This is one of two culminating projects I worked on for my Human Resources internship with Chattanooga City Hall. The purpose of this project was to create singularity in the hiring process used across City managers by outlining recruiting best practices from job requisition requests to the job offer.
This project was presented to the HR department and hiring managers within various City departments.
Presentation Time: 2 hours
Identify the key stages in the recruitment process.
Discuss the importance of developing a job analysis and job descriptions.
Outline the different types of recruitment strategies.
List the advantages and disadvantages of different recruitment strategies.
Sigma Recruitment Agency- company presentationsteppingstones
Award Winning, Results Driven Specialist Recruitment Agency -
With Extensive Sector Knowledge and Experience.
A specialist recruitment agency based in Cardiff, Sigma Recruitment has a proven track record of recruiting for organisations across South Wales.
Established in 2005 - Sigma Recruitment has recruited for some of the largest and most successful manufacturing companies in South Wales including large blue chip organisations and leading worldwide brand names. Our experienced consultants have a wealth of recruitment experience.
We specialise in the following range of skill sets:
Technical / Engineering
Purchasing and Logistics
Management
Scientific
Human Resources
Customer Service and Administration
Why Use Sigma Recruitment?
7 Year Track Record
Exceptional Candidates
30,000 Plus Database
Sector Leading Success Rate
Quality Screening Process
No Success, No Fee.
Every candidate undertakes a detailed interview before they are presented to a client. Our vetting process is proven to save time and ensure the highest quality candidates. Our recruitment consultants have extensive experience in the technical, engineering and scientific sectors resulting in consistency and quality of the client / consultant relationship.
We would like to provide you with first-hand experience of the Sigma Recruitment “difference” and to show you that not all recruitment agencies are the same.
In 2007 the Company’s achievements were recognised with a Western Mail Hot 100 award.
Make your recruitment process transparent using Recruitment Strategy Presentation PowerPoint Presentation Slides. Let the selection process be hassle free and without any nuisance. Identify the job vacancies and their specifications, experience and the skills required for the job with the help of recruitment strategy PPT PowerPoint show. Select, screen and interview the resources from a pool of qualified candidates using recruitment process template. Analyse how many candidates walked in for the interview, their applications, eligibility, qualification, experience, and more with the help of a recruitment tracker PPT slide. Set a budget for a selection and hiring process by adding the salary budget, number of employees to be hired, total recruitment expenses, and more by incorporating the ready-to-use talent acquisition PPT deck. HR managers and recruitment specialists can get access to this content- ready recruitment strategy presentation PowerPoint Presentation slide. Download this professionally designed PPT deck and fill vacancies with qualified candidates. Advise folks to avoid creating clusters with our Recruitment Strategy Presentation PowerPoint Presentation Slides. It helps discourage groupism.
Recruiting Metrics - Strategic and Tactical KPIs for Talent AcquisitionMaia Josebachvili
This is the deck I presented at the Social Recruiting Strategies in Boston. It presents how to create recruiting reports and uses Greenhouses' actual data as a case study to see how tracking recruiting metrics can improve your overall process.
Identify the key stages in the recruitment process.
Discuss the importance of developing a job analysis and job descriptions.
Outline the different types of recruitment strategies.
List the advantages and disadvantages of different recruitment strategies.
Sigma Recruitment Agency- company presentationsteppingstones
Award Winning, Results Driven Specialist Recruitment Agency -
With Extensive Sector Knowledge and Experience.
A specialist recruitment agency based in Cardiff, Sigma Recruitment has a proven track record of recruiting for organisations across South Wales.
Established in 2005 - Sigma Recruitment has recruited for some of the largest and most successful manufacturing companies in South Wales including large blue chip organisations and leading worldwide brand names. Our experienced consultants have a wealth of recruitment experience.
We specialise in the following range of skill sets:
Technical / Engineering
Purchasing and Logistics
Management
Scientific
Human Resources
Customer Service and Administration
Why Use Sigma Recruitment?
7 Year Track Record
Exceptional Candidates
30,000 Plus Database
Sector Leading Success Rate
Quality Screening Process
No Success, No Fee.
Every candidate undertakes a detailed interview before they are presented to a client. Our vetting process is proven to save time and ensure the highest quality candidates. Our recruitment consultants have extensive experience in the technical, engineering and scientific sectors resulting in consistency and quality of the client / consultant relationship.
We would like to provide you with first-hand experience of the Sigma Recruitment “difference” and to show you that not all recruitment agencies are the same.
In 2007 the Company’s achievements were recognised with a Western Mail Hot 100 award.
Make your recruitment process transparent using Recruitment Strategy Presentation PowerPoint Presentation Slides. Let the selection process be hassle free and without any nuisance. Identify the job vacancies and their specifications, experience and the skills required for the job with the help of recruitment strategy PPT PowerPoint show. Select, screen and interview the resources from a pool of qualified candidates using recruitment process template. Analyse how many candidates walked in for the interview, their applications, eligibility, qualification, experience, and more with the help of a recruitment tracker PPT slide. Set a budget for a selection and hiring process by adding the salary budget, number of employees to be hired, total recruitment expenses, and more by incorporating the ready-to-use talent acquisition PPT deck. HR managers and recruitment specialists can get access to this content- ready recruitment strategy presentation PowerPoint Presentation slide. Download this professionally designed PPT deck and fill vacancies with qualified candidates. Advise folks to avoid creating clusters with our Recruitment Strategy Presentation PowerPoint Presentation Slides. It helps discourage groupism.
Recruiting Metrics - Strategic and Tactical KPIs for Talent AcquisitionMaia Josebachvili
This is the deck I presented at the Social Recruiting Strategies in Boston. It presents how to create recruiting reports and uses Greenhouses' actual data as a case study to see how tracking recruiting metrics can improve your overall process.
Talent acquisition,definition,sources of recruitment,action steps in recruitm...Devika A K
Talent acquisition,definition,sources of recruitment,action steps in recruitment,alternatives to recruitment, selection process,orientation and induction, induction process.
Recruitment is key function of HR. It is bridge between job seeker & employer. Today, technology plays big role into the recruitment. This presentation is describes about basic process of Recruitment, Types of Recruitment, Recruitment methods , job consultant cycle in Recruitment & factors affecting recruitment.
Talent Acquisition Challenges: Recruitment Trends and Issues Facing Today’s L...Cielo
As the world faces unprecedented demographic, economic and competitive challenges, recruitment and retention remains a top concern. Recognizing the critical role talent acquisition plays, leading organizations are maintaining focus on attracting and retaining talented people. Finding, hiring, and retaining the right people remains a challenge through all economic climates and are presenting new and even paradoxical challenges.
Recruitment is a core function of human resource management. It is the first step of appointment. Recruitment refers to the overall process of attracting, selecting and appointing suitable candidates for jobs within an organization.
MEANING & DEFINITION
RECRUITMENT NEEDS
SOURCES OF RECRUITMENT
INTERNAL SOURCES
EXTERNAL SOURCES
RECRUITMENT PROCESS
SELECTION & SELECTION PROCESS
DIFFERENCE BETWEEN RECRUITMENT AND SELECTION
EXAMPLE
CONCLUSION
Human Resources Managers or Officers are required to carry out all necessary employment test on applicants before there are offered the job position applied for to ensure the organisation knows their capabilities before coming on-board to work as part of the organisations team.
Talent acquisition,definition,sources of recruitment,action steps in recruitm...Devika A K
Talent acquisition,definition,sources of recruitment,action steps in recruitment,alternatives to recruitment, selection process,orientation and induction, induction process.
Recruitment is key function of HR. It is bridge between job seeker & employer. Today, technology plays big role into the recruitment. This presentation is describes about basic process of Recruitment, Types of Recruitment, Recruitment methods , job consultant cycle in Recruitment & factors affecting recruitment.
Talent Acquisition Challenges: Recruitment Trends and Issues Facing Today’s L...Cielo
As the world faces unprecedented demographic, economic and competitive challenges, recruitment and retention remains a top concern. Recognizing the critical role talent acquisition plays, leading organizations are maintaining focus on attracting and retaining talented people. Finding, hiring, and retaining the right people remains a challenge through all economic climates and are presenting new and even paradoxical challenges.
Recruitment is a core function of human resource management. It is the first step of appointment. Recruitment refers to the overall process of attracting, selecting and appointing suitable candidates for jobs within an organization.
MEANING & DEFINITION
RECRUITMENT NEEDS
SOURCES OF RECRUITMENT
INTERNAL SOURCES
EXTERNAL SOURCES
RECRUITMENT PROCESS
SELECTION & SELECTION PROCESS
DIFFERENCE BETWEEN RECRUITMENT AND SELECTION
EXAMPLE
CONCLUSION
Human Resources Managers or Officers are required to carry out all necessary employment test on applicants before there are offered the job position applied for to ensure the organisation knows their capabilities before coming on-board to work as part of the organisations team.
This short book looks at the recruitment process from the point-of-view of the recruiter and applicant. It covers job applications, job requirements, recruitment agencies, interviews, presentations, group work and tests.
132
1 Explain the significance of employee
selection.
2 Describe the selection process.
3 Explain the importance of preliminary
screening.
4 Describe reviewing applications and
résumés.
5 Describe the use of tests in the selection
process.
6 Explain the use of the employment
interview.
Learn It
If your professor has chosen to assign this, go to mymanagementlab.com to see what
you should particularly focus on and to take the Chapter 6 Warm-Up.
MyManagementLab®
Improve Your Grade!
Over 10 million students improved their results using the Pearson MyLabs. Visit
mymanagementlab.com for simulations, tutorials, and end-of-chapter problems.
7 Explain pre-employment screening and
background checks.
8 Describe the selection decision.
9 Describe the metrics for evaluating
recruitment/selection effectiveness.
10 Identify environmental factors that affect
the selection process.
11 Discuss selection in a global environment.
6 Selection
Chapter ObjeCtives After completing this chapter, students should be able to:
133
significance of employee selection
selection is the process of choosing from a group of applicants the individual best suited for a
particular position and the organization (optimal types and levels of human capital). Properly
matching people with jobs and the organization is the goal of the selection process. If individuals
are overqualified, underqualified, or for any reason do not fit either the job or the organization’s
culture, they will be ineffective and probably leave the firm, voluntarily or otherwise. There
are many ways to improve productivity, but none is more powerful than making the right hir-
ing decision. A firm that selects high-quality employees reaps substantial benefits, which recur
every year the employee is on the payroll. On the other hand, poor selection decisions can cause
irreparable damage. A bad hire can negatively affect the morale of the entire staff, especially in a
position where teamwork is critical.
Many companies would rather go short and work overtime than hire one bad apple. If a firm
hires many bad apples, it cannot be successful for long even if it has perfect plans, a sound orga-
nizational structure, and finely tuned control systems. Competent people must be available to
ensure the attainment of organizational goals. Today, with many firms having access to the same
technology, people make the real difference.
selection process
Companies make selection decisions to determine whether individuals who were identified
through the selection process will be offered employment. Figure 6-1 illustrates a generalized
selection process, but it may vary from company to company and also according to the type
of job being filled. This process typically begins with preliminary screening. Next, applicants
complete the firm’s application for employment or provide a résumé. Then they progress through
a series of selection tests, one or more employment int ...
132 1 Explain the significance of employee selectionCicelyBourqueju
132
1 Explain the significance of employee
selection.
2 Describe the selection process.
3 Explain the importance of preliminary
screening.
4 Describe reviewing applications and
résumés.
5 Describe the use of tests in the selection
process.
6 Explain the use of the employment
interview.
Learn It
If your professor has chosen to assign this, go to mymanagementlab.com to see what
you should particularly focus on and to take the Chapter 6 Warm-Up.
MyManagementLab®
Improve Your Grade!
Over 10 million students improved their results using the Pearson MyLabs. Visit
mymanagementlab.com for simulations, tutorials, and end-of-chapter problems.
7 Explain pre-employment screening and
background checks.
8 Describe the selection decision.
9 Describe the metrics for evaluating
recruitment/selection effectiveness.
10 Identify environmental factors that affect
the selection process.
11 Discuss selection in a global environment.
6 Selection
Chapter ObjeCtives After completing this chapter, students should be able to:
133
significance of employee selection
selection is the process of choosing from a group of applicants the individual best suited for a
particular position and the organization (optimal types and levels of human capital). Properly
matching people with jobs and the organization is the goal of the selection process. If individuals
are overqualified, underqualified, or for any reason do not fit either the job or the organization’s
culture, they will be ineffective and probably leave the firm, voluntarily or otherwise. There
are many ways to improve productivity, but none is more powerful than making the right hir-
ing decision. A firm that selects high-quality employees reaps substantial benefits, which recur
every year the employee is on the payroll. On the other hand, poor selection decisions can cause
irreparable damage. A bad hire can negatively affect the morale of the entire staff, especially in a
position where teamwork is critical.
Many companies would rather go short and work overtime than hire one bad apple. If a firm
hires many bad apples, it cannot be successful for long even if it has perfect plans, a sound orga-
nizational structure, and finely tuned control systems. Competent people must be available to
ensure the attainment of organizational goals. Today, with many firms having access to the same
technology, people make the real difference.
selection process
Companies make selection decisions to determine whether individuals who were identified
through the selection process will be offered employment. Figure 6-1 illustrates a generalized
selection process, but it may vary from company to company and also according to the type
of job being filled. This process typically begins with preliminary screening. Next, applicants
complete the firm’s application for employment or provide a résumé. Then they progress through
a series of selection tests, one or more employment int ...
Chapter 7 External
Recruiting
Recruiting
· Definition: activities that convert the leads
· generated during sourcing into job applicants,
· generate interest in a company and its jobs, and
· persuade candidates to accept extended job offers
Recruiting can be done by recruiters, hiring
managers, or employees.
Recruitment
Application Reactions
An important goal of recruitment is to give every
applicant a positive feeling about the organization.
Organizational and individual perspectives are both
relevant.
1. Effective recruitment requires considering the
2. applicant’s perspective and needs
3. Both parties are pursuing a business
4. relationship
Three Types of Fairness
1. Distributive: perceived fairness of the outcome
1. Did you get the job or promotion?
2. Procedural: beliefs that the policies and
3. procedures that resulted in the hiring or
4. promotion decision were fair
1. Respect applicants’ privacy, avoid delays, use
2. job-related assessments, give fair opportunity
3. to perform
5. Interactional: fairness of the interpersonal
6. treatment and amount of information received
7. during the hiring process
1. Honesty, respect, recruiter warmth, and
2. informativeness
Spillover Effects
· Definition: indirect or unintended consequences of
· an action
Most job candidates do not get the job or promotion
– so what happens next?
If they were forced to wait extended periods for pre-
scheduled interviews, met unprepared and
distracted interviewers, found the selection process
unfair, and were not made to feel important or
welcome, will they still buy your products? Apply for
another job with you in the future? Tell their friends
how impressed they were with your firm and
influence them to become customers or applicants?
What if they were greeted by name, given a quick
tour of the facility, treated fairly and respectfully,
interviewed on time by prepared and enthusiastic
employees, and heard from the company when it
said it would follow up?
Many firms treat job candidates as if they should
feel privileged the firm is even considering them for
a position, and treat rejected candidates as if that
was the end of their relationship. This is simply not
the case.
Recruitment Continues
· Until either the organization (or the candidate)
· removes the person from further consideration, or
· the individual is hired and reports for work, it is
· the job of recruiting to keep him or her interested
· in pursuing the opportunity with the organization.
· Recruiters should help candidates continually feel
· excited about the opportunity and ultimately be
· willing to accept a reasonable job offer.
· The effects of an organization’s actions and
· reputation on applicant attraction begin before an
· organization ever advertises an open position and
· continue after the position is filled.
The Candidate Experience
· How job applicants experience all of their
· recruiting and hiring interactions and experiences
· with an employer
· Best practices:
· Keep the applicatio ...
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
2. Learning Objectives
At the end of this training, you will understand the:
❖ Methods used by The City of Chattanooga to recruit and
select employees.
❖ Legal issues that affect recruitment and selection.
❖ HR’s role in the recruitment and selection process.
❖ Role of supervisors and peers in the recruitment and
selection of team members.
3. Introduction
Recruitment and selection are a critical part of City of Chattanooga’s growth
and are crucial in any department or workplace because new employees brings
great potential for increased productivity and innovative ideas to the
workplace.
This is only if the recruitment and selection processes are done correctly,
otherwise the people selected could be detrimental to the efficiency and
success of the City as a whole.
BUT….
4. The Hiring Process: Employer Perspective
Job Offer
• Step 6
Hire
Approval
• Step 5
Interview
and
Selection
• Step 4
Application
• Step 3
Job Posting
• Step 2
Requisition
and
Approval
• Step 1
5. Hiring the Right Person: Recruitment
Recruitment is:
❖The process of attracting individuals in sufficient
numbers with the right skills and at appropriate
times to apply for open positions within the
organization.
Recruitment needs are of three types:
❖Planned: Arises from changes in organization and
retirement policy.
❖Unexpected: Arises during resignations, deaths,
accidents and illness.
❖Anticipated: Refers to those movements in
personnel which an organization can predict by
studying trends in the internal and external
environment
6. Internal Environment: Promotion from within
Advantages:
❖Promotion as a reward for good work.
❖Motivational tool for other employees.
❖Promoted employee gets up to speed must faster in his or
her new job.
8. It’s Important to Remember…
Costs of recruitment and selection:
❖Replacing supervisory, technical and management personnel can
cost from 50 percent of salary to several hundred percent of salary.
9. Major Federal Employment Laws
“The City provides equal opportunity to all employees and applicants without
regards to age, race, sex, color ,religion, disability, national origin, protected veteran
or military status, sexual orientation, gender identity , ethnic origin, political
affiliations, genetic information, marital status, or any other protected basis is
accordance with applicable federal, state, and local laws except where such
category or class that constitutes a bona fide occupational qualification. “
❖Civil Rights Act of 1964
❖Age Discrimination in Employment Act of 1967
❖Pregnancy Discrimination Act of 1975
❖Americans with Disabilities Act of 1990
❖The Family and Medical Leave Act
10. Understand
Understand what
the job requires and
be sure that all
aspects of the
recruitment and
selection process
relate to these
requirements only
Avoid
Avoid guaranteeing
job security or
making any
promises,
guarantees or
assurances of
longevity
Understand
Understand the laws
surrounding the
hiring process
Avoid
Avoid illegal
discrimination
Avoiding Legal Pitfalls
12. Requisition and Approval Paths
Requisition Approval Path
Approval 1: Department Administrator
Approval 2: Position Management
Approval 3: Budget Group
Approval 4: COO
Approval 5: HR Staff
Hire Approval Path
Approval 1: Department Administrator
Approval 2: HR Approver
Approval 3: Budget Group
Approval 4: HR Administrators
Approval 5: COO
Approval 6: HR Staff
13. What’s discussed in a Recruitment Plan?
Recruitment plan: maps the way your department plans to attract
and hire the best possible candidates and ensure that the applicant
pool is diverse. Your hiring committee should determine these
things:
❖Posting period: A job posting should last on between 10-15 days depending
on the position.
❖Placement goals: How many people are you looking to hire and who are
you looking to hire
❖Additional Adverting Resources: Are you doing traditional recruitment,
online recruitment, resume bank searches, contacting diversity agencies,
inter-department hiring?
14. Internal Recruitment
Job Posting: The process of announcing job openings to
employees.
❖Job information must be made available to ALL employees.
❖Employee cynicism occurs when they perceive there is not “equal”
opportunity for open positions.
Employee Referrals:
❖Some believe this is the route to the best employees.
❖Can perpetuate discriminatory hiring practices.
16. Internet Recruiting
❖Advantages:
❖Inexpensive.
❖Quick and easy to post announcement.
❖Responses arrive faster and in greater quantity.
❖Will generate a wider range of applicants.
❖Applicants can be screened by computer.
❖Some selection tests can be administered by computer.
❖Automated applicant tracking.
❖Disadvantages:
❖Ease of submission will result in a lot of applicants, many whom are not qualified.
❖May take more HR time to sort through the greater quantity of applicants.
17. HR Dilemma: Employee Referrals
An organization starts an employee referral program to find
employees for its assembly plant. The program is very effective,
but no candidates from protected groups are referred or hired.
1. Could the organization be guilty of discrimination?
2. Should the organization abandon its referral program?
19. Job Analysis
Before you can post a job, you need an understanding of what the job entails and that is where
the job analysis comes into play.
The basic parts of a job analysis include:
❖Identification: Title of Job, department, location, date
❖Job roles and responsibilities
❖Skills, knowledge, and abilities need to succeed at job
❖Education and experience needed
❖Physical requirements, if any
When to use?
❖ For New Position: Do a job analysis of the position and review the competencies and skills needed
for the job and average daily tasks for the job, and this will help with the creation of the job posting.
❖ For Position Replacements: Conduct a job analysis and review if there needs to be any skills, tasks,
or education requirement updates to the job description.
20. Key Aspects of a Job Posting
SPECIFIC
Be sure to say
exactly what the
job entails from
education to
previous
experience
requirements.
Does the job
require heavy
lifting or will this
employee be
supervising
others? CONCISE
Avoid fluff. Say
what you have to
say and do it well.
Unnecessary
words could create
confusion.
If the posting is
going online try to
find terms that will
optimize search
engine results for
potential job
applicants.
INCLUSIVE
Do not use
dissimilatory or
exclusive language
in your job
posting.
Examples are
“young and
energetic” or
“recent graduate.”
MUTUAL
Be sure to know
that you and your
future employer
are on the same
page when it
comes to the job
description and
job expectations
to avoid future
confusion and
workplace
disruption.
21. Job Postings
The job post is the foundation to the
recruitment process as it clearly
describes the duties of the position
and ideal characteristics (knowledge,
skills, abilities, etc.) a job applicant
needs to know to successfully preform
the job.
1.HR
Generalist
Drafts Job
Post
2. Draft Post
is emailed to
hiring
manager
3. Hiring
manager
checks min.
and
preferred
qualifications
are clear
4. The Job is
ready to be
posted
publicly.
22. Job Ads
When creating a job advertisement, it is
important to account for the following factors:
❖Equal Opportunity Employer Language
❖List detailed description of mandatory skills
and essential functions
❖Listed education should reflect true level of
skill needed to do the job—not what you
desire.
❖Be sure to include the dates by which an
application must be received and the
method you want applicants to complete the
application.
23. Recruitment
for Diversity
An diverse workforce enhances
creativity and may facilitate
expansion into global markets.
Recruiting must generate applicants
from a wide variety of individuals.
Organizations must use objective
standards.
Include pictures of minority and
disabled employees on recruitment
flyers.
24. Review Time
Here is a good job description
and a bad job description:
Your task is to note a few
reasons why these descriptions
are labeled the way they are?
Do you disagree with this
labeling? Why or why not?
26. The Employment Application
Applications must include:
v Applicant information.
v Applicant signature certifying validity of information.
v Statement of employment at will, if permitted.
v Permission from the applicant for reference check.
Avoid the following:
v Discriminatory information.
v Citizenship and Social Security data.
v Information on past use of FMLA, ADA or Workers’ Compensation.
v Disability information.
v Past salary levels.
v Birth date or education dates.
v Driver’s license information, unless driving is a job requirement.
27. Importance of the Application
% of People Who Lie On Resumes
Untruthful Truthful
The goal of an application is to gather a group of
individuals with a certain skills set and choose the
best fit for the job opening from that applicant pool.
The application should be crafted to weed out
applicants that are not suitable for consideration.
29. Selection Committee
Based on position and department, a selection committee of 3-5
individuals may be needed, which would include:
❖ A hiring manager
❖ People who have held the job title before,
❖ People whose job is closely linked to that particular job.
This ensures the selection of a candidate that meets
company and department expectations.
30. The Interview and Avoiding Discrimination
Inconsistency is one of the most common missteps employers make in the hiring process which
may lead to successful discrimination challenges under a disparate treatment theory of
employment discrimination. One good way to make sure that your interview process avoids any
discrimination issues is to use a structured interview instead of an unstructured interview style.
31. 5 Most Common Types of Interviews
Pros Cons
1. Telephone Interview (30 mins) → quick
→ cheap
→ assess applicant’s phone skills
→ useful for long distant candidates
→ less control on the situation
→ body language is impossible to read
→ difficult to build rapport
→ potentially hard to schedule.
2. Video Interview (30-45 mins) → same as Telephone Interview
→ can tell focus level
→ body language is more readily available
→ same as telephone interviews
3. Panel Interview (45 mins) → blocks personal bias
→ allows for different opinions to be voiced
→ all relevant people meet at same time
→ good for new interviews, who may need help
→ scary for candidates
→ Not all interviews will work as hard at interviewing
4. Group Interview (45 mins) → assess interpersonal skills and teamwork.
→ You can interview all candidates at once.
→ Sparks competition.
→ Less individual pressure on candidates.
→ Out of the norm, generates genuine answers.
→ More difficult to administer effectively.
→ The pressure will put some candidates off.
→ Dominant personalities will quash others.
→ More difficult to build rapport with individuals.
→ Some candidates work better individually.
→ It requires more staff to pull off.
5. Face Interview (45 mins – 1 hour) → You can build rapport more easily
→ You can thoroughly assess the individual
→ You have opportunity to dig deeper
→ You can read their body language
→ You can test the candidate’s commitment
→ You’re more flexible with location/ style (informal/
formal).
→ Candidates can rehearse answers
→ It’s time-consuming
→ You’ll need a trained interviewer.
→ Interviewer bias will affect the decision
→ There’s no one present to assess the interviewer’s method
→ Can be inconsistent
32. Screening Interview
❖Usually conducted by telephone.
❖Not done in all organizations.
❖A few straight-forward questions.
❖Can eliminate those less qualified early in the selection
process.
33. Interviewing Candidates
Team or individual interviewer?
Structured or patterned interview:
❖Pre-set questions asked of all candidates.
Nondirective interview:
❖Minimum of questions, not planned in advance.
❖Open-ended questions; interviewer follows the candidate’s lead.
Situational and problem-solving interview:
❖Candidate describes how he or she would solve a problem.
Behavioral interview:
❖Candidate describes how he or she responded to a specific situation.
34. Behavioral Interviewing
❖Behavioral Interviewing is a structured interviewing strategy built
on the premise that past behavior and performance is the best
predictor of future behavior and performance in similar
circumstances.
❖This approach is based on the assumption that it will provide
objective data about the candidate to facilitate and improve
employee selection.
35. Traditional vs Behavioral Questions
❖What are your goals in the next five
years?
❖How do you make decisions?
❖Are you a team player?
❖Tell me about one of your personal
goals and something you’ve
specifically done in the last year to
achieve this goal.
❖Describe a situation where you had to
research and review information for
the purpose of making a decision or
recommendation.
❖Describe a situation in which you had
a peer that wasn’t cooperating.
Traditional: Behavioral:
36. SAR Framework
❖Frame your questions using the “SAR” technique: Situation, Action, Result
➢Situation Questions:
➢Tell me more about that…
➢What happened next?
➢Can you be more specific about…?
➢What were the circumstances…?
➢Action Questions:
➢What did you contribute to the effort?
➢What did you specifically do?
➢Describe your specific role in the situation?
➢Walk me through the steps you took
➢Result Questions:
➢What was the result?
➢How did it work out?
➢What successes or problems resulted from…?
➢What feedback did you receive?
37. Interview Tips
& Techniques
❖Try to build an early rapport
❖Be an effective listener
❖Accept silences
❖Candidates will be interviewing
you; allow time for their questions
❖Avoid quick judgments
❖Maintain control…keep the
applicant on track
❖Take notes!
38. Interviewing Dos and Don’ts
DO: DO NOT:
✓Introduce the interview panel.
✓Adhere to the interview questions
pre-approved by your HR Generalist.
✓Have a standardized approach to the
interview; i.e. ask all candidates the
same questions.
✓Give a brief synopsis of what the job
entails.
✓Ask open-ended questions that allow
candidates to elaborate and take
notes.
× Ask questions related to protected
classes.
× Ask questions unrelated to the
candidate’s ability to perform the job.
× Make job offers.
× Discuss salary specifics.
× Limit yourself to “yes” or “no”
questions.
39. Selection Tests & Relevant Checks
IS YOUR BEST REALLY BETTER THAN THE REST?
40. Selection Tests
❖SELECTION TEST: Any instrument that is used to make a decision about a
potential employee.
❖STANDARDIZATION: Uniformity of procedures and conditions related to
administering tests.
❖RELIABILITY: The extent to which a selection test provides consistent
results.
❖VALIDITY: The extent to which a test measures what it claims to measure.(2)
Do higher test scores relate to higher success on the job?
41. Kinds of Selection Tests
Sometimes is it may be necessary to collect more information once an
applicant’s application has been reviewed. Common examples of this is:
❖Cognitive aptitude tests measure reasoning, vocabulary, verbal and numeric
skills.
❖Job knowledge tests measure knowledge regarding a particular job.
❖Work sample tests allow candidates to demonstrate how they would work on the
job
❖Psychomotor abilities tests assess the skill level of tasks required on the job.
❖Personality tests assess traits and personal characteristics. They are used to
determine if the applicant is the right fit for the organization.
❖Vocational interests tests identify occupations in which the candidate is most
interested
❖Honesty and integrity tests try to measure a candidate’s truthfulness
42. Tests, Inquiries, and Checks
❖Background Checks, Arrest and
Conviction Inquires
❖Social Media/Networking Checks 40%
30%
20%
Why are Background and References Checks
Important?
Lie about work and educational
histories
falsify creditials and licenses
purposely misrepresent
themselves
43. Legal Liability
Defamation: the act of harming the
reputation of another by making a false
statement to a third party.
Negligence: the failure to exercise the
standard of care that a reasonably prudent
person would have exercised in the same
situation.
44. Legal Liability - Negligence
Negligent referral: the legal risk incurred when a past
employer fails to warn a potential employer of the
inherent danger presented by a former employee.
Negligent hiring: the liability incurred when failing to
conduct a reasonable investigation of an applicant’s
background and then assigns a potentially dangerous
person to a position where he or she can inflict harm.
45. The Job Offer
❖Making the job offer:
oMay be done by phone, letter or in person.
oMake arrangements for further conditions:
• Physical exam
• Drug screen.
❖Discuss salary and benefits:
oAvoid quoting an annual salary.
❖Realistic job preview,
❖Verify employment eligibility:
oI-9 form.