The document discusses key aspects of human resource management (HRM) including its objectives, functions, job analysis process, recruitment, selection, placement, and separation. It notes that HRM deals with staffing the organization through processes like recruitment, training, and development. Recruitment includes identifying and attracting job applicants through various internal and external sources. Selection involves assessing candidates and hiring the most appropriate individuals. Placement refers to assigning employees to new roles, and separation covers leaving the organization. Reliability and validity are important for effective selection.
Selection Process In Human Resource Management - HRMFaHaD .H. NooR
Selection In Human Resource Management HRM. Selection Process in hrm
DIFFERENCE BETWEEN RECRUITMENT AND SELECTION:
1. Recruitment refers to the process of identifying and encouraging prospective employees to apply for jobs.
2. Recruitment is said to be positive in its approach as it seeks to attract as many candidates as possible.
Selection:
1. Selection is concerned with picking up the right candidates from a pool of applicants.
2. Selection, on the other hand, is negative in its application in as much as it seeks to eliminate as many unqualified applicants as possible in order to identify the right candidates.
MEANING OF SELECTION:
Selection is the process of picking up individuals (out of the pool of job applicants) with requisite qualifications and competence to fill jobs in the organization. A formal definition of Selection is as under
Definition of Selection: Process of differentiating
“Selection is the process of differentiating between applicants in order to identify and hire those with a greater likelihood of success in a job.”
Selection Process In Human Resource Management - HRMFaHaD .H. NooR
Selection In Human Resource Management HRM. Selection Process in hrm
DIFFERENCE BETWEEN RECRUITMENT AND SELECTION:
1. Recruitment refers to the process of identifying and encouraging prospective employees to apply for jobs.
2. Recruitment is said to be positive in its approach as it seeks to attract as many candidates as possible.
Selection:
1. Selection is concerned with picking up the right candidates from a pool of applicants.
2. Selection, on the other hand, is negative in its application in as much as it seeks to eliminate as many unqualified applicants as possible in order to identify the right candidates.
MEANING OF SELECTION:
Selection is the process of picking up individuals (out of the pool of job applicants) with requisite qualifications and competence to fill jobs in the organization. A formal definition of Selection is as under
Definition of Selection: Process of differentiating
“Selection is the process of differentiating between applicants in order to identify and hire those with a greater likelihood of success in a job.”
Selection process in human resource management for MBAPREETI BATRA
selection process in human resource management defines various modes of selection which is helpful in MBA for better understanding or to clear the concepts. it is also helpful to give presentation on this topic.it is helpful to do job in hr in any company. you can do better if your concept clear.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Selection and Appointment".
group presentaion on 17 sept 2012 at karachi university subject Humen resource managment........ Hassan Khokher,Muhammad Waqas Rafiq,Muhamad waqas Raza.Waqar Ahmed.Husnain.......
Selection process in human resource management for MBAPREETI BATRA
selection process in human resource management defines various modes of selection which is helpful in MBA for better understanding or to clear the concepts. it is also helpful to give presentation on this topic.it is helpful to do job in hr in any company. you can do better if your concept clear.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Selection and Appointment".
group presentaion on 17 sept 2012 at karachi university subject Humen resource managment........ Hassan Khokher,Muhammad Waqas Rafiq,Muhamad waqas Raza.Waqar Ahmed.Husnain.......
Introduction to Staffing - An Essential Human Resources Function - Aditya Das...Aditya Dasgupta
The above presentation is an introduction to Staffing, its components and processes. Every great organization has an equally insightful staffing practice. Hope this effort will help in learning the basics of this very important Human Resources Function.
Disclaimer : The above presentation and all its contents have been prepared through secondary sources and contain no proprietary information, and hence can be freely used for research purposes. In case there should be any discrepancy, please contact me on aditya@keyqual.com.
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2. The management function that deals with
recruitment, placement, training, development of
organization members.
HRM is a process for staffing the organization and
sustaining high employee performance.
HRM can be defined as all the practices, systems and
procedures implemented to attract, acquire, develop
and manage human resources to achieve the goals of
an organization.
Simply it is managing the employment relationship
3. Organizational Objectives: HRM is a means to
achieve efficiency and effectiveness. It serves other
functional areas, so as to help them to attain
efficiency in their operations and attainment of goals
to attain efficiency.
Functional Objectives: HRM performs so many
functions for other departments. However, it must
see that the facilitation should not cost more than
the benefit rendered.
4. Personal Objectives: HRM has the responsibility
to acquire, develop, utilize, and maintain employees.
This would be possible only when the HRM helps
employees to achieve their personal goals to get
their commitment.
Societal Objectives HRM must see that the legal,
ethical, and social environmental issues are properly
attended to. To help the society through generating
employment opportunity, creating schools and
dispensaries, helping women empowerment are the
social responsibility issues.
5. Job Analysis is the process of determining
and recording all the pertinent information
about a specific job, including the tasks
involved, the knowledge and skill set required
to perform the job, the responsibilities
attached to the job and the abilities required
to perform the job successfully
6. 1. INFORMATION GATHERING
2. JOB-SPECIFIC COMPETENCY
DETERMINATION
3. DEVELOPING A JOB DESCRIPTION
4. DEVELOPING A JOB SPECIFICATION
7. The development of a pool of job candidates
in accordance with a human resource plan
It is the process of locating, identifying, and
attracting capable applicants.
10. The first stage in the Recruitment Process is
planning. Planning involves the translation of
likely job vacancies and information about
the nature of these jobs into a set of
objectives is targets that specify the number
and type of applicants to be planned.
11.
12. The process of assessing candidates and
appointing a post holder to ensure that the
most appropriate candidates are hired.
The scheme used for optimally staffing the
organization
13. Outsourcing:
Outsourcing is a selection strategy that human
resources departments might adopt for hiring
executives, temporary employees or for
positions requiring a specialized skill set.
Multistage Selection Strategies:
A multistage selection strategy combines a
number of assessment tools as part of the
process. Examples of different stages in a
multistage selection strategy are personality
tests, skills tests, interviews and sample work
performances.
14. Conjunctive Selection Strategy
When the human resources department uses a
conjunctive model, it administers multiple
assessment tools in a series of stages. If a
person does poorly on an initial assessment, he
is eliminated from the pool of applicants.
Compensatory Selection Strategy
This method administers all assessment tools to
applicants at the same time -- or at least all of them
are administered before a candidate is eliminated or
selected. The scores of all assessment tools are
combined to give each applicant a composite score.
Under this system, an applicant is less likely to be
eliminated based on the results of a single
assessment tool and comparisons can be made
among the composite results of all applicants.
15. There are many points but some are following
Plan the selection process
The first step in the selection process is to review the
information (resume, application form) provided by all
job applicants to determine which applicants meet the
minimum qualifications as stated in the job posting. No
further consideration will be given to those who do not
meet the minimum qualifications
Working with a selection panel
Engaging other people in a selection process can be
very helpful. You may want to include a senior staff
member, a board member and a potential co-worker
16. Prepare for the interviews
Prepare a list of questions to ask during the
interview Develop key questions to explore past
job performance, covering all essential functions.
Also, prepare follow-up questions. Use a variety of
approaches to get different kinds of information,
tailoring questions to open up a topic for
conversation or to confirm information.
Conduct the interviews
Choose an appropriate environment for the
interviews and ensure that you will not be
interrupted. If you are interviewing internal
candidates, consider doing it off-site.
19. Cognitive Ability Tests:
These assessments measure a variety of
mental abilities, such as verbal and
mathematical ability, reasoning ability and
reading comprehension.
Job Knowledge Tests:
These assessments measure critical
knowledge areas that are needed to
perform a job effectively.8 Typically, the
knowledge areas measured represent
technical knowledge.
20. Personality Tests.
Personality tests that assess traits relevant to
job performance have been shown to be
effective predictors of subsequent job
performance.
Biographical Data.
Biographical data (biodata) inventories, which
ask job candidates questions covering their
background, personal characteristics or
interests, have been shown to be effective
predictors of job performance
21. Organization should have to select best candidates for the
job.
Selecting the right employees important for at least three
main reasons.
◦ First Performance : Employee with the right skills and
attributes will de better.
◦ Recruiting and hiring is the costly process.
◦ Important because of legal implications.
Effective selection is therefore important and depends to a
large degree on the testing concepts of reliability and validity.
◦ Reliability
◦ Validity
22. Selection process must be valid or reliable and consistent.
Reliability can be measured by several different statistical
methods.
The most frequent ones are test-retest. Alternate forms
represented by a correlation coefficient, which ranges 0 to
1.
No selection test achieves perfect reliability, but the goal is
to reduce error in measurement as much as possible.
High reliability is a necessary condition for high validity, but
reliability does not ensure that a test is valid.
23. Test-retest reliability is a measure of
reliability obtained by administering the same
test twice over a period of time to a group of
individuals. The scores from Time 1 and
Time 2 can then be correlated in order to
evaluate the test for stability over time.
Can determine if and how much data a
student memorizes on a test.
24. The term validity refers to whether or not a test
measures what it intends to measure.
On a test with high validity the items will be closely
linked to the test’s intended focus. For many
certification and licensure tests this means that the
items will be highly related to a specific job or
occupation. If a test has poor validity then it does not
measure the job-related content and competencies it
ought to.
25. A test has content validity, if it reflects an
actual sample of the work done on the job.
The basic procedure is to identify job tasks
and behaviors that are critical to performance
and then randomly select a sample of these
tasks and behaviors to be tested.
The test should measure tasks and skills
actually needed for the job.
26. Criterion validity means who do well on the
test also do well on the job and those who do
poorly on the test do poorly on the job.
Concurrent validity – a test is given to current
employees and the scores are correlated with
their performance ratings.
Predictive validity – test results of applicants
are compared with their subsequent job
performance.
27. Before you start looking
Put together information about the nature of the job,
especially it it is a position being created for the first
time.
Preparing a job description
job description states the necessary and desirable
criteria for selection. Skills, aptitude, knowledge and
experience
Qualifications (which should be only those necessary to
do the job – unless candidates are recruited on the basis
of future potential, for example graduates)
Personal qualities relevant to the job, such as ability to
work as part of a team.
29. Managing the application process
Selecting candidates
Short listing
Assessment
Making the appointment
Contract
References
Induction
30. INTERNAL FACTORS
Recruitment Policy
Human Resource Planning
Size of the Organization
Cost involved in recruitment
Growth and Expansion
EXTERNAL FACTORS
Supply and Demand
Labor Market
Goodwill / Image of the
Organization
Political-Social- Legal Environment
Unemployment Rate
Competitors
31. Placement is the assignment or reassignment of an
employee to a new job. most placement decisions
are made by line managers
TYPES OF PLACEMENT
PROMOTIONS
TRANSFERS
DEMOTIONS
32. Separations separation is a decision that the individual
and the organization should part.
Separations can take several forms such as:
Temporary leaves of absence
Attrition
Layoffs
Termination
33. The advancement of an employee within a company
position or job tasks. A job promotion may be the
result of an employee's proactive pursuit of a higher
ranking or as a reward by employers for good
performance. Typically is also associated with a
higher rate of pay or financial bonus.
34. Types of Transfer
Production Transfer
Replacement Transfer
Rotation Transfer
Shift Transfer
Remedial Transfer
Penal Transfer