The document discusses the selection process at Google Inc. It begins by outlining the different levels in Google's organizational structure from top management to workforce. For selection from outside, the process involves an application, written and aptitude tests, technical and non-technical interviews, case study analysis, and group discussions. For selection from inside, the process focuses on performance, interviews, leadership quality, presentations, and case study analysis. The process concludes with offers and negotiations.
Understand and Differentiate between strategic recruitment and selection.
Identify the dual goals of recruiting.
Comprehend recruitment process from organizational as well as individual perspective.
Identify what strategic decisions are involved in recruiting.
Explain the major recruitment methods and analyze their advantages and disadvantages.
Identify the basic selection criteria.
Design and administer an effective selection process.
Evaluate the three methods e.g., information gathering, tests and interviewing used in employee selection.
Appreciate varied contemporary interviewing techniques used by interviewers.
Design interview form and evaluation matrix.
Recruitment and selection powerpoint presentationAndrew Schwartz
Having the highest performing employees is critical for the success of an organization but too often the best candidates can be hidden among stacks of scripted resumes. Hiring managers must learn strategies to find and select the right candidate. The Recruitment and Selection Powerpoint Presentation offers slides on topics such as: 27 points on creating a recruitment strategy, 24 slides on methods of recruiting, 10 tips for how to review resumes, 5 slides on evaluating interviews, 5 points on making the final decision, 17 points on assessing recruitment and selection strategies including 3 steps on how to benchmark these strategies, 15 slides on training and retention including 6 tips to increase retention and 8 tips for implementing training programs, 6 slides describing the legal issues, 4 slides for final action steps and much more. Royalty Free - Use Them Over and Over Again. Once purchased, download instructions will be sent to you via email. (PC and MAC Compatible).
Understand and Differentiate between strategic recruitment and selection.
Identify the dual goals of recruiting.
Comprehend recruitment process from organizational as well as individual perspective.
Identify what strategic decisions are involved in recruiting.
Explain the major recruitment methods and analyze their advantages and disadvantages.
Identify the basic selection criteria.
Design and administer an effective selection process.
Evaluate the three methods e.g., information gathering, tests and interviewing used in employee selection.
Appreciate varied contemporary interviewing techniques used by interviewers.
Design interview form and evaluation matrix.
Recruitment and selection powerpoint presentationAndrew Schwartz
Having the highest performing employees is critical for the success of an organization but too often the best candidates can be hidden among stacks of scripted resumes. Hiring managers must learn strategies to find and select the right candidate. The Recruitment and Selection Powerpoint Presentation offers slides on topics such as: 27 points on creating a recruitment strategy, 24 slides on methods of recruiting, 10 tips for how to review resumes, 5 slides on evaluating interviews, 5 points on making the final decision, 17 points on assessing recruitment and selection strategies including 3 steps on how to benchmark these strategies, 15 slides on training and retention including 6 tips to increase retention and 8 tips for implementing training programs, 6 slides describing the legal issues, 4 slides for final action steps and much more. Royalty Free - Use Them Over and Over Again. Once purchased, download instructions will be sent to you via email. (PC and MAC Compatible).
Understand Human Resource Planning (HRP) and purpose of HRP.
Identify the relationship between strategy and HRP.
Identify the steps of HR planning process.
Describe the approaches to understand the jobs.
Discuss the phases of job analysis, including what it is and how it’s used.
Design model for forecasting HR requirements and employee requisition form.
Develop job descriptions , including summaries and job functions, using the Internet and traditional methods by using Job analysis questionnaire.
Develop job specifications using the Internet as well as your judgment.
Explain job analysis in a “jobless” world, including what it means and how it’s done in practice.
Functions of Training & Development - Manu Melwin Joymanumelwin
New employee orientation is an important part of the hiring process.
It prepares the employees for new roles, and acclimates them to the company.
According to SHRM, employees who go through an orientation process feel more connected to their job.
The focus and length of orientation sessions are often determined by the employees' positions in the company.
While hourly employees may be in orientation for one day, manager-level employee orientation can last up to two weeks.
these slides describe about the recruitment method generally, the orientation, and the development for new recruit within the organization (ugik sugiharto, GBS)
Understand Human Resource Planning (HRP) and purpose of HRP.
Identify the relationship between strategy and HRP.
Identify the steps of HR planning process.
Describe the approaches to understand the jobs.
Discuss the phases of job analysis, including what it is and how it’s used.
Design model for forecasting HR requirements and employee requisition form.
Develop job descriptions , including summaries and job functions, using the Internet and traditional methods by using Job analysis questionnaire.
Develop job specifications using the Internet as well as your judgment.
Explain job analysis in a “jobless” world, including what it means and how it’s done in practice.
Functions of Training & Development - Manu Melwin Joymanumelwin
New employee orientation is an important part of the hiring process.
It prepares the employees for new roles, and acclimates them to the company.
According to SHRM, employees who go through an orientation process feel more connected to their job.
The focus and length of orientation sessions are often determined by the employees' positions in the company.
While hourly employees may be in orientation for one day, manager-level employee orientation can last up to two weeks.
these slides describe about the recruitment method generally, the orientation, and the development for new recruit within the organization (ugik sugiharto, GBS)
This PPT deals with different statges of Succession Planning at General Electric.
To get Personalized slides on topics of your choosing, write me at reachaamirk@gmail.com
The Selection Processinitial screening.docxssusera34210
The Selection Process
initial screening
completed application
employment test
comprehensive interview
conditional
job offer
medical/physical examination
(conditional job offer made)
permanent
job offer
reject applicant
background examination
if required
Passed
Passed
Able to perform essential elements of the job
Passed
Passed
Passed
Problems encountered
Failed to impress interviewer and/or
meet job expectations
Failed test
Failed to complete application or
failed job specifications
Failed to meet minimum qualifications
Unfit to do essential
elements of job
The selection process typically consists of eight steps.
The Selection Process
initial screening
interview
weeding out of applicants who don’t meet general job requirements
screening interviews help candidates decide if position is suitable
Job description information is shared
along with a salary range.
The Selection Process
completing
the application
Gives a job-performance-related synopsis of what applicants have been doing, their skills and accomplishments.
Legal considerations
1. omit items that are not job-related; e.g., sex, religion
2. includes statement giving employer the right to
dismiss an employee for falsifying information
3. asks for permission to check work references
4. typically includes “employment-at-will” statement
The Selection Process
Weighted application forms
individual pieces of information are validated against performance and turnover measures and given appropriate weights
data must be collected for each job to determine how well a particular item (e.g., years of schooling, tenure on last job) predicts success on target job
completing
the application
The Selection Process
information collected on application forms can be highly predictive of successful job performance
forms must be validated and continuously reviewed and updated
data should be verified through background investigations
completing
the application
The Selection Process
performance simulation tests require applicants to engage in job behaviors necessary for doing the job successfully
work sampling uses job analysis to develop a miniature replica of the job so the applicant can demonstrate his/her skills
assessment centers give tests and exercises, (individual and group), to assess managerial potential or other complex skills
Selection practices must be adapted to cultures
and regulations of the host country.
pre-employment testing
The Selection Process
assesses motivation, values, ability to work under pressure, attitude, ability to fit in
can be traditional, panel, or situational
especially useful for high-turnover jobs and less routine ones
comprehensive
interviews
The interview is only as effective as those conducting it.
The Selection Process
impression management, (applicant’s desire to project the “right” image), may skew interview results
Interviewer bias, created by reviewing materials such as the resume, application, or te ...
what is human resource management. functions of human resource management.scope and importance of human resource management, process of recruitment. forecasting, planning personnel planning and succession planning, attracting, using selection tools,and finally hiring new candidates and all about recruitment process.
Note: If this publication all links are dead, but you need to download files from this publication, please send me a private message and I'll try to help you or emai to info@presslounge.vn for supporting
Disclaimer: We do not encourage illegal activity. References to a content protected by the copyright law, are given exclusively in the fact-finding purposes. If you liked the program, music or the book – buy it.
a presentation on the work done during the Management Internship Program done at Vitruvian Technologies, a company developing IT products directed at the Real Estate sector
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
Generating a custom Ruby SDK for your web service or Rails API using Smithyg2nightmarescribd
Have you ever wanted a Ruby client API to communicate with your web service? Smithy is a protocol-agnostic language for defining services and SDKs. Smithy Ruby is an implementation of Smithy that generates a Ruby SDK using a Smithy model. In this talk, we will explore Smithy and Smithy Ruby to learn how to generate custom feature-rich SDKs that can communicate with any web service, such as a Rails JSON API.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Elevating Tactical DDD Patterns Through Object CalisthenicsDorra BARTAGUIZ
After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more ‘mechanical’ approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
2. “Hire hard, manage easy.”
“Good training will not make up for
bad selection.”
3. Process of finding and attracting capable applicants for employment
Represents the first contact that a company makes with potential
employees
Well-planned and well-managed recruiting effort will result in high
quality applicants, whereas, a haphazard and piecemeal efforts will result
in mediocre ones.
External
Factors
Internal
Factors
Sources of
Recruitment
5. Direct Recruitment (Recruitment at factory gate)
Casual Callers
Media advertisement
Employment Consultants
Educational Institutions or Campus Recruitment
Recommendations
Labour Contractors
Telecasting
6. Process of picking up individuals (out of the
pool of job applicants) with requisite
qualifications and competence to fill jobs in
the organization
12. • Inadequate human resource
• Increased training costs to overcome deficiencies
• More supervisory problems
• Higher turnover rates
• Difficulty in establishing enduring relationships with
customers
• Not maximum utilization of human potential
14. Used to
Determine if applicant’s skills, abilities, and job
preferences match any available jobs in
organization
Explain to applicant available jobs and their
requirements
Answer questions applicant has about available
jobs or employer
7-14
16. Reliability
▪ The degree to which interviews, tests, and other
selection procedures yield comparable data over
time and alternative measures.
Validity
Degree to which a test or selection procedure
measures a person’s attributes.
17. HIGH RELIABILITY TEST RETEST
APPLICANT SCORE SCORE
Smith 90 93
Perez 65 62
Riley 110 105
Chan 80 78
VERY LOW RELIABILITY TEST RETEST
APPLICANT SCORE SCORE
Smith 90 72
Perez 65 88
Riley 110 67
Chan 80 111
21. Type Type of Questions Usual Application
Structured A predetermined checklist
of questions
Useful for valid results
Unstructured Questions are unplanned Useful for analyzing the
candidates
Mixed Combination of both In-depth insight
Behavioral Hypothetical situations Applicant’s reasoning and
analytical abilities
Stressful Harsh , rapid fire questions Useful for stressful jobs
such as handling
complaints
22. No Complete job description.
No accurate appraisal.
Snap judgements.
Halo effect.
Tendency to be swayed by negative
information.
23. Information not discussed in a systematic
manner.
Pressure to fill position.
Affected by a list of available applicants.
Differences between interviewers.
Sex, race and attitudes.
24.
25. Plan the interview.
Establish an easy and informal relationship.
Cover the ground as planned.
Probe.
Analyse.
Maintain control over direction.
26. Start the interview unprepared.
Plunge too quickly into demanding questions.
Ask leading questions.
Jump to conclusions.
Pay too much attention to isolated strength
and weaknesses.
Talk too much.
27. Use structured form.
Evaluate immediately.
Focus on traits.
Get the interviewee to talk.
Respect reservation policy of concerned
government.
31. Cleared all previous processes of selection.
Letter of appointment containing reporting date.
Inform rejected applicants about non-selection.
Preserve applications for future use.
33. Job title
Employee duties
Reporting date
Payment details
Working hours
Holidays
Sickness
34. Grievance procedure
Disciplinary procedure
Work rules
Arrangement for terminating employment
Arrangement for union membership
Rights related to patents, information
confidentiality…
Rights related to change contract terms
35. Contracts help in
Restraining job-hoppers
Protect information
Preventing competitors from poaching highly
valued employees.
36. Doesn’t end with execution of employment
contract.
Important to reassure candidates who were
not selected.
Issues related to “No Shows”.
No Shows is time & money consuming
process.
No Shows result in loss of face, business &
trust for the company.
37. Firm must have quality personnel who is
competent as well as committed.
Steps-
Analysis of programme
Adequate communication of programme &
its procedures to personnel involved.
Implementation of programme.
Feedback
Analysis of results.
38. Special method of selection.
Not a physical location but approach to select
managers based on measuring & evaluating
their ability of performing critical tasks.
Takes place for 2-5 days between group of 6-12
people taking series of work sample tests.
Panel of line managers drawn from different
departments act as evaluators.
41. Internal promotion and internal
introductions
Career Officers
University Appointment Boards
Agencies for the Unemployed
Advertising or use of local media
43. Recruitment Process:
Application – Can be either online or respond
to company’s ads.
Selection Process:
1. Written ( AptitudeTest)
2. PsychometricTest
3. Interview (Technical and Non-Technical)
4. Group Problem Solving
44. Selection from
Outside
• Written
• Aptitude test
• Interview
(Technical and
Non-Technical)
• Case study analysis
• Group Discussion
Selection from Inside
• According to their
performance
• Interview
• Leadership Quality