A step-by-step guide to best practice selection methodology. This presentation, given in the late 90's across New Zealand, is still relevant nearly 20 years on.
Recruitment involves finding and hiring qualified candidates from internal or external sources to fill open positions. There are two main types of recruitment sources: internal sources which include current and former employees, and external sources such as employment agencies, professional organizations, and online job boards. Effective recruitment requires skills such as writing job postings and interview questions, interviewing candidates, and conducting reference checks. Many large organizations now use e-recruitment by posting jobs online to attract candidates.
The document discusses various aspects of effective recruitment processes and techniques. It notes that recruitment has become a critical component of human resources, especially in competitive industries. Effective recruitment requires identifying top talent and ensuring good job-personality fits. Common mistakes include lack of planning, insufficient resources, and vague job descriptions. Assessments are an important but not sole determinant of fit. Outsourcing recruitment can lower costs but risks less control, while in-house retains branding but may be more expensive. Feedback from hiring managers and new employees helps evaluate different recruitment methods.
The document provides tips and guidance for effective headhunting and networking. It discusses when headhunting is most useful, such as when requirements are niche or competition is high. Key aspects of successful headhunting include having industry and client knowledge, common sense, perseverance, creativity, strong networking skills, and confidence. The document outlines the headhunting process, including mapping target companies, contacting candidates, presenting profiles to clients, and closing placements. It provides tips for getting past barriers, crafting opening statements, and dealing with challenges.
The document discusses effective recruitment strategies. It emphasizes the importance of pre-planning future recruitment needs by assessing current and future skill requirements. It also stresses promoting from within, thinking outside the box to find candidates, and marketing the company culture to attract the right applicants. Successful recruitment requires common sense approaches like ensuring managers conduct interviews, performing useful background checks, and retaining staff through training, recognition and addressing issues.
Qualigence provides a unique recruiting process that gives clients full control over the hiring process. They leverage proven sourcing methods to access 100% of the talent pool by directly contacting professionals through verified phone research. This results in comprehensive talent reports that cannot be found online. Qualigence also prides itself on customizing its level of involvement in recruiting to each client's needs, from initial conversations to full candidate development, at an average cost per hire of 13.7% compared to 30-33% for retained firms. Their hourly rate structure saves clients thousands per placement.
The score is tied, 3-3 and it’s the bottom of the ninth with two outs and you’re standing at the plate. Now that’s major-league, contract-dangling, pressure. Oops, wrong sport. It’s the start of Q3 and you’re down 2 recruiters with 78 open positions over 60 days old and you’re about to meet with the executive team. Now that’s boardroom-serious, job performance questioning, pressure. What are you going to do different to drive results?
Access the webinar with top recruiting panelists here: http://resources.rpoassociation.org/top-recruiting-challenges-webinar/
This document summarizes key points from a presentation on building credibility between recruiters and hiring managers. It discusses common complaints that recruiters and managers have about each other's roles and responsibilities. The presentation identifies mistakes that recruiters often make that undermine their credibility, such as poor communication, unrealistic expectations, and focusing on the wrong metrics. It then provides a two-step approach to building credibility, beginning with recruiters improving their internal brand through relationship building, problem solving and managing expectations. The second step involves recruiters taking a leading role in guiding managers through the entire recruitment process.
This document provides guidance on how to create a great recruiting process and experience for candidates. It discusses the importance of crafting an overall experience for candidates from introduction through close. Key aspects of the process include telling compelling stories about the company and roles, understanding candidates, conducting in-depth interviews to evaluate fit, finding ways to connect with candidates, and ensuring the candidate is ready to accept an offer before it is delivered. Metrics and debriefs are also recommended to continuously improve the recruiting process.
Recruitment involves finding and hiring qualified candidates from internal or external sources to fill open positions. There are two main types of recruitment sources: internal sources which include current and former employees, and external sources such as employment agencies, professional organizations, and online job boards. Effective recruitment requires skills such as writing job postings and interview questions, interviewing candidates, and conducting reference checks. Many large organizations now use e-recruitment by posting jobs online to attract candidates.
The document discusses various aspects of effective recruitment processes and techniques. It notes that recruitment has become a critical component of human resources, especially in competitive industries. Effective recruitment requires identifying top talent and ensuring good job-personality fits. Common mistakes include lack of planning, insufficient resources, and vague job descriptions. Assessments are an important but not sole determinant of fit. Outsourcing recruitment can lower costs but risks less control, while in-house retains branding but may be more expensive. Feedback from hiring managers and new employees helps evaluate different recruitment methods.
The document provides tips and guidance for effective headhunting and networking. It discusses when headhunting is most useful, such as when requirements are niche or competition is high. Key aspects of successful headhunting include having industry and client knowledge, common sense, perseverance, creativity, strong networking skills, and confidence. The document outlines the headhunting process, including mapping target companies, contacting candidates, presenting profiles to clients, and closing placements. It provides tips for getting past barriers, crafting opening statements, and dealing with challenges.
The document discusses effective recruitment strategies. It emphasizes the importance of pre-planning future recruitment needs by assessing current and future skill requirements. It also stresses promoting from within, thinking outside the box to find candidates, and marketing the company culture to attract the right applicants. Successful recruitment requires common sense approaches like ensuring managers conduct interviews, performing useful background checks, and retaining staff through training, recognition and addressing issues.
Qualigence provides a unique recruiting process that gives clients full control over the hiring process. They leverage proven sourcing methods to access 100% of the talent pool by directly contacting professionals through verified phone research. This results in comprehensive talent reports that cannot be found online. Qualigence also prides itself on customizing its level of involvement in recruiting to each client's needs, from initial conversations to full candidate development, at an average cost per hire of 13.7% compared to 30-33% for retained firms. Their hourly rate structure saves clients thousands per placement.
The score is tied, 3-3 and it’s the bottom of the ninth with two outs and you’re standing at the plate. Now that’s major-league, contract-dangling, pressure. Oops, wrong sport. It’s the start of Q3 and you’re down 2 recruiters with 78 open positions over 60 days old and you’re about to meet with the executive team. Now that’s boardroom-serious, job performance questioning, pressure. What are you going to do different to drive results?
Access the webinar with top recruiting panelists here: http://resources.rpoassociation.org/top-recruiting-challenges-webinar/
This document summarizes key points from a presentation on building credibility between recruiters and hiring managers. It discusses common complaints that recruiters and managers have about each other's roles and responsibilities. The presentation identifies mistakes that recruiters often make that undermine their credibility, such as poor communication, unrealistic expectations, and focusing on the wrong metrics. It then provides a two-step approach to building credibility, beginning with recruiters improving their internal brand through relationship building, problem solving and managing expectations. The second step involves recruiters taking a leading role in guiding managers through the entire recruitment process.
This document provides guidance on how to create a great recruiting process and experience for candidates. It discusses the importance of crafting an overall experience for candidates from introduction through close. Key aspects of the process include telling compelling stories about the company and roles, understanding candidates, conducting in-depth interviews to evaluate fit, finding ways to connect with candidates, and ensuring the candidate is ready to accept an offer before it is delivered. Metrics and debriefs are also recommended to continuously improve the recruiting process.
Julie Sykes, of Yorkshire based HR specialist consultancy JCS HR, explains the principles to ensuring you recruit the best, most appropriate, people for your business.
In any business, staff can have a critical impact on success, and this is particularly true in SMEs where employee numbers tend to be lower and therefore the impact of someone who is not giving their best, or who is not a good fit for their role, can be much greater.
Yet, given this fact, most small businesses – if they were being honest – would acknowledge that they are much less rigorous in the processes they apply to the recruitment of staff than those they apply if making a decision to invest a similar amount – or even smaller amount - of money in a piece of capital equipment.
The document provides guidance on screening resumes during the hiring process. It discusses considering the appearance, organization, education, experience, and other factors of a resume. The screening process should be objective, fair, and use consistent standards based on the job requirements. Resumes should be sorted into piles based on how well candidates meet the criteria, and all resumes should be kept on file for future openings.
The document provides an overview of LinkedIn Recruiter and how to use it effectively. It discusses building a professional profile, the differences between LinkedIn.com and LinkedIn Recruiter, daily recruiter workflow and features, advanced search techniques, and tips for effective InMail outreach. The presentation aims to help recruiters understand and make the most of LinkedIn Recruiter's capabilities.
Recruitment Realities Changes And ChallengesAndrew Jang
This document discusses recruitment realities and challenges in finding qualified candidates. It emphasizes the importance of increasing the candidate pool to improve chances of finding the right fit. It also stresses the need to evaluate candidates by collecting valid and sufficient information to make the right hiring decisions. Finally, it explores how recruitment practices must evolve and utilize new technologies, social media, and generational trends to effectively target and attract candidates.
The Human Capital Department provides outsourced HR, recruitment, and training services. Formed 3 years ago by Peter Lawrence and Rod Lee, they operate out of the Kings Lynn Innovation Centre and offer a one-stop shop for HR, recruitment, and training needs. Their presentation covered the benefits and drawbacks of outsourcing, best practices for attracting talent including job analysis, developing job descriptions and specifications, interview structures and questions, reference checks, and onboarding new employees.
The document discusses the process of selecting candidates for jobs. It defines selection as choosing individuals with relevant qualifications. The purpose is to find the most suitable candidate for an organization's requirements. The process involves screening applicants, using application forms and weighted application blanks to collect information. Selection testing measures performance, behavior, and attitudes through intelligence, aptitude, personality, achievement, and simulation tests. Assessment centers also evaluate candidates. Interviews are conducted to further assess candidates. Medical examinations, reference checks, and a final hiring decision complete the selection process.
Back To Basics Recruiting New Recruiter Trainingmdubois2010
The document provides an overview of the training goals and content for new recruiters at ACS. The 3-session training covers: understanding ACS's mission, structure, and lines of business; the new hire onboarding process including paperwork, compliance, and benefits; and job file compliance, applicant tracking tools, and recruiter resources. It also includes the staffing goals, leadership team, and customer care recruiting priorities.
The document discusses headhunting in recruitment. Headhunting involves directly contacting and meeting with potential candidates, especially those not actively seeking new jobs, through networking events and references. It requires strong research skills to identify suitable passive candidates for senior roles. Headhunters must have excellent convincing and relationship-building abilities to persuade successful individuals to consider new opportunities. Companies hire headhunting firms to source top talent outside of traditional job boards that can improve business and client relationships.
In this file, you can ref useful information about performance appraisal in wipro such as performance appraisal in wipro methods, performance appraisal in wipro tips, performance appraisal in wipro forms, performance appraisal in wipro phrases … If you need more assistant for performance appraisal in wipro, please leave your comment at the end of file.
The document discusses recruitment processes and outsourcing recruitment. It defines recruitment as linking employers with job seekers. There are three types of recruitment needs: planned, anticipated, and unexpected. Outsourcing recruitment cuts costs by 20% and provides economies of scale. It allows companies to focus on strategic functions while outsourcers increase skills and expertise. The general recruitment process involves identifying vacancies, preparing job descriptions, sourcing candidates, interviewing, and making offers.
Here's a snapshot of LinkedIn’s US Staffing Trends Report, revealing 3 industry insights to amplify your 2015 strategy. Download the full report: http://linkd.in/1uNWJo9
Difference between China and Germany in recruitmentSHENTU Teng
The document discusses best practices for recruitment including preparation, competence modeling, marketing channels, assessment processes, and onboarding. It provides details on developing job descriptions and selection criteria, using both direct and indirect marketing channels, conducting online tests and interviews, using assessment centers, and onboarding to help new employees adapt to the company culture. Cultural differences in approaches between China and Germany are also highlighted.
Expert training for recruiters by Recruiter UniversityJacco Valkenburg
Want to learn from recruitment experts who made an impact and helped companies improve employer branding, recruitment or the selection process? We offer a diverse range of specific training and tailor made workshops at your own location, created to meet the demands and needs of today’s recruitment professionals.
Successful Recruitment strategies for startupsCodeGround.in
This content was brought to you by CodeGround Online Testing Platform. CodeGround is an online assessment and test evaluation system focused on helping Recruiters in initial screening of potential candidates from an ocean of job seekers in an automated way.CodeGround supports Online Aptitude Tests, Spoken English Communication Skills Assessments, Coding Contests in JAVA, C, C++, Ruby, Python, JavaScript and PHP. CodeGround also supports Automated asynchronous interviews. CodeGround Screening Tests can be used by Recruiters during campus hiring or to screen walkin candidates.
The document outlines 8 common hiring mistakes to avoid which can result in bad hires. These include failing to pre-screen candidates, not preparing candidates or interviewers adequately, relying solely on interviews to evaluate fit, conducting interviews without assessments of skills, prioritizing likability over skills, failing to differentiate top candidates, and developing too small of a candidate pool. Taking steps to avoid these mistakes will help organizations recruit and hire the strongest candidates that are best suited for the role and company culture.
The document discusses the hiring process from the perspective of a company. It describes how a job requisition is created, approved, and used to officially begin the recruiting process. The sourcing, screening, and interviewing steps are then discussed, noting that the specific process can vary between companies and positions. Finally, some common reasons a candidate may not be selected are provided, such as a mismatch with the job description or screening mistakes, as well as steps a candidate can take to improve their chances, like networking and confirming position details remain accurate.
Recruitment training, practice and preparation will make you a winner...
This course will increase your level of personal success increasing your recruitment competence level. In the future you will confidently build the winning team, utilize new tools and techniques to make the right decisions, based on facts rather than gut fee, spend less time doing it and increase your success rate by positively affecting your output and quality. Much of the theory and methods used is also applicable in situations like coaching, crucial conversations and appraisal interviews.
The document provides information on resume samples, templates, and other career resources for staffing managers. It includes links to resume examples in various formats, cover letter samples, interview questions and answers, and other job search tools on the resume123.org website. The resources cover chronological, functional, and other resume types as well as interview preparation, thank you letters, salary negotiation, and career development advice.
This document provides tips for writing job advertisements to attract the right candidates. It recommends using a job title that job seekers would search for, describing the job duties and required skills clearly, and highlighting the benefits of the role. Writing an accurate job ad can help recruiters find qualified candidates and reduce time sorting through irrelevant resumes.
This document discusses headhunting as a recruitment method. It outlines the methodology, which includes mapping talent, gathering names, identifying candidate motivators, pitching the role to candidates, and managing the resignation process. It notes that passive job seekers make up 40-45% of the best talent. Talent mapping involves researching who has what competencies and who has joined which clients. Various methods are provided for gathering names of potential candidates, including LinkedIn, job portals, contacting gatekeepers directly by introducing oneself as a prospective customer or conference attendee. The benefits of headhunting over other recruitment methods include an exclusive database, potential future candidates, access to top talent, and justification for higher consultant rates.
The commonly held beliefs of psychometric testing challenged. Compulsory reading for those interested in understanding the reality of psychometric testing and the psychometric testing industry.
The document provides information about copyright and permissions for reproducing the publication. It notes that apart from fair use allowances, reproduction requires permission from the publishers. It provides contact information for the publishers, Anson Reed Ltd. It also notes that the publisher makes no guarantees about the accuracy of the information in the book.
Julie Sykes, of Yorkshire based HR specialist consultancy JCS HR, explains the principles to ensuring you recruit the best, most appropriate, people for your business.
In any business, staff can have a critical impact on success, and this is particularly true in SMEs where employee numbers tend to be lower and therefore the impact of someone who is not giving their best, or who is not a good fit for their role, can be much greater.
Yet, given this fact, most small businesses – if they were being honest – would acknowledge that they are much less rigorous in the processes they apply to the recruitment of staff than those they apply if making a decision to invest a similar amount – or even smaller amount - of money in a piece of capital equipment.
The document provides guidance on screening resumes during the hiring process. It discusses considering the appearance, organization, education, experience, and other factors of a resume. The screening process should be objective, fair, and use consistent standards based on the job requirements. Resumes should be sorted into piles based on how well candidates meet the criteria, and all resumes should be kept on file for future openings.
The document provides an overview of LinkedIn Recruiter and how to use it effectively. It discusses building a professional profile, the differences between LinkedIn.com and LinkedIn Recruiter, daily recruiter workflow and features, advanced search techniques, and tips for effective InMail outreach. The presentation aims to help recruiters understand and make the most of LinkedIn Recruiter's capabilities.
Recruitment Realities Changes And ChallengesAndrew Jang
This document discusses recruitment realities and challenges in finding qualified candidates. It emphasizes the importance of increasing the candidate pool to improve chances of finding the right fit. It also stresses the need to evaluate candidates by collecting valid and sufficient information to make the right hiring decisions. Finally, it explores how recruitment practices must evolve and utilize new technologies, social media, and generational trends to effectively target and attract candidates.
The Human Capital Department provides outsourced HR, recruitment, and training services. Formed 3 years ago by Peter Lawrence and Rod Lee, they operate out of the Kings Lynn Innovation Centre and offer a one-stop shop for HR, recruitment, and training needs. Their presentation covered the benefits and drawbacks of outsourcing, best practices for attracting talent including job analysis, developing job descriptions and specifications, interview structures and questions, reference checks, and onboarding new employees.
The document discusses the process of selecting candidates for jobs. It defines selection as choosing individuals with relevant qualifications. The purpose is to find the most suitable candidate for an organization's requirements. The process involves screening applicants, using application forms and weighted application blanks to collect information. Selection testing measures performance, behavior, and attitudes through intelligence, aptitude, personality, achievement, and simulation tests. Assessment centers also evaluate candidates. Interviews are conducted to further assess candidates. Medical examinations, reference checks, and a final hiring decision complete the selection process.
Back To Basics Recruiting New Recruiter Trainingmdubois2010
The document provides an overview of the training goals and content for new recruiters at ACS. The 3-session training covers: understanding ACS's mission, structure, and lines of business; the new hire onboarding process including paperwork, compliance, and benefits; and job file compliance, applicant tracking tools, and recruiter resources. It also includes the staffing goals, leadership team, and customer care recruiting priorities.
The document discusses headhunting in recruitment. Headhunting involves directly contacting and meeting with potential candidates, especially those not actively seeking new jobs, through networking events and references. It requires strong research skills to identify suitable passive candidates for senior roles. Headhunters must have excellent convincing and relationship-building abilities to persuade successful individuals to consider new opportunities. Companies hire headhunting firms to source top talent outside of traditional job boards that can improve business and client relationships.
In this file, you can ref useful information about performance appraisal in wipro such as performance appraisal in wipro methods, performance appraisal in wipro tips, performance appraisal in wipro forms, performance appraisal in wipro phrases … If you need more assistant for performance appraisal in wipro, please leave your comment at the end of file.
The document discusses recruitment processes and outsourcing recruitment. It defines recruitment as linking employers with job seekers. There are three types of recruitment needs: planned, anticipated, and unexpected. Outsourcing recruitment cuts costs by 20% and provides economies of scale. It allows companies to focus on strategic functions while outsourcers increase skills and expertise. The general recruitment process involves identifying vacancies, preparing job descriptions, sourcing candidates, interviewing, and making offers.
Here's a snapshot of LinkedIn’s US Staffing Trends Report, revealing 3 industry insights to amplify your 2015 strategy. Download the full report: http://linkd.in/1uNWJo9
Difference between China and Germany in recruitmentSHENTU Teng
The document discusses best practices for recruitment including preparation, competence modeling, marketing channels, assessment processes, and onboarding. It provides details on developing job descriptions and selection criteria, using both direct and indirect marketing channels, conducting online tests and interviews, using assessment centers, and onboarding to help new employees adapt to the company culture. Cultural differences in approaches between China and Germany are also highlighted.
Expert training for recruiters by Recruiter UniversityJacco Valkenburg
Want to learn from recruitment experts who made an impact and helped companies improve employer branding, recruitment or the selection process? We offer a diverse range of specific training and tailor made workshops at your own location, created to meet the demands and needs of today’s recruitment professionals.
Successful Recruitment strategies for startupsCodeGround.in
This content was brought to you by CodeGround Online Testing Platform. CodeGround is an online assessment and test evaluation system focused on helping Recruiters in initial screening of potential candidates from an ocean of job seekers in an automated way.CodeGround supports Online Aptitude Tests, Spoken English Communication Skills Assessments, Coding Contests in JAVA, C, C++, Ruby, Python, JavaScript and PHP. CodeGround also supports Automated asynchronous interviews. CodeGround Screening Tests can be used by Recruiters during campus hiring or to screen walkin candidates.
The document outlines 8 common hiring mistakes to avoid which can result in bad hires. These include failing to pre-screen candidates, not preparing candidates or interviewers adequately, relying solely on interviews to evaluate fit, conducting interviews without assessments of skills, prioritizing likability over skills, failing to differentiate top candidates, and developing too small of a candidate pool. Taking steps to avoid these mistakes will help organizations recruit and hire the strongest candidates that are best suited for the role and company culture.
The document discusses the hiring process from the perspective of a company. It describes how a job requisition is created, approved, and used to officially begin the recruiting process. The sourcing, screening, and interviewing steps are then discussed, noting that the specific process can vary between companies and positions. Finally, some common reasons a candidate may not be selected are provided, such as a mismatch with the job description or screening mistakes, as well as steps a candidate can take to improve their chances, like networking and confirming position details remain accurate.
Recruitment training, practice and preparation will make you a winner...
This course will increase your level of personal success increasing your recruitment competence level. In the future you will confidently build the winning team, utilize new tools and techniques to make the right decisions, based on facts rather than gut fee, spend less time doing it and increase your success rate by positively affecting your output and quality. Much of the theory and methods used is also applicable in situations like coaching, crucial conversations and appraisal interviews.
The document provides information on resume samples, templates, and other career resources for staffing managers. It includes links to resume examples in various formats, cover letter samples, interview questions and answers, and other job search tools on the resume123.org website. The resources cover chronological, functional, and other resume types as well as interview preparation, thank you letters, salary negotiation, and career development advice.
This document provides tips for writing job advertisements to attract the right candidates. It recommends using a job title that job seekers would search for, describing the job duties and required skills clearly, and highlighting the benefits of the role. Writing an accurate job ad can help recruiters find qualified candidates and reduce time sorting through irrelevant resumes.
This document discusses headhunting as a recruitment method. It outlines the methodology, which includes mapping talent, gathering names, identifying candidate motivators, pitching the role to candidates, and managing the resignation process. It notes that passive job seekers make up 40-45% of the best talent. Talent mapping involves researching who has what competencies and who has joined which clients. Various methods are provided for gathering names of potential candidates, including LinkedIn, job portals, contacting gatekeepers directly by introducing oneself as a prospective customer or conference attendee. The benefits of headhunting over other recruitment methods include an exclusive database, potential future candidates, access to top talent, and justification for higher consultant rates.
The commonly held beliefs of psychometric testing challenged. Compulsory reading for those interested in understanding the reality of psychometric testing and the psychometric testing industry.
The document provides information about copyright and permissions for reproducing the publication. It notes that apart from fair use allowances, reproduction requires permission from the publishers. It provides contact information for the publishers, Anson Reed Ltd. It also notes that the publisher makes no guarantees about the accuracy of the information in the book.
This document discusses team dynamics and creating effective teams. It covers topics like hiring the right people, engagement, leadership, recruiting, and building great teams. The main points are:
1. Engagement is important for productivity, commitment, and retention. Disengaged employees cost companies money.
2. When recruiting, take your time, invest in strong processes, and treat it like marketing. Make sure to properly onboard and coach new hires.
3. Company culture impacts engagement, profitability, and turnover. Assessing and strengthening the culture through various formal and informal methods can help build great teams.
HR Webinar: Shoulda, Woulda, Coulda – Taking the Guess Work out of the Select...Ascentis
Discussion of the additional value Talent Acquisition professionals can derive from appropriate pre-employment and pre-placement assessments.
Discussion looks at the impact each additional stage of due diligence will provide in the selection process:
• Experience & Resume Review
• Back Check and Verification
• Reference Checking
• Behavioral Assessment
• Interview
• Guided Interview
The Mindful approach to a Meaningful LifeColin Dovey
Mindfulness Meditation Groups can be a wonderful way of connecting with others to share and even the benefits of meditation in this form. These groups, and especially the one that we envisage here are aimed at providing a community service in this area, and a supporter space to connect with others across the spectrum.
We do not aim at any specific size – large or small is not the objective, and many groups function very successfully for years with only two or three members.
As an open group, this particular one encourages drop-ins and new members are welcome at any time. In the initial stages we will open with a loose, and flexible schedule – moreover, the frequency and length of each meeting will hinge on the activities planned for that particular session or a number of sessions.
Meetings might be – short as one hour or in some cases stretch over a longer period if the group gathers to share a meal, listen to talk and engage in mindful discussion afterward.
Are groups time together, in the initial stages, may consist of any number of activities. It could be as basic as a simple sitting meditation – with a choice of guided, silent, or some of each – coupled with a friendly greeting before starting or re-entering your daily life.
To keep the theme open, as we progress we will consider applying mindfulness to a common interest or theme e.g., addiction, parenting, mental health and so on.
At the end of the session the group will, in general," short sitting or a loving-kindness meditation as a way to foster a greater sense of connection to each other and to the world around us. This sharing period will give participants the opportunity to listen deeply to one another, whilst also paying attention to what arises in themselves.
Some groups, like to choose specific topics to focus the sharing (such as forgiveness, mindfulness and work, dealing with conflict or working with anxiety), whilst others prefer a more open-ended discussion format.
The confidentiality of our group is aimed at creating a safe and supportive refuge we each individual is nourished as you shave freely from your real lives and hearts.
FACILITATING
When 10 being flexible about the facilitators role, but it will be informative in the beginning so that we can engender a sense of structure as time progresses. So, with a view to creating a structure, especially in the beginning, the facilitator will look after the overall arrangements for the meeting (place, time, notification), keeping time, and making sure all the necessary elements for the practice session (such as chairs, bell, clock, and recordings) are in place. Therefore the group facilitator will strive to promote a safe, stable atmosphere for people to meditate and engage with one another.
The document discusses recruitment and selection processes. It covers external sources of recruitment like advertisements, employee referrals, and private agencies. It also discusses improving the effectiveness of external recruitment through metrics like yield ratio and cost per hire. The document then covers selecting talent internally through promotions and limitations of only internal hiring. Finally, it discusses the selection process including testing methods, interviews, medical exams, drug testing, and models for making final hiring decisions.
Effective Implementation of Psychometrics in Talent Acquisition and Management The HR Observer
Ever bring on a new employee, only to realise by the end of the first week that this new hire was a huge mistake? Every organisation is unique and has a DNA of its own. To build great teams, you must hire the right talent and make sure you manage and nurture this talent to its fullest potential. This journey begins with the “Job fit” concept which is critical to ensure maximum productivity, employee motivation and job satisfaction. You will learn how to select the right assessment tool and ensure effective integration of psychometrics into your recruitment process.
Oussama Mansour, CEO, Profiles International
Behavioral interviewing is a more accurate pre-employment assessment technique than traditional interviews. It focuses on evaluating a candidate's concrete examples of past behaviors and experiences rather than hypothetical questions or personal opinions. The summary evaluates candidates based on how their responses illustrate competencies critical for the job like communication, problem-solving, leadership, and teamwork. By using behavioral questions and evaluating responses systematically, hiring managers can better predict future job performance and reduce turnover related to poor hiring decisions.
The document discusses the processes of recruitment and selection. It explains that recruitment refers to attracting and screening job applicants, while selection is the process of choosing candidates who are most likely to succeed. The recruitment process includes sourcing applicants, shortlisting, interviewing, and making a hiring decision. It is important to follow equal opportunities procedures and avoid direct or indirect discrimination. Not following proper recruitment and selection procedures could have legal consequences.
Human Capital Growth Webinar: Employee selection practices for low literacy c...Human Capital Growth
This document provides guidance on developing valid and effective selection tools and processes for global talent acquisition. It discusses conducting a robust job analysis to identify key competencies, developing selection tools such as assessments and interviews, addressing cultural and literacy concerns, demonstrating business impact through metrics like cost savings, and complying with legal standards. The overall goal is to identify candidates with the greatest potential while promoting fairness, diversity, and a positive candidate experience.
The document discusses recruitment and selection processes. It covers analyzing jobs and organizations, evaluating applicant fit, developing a valid selection system, and relating recruitment to business strategy. Recruitment involves matching jobs to applicants while considering legal standards. The goal is selecting candidates that are the best fit for both the job and organizational culture.
Recruitment and selection in talent managementSeta Wicaksana
“People decisions are the most difficult decisions in organisations. The ability to make the right decisions about people represents the most reliable source of competitive advantage because few organisations have it” Peter Drucker
The document provides an overview of the employee selection process, including defining selection, environmental factors that affect selection, selection criteria and typical steps in the selection process. It discusses selection tests and their characteristics as well as common types of employment tests. The document also covers conducting employment interviews, including types of interviews and how to avoid common mistakes. Guidelines are provided for interviewing. An overview of the selection process is given along with purposes and stages of the socialization process for new employees.
The document discusses concepts related to recruitment including the meaning, scope, objectives, and importance of recruitment. It defines recruitment as a process of searching for potential candidates and encouraging them to apply for jobs. The objectives of recruitment include finding the best qualified candidates, minimizing costs, retaining top talent, and reducing favoritism. Job analysis and job design are also important concepts discussed which provide information for recruitment and other HR functions. Job analysis involves studying jobs to understand tasks and requirements while job design organizes work into required tasks.
The document discusses recruitment and selection processes. It covers topics like job analysis, recruitment sources and methods, selection methods, interviews, and induction training. Specifically, it provides details on:
1) The purpose of job analysis which is to gather job facts that are analyzed and recorded to understand job requirements.
2) Various external and internal recruitment sources and methods used to attract job applicants like advertising, employment agencies, job postings.
3) The selection process including preliminary interviews, application reviews, tests, employment interviews, references checks, and medical examinations.
4) The induction process to formally introduce and integrate new employees through training on policies, work procedures and introducing them to key people.
This document discusses recruitment and selection. It defines recruitment as how an organization sources and attracts job candidates, and selection as choosing between candidates through fair assessment of their strengths and weaknesses. It lists common mistakes in recruitment like focusing only on qualifications rather than fit, and not checking references. The recruitment and selection process involves planning job requirements, attracting applicants, screening and interviewing candidates, making an offer, and inducting the new hire. The goal is to identify the best fit candidate and induct them.
The document discusses various human resource policies and practices related to selection, performance evaluation, training and development, diversity, and work-life balance. It describes different selection tools like interviews and tests that can be used in the hiring process. It also outlines different methods for performance evaluation, such as written essays, critical incidents, and behaviorally anchored rating scales. The document discusses the benefits of diversity training and various work-life initiatives organizations can implement, such as flexible work schedules, childcare services, and training for managers.
The document discusses the selection process for hiring employees, including the various steps like screening applications, testing, interviews, background checks, and making a final hiring decision. It also covers topics like evaluating the reliability and validity of selection criteria, different types of interviews, reducing biases in interviews, and providing realistic job previews to applicants. The overall goal of the selection process is to choose the best candidates that meet the job requirements while following legal and ethical guidelines.
Reconstructing Grit: Potential for maladaptivity and the role of self-efficacyOPRA Psychology Group
Paper presented by Yong Jia Yin and Dr Paul Englert during the 9th Aotearoa New Zealand Organisational Psychology and Organisational Behaviour Conference on 27 November, 2020.
Positive illusion has been postulated to contribute to mental well-being, the ability to care and the capacity for productive and creative work. Proponents of positive illusions maintain that mild, and not delusional, levels of distortion are essential for mental health and do not detract from adaptive behaviours bound to objective reality. Opponents note that a distorted appraisal of reality and negative events could lead to misjudgment, risk-taking action, and perhaps longer-term negative consequences. Inline with more contemporary approaches to well-being, such as acceptance and mindfulness, we will propose a theoretical framework to establish appropriate parameters between actual reality vs. realistic appraisal. Moreover, we will argue that the missing link in the well-being research is the external and holistic measurement of optimal functioning; a dependent variable that psychology has tended to steer omit. We contend that while positive illusion contributes to mental health, an illusion-free appraisal can contribute to further well-being through courageous objectivity, and growth mindsets resulting in closer alignment to models of fully-functioning, measured by both external and internal criteria. This was presented at the 2016 International Conference on Well-being in Singapore.
Psychometric testing is used to assess new recruits' safety risk and training potential. Tests measure cognitive ability, personality traits like conscientiousness, and other factors related to safety. A case study found recruits identified as higher safety risks by a Health and Safety Indicator test had 6 times more performance issues and accidents within the first year. The company saw a 10% reduction in injuries and $130,000 savings in workers compensation after using the assessments to manage apprentice risk and training. Three years later, a validation study found 75% of safety accidents occurred within 5 months, confirming the value of early risk screening for new hires.
Dr Stephen Williams was one of the true pioneers in the area of occupational stress diagnostics and stress management. OPRA began our relationship with Dr Williams back in the late 1990’s and this continued up to his unfortunate passing in the mid 2000’s. During this time Dr. Williams did many presentations across our regions discussing the benefits of a proactive approach to managing stress at work. The following is a key note address on the topic that he gave at the 2003 HRINZ Conference: Releasing individual potential through employee wellbeing.
Assumptions in I/O Psych to be tested: A blue print for progressing the disci...OPRA Psychology Group
OPRA is a proud team of organisational psychologists. Our acronym stands for Occupational Psychology Research Associates.
Being true to our field, we admit both the strengths and limitations of our discipline. The following presentation, from 2007, discusses some of the common half truths that are permeated within our field.
Only by understanding the limitations of psychology will its true benefit to business be realized. This remains the goal of the OPRA Group.
The document discusses the business case for developing emotional intelligence in the workplace. It argues that emotional intelligence is important for becoming an employer of choice, improving performance management, reducing employee turnover, and other factors that impact the bottom line. Research shows emotional intelligence can be measured and developed, leading to benefits like better leadership, teamwork, job satisfaction, and lower absenteeism. A case study example demonstrates how one organization partnered with employees to define leadership behaviors and develop emotional intelligence through assessments, coaching, and reinforcement activities.
For many organisations employee career development and career coaching is a missing component of their L&D strategy. The following SlideShare, presented in 2005, discusses the commercial driver for internal career coaching and some steps that can be taken to increase its effectiveness. In a world where the nature of work is changing daily, these lessons are more pertinent than ever.
The document discusses onboarding best practices for new hires. It defines onboarding as the process of helping new employees transition from outsiders to insiders through acquiring job, role, group and cultural knowledge. The presentation outlines a model for onboarding with four phases: pre-selection, pre-boarding, onboarding and post-hire support. It summarizes five rules for effective onboarding: don't leave learning to chance, start onboarding pre-selection, engage leaders and teams, focus on the first few months, and view onboarding as a long-term process not a single event. Following best practices in onboarding can lead to positive individual, group and organizational outcomes.
In the mid-2000's OPRA, together with Dr. Duncan Jackson, conducted some cutting edge research into assessments centres. The purpose: to establish what assessment centres really measure and how to maximise prediction of performance. The research has been published globally and these slides cover the key findings of this work.
Due to skill-shortages the world is in a war for talent. Companies and countries alike want to attract, develop and keep the most talented individuals. This is a trend OPRA first commented on back in 2007. While the situation has only gotten worse since then, the messages in this presentation are as poignant as ever.
Surveying has long been a core arm of OPRA’s offering. Whether it be standardised surveys of culture such as the Denison, or bespoke 360 and stakeholder surveys, OPRA have a solution. The following SlideShare builds on over 15 years of survey experience, discussing the benefits of organisational surveying as well as how to make your organisational surveys a success.
In the age of big data, it has become mandatory for strategic HR professionals to have strong qualiitative skills. The following presentation conducted in 2004, predicted this shift and outlined why and how HR can stay ahead of the data revolution.
Competencies are a common part of HR language but do they have measurable qualities? In this presentation from 2005, Dr Paul Englert, discusses competencies and their more rigorous precursor job analysis. The presentation poses the following question, ‘Are competencies a bit of a con?’
Integrity testing is a current hot topic in HR. However, the idea of understanding and eliminating deviant behaviour in the workplace is certainly nothing new. This SlideShare discusses the research in the area and measures that can be taken to minimize counterproductive workplace behaviour.
An examination of the evidence supporting the idea that people may make up for lower cognitive ability by being more conscientious. This presentation, covering research in 2009, looks at the two different paths people can take to being high performers.
The Staffing Equation: Strategies to Address Key Workforce Risks and Close th...OPRA Psychology Group
Delivered by Dr Paul Wood (Head trainer at OPRA in New Zealand at the time) at the CIO Summit in New Zealand in 2010, this presentation discusses the strategy to attract and retain the most talented and valuable staff, who are incidentally the most mobile in a competitive market. The strategic use of technology and tools in selection was relevant then, remains so today, and continues to be part of OPRA’s approach to empowering our clients in their talent management.
OPRA Develop was launched in 2008 to meet the demand for evidence-based development courses for progressive companies. OPRA Develop comprises of 5 key programmes, with this presentation an introduction to the now acclaimed Healthy Thinking Programme.
The OPRA Group have been working with GENOS on Emotional Intelligence (EI) since the early 2000s. This gives us a unique perspective on how EI theory has developed and been applied to maximise organisational success.
The following presentation discusses the basics, and basis, of the GENOS model of EI. This is now the foundation of the award winning leadership programmes offered by OPRA.
An overview of part of the OPRA Develop programme. Self-esteem is one of the non-negotiables to performing to the best of your ability. Nathaniel Branden's seminal work is as relevant today as it was when first released in the late 60's. We hope you enjoy this brief overview.
The Rules Do Apply: Navigating HR ComplianceAggregage
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
HR Compliance is like a giant game of whack-a-mole. Once you think your company is compliant with all policies and procedures documented and in place, there’s a new or amended law, regulation, or final rule that pops up landing you back at ‘start.’ There are shifts, interpretations, and balancing acts to understanding compliance changes. Keeping up is not easy and it’s very time consuming.
This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
Objectives:
• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
• Best practices for developing, implementing, and maintaining effective compliance programs
• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements
2. Excellence in Business.
Excellence in People.
Selecting for the firm
• Collecting evidence: The different selection techniques.
• The usual suspects: Getting the right people to apply.
• Not all evidence is equal:
The predictive power of selection method & determining the weighting
of evidence.
• Using the evidence to make a verdict:
Combining selection methods.
• Let only the guilty serve time:
Maximising a successful selection decision in the absence of all the facts.
• Does crime pay: The role of cost in selection.
3. Excellence in Business.
Excellence in People.
Framing the case
The Case
• To select the person who is most likely to perform well on the job.
• To identify how to bring out the best in that person
The Facts
• The perfect person rarely exists
• There is always the likelihood that you will get the selection
decision wrong.
• The cost of hiring the wrong person and missing out the correct
one can be high
The Keys
• Maximise the chances of correct decision making.
• Design a selection process that incorporates the principle of
developing an individual within the role.
4. Excellence in Business.
Excellence in People.
Psychometric
Test Categories
• Maximum Performance
• General Mental Ability
(numerical, verbal, abstract)
• Specific Ability
(mechanical, spatial, memory, visual acuity,
spelling, manual dexterity, clerical)
• Typical Performance
• Personality
• Interests
• Values
5. Excellence in Business.
Excellence in People.
Other types of
Assessments
• Assessment Centres
• References / Reference Checks
• Curriculum Vitae’s
• Trainability tests
• To predict success in training
• Work-Sample tests
• To assess ability in actual work
related activities
• Interviews
6. Excellence in Business.
Excellence in People.
Controversial Methods
• Phrenology
• Bumps on the head
• Graphology
• Dotting i’s and crossing t’s
• Astrology
• All in the stars
• Dubious Questionnaires
• Faith validity
8. Excellence in Business.
Excellence in People.
User Friendly
Value Analysis
1. Incremental Validity
2. How the Predictor is used
3. Cost
4. Tenure
5. Value between Good and Bad performers
9. Excellence in Business.
Excellence in People.
Not all evidence
is equal
Point to Point Theory
• For every KSA/Competency in the job,
there is a corresponding point in selection
Selection
Process
The Job
Knowledge Knowledge
Skill Skill
Ability Ability
Competency Competency
10. Excellence in Business.
Excellence in People.
Not all evidence
is equal
Selection Measure High Validity
Work Sample Test .54
General Mental Ability .51
Interview (Structured) .51
Peer Ratings .49
T & E Behavioural Consistency .45
11. Excellence in Business.
Excellence in People.
Not all evidence
is equal
Selection Measure Medium Validity
Job Tryout .44
Integrity Tests .41
Interviews (Unstructured) .38
Assessments Centres .37
Biodata .35
Reference Checks .26
12. Excellence in Business.
Excellence in People.
Not all evidence
is equal
Selection Measure Low Validity
Job Experience (years) .18
University Grades .11
Years of Education .10
Interests .10
Graphology .02
Age -.01
13. Excellence in Business.
Excellence in People.
Everything is
NOT as it seems!
Selection Measure Combined Validity
Integrity (.41) +GMA .65
Work Sample Test (.54) +GMA .63
Interview (Structured .51) +GMA .63
Peer Ratings (.49) +GMA .58
Job Tryout (.44) +GMA .58
14. Excellence in Business.
Excellence in People.
What are the Costs?
However, cost depends greatly on the specific situation.
In General – According to Muchinsky (1990) and Me
Work Sample Test (.53) High
General Mental Ability (.51) Low
Interview (Structured .51) Medium
Peer Ratings (.49) Low
Job Tryout (.44) High
Assessment Centre (.37) High
Personality (?) Medium
15. Excellence in Business.
Excellence in People.
• Weighting/Multiple Regression
• Multiple Hurdle
• Multiple Cutoff
• Top Down
• How Selective You Can Be
• The number of suitable applicants that apply
• How selective you can be with suitable applicants
How is the
Predictor Used?
17. Excellence in Business.
Excellence in People.
Job
Performance
Selection Process
Introducing the Cutoff
Cutoff
Putting a few
things together
18. Excellence in Business.
Excellence in People.
Job
Performance
Selection Process
Introducing Performance
Cutoff
Acceptable
Performance
Putting a few
things together
19. Excellence in Business.
Excellence in People.
Job
Performance
Selection Process
Increasing Validity
Cutoff
Acceptable
Performance
Putting a few
things together
20. Excellence in Business.
Excellence in People.
Job
Performance
Selection Process
Decreasing the Validity
Cutoff
Acceptable
Performance
Putting a few
things together
21. Excellence in Business.
Excellence in People.
Job
Performance
Selection Process
Increasing the Cutoff
Cutoff
Acceptable
Performance
Putting a few
things together
22. Excellence in Business.
Excellence in People.
Job
Performance
Selection Process
Decreasing the Cutoff
Cutoff
Acceptable
Performance
Putting a few
things together
23. Excellence in Business.
Excellence in People.
Job
Performance
Selection Process
Increasing Performance
Cutoff
Acceptable
Performance
Putting a few
things together
24. Excellence in Business.
Excellence in People.
Job
Performance
Selection Process
Cutoff
Acceptable
Performance
Putting a few
things together
Decreasing Performance
25. Excellence in Business.
Excellence in People.
Job
Performance
Selection Process
Cutoff
Acceptable
Performance
Putting a few
things together
Decreasing the
Performance and Cutoff
26. Excellence in Business.
Excellence in People.
Getting the right
people to apply
• The often forgotten fact:
• You can only select from the people that apply
• Key questions:-
• What are you getting from your recruitment firm?
• Are they qualified to select potential?
• How up-market is your university recruitment
programme?
• Do you provide realistic job previews?
• How in touch are you with the current market
place?
• Would you WANT to work for your firm?
27. Excellence in Business.
Excellence in People.
A Best Practice
Selection Model
• The Application Blank
• The Structured Interview
• The Cognitive Test
• The Personality Test
• The Work sample
• The Reference Check
• Get tactical with your selection by using statistical modelling
• Give utility analysis a go (It’s easier than it looks!)
• Keep it in house as much as possible to keep costs down and
to monitor and modify your selection process
Initial Hurdle
Depending on the job
Depending on the job