Selection involves screening applicants and choosing the best candidates for jobs. It is a multi-step process that includes preliminary interviews, application forms, reference checks, and various tests. The document outlines the importance of selection in reducing turnover and assessing suitability. It discusses the different aspects of selection such as application forms, work history, references, and life history interviews. A variety of tests are also examined, including intelligence, aptitude, personality, and simulation tests, which objectively measure candidates' qualifications.
The document discusses the performance management system of Punjab Group of Colleges. It provides an overview of the company, its mission, values, objectives and organizational structure. It then analyzes different aspects of the performance management process including prerequisites, performance planning, measurement, and gaps. Key issues identified include a lack of job analysis, ineffective recruitment, and no formal training or development plans. The presentation concludes with learning around the importance of performance management systems.
Ranking method of job evaluation - compensation management - Manu Melwin Joymanumelwin
Perhaps the simplest method of job evaluation is the ranking method. According to this method, jobs are arranged from highest to lowest, in order of their value or merit to the organization. obs can also be arranged according to the relative difficulty in performing them.
This chapter discusses needs assessment for training programs. It identifies the objectives of needs assessment as determining if training is necessary by analyzing the organization, tasks, and individuals. The chapter explains that needs assessment involves organizational analysis, person analysis, and task analysis. It discusses why needs assessment is important to ensure training addresses real needs and problems. Key methods of needs assessment include observation, surveys, interviews, focus groups, and documentation analysis. The chapter also outlines the needs assessment process and considerations.
Job analysis is a systematic process of collecting information about job duties, responsibilities, skills, and requirements. This information is then used to create job descriptions, specifications, and evaluations. Job descriptions outline the tasks and responsibilities of a role, specifications list the minimum qualifications, and evaluations assess the relative value of different jobs in an organization. Common methods for collecting job analysis data include observation, interviews, questionnaires, and reviewing documents like diaries. The type of method used depends on factors like the number of jobs/employees, time constraints, and data needed. Well-designed questionnaires can be a cost-effective way to gather information from many incumbents.
This document discusses job analysis. It defines job analysis as the process of studying and collecting information relating to the operations and responsibilities of a specific job. The objectives of job analysis include work simplification, establishing performance standards, and supporting personnel activities like recruitment, selection, and training. Job analysis provides benefits like organizational design, manpower planning, and performance evaluation. The process involves planning, collecting job data, redesigning jobs, and developing job descriptions and specifications. Common techniques are questionnaires, observation, interviews, and records. Potential problems include lack of management support, use of single methods, lack of training, and distortion of activities.
This document discusses job analysis and design. It defines job analysis as determining all pertinent information about a specific job. The main methods of job analysis are observation, interviews, questionnaires, and diaries. Job analysis is used to create job descriptions and specifications, and inform selection, training, performance reviews, and design. Job design structuring work activities and responsibilities. Approaches to design include engineering, human relations, and job characteristics models. Modern techniques incorporate flexibility like job rotation, enlargement, enrichment, and telecommuting.
The document discusses the performance management system of Punjab Group of Colleges. It provides an overview of the company, its mission, values, objectives and organizational structure. It then analyzes different aspects of the performance management process including prerequisites, performance planning, measurement, and gaps. Key issues identified include a lack of job analysis, ineffective recruitment, and no formal training or development plans. The presentation concludes with learning around the importance of performance management systems.
Ranking method of job evaluation - compensation management - Manu Melwin Joymanumelwin
Perhaps the simplest method of job evaluation is the ranking method. According to this method, jobs are arranged from highest to lowest, in order of their value or merit to the organization. obs can also be arranged according to the relative difficulty in performing them.
This chapter discusses needs assessment for training programs. It identifies the objectives of needs assessment as determining if training is necessary by analyzing the organization, tasks, and individuals. The chapter explains that needs assessment involves organizational analysis, person analysis, and task analysis. It discusses why needs assessment is important to ensure training addresses real needs and problems. Key methods of needs assessment include observation, surveys, interviews, focus groups, and documentation analysis. The chapter also outlines the needs assessment process and considerations.
Job analysis is a systematic process of collecting information about job duties, responsibilities, skills, and requirements. This information is then used to create job descriptions, specifications, and evaluations. Job descriptions outline the tasks and responsibilities of a role, specifications list the minimum qualifications, and evaluations assess the relative value of different jobs in an organization. Common methods for collecting job analysis data include observation, interviews, questionnaires, and reviewing documents like diaries. The type of method used depends on factors like the number of jobs/employees, time constraints, and data needed. Well-designed questionnaires can be a cost-effective way to gather information from many incumbents.
This document discusses job analysis. It defines job analysis as the process of studying and collecting information relating to the operations and responsibilities of a specific job. The objectives of job analysis include work simplification, establishing performance standards, and supporting personnel activities like recruitment, selection, and training. Job analysis provides benefits like organizational design, manpower planning, and performance evaluation. The process involves planning, collecting job data, redesigning jobs, and developing job descriptions and specifications. Common techniques are questionnaires, observation, interviews, and records. Potential problems include lack of management support, use of single methods, lack of training, and distortion of activities.
This document discusses job analysis and design. It defines job analysis as determining all pertinent information about a specific job. The main methods of job analysis are observation, interviews, questionnaires, and diaries. Job analysis is used to create job descriptions and specifications, and inform selection, training, performance reviews, and design. Job design structuring work activities and responsibilities. Approaches to design include engineering, human relations, and job characteristics models. Modern techniques incorporate flexibility like job rotation, enlargement, enrichment, and telecommuting.
The document discusses various methods for conducting a learning needs analysis (LNA) at the organizational, job, and individual level. It describes LNA as a systematic process of collecting and analyzing information to identify learning requirements and determine current competency levels. Common methods discussed include interviews, examining documentation like performance reviews, using analysis models like SWOT, and assessments, observations, testing, skills matrices, focus groups, and questionnaires/surveys. The goal of LNA is to identify performance gaps and determine if learning interventions can address the root causes.
Job analysis is the systematic process of collecting information about jobs within an organization. It involves determining the tasks, duties, responsibilities, and skills required for each job. There are several methods for conducting job analysis, including interviews, questionnaires, observation, diaries/logs, and technical conferences. The key outcomes of job analysis are job descriptions, job specifications, and job evaluations. Job analysis provides important information for human resource functions like recruitment, selection, performance management, training, development, and compensation.
This document discusses downsizing strategies and their implications from a labor perspective. It defines downsizing as when management looks for ways to make an organization more efficient by reducing costs and size. There are three main downsizing strategies: workforce reduction through layoffs and buyouts; work redesign by eliminating roles and functions; and systemic changes by analyzing work processes from bottom to top. While downsizing aims to improve productivity, it can increase pressure and workload on surviving employees, potentially causing low morale. The document examines both the advantages, like motivation, and disadvantages, like confusion and hiring unskilled workers, of downsizing strategies from a labor point of view.
Performance Management & Employee Development {Lecture Notes}FellowBuddy.com
FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
We connect Students who have an understanding of course material with Students who need help.
Benefits:-
# Students can catch up on notes they missed because of an absence.
# Underachievers can find peer developed notes that break down lecture and study material in a way that they can understand
# Students can earn better grades, save time and study effectively
Our Vision & Mission – Simplifying Students Life
Our Belief – “The great breakthrough in your life comes when you realize it, that you can learn anything you need to learn; to accomplish any goal that you have set for yourself. This means there are no limits on what you can be, have or do.”
Like Us - https://www.facebook.com/FellowBuddycom
The selection process involves choosing the best applicant for a job based on how well their qualifications match the job requirements and organizational culture. Key parts of the selection process include reviewing applications, preliminary interviews, tests, employment interviews, reference and background checks, and making a selection decision. The goal is to properly match people with jobs and the organization while avoiding legal issues from discrimination.
This document discusses human resource planning (HRP), including what it is, why it is important, the HRP process, benefits, types of HRP, techniques for forecasting human resource needs and availability, factors that affect HRP, and challenges. HRP is defined as a sub-system of organizational planning that facilitates realizing organizational objectives by providing the right type and number of personnel. The HRP process involves assessing an organization's human resource needs based on strategies and plans, identifying gaps between needs and availability, and developing action plans for implementation. An effective HRP integrated with organizational planning can lower costs, improve resource utilization, and help ensure the right people are in the right jobs.
Performance management involves ongoing communication between supervisors and employees to accomplish organizational objectives. It includes planning work and goals, monitoring progress, developing employee skills, periodic performance reviews, and rewarding good performance. The Deming Cycle is a four-stage model for continuous improvement: planning changes, implementing plans, analyzing results, and institutionalizing successful changes or revising plans. It aims to establish a cycle of incremental problem-solving.
In this presentation, we will understand the needs of systematic training for a various jobs/ levels and the benefits reaped.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
This document discusses compensation management. It defines compensation as the rewards employees receive in return for their work, including bonuses, profit sharing, and overtime pay. The objectives of compensation are to attract qualified employees, retain them, motivate performance, and comply with legal requirements. Compensation management is important as it rewards employee contributions, motivates better performance, and creates job satisfaction. Types of compensation include direct financial compensation as well as indirect benefits and non-financial rewards. Factors that affect compensation include economic conditions, prevailing wage levels, government regulations, union influence, and an employer's ability to pay.
job analysis ppt, what is job analysis, job description and job specification, methods of job analysis, process of job analysis, purpose of job analysis, problems and guidelines for job analysis
Job analysis is the process of gathering detailed information about a job to determine its duties, skills requirements, and the type of person suitable for the role. It involves systematically investigating all aspects of a job including tasks, responsibilities, relationships to other roles, physical demands, and qualifications needed. The information collected through job analysis is then used to inform human resource planning, recruitment, selection, placement, training, performance management, and job redesign. The most common methods for collecting job analysis data include observation, interviews, questionnaires, and reviewing critical incidents on the job.
The document discusses the employee selection process. It begins by defining selection as the process of identifying candidates that have the required qualifications for jobs in an organization. It then outlines some of the key steps in the typical selection process, including screening interviews, application forms, testing, and interviews. The document provides details on the types of information collected in application forms, such as personal, educational, and employment history details. It also discusses the importance of references and assessing a candidate's life history and work history. Overall, the document provides an overview of the employee selection process and some of the common techniques used at various stages of selection.
Employees Privacy Issues and Legal RightsSaad Mazhar
This document discusses employee privacy issues and legal rights. It outlines some common workplace practices that can infringe on employee privacy, such as computer monitoring, telephone monitoring, and video surveillance. It also discusses an employer's right to drug test employees and conduct psychological testing. The document then covers various laws protecting employee rights, such as the Family Medical Leave Act, Fair Labor Standards Act, Equal Pay Act, and laws protecting workers' compensation and privacy rights. It concludes with an overview of employee leave entitlements under Indian law, including annual holidays, casual leave, sick leave, and festival holidays.
Recruitment and Selection
Recruitment :
Recruitment is a process of attracting candidates towards a job in an organization.
Selection :
Selection is a process of hiring right person for a right job at a right time at a right cost.
Selection follows recruitment.
The document discusses training needs assessment (TNA) and provides guidance on conducting an effective TNA. It outlines the key steps which include: (1) identifying problems and training needs, (2) determining the design of the needs analysis, (3) collecting data, (4) analyzing the data, and (5) using the results to implement training programs to address performance gaps. The goal of TNA is to accurately identify the knowledge and skills required for jobs and determine if training interventions are needed to close any gaps.
The document discusses key aspects of human resource management including its purpose, objectives, challenges, and functions. The purpose of HRM is to improve employee contribution to the organization in a strategic, ethical, and socially responsible manner. The HR department helps managers achieve organizational objectives while also addressing societal and personal employee objectives. Some challenges include workforce diversity, technological changes, and government regulations. The main functions of HRM are recruitment and selection, training and development, performance evaluation, compensation and benefits administration, and employee relations.
Structural od intervention - Organizational Change and Development - Manu Me...manumelwin
These interventions deal with an organization’s technology (for examples its task methods and job design) and structure (for example, division of labor and hierarchy).
These interventions are rooted in the disciplines of engineering, sociology, and psychology and in the applied fields of socio-technical systems and organization design. Practitioners place emphasis both on productivity and human fulfillment.
This document provides an overview of career planning and organizational culture. It discusses the concept of a career as a sequence of positions held over a lifetime shaped by factors like performance, education, and experience. It outlines five stages of a career from exploration to late stage. It also examines how people choose careers based on interests, self-image and backgrounds. Additionally, it defines organizational culture as shared assumptions and beliefs that guide behavior in an organization and influence performance and satisfaction. Finally, it discusses how strong and uniform cultures form within organizations.
Macro-level scenario of Mnapower PlanningArsh Sood
Manpower planning, or human resource planning, ensures an organization has the right number and types of people with the necessary capabilities in place at the right time to achieve strategic objectives. Macro-level factors like demographics, technology, legislation and markets are generally outside an organization's control, while micro-level factors such as skills, structure and objectives can be influenced internally. Governments prioritize population control, education, health and housing at the macro level through initiatives like literacy programs, healthcare reforms and national housing policies to support human resource development.
Selection involves multiple steps to find the most suitable candidates for jobs. The process begins with receiving applications, screening interviews, and application blanks for candidates to provide personal and employment details. Candidates then undergo selection tests and interviews. If selected, candidates have medical examinations, reference checks, and a final hiring decision. Selection tests evaluate attributes like intelligence, aptitudes, personalities, interests, and skills relevant for jobs. The goal is to balance candidate qualifications with job requirements to identify individuals capable of achieving success.
The document discusses various methods for conducting a learning needs analysis (LNA) at the organizational, job, and individual level. It describes LNA as a systematic process of collecting and analyzing information to identify learning requirements and determine current competency levels. Common methods discussed include interviews, examining documentation like performance reviews, using analysis models like SWOT, and assessments, observations, testing, skills matrices, focus groups, and questionnaires/surveys. The goal of LNA is to identify performance gaps and determine if learning interventions can address the root causes.
Job analysis is the systematic process of collecting information about jobs within an organization. It involves determining the tasks, duties, responsibilities, and skills required for each job. There are several methods for conducting job analysis, including interviews, questionnaires, observation, diaries/logs, and technical conferences. The key outcomes of job analysis are job descriptions, job specifications, and job evaluations. Job analysis provides important information for human resource functions like recruitment, selection, performance management, training, development, and compensation.
This document discusses downsizing strategies and their implications from a labor perspective. It defines downsizing as when management looks for ways to make an organization more efficient by reducing costs and size. There are three main downsizing strategies: workforce reduction through layoffs and buyouts; work redesign by eliminating roles and functions; and systemic changes by analyzing work processes from bottom to top. While downsizing aims to improve productivity, it can increase pressure and workload on surviving employees, potentially causing low morale. The document examines both the advantages, like motivation, and disadvantages, like confusion and hiring unskilled workers, of downsizing strategies from a labor point of view.
Performance Management & Employee Development {Lecture Notes}FellowBuddy.com
FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
We connect Students who have an understanding of course material with Students who need help.
Benefits:-
# Students can catch up on notes they missed because of an absence.
# Underachievers can find peer developed notes that break down lecture and study material in a way that they can understand
# Students can earn better grades, save time and study effectively
Our Vision & Mission – Simplifying Students Life
Our Belief – “The great breakthrough in your life comes when you realize it, that you can learn anything you need to learn; to accomplish any goal that you have set for yourself. This means there are no limits on what you can be, have or do.”
Like Us - https://www.facebook.com/FellowBuddycom
The selection process involves choosing the best applicant for a job based on how well their qualifications match the job requirements and organizational culture. Key parts of the selection process include reviewing applications, preliminary interviews, tests, employment interviews, reference and background checks, and making a selection decision. The goal is to properly match people with jobs and the organization while avoiding legal issues from discrimination.
This document discusses human resource planning (HRP), including what it is, why it is important, the HRP process, benefits, types of HRP, techniques for forecasting human resource needs and availability, factors that affect HRP, and challenges. HRP is defined as a sub-system of organizational planning that facilitates realizing organizational objectives by providing the right type and number of personnel. The HRP process involves assessing an organization's human resource needs based on strategies and plans, identifying gaps between needs and availability, and developing action plans for implementation. An effective HRP integrated with organizational planning can lower costs, improve resource utilization, and help ensure the right people are in the right jobs.
Performance management involves ongoing communication between supervisors and employees to accomplish organizational objectives. It includes planning work and goals, monitoring progress, developing employee skills, periodic performance reviews, and rewarding good performance. The Deming Cycle is a four-stage model for continuous improvement: planning changes, implementing plans, analyzing results, and institutionalizing successful changes or revising plans. It aims to establish a cycle of incremental problem-solving.
In this presentation, we will understand the needs of systematic training for a various jobs/ levels and the benefits reaped.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
This document discusses compensation management. It defines compensation as the rewards employees receive in return for their work, including bonuses, profit sharing, and overtime pay. The objectives of compensation are to attract qualified employees, retain them, motivate performance, and comply with legal requirements. Compensation management is important as it rewards employee contributions, motivates better performance, and creates job satisfaction. Types of compensation include direct financial compensation as well as indirect benefits and non-financial rewards. Factors that affect compensation include economic conditions, prevailing wage levels, government regulations, union influence, and an employer's ability to pay.
job analysis ppt, what is job analysis, job description and job specification, methods of job analysis, process of job analysis, purpose of job analysis, problems and guidelines for job analysis
Job analysis is the process of gathering detailed information about a job to determine its duties, skills requirements, and the type of person suitable for the role. It involves systematically investigating all aspects of a job including tasks, responsibilities, relationships to other roles, physical demands, and qualifications needed. The information collected through job analysis is then used to inform human resource planning, recruitment, selection, placement, training, performance management, and job redesign. The most common methods for collecting job analysis data include observation, interviews, questionnaires, and reviewing critical incidents on the job.
The document discusses the employee selection process. It begins by defining selection as the process of identifying candidates that have the required qualifications for jobs in an organization. It then outlines some of the key steps in the typical selection process, including screening interviews, application forms, testing, and interviews. The document provides details on the types of information collected in application forms, such as personal, educational, and employment history details. It also discusses the importance of references and assessing a candidate's life history and work history. Overall, the document provides an overview of the employee selection process and some of the common techniques used at various stages of selection.
Employees Privacy Issues and Legal RightsSaad Mazhar
This document discusses employee privacy issues and legal rights. It outlines some common workplace practices that can infringe on employee privacy, such as computer monitoring, telephone monitoring, and video surveillance. It also discusses an employer's right to drug test employees and conduct psychological testing. The document then covers various laws protecting employee rights, such as the Family Medical Leave Act, Fair Labor Standards Act, Equal Pay Act, and laws protecting workers' compensation and privacy rights. It concludes with an overview of employee leave entitlements under Indian law, including annual holidays, casual leave, sick leave, and festival holidays.
Recruitment and Selection
Recruitment :
Recruitment is a process of attracting candidates towards a job in an organization.
Selection :
Selection is a process of hiring right person for a right job at a right time at a right cost.
Selection follows recruitment.
The document discusses training needs assessment (TNA) and provides guidance on conducting an effective TNA. It outlines the key steps which include: (1) identifying problems and training needs, (2) determining the design of the needs analysis, (3) collecting data, (4) analyzing the data, and (5) using the results to implement training programs to address performance gaps. The goal of TNA is to accurately identify the knowledge and skills required for jobs and determine if training interventions are needed to close any gaps.
The document discusses key aspects of human resource management including its purpose, objectives, challenges, and functions. The purpose of HRM is to improve employee contribution to the organization in a strategic, ethical, and socially responsible manner. The HR department helps managers achieve organizational objectives while also addressing societal and personal employee objectives. Some challenges include workforce diversity, technological changes, and government regulations. The main functions of HRM are recruitment and selection, training and development, performance evaluation, compensation and benefits administration, and employee relations.
Structural od intervention - Organizational Change and Development - Manu Me...manumelwin
These interventions deal with an organization’s technology (for examples its task methods and job design) and structure (for example, division of labor and hierarchy).
These interventions are rooted in the disciplines of engineering, sociology, and psychology and in the applied fields of socio-technical systems and organization design. Practitioners place emphasis both on productivity and human fulfillment.
This document provides an overview of career planning and organizational culture. It discusses the concept of a career as a sequence of positions held over a lifetime shaped by factors like performance, education, and experience. It outlines five stages of a career from exploration to late stage. It also examines how people choose careers based on interests, self-image and backgrounds. Additionally, it defines organizational culture as shared assumptions and beliefs that guide behavior in an organization and influence performance and satisfaction. Finally, it discusses how strong and uniform cultures form within organizations.
Macro-level scenario of Mnapower PlanningArsh Sood
Manpower planning, or human resource planning, ensures an organization has the right number and types of people with the necessary capabilities in place at the right time to achieve strategic objectives. Macro-level factors like demographics, technology, legislation and markets are generally outside an organization's control, while micro-level factors such as skills, structure and objectives can be influenced internally. Governments prioritize population control, education, health and housing at the macro level through initiatives like literacy programs, healthcare reforms and national housing policies to support human resource development.
Selection involves multiple steps to find the most suitable candidates for jobs. The process begins with receiving applications, screening interviews, and application blanks for candidates to provide personal and employment details. Candidates then undergo selection tests and interviews. If selected, candidates have medical examinations, reference checks, and a final hiring decision. Selection tests evaluate attributes like intelligence, aptitudes, personalities, interests, and skills relevant for jobs. The goal is to balance candidate qualifications with job requirements to identify individuals capable of achieving success.
The document provides guidance on writing letters of application and cover letters. It discusses the two main parts of an application letter - the cover letter and resume. It provides examples of cover letters, both solicited in response to a job posting and unsolicited. The document also outlines the typical sections and information included in a resume, such as personal details, education, work experience, activities and references. Sample resumes are presented following the prescribed outline.
This document is a menu from the Asociación de Vecinos La Dehesa neighborhood association. It lists over 70 tapas, appetizers, main dishes and side dishes options including salads, cured meats, seafood, chicken, beef and pork dishes as well as patatas or potatoes prepared in various styles. The menu represents a variety of traditional Spanish cuisine.
The document provides information for students on producing simple products, including:
- Introducing the module which will discuss competencies in producing simple products.
- Suggesting students can be potential entrepreneurs by using creativity and skills to create simple products to sell.
- Advising students to conduct a simple survey to identify community needs and determine which products are not being met.
- Recommending students plan budgets, materials, equipment and operations once they have identified a product to produce.
- Listing some simple and saleable product ideas like snacks, school supplies, and accessories.
This is a presentation about the introduction to system and analysis design. The topic talks about what are the system development life cycle and how it works. It also talks about the professions or the team conducting a study.
Org 536 effective business communications portfolio (f) copyYorkCSU
This document outlines the agenda and content for a presentation on best practices in business writing and communication. The presentation covers topics such as defining business communication, effective and ethical communication strategies, workplace professionalism, intercultural business communication, business writing tips, using various communication channels like email and digital media, crafting positive and negative messages, common business applications like presentations, reports, plans and proposals, and closing thoughts. The goal is to provide guidance on communicating effectively and professionally in a business setting.
The document provides templates and examples for creating business plans, including sections on vision, mission, objectives, strategies and plans. It includes a sample business plan for a company called "Women Helping Women in Business, Inc." that aims to support women entrepreneurs. Additional templates provide guidance on creating a one-page business plan, tracking sales conversion rates, and setting sales and marketing targets.
This document appears to be an English exam for a 1st grade secondary student, containing questions testing vocabulary, grammar, and language skills. The exam includes ordering words, circling phrases, completing sentences with missing letters, matching terms to definitions, and other basic English exercises. The format and content indicate this is a formative assessment of an early-level English student's progress.
This document is a temporary student identification card issued by Zambia National High School West for the 2022-2023 school year. It identifies the student's name and grade level and includes a photo of the student. The card is signed by the Principal of the school.
Mobile Analytics for Advertising_Michael HanleySara Quinn
Part of the Mobile Communications Resource Center, this is one of several presentations created by Michael Hanley for Ball State University's College of Communication, Information and Media. All rights are reserved.
The document discusses the evolution of marketing from traditional advertising to more modern inbound marketing techniques. It notes that consumers now rely on trust and research multiple sources before purchases. Effective modern marketing approaches focus on transparency, reliability, user generated content, social/local/mobile strategies, and thought leadership through high-quality website content, SEO, snackable social media posts, and educational events.
This document contains a reading comprehension exercise about a passage on voluntary work. The passage discusses how a woman named Eileen has been volunteering for three years and enjoys helping others. It explains that young people often volunteer to feel good about themselves and make a difference. They have opportunities to choose activities related to their interests, such as helping animals, children, sick people, or teaching sports. Volunteering provides benefits like experience, skills, confidence and an advantage when applying for jobs or internships.
Efficient needs assessment into effective curriculum planning - ADEPIS seminarMentor
This presentation outlines how data collected through an efficient needs assessment can be used to inform programme planning in alcohol and drug education
In this presentation, we compare existing Data Management / Data Governance Maturity Models and discuss different approaches to viewing Data Management / Data Governance.
We also present a new model for Data Management which unifies various existing models and provides a fresh perspective on Data Management, its assessment, and implementation.
A Comparative Study of Data Management Maturity ModelsData Crossroads
The document presents the results of a comparative analysis of leading data management maturity models. It aims to help data professionals choose the right approach for measuring maturity in their organization. The analysis compares several maturity models, identifying commonalities and differences in their scope, levels, domains, dimensions and artifacts. A framework is presented to evaluate and compare the different models in a consistent way. The goal is to define a maturity model tailored for small and medium enterprises.
This document appears to contain an exercise for assessing phonological awareness in Spanish. It includes several lists of words with letters scrambled within the words. The student is asked to rearrange the letters to form the original words. This provides practice with identifying and manipulating sounds within words.
Hard to Reach Users in Easy to Reach PlacesMike Crabb
The aim of this research project is to develop an accessible office workstation for disabled users. This includes investigating various input and output devices that can be used by disabled users and incorporating them into a workstation application to increase bandwidth for each user.
Week 4 Assignment 2Self-assessment of Communication Skills.docxmelbruce90096
Week 4 Assignment 2
Self-assessment of Communication Skills
As a student studying healthcare administration and leadership in healthcare, you should be developing your own personal development plan to include a personal assessment of your communication skills.
Listening is an integral part of the communication process. Communication in the healthcare setting is vital. This includes communication between doctors and patients, doctors and nurses, clinicians and administrators, and so on.
Based on your learning, answer the following questions:
· Which topic of conversation makes you uncomfortable? What is the topic? Do you know why you find it difficult to talk about this topic?
<Enter your response here.>
· What do you do when you become uncomfortable during a conversation? Do you withdraw? Do you try to change the topic? Do you speak louder or softer? Do you begin to gesticulate?
<Enter your response here.>
· Have you had an occasion to talk to a very persuasive or very aggressive person? If you and this person hold different opinions, can you hold to your position? Are you easily “led” in a conversation?
<Enter your response here.>
· Are you flexible in a conversation? If a comment made by someone takes the conversation in an unexpected direction, can you adjust quickly? Can you assimilate new information, reassess your position, and continue the conversation?
<Enter your response here.>
· When entering into a conversation, do you attempt to eliminate potential distractions and interruptions?
<Enter your response here.>
· Do you consciously avoid having important conversations in high traffic public areas where environmental distractions are likely possible? Why?
<Enter your response here.>
· Do you put your cell phone in the silence mode when you are likely to have conversations? Why?
<Enter your response here.>
· Do you listen without interruption and sufficiently control the conversation to minimize interruption? Why?
<Enter your response here.>
· When engaged in a conversation, do you give your undivided attention to the matters being discussed? Why?
<Enter your response here.>
· When engaged in discussion, do you develop reflective questions pertinent to the conversation? Why?
<Enter your response here.>
· When engaged in discussion, do you make conscious eye contact? Why?
<Enter your response here.>
· When involved in conversations, are you cognizant of body language, both the individual you are conversing with and your own? Why?
<Enter your response here.>
· Do you have an understanding of body language gestures and posturing?
<Enter your response here.>
In a self-assessment summary, provide a list of your communication strengths and weaknesses. Also, provide a plan to address the weaknesses identified.
<Enter your response here.>
My Strengths
<Enter your response here.>
My Weaknesses
<Enter your response here.>
My Plan for Improving My Communication Skills
<Enter your response here.>
Page 1.
- Internal training utilizes a company's own resources and expertise to develop and deliver training, making it cost-effective and allowing employees to easily understand trainers due to workplace familiarity. Methods include on-the-job training, mentoring, coaching, and internal seminars/sessions.
- External training exposes employees to new ideas and forces them out of their comfort zone by learning from outside industry experts, providing a fresh perspective but at a higher cost compared to internal training. Both methods have benefits for employee learning and skill development.
The document provides an overview of training and development. It discusses:
1) The need for training and development in organizations to improve effectiveness and achieve goals. Training addresses immediate changes while development focuses on long-term goals.
2) The systematic approach to training, which includes establishing requirements, needs assessment, materials selection, training delivery, and evaluation.
3) Different types of training including on-the-job and off-the-job methods. Development focuses on personal and professional growth through activities like special projects.
4) The importance of evaluating training through measuring reaction, learning, behavior, and results. This helps identify strengths, weaknesses, and the program's overall impact.
The document discusses key concepts related to learning environments and organizational learning. It covers learning definitions and outcomes, learning styles, Gagne's and Bloom's taxonomies of learning, the ADDIE model of instructional design, and characteristics of learning organizations. It also outlines some common challenges to becoming a learning organization, such as employee resistance to change, lack of leadership training, short-term focus, and high turnover.
This presentation provides tips for making effective presentations using awesome backgrounds to engage audiences and capture their attention. It discusses using backgrounds and features of Product A and Product B.
This document discusses training evaluation and measurement. It defines key terms like training effectiveness, outcomes, and evaluation. It describes the reasons companies evaluate training, including demonstrating returns on investment. Formative evaluation involves collecting feedback during program development, while summative evaluation determines post-training changes. Common outcomes measured are reactions, learning, skills, attitudes, and results. Various evaluation designs aim to control for threats to validity like pre-post tests with comparison groups. Calculating return on investment involves determining costs, benefits, and the ratio of returns to costs. Practical challenges include isolating training impacts from other influences.
This document discusses evaluating training programs. It provides reasons for evaluating training, such as to identify strengths and weaknesses, assess learning and job application, and determine financial costs and benefits. There are four main outcomes used in evaluation: cognitive outcomes measure knowledge gained; skill-based outcomes assess technical skill acquisition and use; affective outcomes include attitudes and perceptions; and results determine a program's impact. Return on investment compares monetary benefits to costs, including direct training costs and indirect costs versus benefits. The document also describes the role of a training administrator who plans, coordinates, delivers and evaluates training programs for various personnel.
Designing and Conducting Training Program.pptxPreeti Bhaskar
This document discusses designing and conducting effective training programs. It covers selecting an appropriate training site, preparing a curriculum roadmap and detailed lesson plans, encouraging transfer of training to the job, and gaining manager support. Key points include choosing a quiet training room with good seating and technology; creating a curriculum map showing all courses and prerequisites; developing lesson plans with learning objectives, activities and assessments; emphasizing both near and far transfer of skills; and getting managers to stress application of lessons after training.
Employee development refers to activities that help employees improve their skills and abilities to perform their current or future jobs more effectively. It is important for companies to develop employees in order to improve quality, retain talent, manage talent, meet competitive challenges, and incorporate new technologies. Common approaches to development include formal education, job experiences, assessments, mentoring, coaching, and development planning. Companies benefit from development through reduced turnover and a more engaged workforce.
The document discusses several models for evaluating training programs, including the Kirkpatrick, CIRO, CIPP, and Phillips models. The Kirkpatrick model evaluates training at four levels: reaction, learning, behavior, and results. The CIRO model also evaluates reaction and adds context and outcomes. The CIPP model evaluates context, inputs, processes, and products. The Phillips model includes five levels: reaction, learning, application, business impact, and return on investment. Kaufman's model also includes five levels from enabling resources to societal outcomes. Overall, the document outlines different approaches to evaluating the effectiveness and impact of training programs.
Training methods can be traditional like presentations, hands-on methods, and group building, or modern using technology. Traditional methods require an instructor and face-to-face interaction while modern methods use e-learning and technology. New technologies allow training to be delivered remotely, be more engaging for learners, and reduce costs. Effective use of technology in training requires considering learner needs, developing interactive content, and providing support for online learners.
The document discusses training and its importance for organizations. It defines training as a planned effort to facilitate employees' learning of job-related competencies. Some key points:
1. Training is important as it increases employees' knowledge, skills, and abilities which are critical for job performance. It also helps prepare employees for changes like new technology or working in teams.
2. The goal of training is to create intellectual capital, defined as informational resources like human capital, customer relationships, and intellectual property that can improve business.
3. The training design process is based on the Instructional System Design model, which includes analyzing needs, designing the learning environment, ensuring transfer of training, and evaluating the program.
The document discusses how human resource management (HRM) can help foster entrepreneurial success in the future of work. It outlines trends shaping the future workplace like technological advancements, remote work, and changing skills needs. Poor HRM practices are also shown to have led to startup failures through examples. The role of HRM in supporting entrepreneurship through talent acquisition, culture building, and performance management is explained. Real case studies from companies in India demonstrate how HRM has contributed to entrepreneurial growth. In conclusion, HRM can identify entrepreneurial talent, create an innovative culture, offer flexible work arrangements, and promote diversity to nurture entrepreneurial success.
This document discusses human capital management. It begins by defining human capital as the knowledge, skills, and abilities of employees. It then discusses the importance of human capital management in aligning human resources with business goals to improve productivity. The document outlines various approaches to measuring human capital, including indices, models, and balanced scorecards. It also discusses reporting human capital information internally to managers and externally in business reviews.
This document discusses theories of motivation and how to motivate employees. It describes Maslow's hierarchy of needs theory which states that needs are satisfied in a predetermined order from physiological to self-actualization. It also outlines McGregor's Theory X and Theory Y about assumptions of human behavior at work. Additionally, it summarizes Herzberg's two-factor theory that identifies hygiene factors like pay that prevent dissatisfaction and motivator factors like achievement that promote satisfaction and growth.
The document discusses various aspects of communication including the definition, nature, types, barriers, and importance of communication in organizations. It defines communication and explains the basic communication process. It also describes different types of organizational communication such as formal and informal communication, as well as upward, downward, horizontal, and diagonal communication.
This document discusses various aspects of leadership including definitions, qualities, styles, and differences between leadership and management. It defines leadership as a process of guiding and influencing people towards goals. Key leadership qualities include emotional intelligence, relationship building, problem solving, decision making, coaching, and setting an example. There are different leadership styles such as autocratic, democratic, laissez-faire, and transformational. Formal leaders hold official positions while informal leaders gain respect and influence. Power and leadership can overlap but power is derived from position while true leadership comes from personal attributes that inspire voluntary followership.
The document defines organizational culture and discusses its key aspects. It notes that organizational culture encompasses shared beliefs, values, and behaviors that shape how an organization conducts business. The document outlines several levels of culture from visible artifacts to underlying assumptions, and discusses five major functions of culture in organizations: providing purpose, fostering a sense of ownership, building community, facilitating communication, and establishing leadership. It provides examples to illustrate strong organizational cultures at companies like Google, Pixar, and DHL.
This document discusses organizational structure and its key elements. It begins by defining organization and organizational structure. There are different types of organizational structures including line, line and staff, functional, project, matrix, and divisional structures. The benefits of organizational structure are also outlined. Departmentalization and its various methods are then defined. The document also covers centralization versus decentralization and defines a learning organization.
1. Planning is the process of setting goals and deciding in advance how to achieve those goals. It helps coordinate efforts, provide direction, and reduce risks.
2. There are different types of plans including strategic plans made by top management, tactical plans by middle management, and operational plans by frontline managers.
3. Plans also vary by time horizon such as long, intermediate, and short-term plans. They can be standing and ongoing or single-use plans tailored for specific situations. Plans provide standards for controlling performance.
Your grandfather was working at the top level of management as the director of a manufacturing company.
One function performed at the top level of management is strategy formulation. As the director, your grandfather would have been responsible for laying down the overall goals, policies and strategies for the company to guide its operations and growth.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
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Physiology and chemistry of skin and pigmentation, hairs, scalp, lips and nail, Cleansing cream, Lotions, Face powders, Face packs, Lipsticks, Bath products, soaps and baby product,
Preparation and standardization of the following : Tonic, Bleaches, Dentifrices and Mouth washes & Tooth Pastes, Cosmetics for Nails.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
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Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
4. SELECTION
Selection is the process of picking
individuals who have relevant
qualifications to fill jobs in an
organization.
Selection is much more than just
choosing the best candidate. It is an
attempt to strike a happy balance
between what the applicant can and
wants to do and what the
organization requires.
5. Importance
Reduce Applicant Numbers
Candidates who have applied for a job during the recruitment stage are screened in
the selection stage. Those who prove suitable for the job are selected, and
unsuitable ones are rejected.
Low Employee Turnover
Appropriate selection procedures applied in the recruitment process ensure that
only the most qualified individual is chosen to fill a vacancy
Assess Behavior
Selection gives managers an opportunity to assess potential employees' character
and personality.
The Time Dimension
A good selection procedure saves time in the recruitment and orientation processes
because the applicant is expected to have been introduced to some aspects of
7. Aspects of Employee selection
Application blank is most commonly used to collect information from the
applicants. The information sought and information provided will facilitate
the selection process. The information sought in application blanks may
vary according to the position and the organization.
Mostly application blanks seek the following types of information.
(i) Personal Data,
(ii) Marital Data,
(iii) Educational Data,
(iv) Physical Data,
(v) Employment Data,
(vi) Extra-curricular Data &
(vii) References.
When an applicant submits his application blank, he provides a brief bio-
data about himself to the organization. It facilitates comparison among the
applicants. It serves as a basis to initiate a dialogue in the interview.
Application blanks
8. life history
a life history is the overall picture of the informant's or interviewee's life.
Technique
In both cases, the one doing the interview should be careful not to ask "yes
or no"-questions, but to get the subject to tell "the story of his or her life",
in his or her own words. This is called the "narrative" method. It is
common practice to begin the interview with the subject's early childhood
and to proceed chronologically to the present. Another approach, dating
from the Polish Peasant, is to ask participants to write their own life
stories. This can be done either through competitions (as in Poland,
Finland or Italy) or by collecting written life stories written spontaneously.
In these countries, there are already large collections of life stories, which
can be used by researchers.
9. Work history
work history, also known as your employment history, is a detailed report
of all the jobs you have held, including the company name, job title, and
dates of employment.
Employers review employment history to determine whether the jobs the
applicant has held, and their experience is a good match for the
company's requirements.
They will also look at how long the person has held each job. Many jobs of
a short duration may imply the candidate is a job hopper and won't stay
long if hired.
10. References
A reference is a person who is willing to talk to potential employers about
your job skills, abilities, background, and general character—hopefully in a
positive light. Potential employers usually contact references by phone or
email
A letters of recommendation is very specific in nature and normally
requested and always addressed to an individual, whereas a letter of
reference is more general in nature and usually addressed ``to whom it
may concern''.
Recommendation
11. Selection is usually a series of hurdles or steps. Each one must be successfully
cleared before the applicant proceeds to the next
Steps in the
Selection Process
12. Selection Process
Reception
A warm, friendly and courteous reception is extended to candidates with a view to create a favorable
impression. Employment possibilities are also communicated honestly and clearly
Screening interview
Preliminary Interviews- It is used to eliminate those candidates who do not meet the minimum eligiblity criteria
laid down by the organization. The skills, academic and family background, competencies and interests of
the candidate are examined during preliminary interview. Preliminary interviews are less formalized and
planned than the final interviews. The candidates are given a brief up about the company and the job
profile; and it is also examined how much the candidate knows about the company. Preliminary interviews
are also called screening interview
.
Application blank
The candidates who clear the preliminary interview are required to fill application blank. It contains data
record of the candidates such as details about age, qualifications, reason for leaving previous job,
experience, etc.It is a printed form completed by job aspirants detailing their educational background,
previous work history and certain personal data.
13. N a m e : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
A d d r e s s : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
P h o n e N u m b e r ( R e s ) : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
E d u c a t i o n
C o l l e g e / U n i v e r s i t y A t t e n d e d : _ _ _ _ _ _ _ _ _ _ _ _ H i g h e s t D e g r e e ( a ) B A / B S c / M A / M S c / M B A / M C o m
( b ) B E / B T e c h / M T e c h
( c ) A n y o t h e r
H i g h S c h o o l A t t e n d e d : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
W o r k E x p e r i e n c e ( L i s t m o s t r e c e n t j o b s f i r s t )
N a m e o f t h e O r g a n i s a t i o n :
G r o s s S a l a r y : _ _ _ _ _ _ _ _ _ _ _ _ _ _ ( a n n u a l ; b e s u r e t o i n c l u d e a n y b o n u s e s o r c o m m i s s i o n e a r n e d )
J o b T i t l e : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
N a m e o f L a s t S u p e r v i s o r : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
M a y w e c o n t a c t t h i s s u p e r v i s o r ? Y e s / N o
R e a s o n ( s ) f o r L e a v i n g : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
N a m e o f O r g a n i s a t i o n : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ D a t e o f E m p l o y m e n t : _ _ _ _ _ _ _ f r o m t o _ _ _ _
G r o s s S a l a r y : _ _ _ _ _ _ _ _ _ _ _ ( a n n u a l ; b e s u r e t o i n c l u d e a n y b o n u s e s o r c o m m i s s i o n e a r n e d )
J o b T i t l e : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
N a m e o f L a s t S u p e r v i s o r : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
M a y w e c o n t a c t t h i s s u p e r v i s o r ? Y e s / N o
R e a s o n ( s ) f o r L e a v i n g : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
N a m e o f O r g a n i s a t i o n : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ D a t e o f E m p l o y m e n t : _ _ _ _ _ _ _ f r o m t o _ _ _ _
G r o s s S a l a r y : _ _ _ _ _ _ _ _ _ _ _ ( a n n u a l ; b e s u r e t o i n c l u d e a n y b o n u s e s o r c o m m i s s i o n e a r n e d )
J o b T i t l e : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
N a m e o f L a s t S u p e r v i s o r : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
M a y w e c o n t a c t t h i s s u p e r v i s o r ? Y e s / N o
R e a s o n ( s ) f o r L e a v i n g : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
W o r k s k i l l s
1 . L i s t a n y j o b - r e l a t e d l a n g u a g e s y o u a r e a b l e t o s p e a k o r w r i t e : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
2 . L i s t a n y j o b - r e l a t e d c l e r i c a l ( e . g . , t y p i n g ) o r t e c h n i c a l s k i l l s ( e . g . , c o m p u t e r p r o g r a m m i n g ) t h a t y o u
h a v e :
A . _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ B . _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
C . _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
A d d i t i o n a l I n f o r m a t i o n
I n c a s e o f a n e m e r g e n c y , p l e a s e c o n t a c t .
N a m e : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
A d d r e s s : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
T e l e p h o n e : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
I u n d e r s t a n d t h a t f a l s i f i c a t i o n o f i n f o r m a t i o n i s g r o u n d s f o r d i s m i s s a l .
I u n d e r s t a n d t h a t m y e m p l o y m e n t a t t h e c o m p a n y m a y b e d i s c o n t i n u e d a t a n y t i m e f o r a n y r e a s o n
e i t h e r b y m y s e l f o r b y t h e c o m p a n y .
I a g r e e t o s u b m i t t o a d r u g a n d / o r a l c o h o l t e s t a s a c o n d i t i o n o f e m p l o y m e n t .
S i g n a t u r e D a t e
14. SELECTION TESTING
A test is a standardized, objective measure of a sample of
behavior.
Selection tests are increasingly used by companies these days
because they measure individual differences in a scientific
way, leaving very little room for Individual bias.
Various written tests conducted during selection procedure
are aptitude test, intelligence test, reasoning test,
personality test, etc. These tests are used to objectively
assess the potential candidate. They should not be biased.
15. Selection Tests
Intelligence test
Aptitude test
Personality test
Projective test
Interest test
Preference test
• Achievement test
• Simulation test
• Assessment centre
• Business games
• Individual
presentations
16. A. Intelligence tests: They measure a candidate’s learning ability and also
the ability to understand instructions and make judgements. They do not
measure any single trait but several mental abilities (memory, vocabulary,
fluency, numerical ability, perception etc)
B. Aptitude tests: They measure a candidate’s potential to learn clerical,
mechanical and mathematical skills. Since they do not measure a
candidate’s on the job motivation, they are generally administered in
combination with other tests.
C. Achievement tests: These are designed to measure what the applicant
can do on the job currently, ir., whether the testee actually knows what
he or she claims to know.
D. Simulation tests: Simulation exercise is a test which duplicates many of
the activities and problems an employee faces while at work.
17. E. Personality tests: They measure basic aspects of a candidate’s personality
such as motivation, emotional balance, self confidence, interpersonal
behaviour, introversion etc.
Projective tests: These tests expect the candidates to interpret
problems or situations based on their own motives, attitudes, values etc
(interpreting a picture, reacting to a situation etc)
Interest tests: These are meant to find how a person in tests
compares with the interests of successful people in a specific job.
These tests show the areas of work in which a person is most
interested.
Preference tests: These tests try to compare employee preferences
with the job and organizational requirements.
F. Assessment centre: It is a standardized form of employee
appraisal that uses multiple assessment exercises such as in
basket, games, role play etc and multiple raters.
18. Selection Practices Of Global Giants
1. Siemens India: It uses extensive psychometric instruments to evaluate short-
listed candidates. The company uses occupational personality questionnaire to
understand the candidate’s personal attributes and occupational testing to measure
competencies.
2. LG Electronics India: LG Electronics uses 3 psychometric tests to measure a
person’s ability as a team player, to check personality types and to ascertain a
person’s responsiveness and assertiveness.
3. Arthur Anderson: While evaluating candidates, the company conducts critical
behavioural interviewing which evaluates the suitability of the candidate for the
position, largely based on his past experience and credentials.
4. Pepsico India: The company uses India as a global recruitment resource. To
select professionals for global careers with it, the company uses a competency-
based interviewing technique that looks at the candidate’s abilities in terms of
strategising, lateral thinking, problem solving, managing the environment. These
apart, Pepsi insists that to succeed in a global posting, these individuals possess
strong functional knowledge and come from a cosmopolitan background.
19. Selection Interview
It is a one to one interaction between the interviewer and the
potential candidate. It is used to find whether the candidate is
best suited for the required job or not. But such interviews
consume time and money both.
Moreover the competencies of the candidate cannot be
judged. Such interviews may be biased at times. Such
interviews should be conducted properly. No distractions
should be there in room. There should be an honest
communication between candidate and interviewer.
20. Types Of Selection
Interviews
The nondirective interview: the recruiter asks questions as they come
to mind
The directive or structured interview: the recruiter uses a
predetermined set of Questions that are clearly job-related
The situational interview: the recruiter presents a hypothetical incident
and asks The candidate to respond
The behavioural interview: the focus here is on actual work related
incidents and The applicant is supposed to reveal what he or she did in
a given situation
Stress interview: the recruiter attempts to find how applicants would
respond to Aggressive, embarrassing, rule and insulting (at times)
questions
The panel interview: three or four interviewers pose questions to the
applicant and Examine the suitability of the candidate
21. Medical Examination
To check the physical fitness for the job concerned .
To protect the organization from infectious disease
Medical tests are conducted to ensure physical
fitness of the potential employee. It will decrease
chances of employee absenteeism.
22. Reference Checking
Contacting previous employers of a job applicant to
determine his or her job history.
Reference check may also include checking with school(s) or
college(s) attended by the applicant to verify educational
qualifications.
27. Barriers to Effective selection
1) Ineffective Recruitment: Sometimes selection process gets affected
due to ineffective recruitment initiatives. If the recruiter fails to attract
qualified candidates (in recruitment process) then it is obvious that right
candidate will not be selected (in selection process). Therefore,
ineffective recruitment will definitely influence selection.
2) Perception: Our inability to understand others accurately is probably
the most fundamental barrier to select right candidate. Selection
demands an individual or a group to assess a candidate comparing
competencies of others, in order to find out the right persons for the jobs.
But our views are highly personalized. We all perceive the world
differently. Our limited perceptual ability is obviously a stumbling block to
the objective and rational selection of people.
28. Cont…
3) Stereotyping: This is one of the most common barrier to selection. In
stereotyping, we generally categorize the candidates such as:
All professors and teachers are absent minded
All females are basically sincere and honest
All civil servants are boring
Candidates with Science background are intelligent etc.
This leads to biased selection of candidates.
4) Gender Issue: Gender issue also hampers effective selection. In early
days, men predominately held managerial jobs and if those jobs are
viewed as being primarily masculine in nature, such stereotyping may
produce negative reaction in selecting right candidates.
29. Cont…
5) Age/Race Issue: In many selections, age and race of the candidates are
considered rather than their skills, abilities or experiences. This leads to
bias selection.
6) Halo Effect: Another barrier to selection is halo effect, which can be
negative or positive. In hallo effect the personal characteristics influence
or overwhelms the interviewers and this lead to wrong selection.
7) Quota System: Quota system also influences effective selection.
Fairness: Selection requires that no individual should be discriminated
based on religion, region, race or gender. But the less number of women
and other less privileged sections of society in the middle and senior
management positions and open discrimination in job advertisements and
in the selection process would suggest that all the efforts to minimize
inequity have not been very effective.
34. Present selection problems (in India):
Bribe in the name of donation
Biased recruitment
Unfair selection
Quota based recruitment
Unwillingness to recruit female candidates
Political recruitment
Recruitment biased by religion, groups and ethnic priority
Not following a standard system
Editor's Notes
Before you can hire the right person for the job, you need to understand what the job involves. You also want to determine what will make for a good &quot;fit&quot; between an individual&apos;s skills and personal attributes and the requirements of the job and the organization. There are four factors that will help you define the job and its requirements