This document summarizes the results of a survey on information literacy (IL) administered to faculty at Mercer County Community College (MCCC) and two-year colleges in general. The key findings were:
- Most faculty were familiar with IL but fewer had attended workshops or worked directly with librarians.
- Faculty rated identifying needs, accessing information efficiently, and evaluating information critically as very important skills.
- Faculty rated students' competency in these skills as satisfactory to poor.
- The survey results led to recommendations to embed IL into more general education courses at MCCC.
This document presents a study on the recruitment and selection process of THICS Immigration. It finds that THICS uses both internal and external sources for recruitment, with a preference for direct recruitment approaches. Interviews are the primary selection method, with most conducted in-person. While most employees are satisfied overall with the recruitment and selection processes, the study concludes some modifications could help make the processes more objective and aligned with changing needs.
The document summarizes the findings of a job fair evaluation conducted by Indochina Research. It analyzes candidates' profiles, expectations, experiences at the event, and levels of satisfaction. Key findings include that most candidates were students or recent graduates expecting to find entry-level or executive positions. While few found jobs, most felt more confident of finding one due to networking. Communication was mostly through word-of-mouth or Facebook. Satisfaction was highest with workshops but lowest with on-site information and interview scheduling. The evaluation identifies ways to better meet candidates' needs and expectations in future events.
U-Spring: 2016 Corporate University Global Survey ResultsBPI group
Results of BPI group's 2016 global survey on corporate universities and new methods of organizational learning. Join us in reimagining the corporate university!
The survey found that career development opportunities have a strong influence on attracting candidates to apply for roles, more so than salary. Overall, candidates rated their online tests and interviews positively, with around two-thirds finding the tests relevant and engaging. However, candidates indicated a desire for more information and communication from employers throughout the recruitment process, particularly when it came to receiving feedback.
The document provides an overview of advancing the HR profession in South Africa. It discusses trends in HR, benchmarks for HR functions, and proposes an HR competency model. Specifically, it notes that HR is increasingly seen as a strategic partner, and highlights priorities like talent management, leadership development, and skills development. Workforce analytics and metrics are still limited in many organizations. An HR competency model is presented as a way to enhance professionalism in the field.
The document describes the methodology used in a study on performance appraisals. It discusses:
- The research design uses descriptive analysis and frequencies/percentages to analyze collected data.
- The study population includes employees and managers involved in performance appraisals at a bank.
- Data is collected through questionnaires, interviews, and documents. All employees and relevant managers are included in the sample.
- The data is analyzed using descriptive statistics like frequencies and percentages to interpret the results.
This document summarizes the results of a survey on information literacy (IL) administered to faculty at Mercer County Community College (MCCC) and two-year colleges in general. The key findings were:
- Most faculty were familiar with IL but fewer had attended workshops or worked directly with librarians.
- Faculty rated identifying needs, accessing information efficiently, and evaluating information critically as very important skills.
- Faculty rated students' competency in these skills as satisfactory to poor.
- The survey results led to recommendations to embed IL into more general education courses at MCCC.
This document presents a study on the recruitment and selection process of THICS Immigration. It finds that THICS uses both internal and external sources for recruitment, with a preference for direct recruitment approaches. Interviews are the primary selection method, with most conducted in-person. While most employees are satisfied overall with the recruitment and selection processes, the study concludes some modifications could help make the processes more objective and aligned with changing needs.
The document summarizes the findings of a job fair evaluation conducted by Indochina Research. It analyzes candidates' profiles, expectations, experiences at the event, and levels of satisfaction. Key findings include that most candidates were students or recent graduates expecting to find entry-level or executive positions. While few found jobs, most felt more confident of finding one due to networking. Communication was mostly through word-of-mouth or Facebook. Satisfaction was highest with workshops but lowest with on-site information and interview scheduling. The evaluation identifies ways to better meet candidates' needs and expectations in future events.
U-Spring: 2016 Corporate University Global Survey ResultsBPI group
Results of BPI group's 2016 global survey on corporate universities and new methods of organizational learning. Join us in reimagining the corporate university!
The survey found that career development opportunities have a strong influence on attracting candidates to apply for roles, more so than salary. Overall, candidates rated their online tests and interviews positively, with around two-thirds finding the tests relevant and engaging. However, candidates indicated a desire for more information and communication from employers throughout the recruitment process, particularly when it came to receiving feedback.
The document provides an overview of advancing the HR profession in South Africa. It discusses trends in HR, benchmarks for HR functions, and proposes an HR competency model. Specifically, it notes that HR is increasingly seen as a strategic partner, and highlights priorities like talent management, leadership development, and skills development. Workforce analytics and metrics are still limited in many organizations. An HR competency model is presented as a way to enhance professionalism in the field.
The document describes the methodology used in a study on performance appraisals. It discusses:
- The research design uses descriptive analysis and frequencies/percentages to analyze collected data.
- The study population includes employees and managers involved in performance appraisals at a bank.
- Data is collected through questionnaires, interviews, and documents. All employees and relevant managers are included in the sample.
- The data is analyzed using descriptive statistics like frequencies and percentages to interpret the results.
The survey conducted by Stanton Chase International Belgrade received responses from over 70% of candidates who had interviews with the company in the previous year. Most respondents were males between 30-39 years old working in financial services. Two thirds first heard of Stanton Chase through colleagues and friends. Candidates found trust, confidentiality, and understanding of their needs and the market as very important factors. Over 75% rated their consultants highly. Shortlisted candidates provided positive feedback while some suggested improving communication frequency and feedback from clients. Overall, more than two thirds assessed their experience positively and would recommend Stanton Chase.
CERIC 2015 Survey of Career Service Professionals, Government SectorCERIC
The 2015 CERIC Survey of Career Service Professionals – recently completed by more than 1,000 professionals in the field across Canada – provides a demographic snapshot (education, experience, salary) as well as examining professional development needs and research trends. The online survey took place October 19-November 20, 2015.
Survey results help CERIC, and the field at large, to better understand the interests and challenges of Canada’s career service community, including:
- How career professionals are enhancing their career competency and mobility
- What the issue are keeping career professionals up at night
- How the public perception of the value of career development is evolving
Exit Interview Research Study Abstract: Unlocking Why Employees Quit & How to...Retensa
The document summarizes key findings from an exit interview research study conducted by Talent Management Solutions. The study analyzed how over 350 organizations conduct exit interviews. It found that most organizations conduct exit interviews but there is variability in methods, questions asked, and use of results. The study aims to establish best practices for exit interview programs. It provides recommendations such as using confidential over anonymous interviews and targeting voluntary resignations for interviews.
DeVry University Career Advisory Board: What the Most Successful Job Seekers ...DeVry University
In the interest of providing actionable advice to job seekers, the Career Advisory Board set out to discover what candidates who are perceived as the “complete package” are doing in order to secure a desirable job offer. In our Successful Job Seekers research, we surveyed over 550 professionals of varying ages and in different roles and industries. Our respondents had one thing in common: they were either recruited by a desirable company and received an offer without having to search for a new job at all (referred to as passive job seekers), or they received an interview for a job they ultimately accepted less than six months after starting a search (referred to as active job seekers).
The following report summary highlights the results of the research, including that the most effective candidates target, customize, and are organized and realistic about their opportunities. Now that we’ve learned from the best, we aim to educate the general job seeking population on improving job search efficiency and outcomes.
Recruitment Journeys from Berlin's Tech – Survey Report 2018Caissa Global
Berlin's job market is candidate-driven. To stay competitive, companies need to understand the candidates, their needs, wants, joys and pains. And then, they should incorporate this knowledge into their recruitment process. Unfortunately, we often see that companies and candidates are not on the same page when it comes to hiring.
To back up our observations with data, we ran a survey asking tech professionals about their recruitment journeys. We hope that the findings, along with individual stories, will help Berlin-based companies reconsider and improve their hiring practices.
Survey : New forms of learning and training developed by organizationsBPI group
The changes our society is facing contain a training-related
challenge that is crucial for their success. Tomorrow’s
employees will be today’s employees, but in the interim they
will need to have taken much better control of their career—
their employability is at stake.
Beyond their legal obligations, organizations are vital to this
process and are seeking new formats that enable them to
fulfill this duty. We aspire to design new corporate university
models because they are an important a driver of skill and job
development.
These efforts will be realized on April 7 in Paris during the event
U-Spring: Reimagining the Corporate University. With this in
mind, BPI group surveyed heads of corporate universities on
their models and development outlooks.
CERIC 2015 Survey of Career Service Professionals, Private SectorCERIC
The 2015 CERIC Survey of Career Service Professionals – recently completed by more than 1,000 professionals in the field across Canada – provides a demographic snapshot (education, experience, salary) as well as examining professional development needs and research trends. The online survey took place October 19-November 20, 2015.
Survey results help CERIC, and the field at large, to better understand the interests and challenges of Canada’s career service community, including:
- How career professionals are enhancing their career competency and mobility
- What the issue are keeping career professionals up at night
- How the public perception of the value of career development is evolving
Most of the CEOs surveyed have been in their roles for over 10 years and come from the financial, consumer products, and professional services sectors. They are generally satisfied with their career development so far, especially opportunities for professional training and specialization. When it comes to developing future CEOs, their companies rely most on executive coaching programs and leadership training. The CEOs would like to improve their financial, industry-specific, and people management skills. Most are involved in selecting and developing their own successors. They believe bringing in outside perspectives from other industries could provide new ideas.
CERIC 2015 Survey of Career Service Professionals, Charitable & Non-Profit Se...CERIC
The 2015 CERIC Survey of Career Service Professionals – recently completed by more than 1,000 professionals in the field across Canada – provides a demographic snapshot (education, experience, salary) as well as examining professional development needs and research trends. The online survey took place October 19-November 20, 2015.
Survey results help CERIC, and the field at large, to better understand the interests and challenges of Canada’s career service community, including:
- How career professionals are enhancing their career competency and mobility
- What the issue are keeping career professionals up at night
- How the public perception of the value of career development is evolving
Technisource Women in IT Careers Survey - Monster.comMonster
Despite years of criticism on the subject, there are still large disparities in the way men and women view employment within the technology field, according to the 2010 Technisource Women in Information Technology Report (conducted by Monster.com®). Most notably, differences in viewpoints were concentrated in compensation, mentors and role models, and challenges faced.
The new study demonstrates that while some lagging societal issues remain unchanged across the board, such as equal compensation, some perceived differences may be the result of specific choices and priorities between genders.
Among the key findings:
Career Satisfaction
Seventy-eight percent of women do not believe that compensation is equal between men and women – nearly half of the male respondents do perceive equality.
When asked about most important factors to men and women for career satisfaction, the greatest differences were men chose compensation and women chose being challenged and flexibility.
Career Progression
Fifty-two percent of women working in IT believe there is a "glass ceiling" that restricts their employment growth (28% of women are neutral).
When asked what the most important factors for career success were over the next five years, both men and women responded with technology experience and skills.
Mentorship/Role Models
When asked if respondents have had or do have a mentor, women responded the highest with 33 percent to 28 percent of men.
Seventy-three percent of women do not believe there are enough role models for women (versus 52 percent of men).
Future of Women in IT
Both men (56 percent) and women (70 percent) believe that greater promotion of IT as a career choice for women is the top encouraging factor for young women to enter the field.
Twenty-seven percent of men believe that women have an advantage over men working in the IT field.
Only 26 percent of men and 24 percent of women believe that society encourages young women to study math and science.
According to respondents, 74 percent of women believe female workers face a different set of career challenges than their male counterparts (compared to 48 percent of men).
"Our Women in Information Technology Report shows that there appear to be differences beyond how both women and men view their compensation and career progression within the IT field," said Alisia Genzler, vice president of the Northeast Region of Technisource. "Employers should take heed of these differing mindsets to better understand the unique priorities and challenges each of these groups face. Failing to do so will affect employee satisfaction, work performance, and in turn create a workforce that will jump at the opportunity to work for an employer that recognizes and acknowledges what really matters to them."
Kanika Jain conducted a study on the recruitment and selection process at Sistema Shyam TeleServices LTD (MTS). The objectives were to understand MTS's criteria for hiring employees, the selection process, employee satisfaction levels, and career opportunities. A questionnaire was administered to 50 MTS employees. Key findings included that the selection process affects performance, MTS recruits internally and asks for references, and written tests and direct interviews are commonly used. Suggestions were provided to improve employee retention through clearer expectations and better management. The conclusion was that MTS has an established selection system but could improve future growth opportunities for employees.
Employee engagement and business productivityMark Beatson
Employee engagement can boost business productivity in several ways:
1) Engaged employees are willing to go above and beyond, which increases discretionary effort.
2) Engagement leads to better alignment between employee and company goals, allowing for more delegation and decentralization.
3) Engaged employees provide valuable insights into customers that can drive innovation.
However, engagement initiatives often fail due to barriers such as lack of work-life balance, limited career development opportunities, ineffective leadership, and poor implementation of HR policies and practices. Building trust and establishing effective employee voice mechanisms are important for sustaining engagement.
The document provides an analysis of the talent acquisition process at Rohini IT Consulting LLP. It finds that the average time to hire a candidate is 40-45 days, which is higher than the target of 35 days. The conversion rate from applicant to selection is only 4.5%. The average response rate for job postings is 53.69%. Targeting irrelevant candidates is a major reason for the low response rate. Out of 133 candidates sourced for various IT positions, only 6 candidates were placed. The analysis suggests reducing time to hire, improving candidate screening to target relevant profiles, deploying more effective metrics to increase selection rates, and providing proper orientation for new employees.
Chapter 4Data Analysis and presentationIntroduction T.docxchristinemaritza
Chapter 4
Data Analysis and presentation
Introduction
The researcher surveyed the selected company for the study and the questionnaire was distributed to 50 employees, but only 22 employees was responded . After collecting the questionnaires, the researchers emptied the data and tabulated it in a way that fits the study variables and hypotheses. The analysis and processing of the data for the study were carried out by the statistical program SPSS. Researchers write a clear description for each table and chart to make it easier for the reader to understand.
Data Analysis
4.1 Gender of the Leaders
Male or Female
Frequency
Percent
Valid Percent
Cumulative Percent
Valid
male
16
72.7
72.7
72.7
female
6
27.3
27.3
100.0
Total
22
100.0
100.0
The number of males in the sample was (16) (72.7%) of the total sample, while the number of females was (6) (27.3%) of the total sample. The researchers noted that the number of males exceeds the number of females. This is due to the fact that the nature of the work, especially the managerial levels, is more likely to lead with males than females.
4.2 Age of employee
Age
Frequency
Percent
Valid Percent
Cumulative Percent
Valid
20-25
9
40.9
40.9
40.9
26-30
9
40.9
40.9
81.8
31-35
2
9.1
9.1
90.9
36-40
1
4.5
4.5
95.5
41-45
1
4.5
4.5
100.0
Total
22
100.0
100.0
The number of leaders of them who were investigator of age (20-25) 9 (up) 40.9 % (of the total sample size, and the number of leaders of them who was the investigator of age from (26-30) 9 (by) 40.9 % (of the total sample size, and the number of leaders of them who was the investigator of age of (31-35) 2 (by) 9.1% (of the total sample size. The number of leaders who were their age (36-40) was 1 (4.5%) of the total sample size and finally the number of leaders who were their age (41-45) was 1 (4.5%) of the total sample size.
The researchers believe that the nature of the leaders in the company sample study are the first and second category of the ages between 20-30 are the majority indicates the adoption of the company significantly on young people and new cadres, while Leaders aged between 31 and 45 came in third, fourth and fifth place, and this is what they points out to the need to adopt the company also on the leadership with great experience, because older Leaders had experience as a result of past experiences, whether successful or unsuccessful.
4.3 Leaders Nationality
Nationality
Frequency
Percent
Valid Percent
Cumulative Percent
Valid
Omani
21
95.5
95.5
95.5
Non - Omani
1
4.5
4.5
100.0
Total
22
100.0
100.0
The number leaders who were included in the questionnaire who were Omani nationals were 21 (95.5% of the total sample size and the number of non-Omanis was 1 (4.5%) of the total sample size, so it is clear that Namaa relies heavily on Omani leaders in different departments in the company.
4.4 Leaders Education
Education
Frequency
Percent
Valid Percent
Cumulative Percent
Valid
High school
4
...
CERIC 2015 Survey of Career Service Professionals, Post-Secondary Education S...CERIC
The 2015 CERIC Survey of Career Service Professionals – recently completed by more than 1,000 professionals in the field across Canada – provides a demographic snapshot (education, experience, salary) as well as examining professional development needs and research trends. The online survey took place October 19-November 20, 2015.
Survey results help CERIC, and the field at large, to better understand the interests and challenges of Canada’s career service community, including:
- How career professionals are enhancing their career competency and mobility
- What the issue are keeping career professionals up at night
- How the public perception of the value of career development is evolving
Fulfilling the American Dream: Liberal Education and the Future of WorkRobert Kelly
The document summarizes key findings from surveys of over 1,000 business executives and hiring managers regarding their views on the value of a college education and the preparedness of recent college graduates. Some of the main findings include:
- Most executives and hiring managers express confidence in colleges/universities and see a college degree as important or very important. However, many think colleges need to improve in ensuring graduates have the skills needed for the workplace.
- Employers find it difficult to fill many open positions and want colleges to better prepare graduates for success in entry-level jobs and ability to advance.
- Executives prioritize skills like critical thinking, written communication, and problem-solving but feel graduates are less
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
The survey conducted by Stanton Chase International Belgrade received responses from over 70% of candidates who had interviews with the company in the previous year. Most respondents were males between 30-39 years old working in financial services. Two thirds first heard of Stanton Chase through colleagues and friends. Candidates found trust, confidentiality, and understanding of their needs and the market as very important factors. Over 75% rated their consultants highly. Shortlisted candidates provided positive feedback while some suggested improving communication frequency and feedback from clients. Overall, more than two thirds assessed their experience positively and would recommend Stanton Chase.
CERIC 2015 Survey of Career Service Professionals, Government SectorCERIC
The 2015 CERIC Survey of Career Service Professionals – recently completed by more than 1,000 professionals in the field across Canada – provides a demographic snapshot (education, experience, salary) as well as examining professional development needs and research trends. The online survey took place October 19-November 20, 2015.
Survey results help CERIC, and the field at large, to better understand the interests and challenges of Canada’s career service community, including:
- How career professionals are enhancing their career competency and mobility
- What the issue are keeping career professionals up at night
- How the public perception of the value of career development is evolving
Exit Interview Research Study Abstract: Unlocking Why Employees Quit & How to...Retensa
The document summarizes key findings from an exit interview research study conducted by Talent Management Solutions. The study analyzed how over 350 organizations conduct exit interviews. It found that most organizations conduct exit interviews but there is variability in methods, questions asked, and use of results. The study aims to establish best practices for exit interview programs. It provides recommendations such as using confidential over anonymous interviews and targeting voluntary resignations for interviews.
DeVry University Career Advisory Board: What the Most Successful Job Seekers ...DeVry University
In the interest of providing actionable advice to job seekers, the Career Advisory Board set out to discover what candidates who are perceived as the “complete package” are doing in order to secure a desirable job offer. In our Successful Job Seekers research, we surveyed over 550 professionals of varying ages and in different roles and industries. Our respondents had one thing in common: they were either recruited by a desirable company and received an offer without having to search for a new job at all (referred to as passive job seekers), or they received an interview for a job they ultimately accepted less than six months after starting a search (referred to as active job seekers).
The following report summary highlights the results of the research, including that the most effective candidates target, customize, and are organized and realistic about their opportunities. Now that we’ve learned from the best, we aim to educate the general job seeking population on improving job search efficiency and outcomes.
Recruitment Journeys from Berlin's Tech – Survey Report 2018Caissa Global
Berlin's job market is candidate-driven. To stay competitive, companies need to understand the candidates, their needs, wants, joys and pains. And then, they should incorporate this knowledge into their recruitment process. Unfortunately, we often see that companies and candidates are not on the same page when it comes to hiring.
To back up our observations with data, we ran a survey asking tech professionals about their recruitment journeys. We hope that the findings, along with individual stories, will help Berlin-based companies reconsider and improve their hiring practices.
Survey : New forms of learning and training developed by organizationsBPI group
The changes our society is facing contain a training-related
challenge that is crucial for their success. Tomorrow’s
employees will be today’s employees, but in the interim they
will need to have taken much better control of their career—
their employability is at stake.
Beyond their legal obligations, organizations are vital to this
process and are seeking new formats that enable them to
fulfill this duty. We aspire to design new corporate university
models because they are an important a driver of skill and job
development.
These efforts will be realized on April 7 in Paris during the event
U-Spring: Reimagining the Corporate University. With this in
mind, BPI group surveyed heads of corporate universities on
their models and development outlooks.
CERIC 2015 Survey of Career Service Professionals, Private SectorCERIC
The 2015 CERIC Survey of Career Service Professionals – recently completed by more than 1,000 professionals in the field across Canada – provides a demographic snapshot (education, experience, salary) as well as examining professional development needs and research trends. The online survey took place October 19-November 20, 2015.
Survey results help CERIC, and the field at large, to better understand the interests and challenges of Canada’s career service community, including:
- How career professionals are enhancing their career competency and mobility
- What the issue are keeping career professionals up at night
- How the public perception of the value of career development is evolving
Most of the CEOs surveyed have been in their roles for over 10 years and come from the financial, consumer products, and professional services sectors. They are generally satisfied with their career development so far, especially opportunities for professional training and specialization. When it comes to developing future CEOs, their companies rely most on executive coaching programs and leadership training. The CEOs would like to improve their financial, industry-specific, and people management skills. Most are involved in selecting and developing their own successors. They believe bringing in outside perspectives from other industries could provide new ideas.
CERIC 2015 Survey of Career Service Professionals, Charitable & Non-Profit Se...CERIC
The 2015 CERIC Survey of Career Service Professionals – recently completed by more than 1,000 professionals in the field across Canada – provides a demographic snapshot (education, experience, salary) as well as examining professional development needs and research trends. The online survey took place October 19-November 20, 2015.
Survey results help CERIC, and the field at large, to better understand the interests and challenges of Canada’s career service community, including:
- How career professionals are enhancing their career competency and mobility
- What the issue are keeping career professionals up at night
- How the public perception of the value of career development is evolving
Technisource Women in IT Careers Survey - Monster.comMonster
Despite years of criticism on the subject, there are still large disparities in the way men and women view employment within the technology field, according to the 2010 Technisource Women in Information Technology Report (conducted by Monster.com®). Most notably, differences in viewpoints were concentrated in compensation, mentors and role models, and challenges faced.
The new study demonstrates that while some lagging societal issues remain unchanged across the board, such as equal compensation, some perceived differences may be the result of specific choices and priorities between genders.
Among the key findings:
Career Satisfaction
Seventy-eight percent of women do not believe that compensation is equal between men and women – nearly half of the male respondents do perceive equality.
When asked about most important factors to men and women for career satisfaction, the greatest differences were men chose compensation and women chose being challenged and flexibility.
Career Progression
Fifty-two percent of women working in IT believe there is a "glass ceiling" that restricts their employment growth (28% of women are neutral).
When asked what the most important factors for career success were over the next five years, both men and women responded with technology experience and skills.
Mentorship/Role Models
When asked if respondents have had or do have a mentor, women responded the highest with 33 percent to 28 percent of men.
Seventy-three percent of women do not believe there are enough role models for women (versus 52 percent of men).
Future of Women in IT
Both men (56 percent) and women (70 percent) believe that greater promotion of IT as a career choice for women is the top encouraging factor for young women to enter the field.
Twenty-seven percent of men believe that women have an advantage over men working in the IT field.
Only 26 percent of men and 24 percent of women believe that society encourages young women to study math and science.
According to respondents, 74 percent of women believe female workers face a different set of career challenges than their male counterparts (compared to 48 percent of men).
"Our Women in Information Technology Report shows that there appear to be differences beyond how both women and men view their compensation and career progression within the IT field," said Alisia Genzler, vice president of the Northeast Region of Technisource. "Employers should take heed of these differing mindsets to better understand the unique priorities and challenges each of these groups face. Failing to do so will affect employee satisfaction, work performance, and in turn create a workforce that will jump at the opportunity to work for an employer that recognizes and acknowledges what really matters to them."
Kanika Jain conducted a study on the recruitment and selection process at Sistema Shyam TeleServices LTD (MTS). The objectives were to understand MTS's criteria for hiring employees, the selection process, employee satisfaction levels, and career opportunities. A questionnaire was administered to 50 MTS employees. Key findings included that the selection process affects performance, MTS recruits internally and asks for references, and written tests and direct interviews are commonly used. Suggestions were provided to improve employee retention through clearer expectations and better management. The conclusion was that MTS has an established selection system but could improve future growth opportunities for employees.
Employee engagement and business productivityMark Beatson
Employee engagement can boost business productivity in several ways:
1) Engaged employees are willing to go above and beyond, which increases discretionary effort.
2) Engagement leads to better alignment between employee and company goals, allowing for more delegation and decentralization.
3) Engaged employees provide valuable insights into customers that can drive innovation.
However, engagement initiatives often fail due to barriers such as lack of work-life balance, limited career development opportunities, ineffective leadership, and poor implementation of HR policies and practices. Building trust and establishing effective employee voice mechanisms are important for sustaining engagement.
The document provides an analysis of the talent acquisition process at Rohini IT Consulting LLP. It finds that the average time to hire a candidate is 40-45 days, which is higher than the target of 35 days. The conversion rate from applicant to selection is only 4.5%. The average response rate for job postings is 53.69%. Targeting irrelevant candidates is a major reason for the low response rate. Out of 133 candidates sourced for various IT positions, only 6 candidates were placed. The analysis suggests reducing time to hire, improving candidate screening to target relevant profiles, deploying more effective metrics to increase selection rates, and providing proper orientation for new employees.
Chapter 4Data Analysis and presentationIntroduction T.docxchristinemaritza
Chapter 4
Data Analysis and presentation
Introduction
The researcher surveyed the selected company for the study and the questionnaire was distributed to 50 employees, but only 22 employees was responded . After collecting the questionnaires, the researchers emptied the data and tabulated it in a way that fits the study variables and hypotheses. The analysis and processing of the data for the study were carried out by the statistical program SPSS. Researchers write a clear description for each table and chart to make it easier for the reader to understand.
Data Analysis
4.1 Gender of the Leaders
Male or Female
Frequency
Percent
Valid Percent
Cumulative Percent
Valid
male
16
72.7
72.7
72.7
female
6
27.3
27.3
100.0
Total
22
100.0
100.0
The number of males in the sample was (16) (72.7%) of the total sample, while the number of females was (6) (27.3%) of the total sample. The researchers noted that the number of males exceeds the number of females. This is due to the fact that the nature of the work, especially the managerial levels, is more likely to lead with males than females.
4.2 Age of employee
Age
Frequency
Percent
Valid Percent
Cumulative Percent
Valid
20-25
9
40.9
40.9
40.9
26-30
9
40.9
40.9
81.8
31-35
2
9.1
9.1
90.9
36-40
1
4.5
4.5
95.5
41-45
1
4.5
4.5
100.0
Total
22
100.0
100.0
The number of leaders of them who were investigator of age (20-25) 9 (up) 40.9 % (of the total sample size, and the number of leaders of them who was the investigator of age from (26-30) 9 (by) 40.9 % (of the total sample size, and the number of leaders of them who was the investigator of age of (31-35) 2 (by) 9.1% (of the total sample size. The number of leaders who were their age (36-40) was 1 (4.5%) of the total sample size and finally the number of leaders who were their age (41-45) was 1 (4.5%) of the total sample size.
The researchers believe that the nature of the leaders in the company sample study are the first and second category of the ages between 20-30 are the majority indicates the adoption of the company significantly on young people and new cadres, while Leaders aged between 31 and 45 came in third, fourth and fifth place, and this is what they points out to the need to adopt the company also on the leadership with great experience, because older Leaders had experience as a result of past experiences, whether successful or unsuccessful.
4.3 Leaders Nationality
Nationality
Frequency
Percent
Valid Percent
Cumulative Percent
Valid
Omani
21
95.5
95.5
95.5
Non - Omani
1
4.5
4.5
100.0
Total
22
100.0
100.0
The number leaders who were included in the questionnaire who were Omani nationals were 21 (95.5% of the total sample size and the number of non-Omanis was 1 (4.5%) of the total sample size, so it is clear that Namaa relies heavily on Omani leaders in different departments in the company.
4.4 Leaders Education
Education
Frequency
Percent
Valid Percent
Cumulative Percent
Valid
High school
4
...
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2. General data of the survey
The survey took place in Greece in the first and second quarters of 2020.
The sample size was 269 people in Human Resources positions and senior executives within
the companies.
64,6%
34,3%
1,1%
Sample Gender
Female
Male
Other
6,3%
50,2%27,5%
13%
3%
Sample Age
18-24
25-34
35-44
45-54
55-64
28,6%
25,3%18,2%
27,9%
Years of employment in HR
0-2 years
3-5 years
6-10 years
>10 years
6.7%
23.4%
33.5% 36.4%
Not at all Little Enough Good Very
Good
Experience with staff selection
procedures
3. Survey Results
26.8%
88.8%
11.9%
42%
Age
Work experience
Education level
Years of employment
Based on what characteristics do you define an
executive in your business as a "Junior"?
0.4%
14.1%
36.1%
32%
17.5%
Never Rarely Sometimes Often Very Often
How often do you look for Junior executives?
7. 54.7% 53.6%
71%
84% 87.7%
Post a job opening CV collection Screening Interviews Candidate selection
Do you use automated procedures in the following phases?
Ναι
Όχι
45,2% 46,3%
28,9% 15,9% 12,2%
23.4%
8.6%
7.1%
20.4%
11.2%
14.9%
High cost
Unwieldy tools
Time consuming process
Unreliable solutions
Lack of knowledge and skills
Lack of knowledge about relevant tools
Why you have not used automated procedures in the
selection of junior executives since now?
So 44.2% of the
sample answered
that they use
automated
procedures.
8. 22%
48,3%
20%
1,6%
8,1%
Who makes the final decision to hire a
junior executive?
Director General
Director of the
department in which
the junior will work in
HR Manager
HR Manager & Director
of the appartment
Other
20,4%
69,1%
8,2%
2,2%
How many people are working in all phases
of the process to fill a junior job?
1
2 to 3
3 to 5
>5
9. 30,9%
23,4%
13,4%
11,2%
4,5%
4,5%
1,5%
3%
4,6%
3%
How much money do you spend on average to publish
a job opening for a junior executive?
0-50 €
50-100€
100-150€
150-200€
200-300€
300-500€
>500€
Do not know
Other
Subscription packages
This percentage (30.9%) is
also confirmed by the
main way of looking for
juniors which are the
recommendations.
10. 99.7%
40.3%
44.2%
31.7%
Interview
Psychometric tests
Recommendations
On-the-job training
How do you evaluate soft skills during the selection
process of a junior executive?
78.8%
91.1%
44.6%
35.9%
10.0%
CV
Interviews
Recommendations
On-the-job training
Assessment tests
How do you evaluate hard skills during the selection
process of a junior executive?
It is obvious that soft skills
are mainly evaluated in the
interview, but we also
observe intense use of
psychometric tests and
recommendations.
11. Conclusions
The search for junior candidates is frequent (49.5%).
The main methods for searching junior candidates seem to be divided into three pillars, which are the
recommendations (23.6%), job boards (32.1%) and social networks (19.4%). We also notice that
Headhunting companies have a very low percentage in the search for junior candidates.
The money spent on posting a job opening for a junior, is mainly 50-150 € per job opening (36.8%) and
the following rates are 30.9% (0-50 € per job opening) and 15.7% ( 150-300 € per job opening).
A lot of resources are spent on the staff selection process, mainly in the screening, interviewing and
candidate selection phases.
55.8% of the sample that does not use automated systems, is due to the high cost (23.4%) and because
they do not consider them reliable (20.4%).
Soft skills seem to be assessed almost exclusively through the interview (99.7%), as reflected in the
survey. However, a large percentage also hold psychometric tests (40.3%).
12. Thank you!
Always at your disposal for any clarifications!
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