Employee onboarding is the process to introduce new employee to the organization’s environment and culture. It helps the new employee to adopt the company culture and policies and increase work efficiency and productivity of the employee.
For more information visit https://www.hrhelpboard.com/hr-process/onboarding-process.htm
Employee onboarding is the process to introduce new employee to the organization’s environment and culture. It helps the new employee to adopt the company culture and policies and increase work efficiency and productivity of the employee.
For more information visit https://www.hrhelpboard.com/hr-process/onboarding-process.htm
hai its my first upload to this website please analyse and give me suggestions for any improvements beacuse i am an MBA student i want to learn something more
Topic Covered:
Understanding of Employee Induction.
Employee Induction Process.
Why Employee Induction is necessary?
What should be on Employee Induction Check List?
Conclusion.
An assessment centre is often used in selection procedures to test the suitability of the candidates. An assessment consists of several tests and practical simulations that are intended to show whether a person is the right fit for a particularly position or still performs optimally.
This Presentation discuss about the meaning of recruitment, features of recruitment, steps in recruitment process, recruitment policy, recruitment organisation, source of recruitment and the methods of recruitment.
To select mean to choose. Selection is the process of picking individuals who have relevant qualifications to fill jobs in an organization. The basic purpose is to choose the individual who can most successfully perform the job from the pool of qualified candidates.
Interviewing Candidates - Types Of Interviews- Human Resource ManagementFaHaD .H. NooR
Types Of Interviews - Interviewing Candidates - Basic Features of Interviews - Selection Process - Unstructured or Nondirective Interview - Structured or Directive Interview - Best Interview question - Popular question asked in interview - Interview Question
Interviews may be defined as face to face communication method for knowing some information about the potential job candidates. It is a process of collecting some information whether the candidates like the job or not. Under these processes, job seekers invited to appear at the interview board with their relevant academic and other qualification records. An interview is generally taken by one member committee several managers at different places, and several persons sitting on a board.
Job Analysis in HRM
Job Analysis is the SYSTEMATIC process of collecting and making judgments about all the important information related to a job.
Job analysis is the procedure through which you determine the duties and nature of the jobs and the kinds of people who should be hired for them.
Job: A group of tasks that must be performed in an organization to achieve its goals.
Position: The tasks and responsibilities performed by one person; there is a position for every individual in an organization.
Task: A distinct, identifiable work activity composed of motions
Responsibility: An obligation to perform certain tasks and duties.
hai its my first upload to this website please analyse and give me suggestions for any improvements beacuse i am an MBA student i want to learn something more
Topic Covered:
Understanding of Employee Induction.
Employee Induction Process.
Why Employee Induction is necessary?
What should be on Employee Induction Check List?
Conclusion.
An assessment centre is often used in selection procedures to test the suitability of the candidates. An assessment consists of several tests and practical simulations that are intended to show whether a person is the right fit for a particularly position or still performs optimally.
This Presentation discuss about the meaning of recruitment, features of recruitment, steps in recruitment process, recruitment policy, recruitment organisation, source of recruitment and the methods of recruitment.
To select mean to choose. Selection is the process of picking individuals who have relevant qualifications to fill jobs in an organization. The basic purpose is to choose the individual who can most successfully perform the job from the pool of qualified candidates.
Interviewing Candidates - Types Of Interviews- Human Resource ManagementFaHaD .H. NooR
Types Of Interviews - Interviewing Candidates - Basic Features of Interviews - Selection Process - Unstructured or Nondirective Interview - Structured or Directive Interview - Best Interview question - Popular question asked in interview - Interview Question
Interviews may be defined as face to face communication method for knowing some information about the potential job candidates. It is a process of collecting some information whether the candidates like the job or not. Under these processes, job seekers invited to appear at the interview board with their relevant academic and other qualification records. An interview is generally taken by one member committee several managers at different places, and several persons sitting on a board.
Job Analysis in HRM
Job Analysis is the SYSTEMATIC process of collecting and making judgments about all the important information related to a job.
Job analysis is the procedure through which you determine the duties and nature of the jobs and the kinds of people who should be hired for them.
Job: A group of tasks that must be performed in an organization to achieve its goals.
Position: The tasks and responsibilities performed by one person; there is a position for every individual in an organization.
Task: A distinct, identifiable work activity composed of motions
Responsibility: An obligation to perform certain tasks and duties.
Talent acquisition is the process of finding and acquiring skilled human labor for organizational needs and to meet any labor requirement. When used in the context of the recruiting and HR profession, talent acquisition usually refers to the talent acquisition department or team within the Human Resources department. The talent acquisition team within a company is responsible for finding, acquiring, assessing, and hiring candidates to fill roles that are required to meet company goals and fill project requirements.
Understanding the identity of a company’s workforce can offer clarity for an organization, especially when it comes to managing them. Behavioral assessments are one of the tools leaders can leverage when it comes to better understanding an employee’s behavior tendencies. This multifaceted Spotlight Webinar will showcase the stories of two organizations that have integrated behavioral assessments into their people management process. The first speaker Suzanne Farmer, AVP organizational development and training for UT Southwestern Medical Center will share how leaders are leveraging assessment data in determining employee potential and movement. The second speaker, Ryan Smith, chief operating officer of Raidious, a full service digital agency, will unveil how leaders leverage the Predictive Index Behavioral Assessment as a key tool for onboarding and supporting new hires to understanding how one’s behavioral traits influence team collaboration.
During this webinar:
Recognize how behavioral assessment tools can be leveraged through all phases of the employee lifecycle.
Hear how behavioral assessments can enhance team communication and provide insight on employee work and communication styles.
Observe how assessments are influential beyond HR leaders but to executives across an organization.
Learn How To Practice HR Management Different Functions to Hire, Retain & Develop Best Talents in the Market.
Components:
- HR Purpose & Major Functions
- Recruitment & Selection
- Training & Development
- Performance Management
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
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.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
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.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
2. THE RECRUITMENT AND SELECTION
PROCESS
The stages of recruitment and selection are:
1. Defining requirements
Recruitment
2. Attracting candidates
3. Sifting applications – Short-listing
4. Interviewing – Preliminary, Final
5. Testing
6. Assessing candidates
7. Obtaining references
8. Checking applications
9. Offering employment
10.Following up
Min Khaung ( EMPA - 8 )
Selection
2
3. SELECTION
• Selection is the Process of choosing from a
group of applicants those individuals best suited
for a particular position and organization.
• Brick Recruitment
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4. FACTORS AFFECTING SELECTION
PROCESS
•
•
•
•
•
•
•
Other HR Functions
Legal Consideration
Speed of Decision Making.
Organizational Hierarchy
Applicant Pool ( Selection Ratio )
Type of Organization
Probationary Period
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Min Khaung ( EMPA - 8 )
5. SELECTION PROCESS
1. Sifting applications – Short-listing
2. Interviewing – Preliminary, Final
3. Testing
4. Assessing candidates
5. Obtaining references
6. Checking applications
7. Offering employment
8. Following up
5
Min Khaung ( EMPA - 8 )
6. SIFTING APPLICATIONS – SHORT-LISTING
•
•
•
•
•
•
•
Based on Job Description
Based on Job Specification
Selection Ratio
Time Factors
Applicant Pools
Types of Organization
Hierarchy
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Min Khaung ( EMPA - 8 )
8. PREPARING FOR THE INTERVIEW
•
•
•
•
•
Check person specification.
Decide on approach to interview and timing.
Study candidate’s application.
Prepare general questions.
Prepare specific questions.
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Min Khaung ( EMPA - 8 )
9. TYPES OF INTERVIEW
•
•
•
•
•
STRUCTURED
INTERVIEW
Situational Questions
Job- Knowledge Question
Job-Sample Simulation
Question
Worker Requirement
Questions;
Behavioral Interview –
Relating previous
experience with new job
UN-STRUCTURED
INTERVIEW
• Take more Time
• Questions are not
prearranged,
• Allowing for spontaneity
and for questions to
develop during the course
of the interview.
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Min Khaung ( EMPA - 8 )
12. SELECTION INTERVIEWING:
OVERALL APPROACH
• Content – ensure you cover all the areas you
need to explore.
• Contact – ensure you establish a relationship
(rapport) that will encourage the candidate to
respond to your questions.
• Control – maintain control over the interview,
don’t let the candidate digress, and keep to time.
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Min Khaung ( EMPA - 8 )
13. SELECTION INTERVIEWING:
CONTENT
• Start (5%): put candidate at ease, provide
information about job and company (not too
much).
• Middle (80%+): ask questions to get information
on candidate’s capabilities, qualifications and
experience and to assess personality.
• End (up to 15%): give candidates chance to ask
questions, provide more data, inform of next
step.
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Min Khaung ( EMPA - 8 )
16. ASKING QUESTIONS
• Open questions ( to encourage a full Response )
• Probing questions (to get further details )
• Closed questions (to clarify a point of fact )
• Hypothetical questions (to put a situation to
candidates and ask them how they would respond )
• Behavioral event questions (to get candidates to tell
you how they would behave in situations that have been
identified as critical to successful job performance )
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Min Khaung ( EMPA - 8 )
17. ASKING QUESTIONS
• Capability questions (to establish what candidates
know, the skills they possess )
• Questions about motivation (The degree to which
candidates are motivated )
• Continuity questions (to keep the flow going in an
interview )
• Play-back questions (test your understanding )
• Career questions (insight into motivation as well as
establishing how they have progressed )
• Focused work questions (more about particular
aspects of the candi-date’s work history,)
• Questions about outside interests (can give some
insight into how well motivated)
Min Khaung ( EMPA - 8 )
17
18. QUESTIONS TO BE AVOIDED
• Who is going to look after the children?
• Are you planning to have any more children?
• Would it worry you being a member of an ethnic
minority here?
• With your disability, do you think you can cope
with the job?
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Min Khaung ( EMPA - 8 )
19. INTERVIEWING – COMMON MISTAKES
• the ‘halo effect’.
• the ‘horns effect’.
• Not weighing the balance between favorable and
unfavorable information.
• Coming to firm conclusions on inadequate evidence.
• Making snap or hurried judgments.
• Making prejudiced judgments.
• Interviewer Domination
Min Khaung ( EMPA - 8 )
20. INTERVIEWING – COMMON MISTAKES
• Inappropriate Question
• Inconsistent Question
• Central Tendency
• Contrast Effect
• Lack of Training
• Nonverbal Communication
Min Khaung ( EMPA - 8 )
21. SELECTION TESTS
Selection tests are used to provide valid and
reliable evidence of levels of abilities,
intelligence, personality characteristics,
aptitudes and attainments
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Min Khaung ( EMPA - 8 )
22. TYPE OF SELECTION TEST
•
•
•
•
•
•
•
•
•
•
•
Psychometric Test ( IQ, EQ )
Cognitive Aptitude Test
Job-Knowledge Test
Work-Sample Test
Vocational Interest Test
Personality Test
Substance Abuse Test
General Test
Graphoanalysis
Internet Testing
Assessment Center
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23. ASSESSMENT CENTER
• Focus of the centre is on behavior
• One-to-one role-plays and group exercises
• Interviews and tests will be used in addition to
group exercises.
• Several candidates or participants are assessed
together to allow interaction
• Several assessors or observers are used in
order to increase the objectivity of assessments.
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24. ASSESSING CANDIDATES
• Refer to key points in person specification
and mark candidate as appropriate:
• exceeds specification;
• fully meets specification;
• just meets the minimum specification;
• does not meet the minimum specification.
Min Khaung ( EMPA - 8 )
25. OBTAINING REFERENCES
• Written References
• Telephone References
– What was the period of employment?
– What was the job title?
– What work was carried out?
– What was the rate of pay or salary?
– How many days’ absence over the last 12 months?
– Would you re-employ (if not, why not)?
– What was the reason of leaving, resigning?
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Min Khaung ( EMPA - 8 )
27. SELECTION DECISION
• An organization obtains and evaluates information
about the finalists in a job selection process
• Notification of Candidates
• Management should notify successful and
unsuccessful candidates of selection decision as soon
as possible.
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