Selecting and recruiting process IN HBL
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The document outlines HBL's recruitment and selection process, which includes analyzing open positions, identifying both internal and external candidates, prescreening and shortlisting candidates, conducting tests and interviews, and making a final selection. It discusses HBL's use of newspapers, job sites, employee referrals, and partnerships for external hiring. The selection process consists of job analysis, developing job descriptions and specifications, evaluating candidates based on these criteria, prescreening resumes, conducting interviews and assessments, and ultimately extending an offer to the best candidates.
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Students:
Stuart Gow
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University of the South Pacific,
Private Bag, Laucala Campus,
Suva, Fiji.
Tel: (679) 323 1391/323 1392
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2. Important components of training include trainers, materials, methods, and management support. Training should be evaluated based on practical learning and job performance.
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The document provides information on developing HR scorecards and key performance indicators (KPIs) for measuring HR performance. It includes examples of HR strategy maps and scorecards that identify strategic objectives and KPIs related to areas like employee satisfaction, productivity, recruitment, and competency development. It also shares a template for an HR manager's KPI table that lists key result areas, KPIs with defined targets and weights, space to track actual results, and a formula for calculating final performance scores. The template is intended to help HR evaluate and improve their performance across important business goals.
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The document discusses re-engineering the HR system to learn from existing policies and practices rather than reinventing processes. It aims to align HR strategies with global reforms. The re-engineering is a personal project that focuses on emotional, passion, social, adversity, and spiritual quotients. It also focuses on upgrading employment branding, using technology, and allowing flexible work environments. An extensive survey was conducted of organizations in two countries to understand office structures, HR leaders' behaviors, and workplace environments. The findings included issues like monotony, stagnation, salary discrepancies, lack of alignment between education and work, lack of personal life, physical strains, and uneasy relationships. The conclusion is that addressing human aspects at an optimal level can increase
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The document discusses career management and development. It describes how career management is important for both employees and companies. Effective career management systems require shared responsibility between employees, managers, HR, and the company. Employees need to take initiative to assess their skills and identify goals, while managers provide feedback and support to help employees progress in their careers. Overall, the passage emphasizes that career development is an ongoing process that benefits both individuals and organizations.
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Recuitment and selection process in the firm or company by the HR department, sources of recruitment: internal and external methods, test and interviews inductions, training and placements.
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The banking sector selection process is generally long and complicated compared to the telecom sector. It involves preliminary interviews, application screening, employment tests assessing intelligence, aptitude, personality and proficiency, and comprehensive interviews. The telecom sector process is less formal and involves preliminary interviews, application forms, aptitude and reasoning tests, personality tests, technical and comprehensive interviews, background and security checks, and medical examinations. Both sectors require different skills, with banking focusing on financial background and analytical abilities, while telecom emphasizes technical knowledge of the telecommunications industry.
Staffing
The document discusses various aspects of staffing including recruitment, selection, training, and performance appraisal. It begins by defining staffing and explaining its importance in identifying required personnel and placing the right people in jobs. It then describes methods of recruitment including direct, indirect, and third party approaches. The selection process involves screening applications, interviews, tests, and making a final selection. Training methods are also discussed along with using performance appraisal to develop employees.
HRM - MCB
MCB was established in 1947 before the partition of India and Pakistan to meet the banking needs of Muslims. It is now one of Pakistan's leading banks with over Rs. 300 billion in assets and 1,000 branches nationwide. MCB's human resource management processes include forecasting staffing needs, recruiting both internally and externally, testing candidates, conducting interviews, and providing orientation for new employees to prepare them for their roles at MCB.
ANSH KHANDELWAL SELECTION AND RECRUITMENT (1).PPTX
This presentation covers recruitment and selection in human resource management. It defines recruitment as the process of finding prospective job candidates, and discusses the purpose and importance of recruitment, as well as internal and external factors that influence it. The presentation outlines common recruitment sources and processes, including identifying openings, job postings, screening resumes, interviews, assessments, background checks, and making a job offer. It also defines the selection process as choosing the right candidate for a position and describes the typical steps, from initial application to assessing qualifications and checking references, in order to make the final hiring decision.
1. Recruitment Selection.ppt
The document discusses personnel management and the recruitment and selection process. It defines recruitment as identifying and hiring qualified candidates, internally or externally. The selection process involves evaluating applicants' qualifications and experiences to choose suitable candidates for jobs. Key aspects of recruitment covered include identifying vacancies, advertising positions, and shortlisting applicants. Selection involves application reviews, interviews, tests and reference checks to differentiate among candidates and identify the most likely to succeed.
Capital iq (2)
The document discusses the recruitment and selection process at Capital IQ, an investment data and analytics company, including sourcing candidates from both internal and external sources and putting applicants through multiple rounds of screening that may include tests and interviews at both the campus and Capital IQ facility levels. The process aims to identify the most qualified candidates for roles such as Technology Quality Analysts and Research Associates.
Hrm module ii
Job analysis is the process of identifying and determining the duties, responsibilities, and requirements of a job. It provides information to establish training, selection, compensation, and performance evaluation procedures. The process involves organizational analysis, selecting jobs to analyze, collecting data through methods like observation and interviews, creating job descriptions and specifications. Job descriptions outline the duties and reporting relationships of a position, while specifications define the minimum qualifications required. Together, descriptions and specifications guide recruiting, selection, and placement of employees.
Chapter #11
Human Resource Policies and Practices discusses key aspects of human resource management including recruitment, selection, and training. It defines human resource management as the process of hiring and developing employees so they become more valuable to an organization. The main responsibilities of human resource management include conducting job analyses, planning personnel needs, recruiting and selecting the right candidates, orientation and training, managing compensation and benefits, performance evaluation, and resolving disputes. Recruitment is the process of finding and hiring the best qualified candidates, while selection refers to interviewing and evaluating candidates to select the right individual for employment. Training teaches skills and knowledge related to specific job competencies and can take various forms such as induction training, on-the-job training, coaching, and
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JOB ANALYSIS, RECRUITMENT, AND SELECTION OF EMPLOYEES.pptx
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Selecting and recruiting process IN HBL
- 1. Selecting and recruiting process Analysis of position and recruitment Identify candidates Prescreening and short listing Test / Interviews Final selection Recruitment in HBL: Internal Recruitment: Hiring from the organization. External Recruitment: Hiring outside of the organization. Media Sources used for External Hiring: HBL uses outside sources for recruitment which are: i. Newspapers (Daily Jung, nawa-e-waqt, the nation, Dawn and daily khabrein etc.) ii. Trade and professional journals iii. Internet job sites(rozee.pk) Outside sources of candidates: i. Sidat hyder marched Association works for outsourcing for HBL. ii. College recruitment iii. Employee referrals
- 2. iv. Walk-ins Analysis of positions and Recruitment: After planning it is analyzed that which position is going to be filled and the requirement is analyze by job analysis. Job Description: After getting job analysis information the next step is to describe job description which contains the points of job identification. Job Specification: After formulating job description the next step taken is job specification in which the traits of employees are defined who are assumed suitable for the job at HBL. Identify Candidates: HBL identifies its candidates by developing the criteria of job description and job specification. Outside sources Rehiring former employees Prescreening and short listing: Selection board goes through those CVs and selects those candidates which initially fulfill the criteria of selection board. After prescreening selection board short list the candidates who are considered most suitable for job at initial level on the basis of their resume. Test / interview: In this process short listed candidates are called for test and Interview according nature of their applied jobs The interview Individual employees, group of employees and supervisors with vast knowledge about jobs are interviewed. Questionnaires:
- 3. In questionnaire the employees fill out questionnaires to describe their job related duties and responsibilities. Selection interview Formats used in selection interview: Structured/Directed Unstructured/non directed Modes of interview: Penal interview Structured sequential interview Types of questions: Situational Job related Stress Puzzled Questions Final Selection: After going through all the processes the best candidates according to HBL`s selection board are selected.