Selection process in HRM , initial screening in HRM, application completing in HRM, pre employement test in HRM, Comprehensive or Major interview in HRM, background and medical investigation in HRM
Selection process in human resource management for MBAPREETI BATRA
This document discusses the importance of careful selection and provides guidance on developing and implementing a selection process. It outlines key considerations for developing valid tests, conducting effective interviews, and ensuring legal compliance. The document emphasizes analyzing jobs to determine requirements, selecting valid tests that measure relevant criteria, structuring interviews to obtain predictive information, and periodically revalidating the selection program. A variety of tests, interviews, background checks and other procedures are described to inform comprehensive selection.
There are four main types of candidate testing: skills based, behavioral, cognitive, and integrity. Skills based tests assess a candidate's ability to apply knowledge and think critically, and are the most commonly used at 52%. Behavioral tests like the Predictive Index measure work personality and are used 38% of the time. Cognitive tests evaluate learning and problem-solving capabilities and make up 18% of assessments. Integrity tests aim to measure honesty and work ethic, the least common at 10%. Each type of test serves a different purpose in predicting job performance and success.
The selection process involves choosing the best applicant for a job based on how well their qualifications match the job requirements and organizational culture. Key parts of the selection process include reviewing applications, preliminary interviews, tests, employment interviews, reference and background checks, and making a selection decision. The goal is to properly match people with jobs and the organization while avoiding legal issues from discrimination.
Erin N. Melvin is seeking a position that utilizes her customer service, communication, and problem-solving skills developed over 10 years of experience in the insurance industry. She currently works as an Underwriting Service Assistant at State Farm Insurance where she assists underwriting staff by performing support functions such as processing policy changes, resolving issues, and communicating with agents and policyholders. Previously, she was a Senior Cancellations Data Entry Clerk at Southern Insurance Underwriters where she efficiently processed insurance cancellations and reinstatements. Erin expects to complete her Bachelor's degree in Business Administration with a concentration in Human Resource Management from Strayer University in May 2016.
The document discusses application blanks and weighted application blanks. An application blank is a form that individuals seeking employment must fill out to inform potential employers of their availability and qualifications. Application blanks allow employers to efficiently gather a lot of information about applicants. A weighted application blank is a form where responses are assigned numerical values corresponding to the skills needed for the job. Weighted applications aim to reduce employee turnover by ranking applicants based on how well their qualifications match the requirements of the position.
The document outlines the process of employee selection at a company. It begins with preliminary interviews to screen applicants, followed by selection tests to assess ability, aptitude, and personality. Next is an employment interview, which may be one-on-one or with a panel. References and background checks are conducted before making a final selection decision. A job offer is extended contingent on passing a physical examination. Finally, the selection program is evaluated periodically to ensure effectiveness.
The document discusses the recruitment and selection process. It defines recruitment as finding potential job candidates and selection as deciding which candidates should be hired. The selection process involves defining job requirements, identifying potential candidates, examining application materials, sorting applications, conducting interviews and assessments, making a selection, and extending a provisional offer subject to reference checks. Structured interviews and competency-based interviews are commonly used selection methods. The best results come from combining intelligence tests with structured interviews.
Selection process in HRM , initial screening in HRM, application completing in HRM, pre employement test in HRM, Comprehensive or Major interview in HRM, background and medical investigation in HRM
Selection process in human resource management for MBAPREETI BATRA
This document discusses the importance of careful selection and provides guidance on developing and implementing a selection process. It outlines key considerations for developing valid tests, conducting effective interviews, and ensuring legal compliance. The document emphasizes analyzing jobs to determine requirements, selecting valid tests that measure relevant criteria, structuring interviews to obtain predictive information, and periodically revalidating the selection program. A variety of tests, interviews, background checks and other procedures are described to inform comprehensive selection.
There are four main types of candidate testing: skills based, behavioral, cognitive, and integrity. Skills based tests assess a candidate's ability to apply knowledge and think critically, and are the most commonly used at 52%. Behavioral tests like the Predictive Index measure work personality and are used 38% of the time. Cognitive tests evaluate learning and problem-solving capabilities and make up 18% of assessments. Integrity tests aim to measure honesty and work ethic, the least common at 10%. Each type of test serves a different purpose in predicting job performance and success.
The selection process involves choosing the best applicant for a job based on how well their qualifications match the job requirements and organizational culture. Key parts of the selection process include reviewing applications, preliminary interviews, tests, employment interviews, reference and background checks, and making a selection decision. The goal is to properly match people with jobs and the organization while avoiding legal issues from discrimination.
Erin N. Melvin is seeking a position that utilizes her customer service, communication, and problem-solving skills developed over 10 years of experience in the insurance industry. She currently works as an Underwriting Service Assistant at State Farm Insurance where she assists underwriting staff by performing support functions such as processing policy changes, resolving issues, and communicating with agents and policyholders. Previously, she was a Senior Cancellations Data Entry Clerk at Southern Insurance Underwriters where she efficiently processed insurance cancellations and reinstatements. Erin expects to complete her Bachelor's degree in Business Administration with a concentration in Human Resource Management from Strayer University in May 2016.
The document discusses application blanks and weighted application blanks. An application blank is a form that individuals seeking employment must fill out to inform potential employers of their availability and qualifications. Application blanks allow employers to efficiently gather a lot of information about applicants. A weighted application blank is a form where responses are assigned numerical values corresponding to the skills needed for the job. Weighted applications aim to reduce employee turnover by ranking applicants based on how well their qualifications match the requirements of the position.
The document outlines the process of employee selection at a company. It begins with preliminary interviews to screen applicants, followed by selection tests to assess ability, aptitude, and personality. Next is an employment interview, which may be one-on-one or with a panel. References and background checks are conducted before making a final selection decision. A job offer is extended contingent on passing a physical examination. Finally, the selection program is evaluated periodically to ensure effectiveness.
The document discusses the recruitment and selection process. It defines recruitment as finding potential job candidates and selection as deciding which candidates should be hired. The selection process involves defining job requirements, identifying potential candidates, examining application materials, sorting applications, conducting interviews and assessments, making a selection, and extending a provisional offer subject to reference checks. Structured interviews and competency-based interviews are commonly used selection methods. The best results come from combining intelligence tests with structured interviews.
This document discusses selection and HR strategy, including developing clear specifications, human resource planning, performance management, pay structures, training and development, integration of these areas, outsourcing options, using recruitment consultants, developing person specifications and competency frameworks. The key points are developing specifications to guide selection; linking selection, development and pay to business needs; considering outsourcing based on volume and sensitivities; and using person specifications and competencies for selection, development and evaluation.
The document discusses selection and strategy, focusing on developing a clear specification, human resource planning and competencies, performance management, pay structures, training and development, integration of these areas, and outsourcing considerations. It emphasizes using competency frameworks to define key behaviors for roles. Selection should assess competencies through techniques like screening tests, interviews, and exercises to evaluate an individual's achievement, leadership, creativity and other qualities.
Organisational Entry and Exit ManagementElijah Ezendu
This document discusses organizational entry and exit management. It describes how organizational entry management involves planning a defined path for new employees to join and become part of an organization. This includes recruitment, selection, placement, orientation, and induction. Organizational exit management involves structuring a system for identifying, analyzing, and managing employee exits. The document provides details on the recruitment process, selection tools and interviews, and components of an employee exit program.
The document discusses the employee selection process. It defines selection as determining applicants who meet job requirements and can fill vacant positions. The selection process involves establishing criteria, gathering applicant information, and making hiring decisions. Human resource departments screen applicants and submit qualified candidates to operating departments for final hiring decisions. The selection process aims to match applicant qualities to job requirements through tools like tests and interviews.
Strategic Approach to Manpower Acquisition: SelectionSharon Raju
Objectives of Strategic Selection
Getting the right candidate for staffing key position
Getting the right candidate for strengthening the existing culture or for creating new one
Skills of selected candidates
Characteristics of Selection Instruments
This document outlines the selection and onboarding process for new employees. It discusses the typical stages of recruitment, selection, onboarding, and provides details about each step. Selection involves identifying candidates through tests and interviews to evaluate competency and commitment. Onboarding aims to integrate and acculturate new employees and includes placement, orientation, induction, mentorship development, and employee engagement programs. The goal is for new employees to become successful and productive members of the organization.
The document provides information about a student group called "Defenders" who are presenting on the topic of recruitment and selection. It lists the group members and dedicates their project to their parents and teacher. It then provides definitions and stages of the recruitment process, including job analysis, sourcing candidates, screening and selecting candidates, and onboarding. It discusses sources of internal and external recruitment and the advantages and disadvantages of each. The next presenter is listed as Iqra.
The document discusses competency-based human resource (HR) management. It provides a framework for building a competency-based HR system aligned with business strategy. Key aspects include developing a competency model, using competency-based interviewing for selection, competency-based career planning, training & development, and performance management. Competencies are defined as a combination of skills, attitudes, and knowledge reflected in observable job behaviors. Competency models focus on how jobs are performed rather than just tasks. Competency-based approaches aim to improve the accuracy and objectivity of HR functions.
Recruitment & selection c 1 & 2 16-09-2010Dreams Design
This document provides information about the recruitment and selection process at Preston University. It begins with an introduction to the course and outlines the assessment criteria. The main body discusses the differences between recruitment and selection, with recruitment involving attracting candidates and selection being the process of screening them. It then examines the key aspects of the selection process, including developing a person specification, identifying competencies, attracting candidates, screening applications, interviewing, testing using tools like psychometric assessments, exercises and assessment centers.
The document discusses competency-based human resource management (CBHRM). It defines competencies as describing expected work outcomes and performance standards in a way that can be universally understood. CBHRM uses competencies to align HR processes like performance reviews, training, succession planning, and interviews to increase employee performance and achieve organizational goals. Competencies provide a common language to articulate values and objectives throughout the organization.
The document discusses the key steps in the employee selection process. It begins by defining selection as determining which applicants meet job requirements and can be offered vacant positions. Departments submit personnel requisition forms specifying positions, job specifications, and required qualities. The selection process then involves establishing procedures, identifying criteria, gathering applicant information, and making communication decisions. The HR department screens applicants and submits qualified candidates to operating departments for final hiring decisions. Selection aims to match applicant qualities to job requirements through tests and interviews assessing both social and task abilities. The process eliminates applicants through a series of hurdles like application reviews. The HR manager must devise valid selection instruments.
Defense System Recruiting in C5ISR, Weapons Systems, Cyber Security
Defense system retained search assignments we have successfully completed range from President and CEO, Executive Vice President, VP, Senior Director, Director and General Manager; Chief and Principal levels in systems engineers, hardware design, software development, sales, and business development to manufacturing, and R&D.
In defense system recruiting, our clients are based in the USA, Canada, and NATO within:
Aerospace Systems - manned and unmanned vehicles and aircraft, space systems
Defense – C4ISR, C5ISR, Battle Management, InfoSec, Cyber Security, MANET
Airborne Power Supplies, Avionics and Aircraft Lighting, Test and Simulators
Tactical Systems – targeting, navigation, weapons systems, FCS, missile defense
Defense System Performance Based Retained Search
Our proprietary Performance Based Search process results in recruiting candidates in defense system, aerospace, and airborne who meet or exceed client expectations. Before the hire starts, we develop a custom executive onboarding process that enhances the candidate meeting the Performance Objectives snd assimilation into the culture.
Gestione delle Competenze 2. Sviluppare il modello di competenzaManager.it
This document discusses competency-based human resource management. It defines competency as a combination of skills, knowledge, and behaviors that can be measured and are indicators of successful job performance. Competency models focus on how a job is performed rather than just what tasks are involved. The document outlines the competency identification process and provides examples of competency definitions and key behaviors. It also discusses benefits of competency models for both managers and employees, such as improved hiring and performance management. Finally, it identifies characteristics of successful competency model implementation, including alignment with organizational goals, integration across HR processes, effective communication, and making the models part of the organizational culture.
The recruitment process typically begins with screening applicants to remove those who are unqualified. Shortlisted candidates then complete an application, participate in interviews and employment tests, receive conditional job offers contingent on passing background checks and medical exams, and successful candidates receive permanent offers. The onboarding process for new employees includes orientation to familiarize them with company policies and culture as well as induction into their new roles and initial training.
The document discusses the process of employee selection which involves multiple steps:
1. Application forms are used to collect candidate information and reject those who are not qualified.
2. Interviews allow candidates and the organization to learn about each other. Tests are also used to evaluate skills.
3. Reference and background checks provide more information about a candidate's qualifications, experience, and past work.
4. Physical exams ensure candidates can fulfill job requirements and qualify for insurance programs.
5. The final decision is made after extensive consultation, focusing on the candidate's ability to perform the job.
The document provides an overview of the selection process in human resource management. It defines selection as the process of differentiating between job applicants to identify those most likely to succeed. The summary includes:
1) Selection involves multiple steps, from screening applications and resumes to conduct tests, interviews, background checks, and medical examinations to narrow the pool of candidates.
2) The goal is to reject unsuitable candidates at each stage through a "successive hurdles technique" until the best candidates remain.
3) An effective selection process reduces errors in hiring by accurately predicting who will and won't succeed in a role.
Recruitment and selection are important human resource functions for attracting qualified candidates and hiring the most suitable individuals. The summary is:
1. Recruitment involves advertising job openings, screening applicants, and creating a pool of qualified candidates using methods like internal promotion, job postings, agencies or job fairs.
2. Selection chooses the best candidates and involves applications, interviews, testing, reference checks and making a final hiring decision.
3. Onboarding new employees includes orientation to familiarize them with the company and socialization to align their expectations with organizational values.
12 competencies your people should possess todayAquatix Pharma
The document discusses 12 core competencies that employees should possess. It defines competency as the sum of skills, knowledge, and attitudes demonstrated through behavior. The 12 competencies are divided into 4 categories: administrative, communication, supervisory, and cognitive. Administrative competencies include time management, goal setting, and work planning. Communication competencies involve listening, clarity, and obtaining objective information. Supervisory competencies comprise training, evaluating performance, and advising/disciplining. Cognitive competencies are problem-solving, decision-making, and analytical thinking. The level of competencies required varies by job responsibilities, authority, people involvement, and decision-making power.
Hr planning, recruitment and selectionEdwin Vargas
Job analysis is the process of systematically determining the essential components of a job including duties, skills, and qualifications. This information is gathered through interviews, observations, and questionnaires. A job description outlines key details like title, responsibilities, requirements, and compensation. Job specifications list needed qualifications like education, experience, skills, and traits. Rank classification systems classify employees based on rank, while position classification systems classify roles based on duties. Job analysis informs recruitment, selection, training, and performance evaluation.
This document provides an overview of strategic planning concepts and the staffing process. It discusses inputs to strategic planning like external environment analysis. It also summarizes key aspects of staffing like analyzing managerial needs, recruiting and selecting candidates, and developing and promoting internal staff. Selection techniques like interviews, tests and assessment centers are outlined. The document also briefly touches on organizing concepts such as departmentalization and matrix structures.
Personnel security investigations involve three techniques: background checks, positive vetting, and profiling. Background checks verify a person's identity and criminal history. Positive vetting examines applicants carefully under stress to test past answers. Profiling predicts reactions by observing physiological signs and anomalous behavior. The goal is to reduce risk of hiring individuals whose vulnerabilities could threaten organizational assets.
The document discusses adjudication, which is the process of evaluating information from personnel security investigations to determine if an individual should be hired for a sensitive position. It uses the "whole man" concept to weigh all elements of a person's background, considering both strengths and weaknesses. Relevant factors in adjudication include the seriousness of any issues, truthfulness, positive changes in behavior, and seeking help. The document provides examples of adjudicating two individuals - one with a lengthy verified career but a three year gap, and another with debt and job stability issues. The overall responsibility is for security specialists to make trustworthiness determinations before official hiring.
This document discusses selection and HR strategy, including developing clear specifications, human resource planning, performance management, pay structures, training and development, integration of these areas, outsourcing options, using recruitment consultants, developing person specifications and competency frameworks. The key points are developing specifications to guide selection; linking selection, development and pay to business needs; considering outsourcing based on volume and sensitivities; and using person specifications and competencies for selection, development and evaluation.
The document discusses selection and strategy, focusing on developing a clear specification, human resource planning and competencies, performance management, pay structures, training and development, integration of these areas, and outsourcing considerations. It emphasizes using competency frameworks to define key behaviors for roles. Selection should assess competencies through techniques like screening tests, interviews, and exercises to evaluate an individual's achievement, leadership, creativity and other qualities.
Organisational Entry and Exit ManagementElijah Ezendu
This document discusses organizational entry and exit management. It describes how organizational entry management involves planning a defined path for new employees to join and become part of an organization. This includes recruitment, selection, placement, orientation, and induction. Organizational exit management involves structuring a system for identifying, analyzing, and managing employee exits. The document provides details on the recruitment process, selection tools and interviews, and components of an employee exit program.
The document discusses the employee selection process. It defines selection as determining applicants who meet job requirements and can fill vacant positions. The selection process involves establishing criteria, gathering applicant information, and making hiring decisions. Human resource departments screen applicants and submit qualified candidates to operating departments for final hiring decisions. The selection process aims to match applicant qualities to job requirements through tools like tests and interviews.
Strategic Approach to Manpower Acquisition: SelectionSharon Raju
Objectives of Strategic Selection
Getting the right candidate for staffing key position
Getting the right candidate for strengthening the existing culture or for creating new one
Skills of selected candidates
Characteristics of Selection Instruments
This document outlines the selection and onboarding process for new employees. It discusses the typical stages of recruitment, selection, onboarding, and provides details about each step. Selection involves identifying candidates through tests and interviews to evaluate competency and commitment. Onboarding aims to integrate and acculturate new employees and includes placement, orientation, induction, mentorship development, and employee engagement programs. The goal is for new employees to become successful and productive members of the organization.
The document provides information about a student group called "Defenders" who are presenting on the topic of recruitment and selection. It lists the group members and dedicates their project to their parents and teacher. It then provides definitions and stages of the recruitment process, including job analysis, sourcing candidates, screening and selecting candidates, and onboarding. It discusses sources of internal and external recruitment and the advantages and disadvantages of each. The next presenter is listed as Iqra.
The document discusses competency-based human resource (HR) management. It provides a framework for building a competency-based HR system aligned with business strategy. Key aspects include developing a competency model, using competency-based interviewing for selection, competency-based career planning, training & development, and performance management. Competencies are defined as a combination of skills, attitudes, and knowledge reflected in observable job behaviors. Competency models focus on how jobs are performed rather than just tasks. Competency-based approaches aim to improve the accuracy and objectivity of HR functions.
Recruitment & selection c 1 & 2 16-09-2010Dreams Design
This document provides information about the recruitment and selection process at Preston University. It begins with an introduction to the course and outlines the assessment criteria. The main body discusses the differences between recruitment and selection, with recruitment involving attracting candidates and selection being the process of screening them. It then examines the key aspects of the selection process, including developing a person specification, identifying competencies, attracting candidates, screening applications, interviewing, testing using tools like psychometric assessments, exercises and assessment centers.
The document discusses competency-based human resource management (CBHRM). It defines competencies as describing expected work outcomes and performance standards in a way that can be universally understood. CBHRM uses competencies to align HR processes like performance reviews, training, succession planning, and interviews to increase employee performance and achieve organizational goals. Competencies provide a common language to articulate values and objectives throughout the organization.
The document discusses the key steps in the employee selection process. It begins by defining selection as determining which applicants meet job requirements and can be offered vacant positions. Departments submit personnel requisition forms specifying positions, job specifications, and required qualities. The selection process then involves establishing procedures, identifying criteria, gathering applicant information, and making communication decisions. The HR department screens applicants and submits qualified candidates to operating departments for final hiring decisions. Selection aims to match applicant qualities to job requirements through tests and interviews assessing both social and task abilities. The process eliminates applicants through a series of hurdles like application reviews. The HR manager must devise valid selection instruments.
Defense System Recruiting in C5ISR, Weapons Systems, Cyber Security
Defense system retained search assignments we have successfully completed range from President and CEO, Executive Vice President, VP, Senior Director, Director and General Manager; Chief and Principal levels in systems engineers, hardware design, software development, sales, and business development to manufacturing, and R&D.
In defense system recruiting, our clients are based in the USA, Canada, and NATO within:
Aerospace Systems - manned and unmanned vehicles and aircraft, space systems
Defense – C4ISR, C5ISR, Battle Management, InfoSec, Cyber Security, MANET
Airborne Power Supplies, Avionics and Aircraft Lighting, Test and Simulators
Tactical Systems – targeting, navigation, weapons systems, FCS, missile defense
Defense System Performance Based Retained Search
Our proprietary Performance Based Search process results in recruiting candidates in defense system, aerospace, and airborne who meet or exceed client expectations. Before the hire starts, we develop a custom executive onboarding process that enhances the candidate meeting the Performance Objectives snd assimilation into the culture.
Gestione delle Competenze 2. Sviluppare il modello di competenzaManager.it
This document discusses competency-based human resource management. It defines competency as a combination of skills, knowledge, and behaviors that can be measured and are indicators of successful job performance. Competency models focus on how a job is performed rather than just what tasks are involved. The document outlines the competency identification process and provides examples of competency definitions and key behaviors. It also discusses benefits of competency models for both managers and employees, such as improved hiring and performance management. Finally, it identifies characteristics of successful competency model implementation, including alignment with organizational goals, integration across HR processes, effective communication, and making the models part of the organizational culture.
The recruitment process typically begins with screening applicants to remove those who are unqualified. Shortlisted candidates then complete an application, participate in interviews and employment tests, receive conditional job offers contingent on passing background checks and medical exams, and successful candidates receive permanent offers. The onboarding process for new employees includes orientation to familiarize them with company policies and culture as well as induction into their new roles and initial training.
The document discusses the process of employee selection which involves multiple steps:
1. Application forms are used to collect candidate information and reject those who are not qualified.
2. Interviews allow candidates and the organization to learn about each other. Tests are also used to evaluate skills.
3. Reference and background checks provide more information about a candidate's qualifications, experience, and past work.
4. Physical exams ensure candidates can fulfill job requirements and qualify for insurance programs.
5. The final decision is made after extensive consultation, focusing on the candidate's ability to perform the job.
The document provides an overview of the selection process in human resource management. It defines selection as the process of differentiating between job applicants to identify those most likely to succeed. The summary includes:
1) Selection involves multiple steps, from screening applications and resumes to conduct tests, interviews, background checks, and medical examinations to narrow the pool of candidates.
2) The goal is to reject unsuitable candidates at each stage through a "successive hurdles technique" until the best candidates remain.
3) An effective selection process reduces errors in hiring by accurately predicting who will and won't succeed in a role.
Recruitment and selection are important human resource functions for attracting qualified candidates and hiring the most suitable individuals. The summary is:
1. Recruitment involves advertising job openings, screening applicants, and creating a pool of qualified candidates using methods like internal promotion, job postings, agencies or job fairs.
2. Selection chooses the best candidates and involves applications, interviews, testing, reference checks and making a final hiring decision.
3. Onboarding new employees includes orientation to familiarize them with the company and socialization to align their expectations with organizational values.
12 competencies your people should possess todayAquatix Pharma
The document discusses 12 core competencies that employees should possess. It defines competency as the sum of skills, knowledge, and attitudes demonstrated through behavior. The 12 competencies are divided into 4 categories: administrative, communication, supervisory, and cognitive. Administrative competencies include time management, goal setting, and work planning. Communication competencies involve listening, clarity, and obtaining objective information. Supervisory competencies comprise training, evaluating performance, and advising/disciplining. Cognitive competencies are problem-solving, decision-making, and analytical thinking. The level of competencies required varies by job responsibilities, authority, people involvement, and decision-making power.
Hr planning, recruitment and selectionEdwin Vargas
Job analysis is the process of systematically determining the essential components of a job including duties, skills, and qualifications. This information is gathered through interviews, observations, and questionnaires. A job description outlines key details like title, responsibilities, requirements, and compensation. Job specifications list needed qualifications like education, experience, skills, and traits. Rank classification systems classify employees based on rank, while position classification systems classify roles based on duties. Job analysis informs recruitment, selection, training, and performance evaluation.
This document provides an overview of strategic planning concepts and the staffing process. It discusses inputs to strategic planning like external environment analysis. It also summarizes key aspects of staffing like analyzing managerial needs, recruiting and selecting candidates, and developing and promoting internal staff. Selection techniques like interviews, tests and assessment centers are outlined. The document also briefly touches on organizing concepts such as departmentalization and matrix structures.
Personnel security investigations involve three techniques: background checks, positive vetting, and profiling. Background checks verify a person's identity and criminal history. Positive vetting examines applicants carefully under stress to test past answers. Profiling predicts reactions by observing physiological signs and anomalous behavior. The goal is to reduce risk of hiring individuals whose vulnerabilities could threaten organizational assets.
The document discusses adjudication, which is the process of evaluating information from personnel security investigations to determine if an individual should be hired for a sensitive position. It uses the "whole man" concept to weigh all elements of a person's background, considering both strengths and weaknesses. Relevant factors in adjudication include the seriousness of any issues, truthfulness, positive changes in behavior, and seeking help. The document provides examples of adjudicating two individuals - one with a lengthy verified career but a three year gap, and another with debt and job stability issues. The overall responsibility is for security specialists to make trustworthiness determinations before official hiring.
This document outlines the selection and screening process for hiring new employees. It discusses evaluating applicants based on predetermined qualification standards through tools like application forms, interviews, and tests to ensure the best candidates are chosen. The screening process further examines the most prospective candidates through final interviews, reference checks, medical exams, drug tests, and background checks to verify applicant information and ensure they are suitable for the position. The goal is to select individuals who are fully qualified for the job and will have high performance, satisfaction, and retention.
Security incidents include any violation of security policies, unauthorized access, or events that could harm security. Not all incidents require investigation - their impact must be assessed. Significant incidents warranting investigation include crimes like theft; destruction of property; fraud; fires; incorrect handling of classified information; cyber incidents; assaults; threats of harm; personal attacks; hostage situations; kidnapping; arson; bombings; or sabotage. Minor incidents are infringements while major incidents have actual, potential, or suspected loss, compromise, or disclosure.
The document discusses several theories of how and why accidents occur:
1. Single Event Theory sees accidents as caused by a single identifiable cause and places blame on individual workers.
2. Domino Theory sees accidents as a chain of related events leading to injury. Investigators address eliminating any link in the chain.
3. Multiple Cause Theory recognizes accidents result from many random and interacting factors in both individual behavior and workplace environment/systems.
4. Unsafe acts and unsafe conditions are identified as the two basic causes of accidents, with factors further categorized by task, material, environment, personnel and management.
E-governance involves using information and communication technologies to improve government services, increase transparency, and encourage citizen participation. It originated in the 1970s in India and other countries. There have been five stages of e-governance development: information, interaction, transaction, transformation, and institutionalization. The Philippines has worked to develop e-governance since the 1970s by establishing organizations and passing laws, but UN assessments show it still has progress to make compared to other Southeast Asian nations in online services, infrastructure, and citizen participation.
2. Designation
• The designation is based on how the
responsibilities and assignments of the
position could impact the security.
• Positions designated as SENSITIVE
involve job duties that can have a great
impact on security, as the individual
assigned to the position could bring
about, by virtue of the nature of the
position, an adverse effect on the
security of the organization.
3. Positions that could Impact Security
• Positions requiring eligibility for access and control over classified information.
• Positions that require access to unique or uniquely productive intelligence-
related sensitive information.
• Position involve in policy making.
• Position with investigative duties.
• Duties involving development or approval of plans, policies, or programs
• Senior management positions
• Position having direct involvement with diplomatic relations/negotiations
• Position that can independently damage public health and safety
• Position with direct, unrestricted control over supplies of arms, ammunition, or
explosives or control over any weapons of mass destruction
4. Non-sensitive
All remaining employee that have no sensitive job
duties and/or need for access to classified
information, and that the position does not have
the potential to adversely impact to the security.
5. Recruitment
• Recruitment means identifying the
roles, skills, and abilities of personnel
and providing recruitment and
selection that is fair, efficient and
ultimately predicts performance on the
job.
• Setting up of standards and job
description.
6. Why set qualification standards and job
description?
In order to determine whether an applicant or
potential recruit has the required competencies and
sufficient integrity to be entrusted to carry security
duties.
9. Job
description
The job description should include a description
of the tasks that the person will be required to
perform in the job.
- Principal Responsibilities
- Reporting Relationship
Through job description, realistic
preview of the job is being provided.
10. Sourcing of Candidates
• Sourcing refers to the initial part of recruitment (finding the
candidates through a variety of methods.)
• Often means the practice of finding specialized candidates on
the Internet or through phone work.
• When referred to as a strategy, sourcing can mean a number of
different broad hiring initiatives or approaches to particular
labor markets.
11. Sourcing channels
ONLINE CHANNELS INCLUDE JOB
BOARDS, SOCIAL AND PROFESSIONAL
NETWORKS, ONLINE COMMUNITIES,
AND RESUME DATABASES.
OTHER COMMON SOURCING CHANNELS
ARE IN-PERSON EVENTS SUCH AS
MEETUPS , CONFERENCES, JOB FAIR AS
WELL AS REFERRALS.
NEW METHODS INCLUDE ADVERTISING BY
RE-TARGETING CANDIDATES (E.G.,
ADVERTISING YOUR ROLE TO PEOPLE
WHO’VE VISITED YOUR COMPANY
WEBSITE BEFORE) AND THROUGH GEO-
TARGETING (E.G., ADVERTISING YOUR
ROLE TO PEOPLE PHYSICALLY NEARBY).
12. Managers may also resort to
spotting good personnel or
“pirating” whereby he
bypasses some of the
recruitment process.
Editor's Notes
This is not only for security position but all other employees who have sensitive duties, who have access to classified information or gain entry to the restricted areas of the company.
So for this course, we will think as a security personnel, not an HR. okay. So lets assume that the position designated for us to focus on is something sensitive.
Okay?
So what are the sample of sensitive positions?
Example: Exploit biological select agents or toxins, chemical agents, nuclear materials, or other hazardous materials.
Considering the sensitivity of the position, what are the qualification standard and job description to make sure that right people will apply for the right position.
The person’s qualifications should describe skills and aptitudes that the person should have in order to perform the job.
The following should be considered when identifying personnel issues:
a) the cognitive and physical attributes that will be required by personnel to support system operations; whether personnel will need to be deployed in different timescales or for extended durations;
b) the levels of skill and education that will be necessary for optimal effectiveness;
c) whether personnel will be required who have significantly different types of expertise and experience for the new system compared with currently used equipment;
e) which previous training and qualifications would be advantageous; and
f) the impact the new system might have on personnel job satisfaction and motivation.
Another process of recruitment is sourcing.
Posting the position.