This document discusses various selection methods used in human resource management. It describes common selection tools like application screening, interviews, references, and psychological tests. Interviews are one of the most widely used selection methods but can lack reliability and validity. Structured interviews that focus on competencies and past behaviors can help reduce biases. The document also discusses how to conduct effective interviews through preparation, planning open-ended questions, and evaluating both verbal and non-verbal responses. The goal of selection methods is to objectively identify candidates that are qualified for a role and will be successful employees.
Recruitment and selection powerpoint presentationAndrew Schwartz
Having the highest performing employees is critical for the success of an organization but too often the best candidates can be hidden among stacks of scripted resumes. Hiring managers must learn strategies to find and select the right candidate. The Recruitment and Selection Powerpoint Presentation offers slides on topics such as: 27 points on creating a recruitment strategy, 24 slides on methods of recruiting, 10 tips for how to review resumes, 5 slides on evaluating interviews, 5 points on making the final decision, 17 points on assessing recruitment and selection strategies including 3 steps on how to benchmark these strategies, 15 slides on training and retention including 6 tips to increase retention and 8 tips for implementing training programs, 6 slides describing the legal issues, 4 slides for final action steps and much more. Royalty Free - Use Them Over and Over Again. Once purchased, download instructions will be sent to you via email. (PC and MAC Compatible).
“Hiring decisions have long-term consequences for an organization’s productivity and performance. Therefore, quality—not speed—should be the primary measure of the success of hiring decisions and the underlying hiring process.”
Recruitment and selection powerpoint presentationAndrew Schwartz
Having the highest performing employees is critical for the success of an organization but too often the best candidates can be hidden among stacks of scripted resumes. Hiring managers must learn strategies to find and select the right candidate. The Recruitment and Selection Powerpoint Presentation offers slides on topics such as: 27 points on creating a recruitment strategy, 24 slides on methods of recruiting, 10 tips for how to review resumes, 5 slides on evaluating interviews, 5 points on making the final decision, 17 points on assessing recruitment and selection strategies including 3 steps on how to benchmark these strategies, 15 slides on training and retention including 6 tips to increase retention and 8 tips for implementing training programs, 6 slides describing the legal issues, 4 slides for final action steps and much more. Royalty Free - Use Them Over and Over Again. Once purchased, download instructions will be sent to you via email. (PC and MAC Compatible).
“Hiring decisions have long-term consequences for an organization’s productivity and performance. Therefore, quality—not speed—should be the primary measure of the success of hiring decisions and the underlying hiring process.”
Sourcing talent as key recruiting differentiator part 1 A Alexander Crépin
Talent Sourcing is a core part of recruitment. In the War-for-Talent
In the first part you learn about What sourcing is about How to Source data driven.
We use the A STEP model, part of the SAAA data driven recruitment model.
Understand and Differentiate between strategic recruitment and selection.
Identify the dual goals of recruiting.
Comprehend recruitment process from organizational as well as individual perspective.
Identify what strategic decisions are involved in recruiting.
Explain the major recruitment methods and analyze their advantages and disadvantages.
Identify the basic selection criteria.
Design and administer an effective selection process.
Evaluate the three methods e.g., information gathering, tests and interviewing used in employee selection.
Appreciate varied contemporary interviewing techniques used by interviewers.
Design interview form and evaluation matrix.
Sourcing talent as key recruiting differentiator part 1 A Alexander Crépin
Talent Sourcing is a core part of recruitment. In the War-for-Talent
In the first part you learn about What sourcing is about How to Source data driven.
We use the A STEP model, part of the SAAA data driven recruitment model.
Understand and Differentiate between strategic recruitment and selection.
Identify the dual goals of recruiting.
Comprehend recruitment process from organizational as well as individual perspective.
Identify what strategic decisions are involved in recruiting.
Explain the major recruitment methods and analyze their advantages and disadvantages.
Identify the basic selection criteria.
Design and administer an effective selection process.
Evaluate the three methods e.g., information gathering, tests and interviewing used in employee selection.
Appreciate varied contemporary interviewing techniques used by interviewers.
Design interview form and evaluation matrix.
In this presentation, we will help you understand about retail location selection, factors affecting location of retail outlet, retail organization designs/structures, knowing potential customers in detail, accessibility factors, competitor’s issues, cost factors etc.
We will also talk about managing human resource, effective HRM, employee productivity, importance of human resource management, motivating and developing employee’s skills, merchandise management, store management, operations management, strategic management, co-ordination of stores, emerging trends in retail, building HR scoreboard, employee behavior and organization benefits.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit: http://www.welingkaronline.org/distance-learning/online-mba.html
Organizational activities that provide a pool of applicants for the purpose of filling job openings.Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the organizations.
group presentaion on 17 sept 2012 at karachi university subject Humen resource managment........ Hassan Khokher,Muhammad Waqas Rafiq,Muhamad waqas Raza.Waqar Ahmed.Husnain.......
PERUVIANS HAVE MUCH to celebrate in regards to the rapid progress the country has made in reducing malnutrition. In 2013, only 3.5 percent of children under five years of age in Peru were underweight. Even smaller proportions— 0.5 percent and 0.1 percent—were moderately or severely wasted. But the statistic that many nutritionists point to when lauding the country as a nutrition success is Peru’s rate of childhood stunting (Figure 14.1). In 2014, 14.6 percent of children under five years of age were stunted. While this rate is not as low as the country’s other nutrition indicators, it reflects a remarkable improvement. Less than a decade earlier, the prevalence was twice as high (29.5 percent).4 How was this rapid progress achieved—not only at a national level, but across all of Peru’s diverse regions, even poor rural ones including the Andean Highlands, and even amongst the poorest 20 percent of the population?
My Marriott Hotel - Gamification in recruitment - Manu Melwin Joymanumelwin
Marriott, a hospitality giant, had introduced a game called ‘My Marriott Hotel' as part of its recruitment gamification strategy on its Facebook jobs and careers page.
Recruitment is the process of identifying that the organisation needs to employ someone up to the point at which application forms for the post have arrived at the organisation. Selection then consists of the processes involved in choosing from applicants a suitable candidate to fill a post
The Impact of Artificial Intelligence on Modern Society.pdfssuser3e63fc
Just a game Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?
New Explore Careers and College Majors 2024.pdfDr. Mary Askew
Explore Careers and College Majors is a new online, interactive, self-guided career, major and college planning system.
The career system works on all devices!
For more Information, go to https://bit.ly/3SW5w8W
2. How to provide employees with
appropriate skills, competences etc.?
•
•
•
•
•
•
Analysing jobs/roles
Sourcing
Recruitment
Selection
Hiring
Socializing/training
3. Employee selection
Selection is the process by which a firm uses
specific instruments to choose from a pool of
applicants a person or persons most likely to
succeed in the job(s), given management
goals and legal requirements.
4. The selection methods
• Sifting applications: Application forms, CV-s and covering letters
• Biodata analysis: objective, weighted scoring of biographical data
(e.g. sex, age, family background, work experience, leisure
interest…)
• Work sample tests
• Written tests: ability, intelligence (or cognitive ability),
personality, aptitude
• Interviews:
– individual interviews, interview panels, selection boards
– Structured or general interview
• Assessment centres
• References
• The final stage: offer a job contract
5. Accuracy (validity) of selection
methods
• If perfect prediction is 1.000:
–
–
–
–
–
–
–
–
–
–
Development centre is 0.650
Work sample test is 0.550
Ability tests are 0.525
Assessment centre is 0.450
Personality tests are 0.425
Bio-data analysis is 0.375
Structured interviews are 0.350
Typical interviews are 0.166
References are 0.133
The use of graphology, astrology not use at all, but can harm…
6. The ‘classic trio’ of
selection techniques
• Application forms
• Interviews
• References
8. Definition
• An interview (conversation with a purpose) with
a candidate for a job in which a manager or
personnel worker attempts to obtain and assess
information about a candidate to make a valid
prediction on the candidate’s future
performance in the job. Key questions are:
– Can the applicants do the job – are they competent?
– Will the applicants do the job – are they motivated?
– How will they fit into the organization?
• Interviews also provide opportunity to exchange
information (partly as a marketing tool)
9. Advantages of interviews
• Opportunity of probing questions
• Realistic job preview: describing the job &
organization
• Enables face-to-face encounters: organization
& team fitness
• Opportunity for candidates to ask
• Opportunity for candidates to assess the
organization
10. Disadvantages of interviews
• Lack of validity & reliability in predicting
performance
• Rely on the skills of the interviewer
(and many are poor in interviewing)
• Do not necessarily assess competence needed
by the particular job
• Possibility of biased and subjective
judgements
11. Alleviation of the disadvantages
• Structured interviewing methods
• Focusing on competencies and attitudes
• Training the interviewers
12. Interviewing arrangements
• Depends on the procedures used
• Information to the candidate: where (map?) and when
(timing?) to come, whom to ask
• Inform the reception, security…
• Facilities for waiting and for the interview
• Interviewers should have been well briefed on the
programme
• Information on the firm, the job, next step of the selection
process
• Follow-up studies (validating the selection, check on the
capabilities of the interviewers)
• Eliminate any form of prejudice
• Ethical considerations
13. Preparation
• Study the person specification and the
informations in the applicant’s CV, application
form, motivational letter
• Identify those features that are not fully
match the specification or should be probed,
gaps in job history etc.
• Timing relates to job seniority & complexity:
e.g. 20 to 60 minutes
14. Planning the interview
• Welcome and introductory remarks
• Obtaining information about the candidate to
assess against the person specification (major
part – 80% of the time)
• Providing information to the candidate on the
organization and the job
• Answering questions from the candidate
• Closing (indication of the next step)
15. Interviewing techniques
• Biographical interview:
– Chronological order (concentrating on recent experience)
• Reference to a person specification:
– Knowledge, skill & expertise (what)
– Personal qualities (how)
– Qualifications
• Reference to assessment headings
• Structured situation-based (or critical incident) interviews:
– Describing a typical situation: how would the candidate deal with it?
– Follow-up questions
– All should be job-related (information to both parties)
• Structured behaviour (competency) based interviews:
– Each question is based on a criterion
– Asking about past performance to predict future behaviour
• Structured psychometric interviews:
– Predetermined questions with coded answers
– Research and training required
16. Asking questions
• Open questions:
– Good for starting (to get candidates to talk)
– You may not get exactly what you want
• Probing questions:
– To get further details to ensure getting all the information
needed
• Closed questions:
– To clarify a point of fact
– The reply is a single word or brief sentence
• Hypothetical questions (in situational based interviews):
how candidates would respond in a situation
• Behavioural event questions
17. Asking questions 2.
• Capability questions:
– To establish, what candidates know, what skills they
possess etc.
– They are explicit
• Questions about motivation:
– Best achieved by inference: career, achievements,
triumphing over disadvantages, spare time
• Continuity questions:
– To keep the conversation going, to encourage
• Play-back questions: test the interviewer’s
understanding
• Career questions
18. Asking questions 3.
• Questions about outside interests
– Spend not too many time on it
– Deeper insight into motivation
• Questions to be avoided:
– Multiple questions
– Leading questions
– Discriminatory questions
20. Who selects whom?
• The interviewee collects information, too
• Signaling effect: the interviewers, the physical
evidences, the methods, fairness, etc. have
impact on the interviewee.
23. Psychological tests
• These are measuring instruments: psychometric tests
• The purpose is to provide an objective means of
measuring individual characteristics
• These are more objective and more valid than the
interviews
• A good test is:
– Valid (accurate)
– Reliable
– Standardized on a representative sample of the relevant
population
– Sensitive: can differentiate applicants
25. Intelligence tests
• Measures general intelligence: the capacity of
abstract thinking and reasoning
• Test scores can be related to ‘norms’
(population)
26. Personality tests
• Many different tests
• Five-factors model
– Extroversion/introversion
– Emotional stability
– Agreeableness (cooperativity)
– Conscientiousness
– Openness to experience
• Myers – Briggs Type Indicator (in the USA)
• Self-reporting tests
27. Aptitude tests
• Job specific tests that are designed to predict
the potential performance of given job tasks
• E.g. clerical aptitude, mechanical aptitude…
Attainment tests
• Measuring abilities and skill already acquired
• E.g. typing test