation, retirement, termination and more. Each process is documented with narrative descriptions and flow charts showing how employees and managers will interact with the HR system to complete the processes.
The recruitment operation at M. Gheewala Global is a one-of-a-kind approach, based on flexibility, confidentiality, excellence and commitment. Our recruitment consultants are some of the most skilled search professionals in the business today.
http://mgheewala.com/
M. Gheewala Global HR Consultants promises and delivers the quality services of Overseas Recruitment to clients and candidates through Integrity innovate and partnership.
This document summarizes the employee handbook for the State of Tennessee Department of Human Resources. It provides information on compensation including pay periods, deductions, longevity pay, overtime, and compensatory time. It outlines employee benefits such as insurance, retirement, deferred compensation, sick leave bank, donated leave, and service awards. It details attendance and leave policies including hours of work, holidays, leave accrual and types of leave. It addresses general personnel practices, health and safety, employee conduct, disciplinary procedures, separations, and appendices.
This document summarizes the employee handbook for the State of Tennessee Department of Human Resources. It provides information on compensation including pay periods, deductions, longevity pay, overtime, and compensatory time. It outlines employee benefits such as insurance, retirement, deferred compensation, and leave time including annual leave, sick leave, family leave, and other types of leave. It details general personnel practices regarding equal employment, performance management, promotions, and employee conduct policies.
HRM Presentation On Stuffing over HSBC BankMasud Kamrul
The document summarizes HSBC Bank's human resource planning and recruitment processes. The key elements of HSBC's HR planning are forecasting labor demand, analyzing current supply, and balancing projected demand and supply. Their recruitment process involves preparing CVs, online assessments, telephone interviews, in-person interviews, and assessment centers. The final selection involves aptitude tests, group discussions, interviews, and creating a merit list to select the top candidates.
The curriculum vitae summarizes the professional experience and qualifications of Livhuwani Nekhumba. It outlines her work history in human resources roles at SBV Services and South African Airways Technical, with responsibilities including recruitment, selection, payroll administration, leave management, and training. Her academic qualifications include a National Diploma in Human Resources Management from Tshwane University of Technology. References are provided from her current and previous employers.
At first hundred wagons of thanks to the writers of HR articles, books, journal and other essays, from those I have learnt so many essential diversified information.
Thanks to Google, Wordpress, Facebook, Slideshare and other free sites for facilitating us to share and learn knowledge.
I acknowledge the gratefulness and usefulness of all the words I used by learning in any knowledge source.
HR recruitment is always one of the most important tasks for a knowledge- work based organization. The crucial part of this process is to identify the right person for the right position through proper assessment of real time competencies & weaknesses, and to plan the effort required for the employee so that the future expectation to the recruited employee or step by step succession planning may be logically derived.
I have developed a recruitment process that is attached herewith.
Anyone on this planet may use this process in any form, in own understanding and responsibilities. Any one may correct errors in definitions or improve in process or related document list. The document has been shared with a mind set to help those who need it.
Like is not desired, suggest if any improvement is required and get benefit by using it. I believe it may be very much helpful to develop a computerized system, extending this document into a DFD document.
The propose of making report is considered whose ideas and facts are most important for conveying the significance of the organization.
The scope of the report is given ……….
1. Decide what positions we’ll have to fill through personnel planning and forecasting.
2. Build a pool of candidates for these jobs by recruiting internal or external candidates.
3. Have candidates complete application forms and perhaps undergo an initial screening interview.
4. Use selection techniques like tests, background investigations, and physical exams to identify viable candidates.
HRM-Topic FOR HUMAN RESOURCE MANAGEMENT PROCESSMei Miraflor
The recruitment process involves 7 key steps:
1. Identifying hiring requirements to determine the needed skills, qualifications, and experience for open roles.
2. Creating comprehensive job descriptions to communicate responsibilities and qualifications to candidates.
3. Sourcing talent through job boards, referrals, and promoting existing employees to attract suitable applicants.
The document then provides details on the subsequent steps of shortlisting candidates, conducting interviews, making employment offers, and onboarding new hires to complete the recruitment cycle.
The document outlines policies and procedures for an administrative assistant position at Geos Dude, Inc., including:
1) A job description and requirements for an administrative assistant position providing support to the CEO.
2) An overview of the company's training program for new hires, including orientation, learning scheduling software, and invoice processing.
3) Guidelines around performance reviews, compensation between $30,000-$40,000 annually, and benefits like paid time off accrual.
This document discusses the recruitment and selection process at MotilalOswal in Hyderabad, India. It begins with an introduction to human resource management and recruitment. The recruitment process involves identifying vacancies, defining job requirements, advertising positions, managing responses, shortlisting candidates, conducting interviews, making hiring decisions, and onboarding new employees. The objectives of the study are to evaluate MotilalOswal's recruitment and selection process, understand employees' attitudes, and make suggestions for improvement. The review of literature provides background on recruitment, the importance of an effective process, and the typical stages involved, from planning to evaluation.
Recruitment and selection process @navinfotech bhopalPriya Dubey
The document discusses the recruitment and selection process at NAV INFOTECH PVT LTD. It describes the company profile and outlines their 9-step selection process. This includes planning recruitment, developing search strategies, searching for candidates, screening applications, conducting interviews and tests, making selection decisions, extending job offers, drafting employment contracts, and evaluating the selection program. The summary concludes that NAV INFOTECH follows effective recruitment and selection policies, but could improve by adopting psychometric testing to better understand candidates.
This document outlines the recruitment and selection procedure at a university. It describes the process for establishing a vacancy which includes reviewing alternatives to recruitment, creating a role profile, and obtaining authorization. It then discusses developing a recruitment plan, shortlisting applicants, assessing candidates, making an offer, and onboarding a new hire. The goal is to attract and select the most suitable candidates through a fair, efficient and effective process that is aligned with equal opportunity principles.
The following data reflect the frequency with which people voted.docxoreo10
The following data reflect the frequency with which people voted in the last election and were satisfied with the officials elected:
Satisfied
Voted
Yes
No
Yes
48
35
No
33
52
(a) What procedure should we perform? (b) What are H0 and Ha? (c) What is fe in each cell? (d) Compute . (e) With α = .05, what do you conclude about the correlation between these variables?
ASSESSMENT CONTEXT
Human Resource Management (HRM) is concerned with organising and looking after people in the workplace. On a day-to-day basis this includes recruitment, selection, training and development and assessing staff performance. An important part of HRM is workforce planning. This involves getting the right people in the right place at the right time. It also involves identifying the numbers of people required to enable the business to operate at full efficiency. These people need to have the right skills to do the job. Recruitment and selection are the most critical and significant human resources functions. Unless the organization has the best available employees, it will not be able to grow and flourish in the market. The drive and motivational levels of the employees need to be high to enable the company to attain its goals. All the steps of the recruitment and selection processes are equally important in attracting and retaining the right talent. A major part of management's job is ensuring that good policies and procedures are in place to ensure the successful recruitment and induction of high quality employees.
TASK 1. Analyse Strategic & Operational plans and policies
For this task, you are required to study the following 2 documents and answer the following questions: Search for this and answer the Q1, Q2, Q3 (I, ii, iii)
a) Tourism Australia enabling strategy (An extract from the Tourism Australia Corporate Plan 2016 – 2017)
b) Tourism Australia Recruitment Policy
Q1) Outline the recruitment and selection process for Tourism Australia. How does the Recruitment Policy ensure that suitable candidates are attracted to Tourism Australia?
Q2) What policies and procedures are in place to ensure that all shortlisted candidates are treated equally and that the selected candidate is likely to share Tourism Australia’s culture and values?
Q3) Explain the purpose of the following documents listed in the forms section at the end of the Recruitment Policy:
i) Behavioural Questions Manual
ii) Interview Guide Template
iii) Selection Assessment Form
TASK 2 Develop recruitment and selection policies and procedures and supporting documents
A job description should detail the purpose, tasks and responsibilities of the job. It is of great importance both in the recruitment process and the subsequent management of safe practice following appointment – for example it can help with induction and training. On the other hand, a clear and comprehensive job specification is the key tool for successful recruitment. The job specification enables the organisation to profile ...
The document provides guidance on developing an effective recruitment process. It outlines 6 key steps: 1) Identifying the need to hire by defining the problem to be solved, 2) Developing a job description, 3) Advertising the position, 4) Evaluating applications and creating a shortlist, 5) Notifying applicants, and 6) Conducting interviews. Developing a clear job description is important for attracting qualified candidates, setting expectations, and evaluating performance. The recruitment process aims to find applicants that are a good match for the job requirements in an efficient and cost-effective manner.
The document outlines the 9 step recruitment process that businesses should follow when hiring new employees. The steps include: 1) identifying the need to hire, 2) developing a job description, 3) advertising the position, 4) evaluating applications, 5) notifying applicants, 6) conducting interviews, 7) selecting the best candidate, 8) notifying applicants of the decision, and 9) general guidelines like keeping records. Going through each step in a thorough manner will help businesses attract qualified candidates and make informed hiring decisions.
This document outlines 3 assignments for a Certified Recruitment Analyst project, each analyzing the job requirements for a different position - Payroll Assistant, Clinical Support Nurse, and Program Manager. For each assignment, the document describes the job description, fundamental and motivational analysis, job element analysis, required knowledge and skills, behavioral traits, and sample interview questions. The purpose of the project is to develop comprehensive job specifications that accurately reflect the qualifications and skills needed for each role.
This functional design document outlines processes for human resource operations and self-service HR at ABC Bank. It describes 14 key HR processes including change of personal information, transfer requisition, employee rotation, leave application, employee loans, and separation processes like resignation, retirement, termination and more. Each process is documented with narrative descriptions and flow charts showing how employees and managers will interact with the HR system to complete the processes.
The recruitment operation at M. Gheewala Global is a one-of-a-kind approach, based on flexibility, confidentiality, excellence and commitment. Our recruitment consultants are some of the most skilled search professionals in the business today.
http://mgheewala.com/
M. Gheewala Global HR Consultants promises and delivers the quality services of Overseas Recruitment to clients and candidates through Integrity innovate and partnership.
This document summarizes the employee handbook for the State of Tennessee Department of Human Resources. It provides information on compensation including pay periods, deductions, longevity pay, overtime, and compensatory time. It outlines employee benefits such as insurance, retirement, deferred compensation, sick leave bank, donated leave, and service awards. It details attendance and leave policies including hours of work, holidays, leave accrual and types of leave. It addresses general personnel practices, health and safety, employee conduct, disciplinary procedures, separations, and appendices.
This document summarizes the employee handbook for the State of Tennessee Department of Human Resources. It provides information on compensation including pay periods, deductions, longevity pay, overtime, and compensatory time. It outlines employee benefits such as insurance, retirement, deferred compensation, and leave time including annual leave, sick leave, family leave, and other types of leave. It details general personnel practices regarding equal employment, performance management, promotions, and employee conduct policies.
HRM Presentation On Stuffing over HSBC BankMasud Kamrul
The document summarizes HSBC Bank's human resource planning and recruitment processes. The key elements of HSBC's HR planning are forecasting labor demand, analyzing current supply, and balancing projected demand and supply. Their recruitment process involves preparing CVs, online assessments, telephone interviews, in-person interviews, and assessment centers. The final selection involves aptitude tests, group discussions, interviews, and creating a merit list to select the top candidates.
The curriculum vitae summarizes the professional experience and qualifications of Livhuwani Nekhumba. It outlines her work history in human resources roles at SBV Services and South African Airways Technical, with responsibilities including recruitment, selection, payroll administration, leave management, and training. Her academic qualifications include a National Diploma in Human Resources Management from Tshwane University of Technology. References are provided from her current and previous employers.
Depaul USA The Hiring Process Packet Selection and Staffing
1. The Hiring Process:
Recruitment & Selection
GUI DANCE FOR HI RING: FROM VACANCY TO FI RS T 90 DAYS
Contents
The Hiring Process: Recruitment & Selection................................................................................2
Interview Guidance & Process Notes..............................................................................................4
Candidate Interview Worksheet.......................................................................................................5
References Check Tool & Guidance...............................................................................................8
New Hire 90-day Performance Management Review...................................................................10
Performance Management Action Plan.........................................................................................13
2. The Hiring Process:
Recruitment & Selection
Guidance for hiring: from vacancy to first 90 days
Vacancy Identified
As a jobvacancy ismade available,the ProgramDirectorworkswiththe Executive
Directorto make a decisiontohire a candidate thatis a clear job/personfitand
job/organizational fit. The goalsinhiringare twofold:the person mustmeetthe
businessneedsof the organizationandthe personmustfitthe organizationculture.
Program Directoranalyzesbudgettoensure funds maybe allocatedtothe positionand
time maybe allocatedto the hiringprocess. Once the Executive Directorapprovesthe
hire,hire date,andcompensationpackage,the ProgramDirectorworkscloselywiththe
Directorof Operationstodrafta jobdescription andad(as needed) forthe available
positionbefore conductingasearchor advertisingonjobboards, careerwebsites and
variousothersocial media,andproceedwiththe hiringprocess.
Vacancy Advertised
While the ProgramDirectormay promote fromwithinorhire someone fromthe
volunteerpool,all jobsmustbe advertisedpublicly,if onlybrieflyonthe organization’s
website. The ProgramDirectorandDirectorof Operations conducttalentsearch to
identifythe bestcandidates, takingintoconsiderationperson/joband
person/organizationfit. The jobvacancy may be postedon jobboards such as Idealist,
Indeed,Craigslist, andLinkedIn,dependingonthe positiontype, tobroadenthe scope of
the talentsearch. The Program Directorreviewsapplicantsthathave applied,searching
for the ideal candidate tofill the position,keepinginmindthe culture of the
organization. ProgramDirectorthenschedules andconductsthe interview processfor
the selectedcandidates. All applicationsmustbe collectedandsavedinthe central
office tomeetlegal requirements of fairhiringpractices.
Select Candidate
The Program Directorconductssecondroundinterviews,if necessary,conductinga
more in-depthinterviewand narrowingthe talentsearchforthe position,while
providingbehavior/situational basedquestionstoensure the individual isthe rightfit
for the organization. Once the ideal personisselectedforthe position, the Program
Directorupdatesthe Executive Directorandorallyoffers the candidate the position.
Once accepted,the Executive DirectorandDirectorof Operations draftofferletter,scan
and email tothe Program Director.The ProgramDirector completesthe hiringand
inductionprocess.
Executive
Approval of
Hire
Clear J/D with
Directorof
Operations
Decide how to
Advertise
Conduct talent
search
Program Director
interviews
candidates
Save applications
for Chicago files
Conduct second
interviews
Program Director
makes offer
orally
Executive Office
writes offer letter
3. Collect Documents
Once the candidate has acceptedthe offer,the ProgramDirectorinvitesthe new-hire in
for orientation/onboarding. The Directorof Operations ensuresthe ProgramDirector
has the new-hire packetof documentsforonboarding. Inadditiontodocumentsthat
may be requiredlocally,essential documentsinclude:
Employee InfoSheet
I-9
W-4
DirectDepositEnrollment
Documentsmustbe returnedtothe Executive Office withatleast twoworkingdaysto
processdocumentsandaddto payroll.Inshortertimeframes,the new-hire’shourswill
be includedinthe subsequentpayperiod.
Final Decision/Process complete
The Director of Operations createsapersonnel file inthe central office(toincludethe
legal documentsessential tohiringandpayroll) and processesdocumentation/
paperworkforthe selectednew-hire.The ProgramDirectorcreatesapersonnel file
locally,toinclude the individual’sjobdescriptionandsubsequentdocumentsrelatedto
performance. Generally,the twofilesdonotoverlap. The new-hirethenbeginsthe
onboardingandtrainingprocesswith hisorher ProgramDirector.
Induction
The firstthree monthsof employmentisprobationary;itallow the organizationto
conduct necessarybackgroundchecks,trainthe individual,provide feedback,and
ensure the employee isagoodfitand suitable forpermanentemployment.Program
Directorsare responsible forensuringthe InductionProcessiscompleted—see Induction
Guidance andTool—includingthe 90-dayreview.
Program Directorsare responsibleforensuringnew employeesunderstandthe
organizationandhisor herresponsibilities.Welcomingnew employeesintothe
organizationmeansconveyingourorganizationcultureandnorms.Employeesshould
understandthe nature of our workas it stemsfrom our vision,mission,values,
strategies,andobjectives.Employeesalsoneedtounderstandtechnical aspectsof our
work,includingpolicies,procedures,organizationstructure,how togetaroundthe
facility,detailsof the workdayand schedules. The employee’sresponsibilitiesasthey
relate tojob dutiesandexpectationsmustbe reviewed,aswell,sothe employee learns
standardsfor qualityincommunicationandjobperformance.
For moredetails or questions,contacttheExecutiveDirector, Director of Operations.
Candidate accepts
or declines offer
Program Director
schedules
orientation
Program Director
completes hiring
packet
Personnel file
created at central
office
Program Directior
creates personnel
file locally
Onboarding
process begins
First three
months is
probationary
Background
checks are done
is necessary
Ensure employee
is a good
fit/provide
deeback
4. Interview Guidance & Process Notes
Ask questions in any order. Keep the process the same for all
candidates – questions asked and information provided need to be
consistent so as to protect the organization from any claims of
discouragement or discriminatory practices.
1. Try assessingeachof the position'sessential functionsinlightof three basicquestions.
a. What mustan applicantknow? (examples:knowledgeof software orpersonal computers)
b. What musthe or she be?(examples:punctual orwell organized)
c. What musthe or she have? (example:aspecializedcertificate,skill, experience)
d. What skillsare notnegotiable,meaning:whatisneededondayone?
2. Keepthree rulesinmind:
a. Askquestionsthatfocusonpast employmentperformance.Avoidquestionsthataddress
the candidate'spersonal lifestyle orhabits
b. Askquestionsthatrelate toyourlistedskill,ability,knowledgeorexperiencerequirements
c. Askgenerally the same questionsof all candidates.
3. Avoid:
a. Closedquestionsthatrequire merelyayesorno response
b. Multiple questionsthatrequire severalanswers
c. "Loaded"questionsthatforce achoice betweentwoalternatives
d. Questionsthatare illegal anddealingwithareasthatare notfactors forjob performance,
such as gender(if youwouldnotask a questionof aman, do notask it of a woman,and vice
versa), age,race, religion,veteranstatus, marital status, medical conditions (donot make
medical judgmentsordisqualifya candidate on factorsthat are purelymedical innature),
and disability(itisillegal toaskaboutthe nature and/or severityof the disability, the
conditioncausingthe disability,if the applicantwill needtreatmentorspecial leave because
of the disability,oraboutanyprognosisor expectationregardingthe conditionordisability).
4. Take notes:
Takingnoteswill helpyourememberdetails of the interview;however,writingnotesduringthe
interview couldbe distractingandupsettingtoa candidate.If youplanto take notes,explainbefore
the interview startsthatyouwill be takingnotesorrecordingthe candidate'sresponses to
interviewquestions sothat youwill nothave to relyonmemory.Thisshouldhelpreduce suspicion
and nervousness.Make sure youmaintainsome eye contactwhile youare writing.
5. Close ona propernote:
a. Afterthe interviewer(s)have exploredall performance factors, he/she canask
the candidate if he or she hasany questions,needsclarification,oranythingtoadd.
b. Askthe candidate if he or she isstill seriouslyconsideringthe position.
c. Thank the candidate for coming,and
d. Explainyournotification process--whenadecisionwill be made,whetherasecondinterview
will be conducted,andhow candidateswill be notified.
e. Remembertosmile,shake hands,andleadthe candidate tothe door.
5. Candidate Interview Worksheet
Questions, space for notes, scoring table
Candidate Name:
Date of Interview:
Location (office,phone):
Name ofInterviewer(s):
Personal Presentation
Strong candidateswill display thefollowqualities. As partof the interview,check off items thatapply.
Comesacross inthe interview assomeonewhowantstobe there,iscandid,andfullyinvestedin
the conversation.
Arrivesontime,ideallyabout10 minutesearly.(Donotcheckif candidate arrivesmore than30
minutesaheadorat all late.)
Dressesneatly, professionally,suchasslacksand dressshirt.(Jobattire mayvary.)
Talksin termsof what the organization/interviewerwants.(Toooften,intervieweesthinkonlyabout
whattheywant and don’trealize thatthe bestwayto getwhat theywantisto meet the needsof
the organization,andonlythenexpectthe interviewertogive themwhattheywant,notthe other
wayaround.)
Candidate isconfident,optimistic,reliable,energetic,andengaged.
Candidate displaysconsistentvocal tone andminimal bodymovements.(Inajobinterview setting
whenan interviewerismakingadecisionbasedoncompetencyandfitwithinthe organization,the
mostsuccessful candidateswill be calmandcomfortable,notfidgeting.)
Explainsanswerstointerview questionshonestly, inathoroughandpositive manner.Candidate
explainsideascoherentlyandeffectively.
Adaptsto the interviewer’sconversationstyle.
Thanksthe interviewerfortakingthe time tomeetthem. (Note:watchfora follow-upemail ornote
thankingyouforyour time.)
Has good posture.Doesn’tslouch,focusesonthe interviewerorthe whole panel of interviewers,as
applicable.Mayleanslightlyforward,keepinglegsstraightoutinfrontandnot crossed.Keepsarms
on the table infront.
Candidate isprepared(withresume),asksthoughtful questionspertainingtothe position,
organization,orhomelessness.
Total CheckedItems
6. Values & Culture
(to demonstratecommitmentto service,communication,teamwork,humility)
1) Why do you wantto workin service to peoplefacing homelessness?
2) Whatmotivatesyou to putforthyourgreatesteffort?
3) Describe yourideal team environmentatwork.
4) Howdo you like to be recognized foryourwork? How do you show appreciation forcolleagues,
superior,or subordinate?
5) Describe whatyou haveaccomplished toward reaching a recentgoal foryourself?
Skills, Experience, Education (Adapt questions to the position required)
6) Whatexperience (ortransferableskills) do you havemanaging operations(insertjob duties) in a
non-profit?
7) Whatpastposition did you enjoy themost? The least? And why?
8) In whatwaysto do think you can makea contribution to ourorganization?
9) Describe an exampleof when you werenot sureof an answer,how do you proceed?
10) Give an exampleof howyou would evaluateyourability to deal with a conflict?
Work Style
11) What type of work environmentisbestforyou?
12) Describe ahighpressure situationyouexperienced.How didyoudeal withit?
7. 13) What didyou like bestandleastaboutyourlastposition?
14) What do youexpectandneedfromyoursupervisor?
Comments
Interview Scores
Section A
Personal
Presentation
Section B
Values and Culture
Section C
Skills and
Experience
Section D
Work Style
Average
Score
4—Strong—meetsknowledge,skills, abilities;fitsDepaul USA’sculture
3—Good—willneedsome training&developmentinanon-critical area
2—Average—wouldrequire alotof training& development/coachinginacritical area
1—Weak—doesnotmeetthe organization’scriteria
Decision
Extend offer
Decline
Call for additional interview
8. References Check Tool & Guidance
Guidance, sample questions, space for notes
Candidate Name:
Date of Interview:
Location(office,phone):
Name of Interviewer(s):
Introduce yourself tothe personof referenceforacandidate reference screening.
Verifycandidate’sdatesof employmentwithpersonof reference.
Askpersonof reference fora summaryof the candidate’sworkethicandworkstyle behavior.
Askabout whatwe,Depaul USA,can do to helpthispersonsucceed.
Thank personof reference fortakingoutthe time fortheirreference backgroundcheck.
Tailorquestionstothe position/reference,see page twoforsample questionsforfurtherguidance.
Repeatprocesswitheachreference person.
Reference 1:
Name of Reference:
Contact info(phone):
Relationship:
Comments
Reference 2:
Name of Reference:
Contact info(phone):
Relationship:
Comments
Reference 3:
Name of Reference:
Contact info(phone):
Relationship:
Comments
9. Sample Questions
Openingthe conversation - Please tell me alittle bitaboutyourself andhow youknow the
candidate?(Howlong,inwhatcontext,how oftenwere youincontact?)
General impressions- Howwouldyoucharacterize yourexperience workingwiththisperson?
Personal attributes - What kindsof personal qualitiescome tomindwhenyouthinkof him/her?
Achievements- What impacthas thispersonhadon the organization?Inhis/herdepartment?
What are his/herbiggestaccomplishments orkeycontributionstothe organization(examples)?
How doesthispersoncompare withotherexecutivesinsimilarpositionsinyourorganizationor
comparable organizations? Whatkindof legacydidthe candidate leave?
Leadershipskills- Howwouldyou describe his/herstyle of leadership?
Strategic thinkingabilities- What involvementdidthe candidate have indevelopingthe
strategies forthe departmentororganization?
Internal and external communicationskills- How wouldyoudescribe the candidate’s
communicationskills:verbalandwritten? How well doesthispersonlisten?How doesshe/he
engage people? Howoftenanddidshe/he keephisorhersupervisors?
Areas for developmentandsupport - Giventhatno one isperfectandeveryone hasareas in
whichhe or she can improve,canyoudescribe anyareashe/she canor shouldcontinue to
develop? Howcanwe helpthispersonbe successful?
Closing- Howwouldyousummarize him/herasa candidate forthisposition? Wouldyouhire or
workwithhim/heragain?If not,whynot? Is there anythingelse thatIshouldknow about
before movingthe candidate forwardinthe process?
Farewell and follow-up- Thankyou somuch for yourhelpandinsight.Doyou mindif I contact
youagain incase I have additional questions?
10. New Hire 90-day Performance Management
Review
Employee Information
Name of Employee
JobTitle Date of Review
Program City Supervisor/Reviewer
ReviewPeriod:
(StartDate)
90-day Review
Date:
Thisreviewisdesignedtofacilitate aperformance conversationbetweenanew hire employee andthe
supervisoratthe endof the 90-day probationaryperiod.The supervisoristoevaluate the individualin
termsof fitwiththe positionaswell asassessthe potential forthe employee’sfuture successinthe
role.
Performance Management meeting/goals
Discussall areasof performance (jobknowledge,skills,strengths,weaknesses,andcapabilities)
Recognize all mannerof contributiontothe organization’smission.
Identifydevelopmentalneeds(areastoimprove onforcontinuingpersonalandprofessional
growth)
Identifywhatneedsdirectattentionforthe relationshiptobe successful
Make an actionplanto addressareasto work on (training&development,change of duties,future
goals,and a time frame whentomeetnext)
Reviewandupdate jobdescriptionasneeded
Evaluation Criteria
Please evaluatethe employee againstthe criterialistedbelow usingaratingof doesnot meetdemands
and meets demands. Please writeYESor NO.
_______ ATTENDANCE & PUNCTUALITY – Please rate the employee’sattendance including
timelinessinarrivingto/departingfromworkaswell asreturningfromlunchand
breaks.Has the employeedemonstratedanappropriate workethicandcommitmentto
the job?
Comments:
_______ JOB KNOWLEDGE & UNDERSTANDING OF RESPONSIBILITIES – Please rate the
employee’sabilitiestodothe work assigned,tounderstanddirections,andto
11. effectivelyapplytraining(formal orinformal) to the actual work.Doesthe employee
understandthe issuesrelevanttothe departmentandthe workthatmustbe done?
Comments:
_______ INCREASED RESPONSIBILITY & WORK QUALITY – Please rate the employee’sabilityto
assume increasedresponsibilityandcontrol overhis/herscope of work.Hasthe
employeedemonstratedthe abilitytocompleteassignedwork?How isthe qualityof
the employee’swork? Isthe employee’sworkgenerallyof highqualitywithouterrors,
accurate and neat?
Comments:
_______ COMMUNICATIONSKILLS & INTERPERSONAL SKILLS – Please rate the employee’s
abilitytoinform,listen,follow directions,provide follow-upandworkeffectivelywith
othersina courteousmanner.
Comments:
_______ ORGANIZATIONSKILLS – Please rate the employee’sabilitytomanage workdetails,
organize workintoreasonable andthoroughplans,andsetobjectivesandpriorities.Has
the employee demonstratedanabilitytoworkefficientlyandeffectivelywithinthe
organization?
Comments:
_______ INITIATIVE – Please rate the employee’swillingnesstothinkandreachbeyondscope of
responsibilitiesrelatedtothe job.Hasthe employee startedandfinishedworkwithout
prompting?Doesthe employee displaycreativityinseekingsolutionstoproblems?
Comments:
How to Address Employee with Deficiencies in One or More Areas
1. Takingintoaccount the deficientareas,isthe individual:
Improving
Coachable
Committed
Trainable
Happy withposition
12. 2. Will an actionplanremedythe areasof deficiencies? (i.e –trainings,coaching,mentoring,and
readjustingjobduties.
Action Plan/New Goals: Feedback to Employee
Use attachedtool as needed. Employee withdeficienciesmusthave signedactionplan.
Revisitactionplanatnextreviewdate orincident.
13. Performance Management Action Plan
Name (staff memberunderreview):
Name (supervisor):
Date of review:
Topic AgreedAction By whom By when
Employee signature:
Supervisorsignature:
Date: