The recruitment and selection process involves finding and hiring suitable candidates for open positions in a company. It begins with planning and identifying job vacancies, creating job descriptions and advertising open roles. Applications are reviewed and shortlisted candidates are interviewed. References and tests may also be used in selection. If a candidate is suitable, they are made a job offer and contract. The goal is to choose the right person for each role through a well-managed process.
This document summarizes a seminar on human resource management focusing on recruitment, selection, and placement. It discusses the importance of an effective hiring process for business success. It defines recruitment, selection, and placement, and outlines the steps in each process from attracting candidates to onboarding new employees. Key aspects covered include developing job descriptions, analyzing roles, interviewing, testing, making offers, negotiating salaries, and integrating new hires. The goal is to implement these processes properly to build a high-quality workforce.
The document defines recruitment and selection processes. Recruitment involves finding and attracting job applicants, while selection differentiates between applicants to identify the most qualified candidate. Recruitment is positive and stimulates applications, while selection is negative and involves rejecting unsuitable candidates through interviews and tests. The document also discusses internal and external recruitment methods and their advantages/disadvantages.
The document discusses various aspects of employee selection and assessment. It begins by defining key terms like human resources, job analysis, and job requirements. It then outlines common employee selection processes like application blanks, interviews, reference checks and appointment letters. The document also discusses different types of assessments used in selection like psychometric tests, assessment centers, and competency-based assessments. It notes the benefits of assessments for evaluating candidates' suitability for jobs and improving hiring decisions. Overall, the summary provides a high-level overview of the key topics and processes covered in the document relating to employee selection and assessment.
Assessments are a critical part of the interview process. They give job seekers a way to showcase their skills and qualifications, and they give employers a more complete picture of the person behind the resume.
Vexelle Manufacturing opened a new plant and needed to hire 15 maintenance workers. The HR manager, production manager, and maintenance manager all had different criteria for what qualified candidates should possess, resulting in very few job offers being made despite many applications. The chapter discusses how traditional job descriptions focusing on specific tasks are no longer effective, and introduces the idea of competency-based job descriptions that define the knowledge, skills, abilities, and other attributes needed for a role. A competency-based approach provides more flexibility and a broader definition of the work.
The document provides guidance on negotiating job offers to reach a win-win outcome for both the employer and candidate. It discusses preparing by understanding each party's needs and offers, building trust with candidates through honest and consistent communication, and closing deals by prioritizing the candidate's top needs and focusing on areas of influence like compensation, benefits, learning opportunities, and connections within the company. Scenarios and questions provide examples of negotiating for a senior software engineer candidate considering relocating for a position.
The document discusses various aspects of the recruitment process including sourcing candidates, validating candidate profiles, conducting interviews, coordinating the process effectively, negotiating offers, and onboarding new hires. It provides guidance on utilizing different sourcing channels, evaluating candidate qualifications and interest levels, setting up successful interviews, maintaining clear communication, overcoming barriers to negotiation, and implementing onboarding strategies to retain new employees. The overall document offers recruitment experts advice on optimizing each stage of the hiring process.
The document discusses different types of recruitment methods including employee referrals, job portals, advertisements, and consultants. It provides advantages and disadvantages of each method. Employee referrals are identified as the best method as they are low cost and more likely to result in suitable candidates who are familiar with the company culture. However, bias is a potential disadvantage. Job portals allow for screening candidates and avoiding bias but may result in irrelevant resumes. Advertisements gain public attention but are high cost and time consuming with potential for irrelevant candidates. Consultants can save time but are expensive and may not fully understand requirements.
This document summarizes a seminar on human resource management focusing on recruitment, selection, and placement. It discusses the importance of an effective hiring process for business success. It defines recruitment, selection, and placement, and outlines the steps in each process from attracting candidates to onboarding new employees. Key aspects covered include developing job descriptions, analyzing roles, interviewing, testing, making offers, negotiating salaries, and integrating new hires. The goal is to implement these processes properly to build a high-quality workforce.
The document defines recruitment and selection processes. Recruitment involves finding and attracting job applicants, while selection differentiates between applicants to identify the most qualified candidate. Recruitment is positive and stimulates applications, while selection is negative and involves rejecting unsuitable candidates through interviews and tests. The document also discusses internal and external recruitment methods and their advantages/disadvantages.
The document discusses various aspects of employee selection and assessment. It begins by defining key terms like human resources, job analysis, and job requirements. It then outlines common employee selection processes like application blanks, interviews, reference checks and appointment letters. The document also discusses different types of assessments used in selection like psychometric tests, assessment centers, and competency-based assessments. It notes the benefits of assessments for evaluating candidates' suitability for jobs and improving hiring decisions. Overall, the summary provides a high-level overview of the key topics and processes covered in the document relating to employee selection and assessment.
Assessments are a critical part of the interview process. They give job seekers a way to showcase their skills and qualifications, and they give employers a more complete picture of the person behind the resume.
Vexelle Manufacturing opened a new plant and needed to hire 15 maintenance workers. The HR manager, production manager, and maintenance manager all had different criteria for what qualified candidates should possess, resulting in very few job offers being made despite many applications. The chapter discusses how traditional job descriptions focusing on specific tasks are no longer effective, and introduces the idea of competency-based job descriptions that define the knowledge, skills, abilities, and other attributes needed for a role. A competency-based approach provides more flexibility and a broader definition of the work.
The document provides guidance on negotiating job offers to reach a win-win outcome for both the employer and candidate. It discusses preparing by understanding each party's needs and offers, building trust with candidates through honest and consistent communication, and closing deals by prioritizing the candidate's top needs and focusing on areas of influence like compensation, benefits, learning opportunities, and connections within the company. Scenarios and questions provide examples of negotiating for a senior software engineer candidate considering relocating for a position.
The document discusses various aspects of the recruitment process including sourcing candidates, validating candidate profiles, conducting interviews, coordinating the process effectively, negotiating offers, and onboarding new hires. It provides guidance on utilizing different sourcing channels, evaluating candidate qualifications and interest levels, setting up successful interviews, maintaining clear communication, overcoming barriers to negotiation, and implementing onboarding strategies to retain new employees. The overall document offers recruitment experts advice on optimizing each stage of the hiring process.
The document discusses different types of recruitment methods including employee referrals, job portals, advertisements, and consultants. It provides advantages and disadvantages of each method. Employee referrals are identified as the best method as they are low cost and more likely to result in suitable candidates who are familiar with the company culture. However, bias is a potential disadvantage. Job portals allow for screening candidates and avoiding bias but may result in irrelevant resumes. Advertisements gain public attention but are high cost and time consuming with potential for irrelevant candidates. Consultants can save time but are expensive and may not fully understand requirements.
employment Agencies - advantages and disadvantagesAtiqa Burn
An employment agency matches employers with job seekers, providing services to both. They reduce costs and increase options for employers by handling recruitment. For employees, agencies expose them to unadvertised opportunities and industries while reducing costs compared to direct applications. However, agencies charge employers high fees, and employees may have their salary deducted if hired through an agency.
The human resources department is responsible for key tasks like recruitment and selection, training programs, health and safety, and redundancy and dismissal. The recruitment process involves job analysis, advertising the position, screening applications, interviewing candidates, and selecting a candidate to fill the role. Businesses use different types of training like induction training, on-the-job training, and off-the-job training. Motivation theories propose that financial rewards, opportunities for growth, good working conditions, and social satisfaction all play a role in motivating employees.
This document provides information about human resources (HR) management. It begins by asking what traits and aspects a HR manager would look for in an employee. It then defines employees/staff/workers and discusses different types of businesses based on number of employees. It describes the roles of business owners, investors, and employees. It compares old and new approaches to HR departments. It discusses HR planning, recruitment, training, appraisal, and managing employees. It also covers topics like outsourcing, innovation/ethics in HR, and cultural differences that affect HR management. The overall summary is that the document outlines key concepts and considerations for HR management functions in organizations.
Sourcing in personnel management refers to proactively identifying potential candidates through recruiting techniques. Historically, sourcing was the sole responsibility of recruiters, but it has grown into a specialized role. Sourcing involves identifying names, titles, and contact information of potential candidates through primary techniques like cold calling or secondary techniques like internet searches. Proactive sourcing seeks out passive candidates not actively job searching, while reactive sourcing reviews applicants from job boards or referrals. Sourcing is distinguished from candidate research and profiling. Specialized sourcers focus on internet research skills or sourcing diverse candidates.
The document discusses internal and external recruitment sources. Internal recruitment involves promoting from within an organization and has advantages like being less time-consuming and building employee loyalty. However, it risks vacant positions and dissatisfaction if some employees are passed over. External recruitment sources like job boards and agencies allow hiring new skills and minimizing costs but are more expensive and time-consuming. While internal candidates provide institutional knowledge, external hires are sometimes necessary to gain new perspectives and remain competitive in a changing business environment. Recruitment agencies can help source top external talent through their networks and research.
The document discusses job analysis, which involves determining the duties, skills, and qualifications required for a particular job. It describes the common steps in conducting a job analysis and methods for collecting job information, such as interviews, questionnaires, observation, and diaries. The results of a job analysis include a job description listing duties and responsibilities, and job specifications outlining required qualifications. The document also provides guidance on writing job descriptions and specifications.
Recruitment is very important in human resource.
Finding the right ,or capable employees, and recruitment plan should be materialized.
Nowadays Social media are viral for hiring people. There are some sites such as ODESK, FREELANCER, and ELANCE are those company that pays to employees working in a short period of time. But If working with high benefits HR is very strict in choosing a loyal, patience, and screen employees to fit for the JOB.
There are other ways to recruit such as external or internal methods.
ROTATING ADS,BANNERS, EMAIL MARKETING is now a way of recruitment. Video presentation onlines, as well as webinars for trainings.
But still TRADITIONAL way is also important.
ADVERTISING, EMPLOYMENT AGENCIES, EMPLOYEE REFERRALS ARE ALL EFFECTIVE IN ATTRACTING INDIVIDUALSIN EVERY TYPE OF SKILLS.
The document outlines the 7 steps in a typical hiring process:
1. Plan the selection process by reviewing applicant information and ensuring candidates meet requirements.
2. Prepare for interviews by creating questions to confirm qualifications, past performance, culture fit, and reasons for leaving previous jobs.
3. Conduct interviews in an appropriate environment while allowing candidates to do most of the talking.
4. Check references of final candidates to avoid hiring the wrong person.
5. Make a hiring decision by identifying the best candidate based on skills, characteristics, and organizational fit.
6. Make an offer to the selected candidate and inform others of the outcome.
7. Complete paperwork to confirm the offer and acceptance in writing.
The document provides guidance on effective interviewing techniques. It emphasizes the importance of structuring interviews by preparing questions in advance based on the job description and using the same process for all candidates. Conducting panel interviews with multiple interviewers is recommended to improve objectivity. Questions should focus on assessing past behaviors and abilities to handle hypothetical situations. The interview should be led by establishing rapport before diving into questions to evaluate fit for the role.
The document discusses recruitment and selection as a key function of human resources (HR), accounting for 40% of HR work. It outlines the recruitment process and importance of acquiring high-quality talent. Poor recruitment can result in long-term negative effects and high costs over 1-4 years of a candidate's salary. The document also discusses competencies, assessment techniques, types of interviews and non-interview methods used in recruitment and selection.
The document is a project report submitted for a Master's degree. It discusses a study on job analysis conducted at Saisun Group of Companies. The report includes an introduction, research methodology, data analysis and findings. It also provides information on the company profile of Saisun, which is an HR outsourcing firm that provides various services including recruitment, staffing solutions, payroll outsourcing and more. The report aims to analyze the jobs at Saisun in order to better understand the roles and responsibilities.
This document discusses the recruitment and selection process at MotilalOswal in Hyderabad, India. It begins with an introduction to human resource management and recruitment. The recruitment process involves identifying vacancies, defining job requirements, advertising positions, managing responses, shortlisting candidates, conducting interviews, making hiring decisions, and onboarding new employees. The objectives of the study are to evaluate MotilalOswal's recruitment and selection process, understand employees' attitudes, and make suggestions for improvement. The review of literature provides background on recruitment, the importance of an effective process, and the typical stages involved, from planning to evaluation.
This document discusses job analysis and its importance for vocational rehabilitation programs for persons with disabilities. It defines key terms like job, task, occupation and outlines the steps to conduct a job analysis. These include studying the job, recording physical and mental tasks/activities, and identifying job variables. A job analysis informs the creation of an individual's vocational plan, which outlines suitable jobs/training and support needed. Conducting a thorough job analysis of local opportunities is vital for matching persons with disabilities to sustainable employment.
This document provides an overview of the key steps in human resource management for agricultural businesses. It discusses conducting a job analysis to define job requirements and write job descriptions. It emphasizes the importance of determining hiring needs and recruitment strategies. When selecting candidates, it recommends using applications, interviews, tests, and references to evaluate qualifications and determine the best fit for the job. The document provides tips for developing effective interview questions that relate to job duties without discriminating against applicants.
This short book looks at the recruitment process from the point-of-view of the recruiter and applicant. It covers job applications, job requirements, recruitment agencies, interviews, presentations, group work and tests.
The document discusses how to write an effective position announcement for a library personnel search. It recommends stressing both the positives and negatives of the location and job openly and honestly. Key qualifications should be listed as "must haves" while others can be preferences. The salary range should be provided to attract qualified candidates rather than just saying it is "commensurate with experience." Negotiating internally for a competitive salary and benefits package is important to attract and retain good candidates. The announcement should set appropriate expectations to initiate an open and honest recruitment process.
The document discusses temporary recruitment and hiring temporary workers. It defines temporary workers as those employed for a limited time period until a specific task is completed. The benefits of hiring temporary workers include flexibility to adjust staffing needs, covering for absent employees, and obtaining specialized skills. However, disadvantages include lack of motivation and commitment from temporary workers as well as instability.
The document provides details on a recruiting and selection plan for hiring a Corporate Recruiter. It outlines the steps including performing a job analysis, creating an accurate job description, obtaining approvals to post the position, recruiting candidates through various sources, and screening applicants. The goal is to hire the most qualified candidate while following equal opportunity and affirmative action guidelines. Recruitment sources for the corporate recruiter position should target those with at least 5 years of experience, as the job requires a degree and experience. Issues that may arise include handling under or overqualified applicants as well as communicating with unsuccessful candidates.
This document outlines the process for staffing client needs efficiently with a focus on teamwork. It describes dividing recruiters into technical, non-technical, and ITES teams. Each team has two recruiters responsible for tasks like creating candidate databases from sources like job boards, references, emails and posting jobs. Recruiters conduct phone interviews and line up candidates, providing daily reports. The MIS team manages client communication and updates. The overall aim is to line up qualified candidates within the allotted timeframe through this coordinated team-based process.
This document contains 5 sections with images and text. It discusses various topics across the sections including a photo, numbers, and lessons that pay off with an accompanying image file. More details are provided but the overall content and purpose are unclear from the limited information given.
employment Agencies - advantages and disadvantagesAtiqa Burn
An employment agency matches employers with job seekers, providing services to both. They reduce costs and increase options for employers by handling recruitment. For employees, agencies expose them to unadvertised opportunities and industries while reducing costs compared to direct applications. However, agencies charge employers high fees, and employees may have their salary deducted if hired through an agency.
The human resources department is responsible for key tasks like recruitment and selection, training programs, health and safety, and redundancy and dismissal. The recruitment process involves job analysis, advertising the position, screening applications, interviewing candidates, and selecting a candidate to fill the role. Businesses use different types of training like induction training, on-the-job training, and off-the-job training. Motivation theories propose that financial rewards, opportunities for growth, good working conditions, and social satisfaction all play a role in motivating employees.
This document provides information about human resources (HR) management. It begins by asking what traits and aspects a HR manager would look for in an employee. It then defines employees/staff/workers and discusses different types of businesses based on number of employees. It describes the roles of business owners, investors, and employees. It compares old and new approaches to HR departments. It discusses HR planning, recruitment, training, appraisal, and managing employees. It also covers topics like outsourcing, innovation/ethics in HR, and cultural differences that affect HR management. The overall summary is that the document outlines key concepts and considerations for HR management functions in organizations.
Sourcing in personnel management refers to proactively identifying potential candidates through recruiting techniques. Historically, sourcing was the sole responsibility of recruiters, but it has grown into a specialized role. Sourcing involves identifying names, titles, and contact information of potential candidates through primary techniques like cold calling or secondary techniques like internet searches. Proactive sourcing seeks out passive candidates not actively job searching, while reactive sourcing reviews applicants from job boards or referrals. Sourcing is distinguished from candidate research and profiling. Specialized sourcers focus on internet research skills or sourcing diverse candidates.
The document discusses internal and external recruitment sources. Internal recruitment involves promoting from within an organization and has advantages like being less time-consuming and building employee loyalty. However, it risks vacant positions and dissatisfaction if some employees are passed over. External recruitment sources like job boards and agencies allow hiring new skills and minimizing costs but are more expensive and time-consuming. While internal candidates provide institutional knowledge, external hires are sometimes necessary to gain new perspectives and remain competitive in a changing business environment. Recruitment agencies can help source top external talent through their networks and research.
The document discusses job analysis, which involves determining the duties, skills, and qualifications required for a particular job. It describes the common steps in conducting a job analysis and methods for collecting job information, such as interviews, questionnaires, observation, and diaries. The results of a job analysis include a job description listing duties and responsibilities, and job specifications outlining required qualifications. The document also provides guidance on writing job descriptions and specifications.
Recruitment is very important in human resource.
Finding the right ,or capable employees, and recruitment plan should be materialized.
Nowadays Social media are viral for hiring people. There are some sites such as ODESK, FREELANCER, and ELANCE are those company that pays to employees working in a short period of time. But If working with high benefits HR is very strict in choosing a loyal, patience, and screen employees to fit for the JOB.
There are other ways to recruit such as external or internal methods.
ROTATING ADS,BANNERS, EMAIL MARKETING is now a way of recruitment. Video presentation onlines, as well as webinars for trainings.
But still TRADITIONAL way is also important.
ADVERTISING, EMPLOYMENT AGENCIES, EMPLOYEE REFERRALS ARE ALL EFFECTIVE IN ATTRACTING INDIVIDUALSIN EVERY TYPE OF SKILLS.
The document outlines the 7 steps in a typical hiring process:
1. Plan the selection process by reviewing applicant information and ensuring candidates meet requirements.
2. Prepare for interviews by creating questions to confirm qualifications, past performance, culture fit, and reasons for leaving previous jobs.
3. Conduct interviews in an appropriate environment while allowing candidates to do most of the talking.
4. Check references of final candidates to avoid hiring the wrong person.
5. Make a hiring decision by identifying the best candidate based on skills, characteristics, and organizational fit.
6. Make an offer to the selected candidate and inform others of the outcome.
7. Complete paperwork to confirm the offer and acceptance in writing.
The document provides guidance on effective interviewing techniques. It emphasizes the importance of structuring interviews by preparing questions in advance based on the job description and using the same process for all candidates. Conducting panel interviews with multiple interviewers is recommended to improve objectivity. Questions should focus on assessing past behaviors and abilities to handle hypothetical situations. The interview should be led by establishing rapport before diving into questions to evaluate fit for the role.
The document discusses recruitment and selection as a key function of human resources (HR), accounting for 40% of HR work. It outlines the recruitment process and importance of acquiring high-quality talent. Poor recruitment can result in long-term negative effects and high costs over 1-4 years of a candidate's salary. The document also discusses competencies, assessment techniques, types of interviews and non-interview methods used in recruitment and selection.
The document is a project report submitted for a Master's degree. It discusses a study on job analysis conducted at Saisun Group of Companies. The report includes an introduction, research methodology, data analysis and findings. It also provides information on the company profile of Saisun, which is an HR outsourcing firm that provides various services including recruitment, staffing solutions, payroll outsourcing and more. The report aims to analyze the jobs at Saisun in order to better understand the roles and responsibilities.
This document discusses the recruitment and selection process at MotilalOswal in Hyderabad, India. It begins with an introduction to human resource management and recruitment. The recruitment process involves identifying vacancies, defining job requirements, advertising positions, managing responses, shortlisting candidates, conducting interviews, making hiring decisions, and onboarding new employees. The objectives of the study are to evaluate MotilalOswal's recruitment and selection process, understand employees' attitudes, and make suggestions for improvement. The review of literature provides background on recruitment, the importance of an effective process, and the typical stages involved, from planning to evaluation.
This document discusses job analysis and its importance for vocational rehabilitation programs for persons with disabilities. It defines key terms like job, task, occupation and outlines the steps to conduct a job analysis. These include studying the job, recording physical and mental tasks/activities, and identifying job variables. A job analysis informs the creation of an individual's vocational plan, which outlines suitable jobs/training and support needed. Conducting a thorough job analysis of local opportunities is vital for matching persons with disabilities to sustainable employment.
This document provides an overview of the key steps in human resource management for agricultural businesses. It discusses conducting a job analysis to define job requirements and write job descriptions. It emphasizes the importance of determining hiring needs and recruitment strategies. When selecting candidates, it recommends using applications, interviews, tests, and references to evaluate qualifications and determine the best fit for the job. The document provides tips for developing effective interview questions that relate to job duties without discriminating against applicants.
This short book looks at the recruitment process from the point-of-view of the recruiter and applicant. It covers job applications, job requirements, recruitment agencies, interviews, presentations, group work and tests.
The document discusses how to write an effective position announcement for a library personnel search. It recommends stressing both the positives and negatives of the location and job openly and honestly. Key qualifications should be listed as "must haves" while others can be preferences. The salary range should be provided to attract qualified candidates rather than just saying it is "commensurate with experience." Negotiating internally for a competitive salary and benefits package is important to attract and retain good candidates. The announcement should set appropriate expectations to initiate an open and honest recruitment process.
The document discusses temporary recruitment and hiring temporary workers. It defines temporary workers as those employed for a limited time period until a specific task is completed. The benefits of hiring temporary workers include flexibility to adjust staffing needs, covering for absent employees, and obtaining specialized skills. However, disadvantages include lack of motivation and commitment from temporary workers as well as instability.
The document provides details on a recruiting and selection plan for hiring a Corporate Recruiter. It outlines the steps including performing a job analysis, creating an accurate job description, obtaining approvals to post the position, recruiting candidates through various sources, and screening applicants. The goal is to hire the most qualified candidate while following equal opportunity and affirmative action guidelines. Recruitment sources for the corporate recruiter position should target those with at least 5 years of experience, as the job requires a degree and experience. Issues that may arise include handling under or overqualified applicants as well as communicating with unsuccessful candidates.
This document outlines the process for staffing client needs efficiently with a focus on teamwork. It describes dividing recruiters into technical, non-technical, and ITES teams. Each team has two recruiters responsible for tasks like creating candidate databases from sources like job boards, references, emails and posting jobs. Recruiters conduct phone interviews and line up candidates, providing daily reports. The MIS team manages client communication and updates. The overall aim is to line up qualified candidates within the allotted timeframe through this coordinated team-based process.
This document contains 5 sections with images and text. It discusses various topics across the sections including a photo, numbers, and lessons that pay off with an accompanying image file. More details are provided but the overall content and purpose are unclear from the limited information given.
Andrés Felipe Grajales Urquijo ha identificado sus fortalezas y debilidades, así como metas a corto y largo plazo para mejorarlas. Sus objetivos incluyen ser una mejor persona mediante el ejemplo, completar tareas escolares para ser un mejor estudiante, y mejorar en deportes como fútbol y tenis de mesa a lo largo de los próximos años.
The recruitment and selection process involves finding and choosing suitable candidates for jobs within a company. It begins with planning to fill vacancies, developing job descriptions and advertising positions. Companies then sort through applications, conduct interviews and assessments, check references, and make offers. The goal is to implement fair procedures to identify the best candidates who align with job requirements and company culture.
The Business Winners & Losers of an NFL LockoutSteering Imc
Since their last work stoppage in 1987, the NFL has enjoyed great prosperity turning itself into a $9B dollar juggernaut and making millionaires out of its players. None of this growth would have been possible without the money generated from the sales of television rights, advertising dollars and a host of other, closely aligned commercial interests. The business of football extends well beyond the field. Of course while fans will be broken-hearted, it is the companies and industries with the greatest exposure to the NFL which may have the most at stake in this fight.
Eskape - Gestion Electronique de Documents - Présentation produit ELOEskape
La gestion électronique de documents (GED) vise à gérer, partager et organiser vos documents de manière informatisée. Aujourd'hui les pertes financières liées à l’inefficacité des méthodes de traitement des informations n’est plus à démontrer.
La GED touche toutes les étapes du cycle de vie d'un document, de l'acquisition à l'archivage et vous permettra de maîtriser les flux de documents et d'en améliorer sa traçabilité. La circulation et le traitement des documents sont facilités au sein de votre entreprise.
Les avantages de la GED : Une réduction des coûts de l'entreprise, Une meilleure qualité des échanges, Une plus grande efficacité des collaborateurs, Amélioration de la gestion de l’information et de la documentation, Amélioration de vos processus d’affaires.
Unit 2.2 21 developing an effective workforceThairshans
This document discusses key aspects of human resource management including workforce planning, recruitment, selection, training, remuneration, and measuring personnel effectiveness. It explains that workforce planning involves forecasting future labor needs. The recruitment process begins with creating a job description and person specification to identify the best candidate. Selection methods include interviews, tests, and assessments. Training can be conducted on or off the job. Remuneration includes pay as well as non-financial rewards. Metrics like productivity, turnover, absenteeism, and safety are used to evaluate personnel.
Société informatique et intégrateur majeur en région Centre de Microsoft Dynamics NAV (Progiciel de gestion NAVISION), Eskape développe depuis plus de 15 ans des solutions permettant de répondre aux problématiques standards et personnalisées des entreprises : Mobilité, e-Commerce, Paye, RH, Business Intelligence, EDI, GED, Systèmes et Réseaux, Sécurité, Cloud, etc…
Son objectif ; consacrer ses compétences humaines et technologiques à la création de produits adaptés au développement de ses clients.
www.eskape.fr
Ce progiciel de gestion (ERP) complet et intégré, destiné aux PME de 10 à 1000 employés, s’associera à vos outils Microsoft (Office, Outlook, Exchange,…) dans le but de vous simplifier le travail au quotidien.
Grâce à son ergonomie intuitive et sa mise en place simple et rapide, Microsoft Dynamics NAV est immédiatement accepté par les utilisateurs, vous offrant un rapide retour sur investissement.
La richesse fonctionnelle de cette solution, permettra de gérer, via son interface web, l’ensemble des processus : décisionnel, commercial, gestion financière, gestion de projet, gestion logistique, planification, vente, marketing, etc… et d’avoir également une visibilité à court et long terme plus efficace et de manière plus productive.
The document summarizes key figures from the Nonfarm Payrolls Report. It notes that 117,000 jobs were added in the US while the unemployment rate fell 0.1% to 9.1%. However, the number of employed individuals actually fell by 38,000 according to household surveys. Those dropping out of the labor force rose by 374,000. The unemployment rate would be over 11% were it not for people dropping out of the labor force in the past two years.
The document discusses the history and importance of chocolate in human civilization. It notes that chocolate originated in Mesoamerica over 3000 years ago and was prized by the Aztecs and Mayans for its taste. Cocoa beans were used as currency and their cultivation was tightly regulated. The Spanish brought cocoa beans back to Europe in the 16th century, starting chocolate's global spread and popularity as both a drink and candy.
This document discusses the causes of and remedies for judicial delays in India's court system. It identifies several key causes of delays, including a lack of judges relative to population, poor infrastructure in courts, complex procedural laws, and adjournments frequently sought by lawyers. To address delays, the document recommends increasing the number of judges, filling existing vacancies, implementing a shift system to utilize courts more efficiently, restricting adjournments, using alternative dispute resolution, and setting time limits for case hearings and decisions. Overall, reforms are needed to the judicial system and cooperation from lawyers is important to help expedite case disposal and reduce India's massive backlog of over 30 million pending cases.
Music dedication from me for the international musical track with the acting ...Deepak Somaji-Sawant
This document discusses a new international musical album track called "Hawaii Five-O" from 2000. It promotes the track which can be found on various music websites. It then describes the acting roles that could be portrayed through the music, focusing on the main role of "Mr. Deepak" who would walk and gesture to the music to portray a "Master of King". The document envisions how Mr. Deepak might perform to the track and communicate the role to others.
Twitter 310: Custom URL Shortener Case StudyLee Aase
The document discusses setting up a custom URL shortening service through Bitly Pro by choosing a top-level domain like .se, .ug, or .me, buying that domain name, and linking it to a Bitly account to create branded short links that provide analytics and build brand recognition beyond just link clicks. It provides examples of custom URLs from YouTube, The New York Times, and CSPAN and explains benefits like analytics, user confidence, and impressions from sharing branded short links.
This document discusses recruitment and selection processes from both theoretical and practical perspectives. It begins by outlining the key steps in recruitment, including planning, strategy development, searching, screening, evaluation and control. Selection involves screening applications, conducting tests and interviews, checking references, and making placements. Practically, the document discusses job descriptions, cold calling, and head hunting as recruitment methods. Head hunting specifically aims to identify the best candidates, even if not actively seeking work, and involves mapping target organizations and profiles.
HRM-Topic FOR HUMAN RESOURCE MANAGEMENT PROCESSMei Miraflor
The recruitment process involves 7 key steps:
1. Identifying hiring requirements to determine the needed skills, qualifications, and experience for open roles.
2. Creating comprehensive job descriptions to communicate responsibilities and qualifications to candidates.
3. Sourcing talent through job boards, referrals, and promoting existing employees to attract suitable applicants.
The document then provides details on the subsequent steps of shortlisting candidates, conducting interviews, making employment offers, and onboarding new hires to complete the recruitment cycle.
The document discusses the importance of recruitment and outlines the typical recruitment process. It begins by explaining the key steps in recruitment: job analysis, job description, and job specification. These steps are used to identify the skills and qualifications needed for a role and to attract suitable candidates. The purposes of recruitment are then given as providing a pool of candidates, attracting people to achieve organizational goals, and building a positive impression. Common recruitment methods like internal and external sourcing are also described. The summary concludes that recruitment is vital for organizations to attract qualified people to perform jobs well and engage employees to meet goals, and poor recruitment can be very damaging through unnecessary costs.
- An employment interview is a meeting where both the employer and candidate exchange information, with the employer seeking the best talent and the candidate seeking the right job match.
- The typical interview sequence involves multiple stages - screening interviews to filter candidates, selection interviews to identify top candidates, and sometimes a final interview with senior executives.
- Candidates should prepare by researching the company, anticipating common questions, practicing responses, and presenting a professional image during the interview. Thorough preparation helps candidates feel more confident and perform better.
The document outlines the key steps in an employee selection process. It begins with creating a person specification that defines the ideal candidate profile. The selection process then typically involves preliminary interviews to screen candidates, psychometric testing, application forms, assessments centers, interviews, written tests, and reference checks. The final step is making a job offer by issuing an appointment letter. The objectives of selection are to identify competent applicants, attract qualified people, evaluate personalities and behaviors through interviews, and confirm evaluation results through references.
The recruitment and selection process has 5 key stages:
1) Defining the job requirements through task analysis, job descriptions, and person specifications.
2) Selecting candidates through shortlisting applications and conducting interviews in an objective and unbiased manner.
3) Assessing candidates through examples of previous work, presentations, tests, or full assessments to check the interview information.
4) Making a job offer to the candidate that best fits the person specification.
5) Inducting the new employee to help them settle in quickly and become productive.
The document discusses human resource management processes including recruitment, selection, induction, and placement. It defines recruitment as finding and attracting capable applicants, and selection as differentiating between applicants to identify those most likely to succeed. The summary outlines the key steps in recruitment which include determining needs, analyzing jobs, creating descriptions, advertising positions, shortlisting, and selecting candidates. Selection involves initial screening, testing, interviews, background checks, conditional offers, and final decisions. Induction orients new employees through explaining company information and facilities. Placement matches employees' qualifications to jobs to improve fit and performance.
The document summarizes the modern recruitment process in 3 main steps:
1. The recruitment process typically begins with an initial screening of applicants and completion of an application form. Successful candidates then progress through a series of selection tests and interviews.
2. The selection process may include preliminary interviews, application submissions, selection tests, employment interviews, reference and background checks, and a company physical examination. Several factors influence the selection process.
3. The typical recruitment steps are initial screening, application completion, employment tests, job interviews, conditional job offers, background investigations, medical examinations, and permanent job offers. Onboarding new employees involves orientation, induction, and on-the-job training.
The document discusses the importance of effective recruitment and selection for organizational success. It outlines the key steps in a recruitment and selection strategy, including job analysis, creating job descriptions and person specifications, developing a recruitment plan, implementing a selection strategy with interviews and assessments, and providing feedback. Having a clear, systematic process helps avoid mistakes and ensures the right candidates are hired.
Hiring the right person the first time is important to reduce costs from turnover. Turnover is estimated to cost companies over $75 billion annually to replace the 6.5 million employees who leave each year. High turnover can negatively impact company morale and performance. It is best to hire people with the right attitude who are passionate about the work as skills can be learned. Conducting thorough interviews focusing on traits like initiative, adaptability, teamwork and problem solving skills can help identify the strongest candidates. However, interviews must avoid illegal discriminatory questions regarding attributes like age, race, religion or medical history.
Recruitment refers to the process of attracting, screening, and selecting qualified candidates for jobs. It involves several steps:
1. Obtaining job requirements from departments and analyzing the job description.
2. Sourcing candidates through advertisements, employee referrals, consultants, and other methods.
3. Screening and filtering applications to identify candidates that best fit the job requirements.
4. Interviewing shortlisted candidates and obtaining feedback from interviewers to further evaluate candidates.
The recruitment cycle is complete when a candidate accepts an offer letter and officially joins the organization.
Finian Paints is a global paint manufacturing company with decorative, marine, protective and powder coatings. It has 37 production facilities across 100+ countries. The document outlines Finian's values, product basket, competitors in Bangladesh, and its 5-step employee selection process involving planning, advertising, assessing candidates, making a selection, and onboarding. It also details the competencies assessed at each step, such as communication and problem-solving skills, to identify the best candidates through behavioral interviews.
The document discusses the recruitment and selection process. It defines recruitment as searching for qualified candidates and hiring them. The key steps in recruitment are establishing job requirements, sourcing candidates, screening, interviewing, making offers, and onboarding. Selection is defined as differentiating between applicants to identify those most likely to succeed. The main steps in selection are preliminary screening, testing, interviews, reference checks, making a selection decision, medical exams, making an offer, and final selection. Maintaining an effective recruitment and selection process is important for finding qualified candidates and reducing costs from bad hires.
The document provides guidance on developing an effective recruitment process. It outlines 6 key steps: 1) Identifying the need to hire by defining the problem to be solved, 2) Developing a job description, 3) Advertising the position, 4) Evaluating applications and creating a shortlist, 5) Notifying applicants, and 6) Conducting interviews. Developing a clear job description is important for attracting qualified candidates, setting expectations, and evaluating performance. The recruitment process aims to find applicants that are a good match for the job requirements in an efficient and cost-effective manner.
The document outlines the 9 step recruitment process that businesses should follow when hiring new employees. The steps include: 1) identifying the need to hire, 2) developing a job description, 3) advertising the position, 4) evaluating applications, 5) notifying applicants, 6) conducting interviews, 7) selecting the best candidate, 8) notifying applicants of the decision, and 9) general guidelines like keeping records. Going through each step in a thorough manner will help businesses attract qualified candidates and make informed hiring decisions.
Restricting the recruitment and selection.pptxRidaZaman1
The document discusses restructuring the recruitment and selection process. It defines recruitment as the process of hiring new staff, which involves understanding the need, analyzing job requirements, creating advertisements, and managing applications. Selection is qualifying applicants by separating qualified and unqualified candidates. The key is to align recruitment and selection so the recruitment efforts attract relevant applicants, making selection faster and increasing the chances of an ideal hire. This involves understanding business goals, competencies needed, and current employee skills to identify gaps and fill vacancies.
The document discusses job analysis, talent management, and related topics. It defines job analysis as determining the duties and skill requirements of a job and the type of person suited for it. Talent management aims to hire, develop, and retain top employees to help achieve business goals. The document also describes methods of collecting job analysis data like questionnaires, interviews, and observation. It explains how to write job descriptions and specifications and the steps involved in conducting a job analysis.
Similar to Unit 2.2 19 recruitment & selection (20)
1. Recruitment & Selection
The process of finding new staff for a company, from advertising jobs to signing
contracts, needs to be well run if it is not to waste valuable company time.
Choosing the right person for a hob depends, to a large degree, on getting the
right procedures and documents in place.
Recruitment is from the point when the organisation decides it needs to
employ somebody up to the point where a pile of completed
application forms has arrived in the post.
Selection begins when the HR department sort through that pile of
applications and it ends when the newly appointed employee
turns up on their first day at work.
The HR department must plan ahead, identify and fill job vacancies.
Why might a vacancy arise?
• Worker/s may be due for retirement
• Worker/s may leave for other reasons
• Worker/s may be promoted
• A business expansion may create new jobs
Stages in the Recruitment Process
Below are the typical stages in the recruitment process of a medium to large
company (they may differ slightly from business to business). A small company
may well not follow all the same procedures.
1. The manger if the department with the vacancy
Job description & person
consults the HR manager. They draw up 2 key
specification
documents – the job description and the person
specification.
2. The job advertisement is placed in the local paper.
After the application deadline had passed, application
forms and CVs are checked to remove obviously Job advertisement
unsuitable people. The rest of the applications are
compared to the person specification to arrive at a
shortlist for interview.
3. The candidates are interviewed and may be given a
test of some kind to do (aptitude, personality and
2. intelligence tests, presentations etc). The job is
Interview candidates
offered to the most suitable candidate. If no
candidate proves suitable the job will be re-
advertised). Unsuccessful candidates are notified.
4. The successful candidate’s references are checked.
If any problems arise the job may be offered to the
Check references
met most suitable person from the list. If all their
references are fine a time is set for the new person to
start.
5. A contract and some training time are arranged.
The performance of the new staff member will be
Contract & training
monitored through an appraisal system – manager
and worker will agree on targets for a set period and
then review the results.
Job Description lists all the duties an employee must carry out in that
particular job describes what the job involves.
Job title Basic details
Location of job
Brief outline of what the The organisation is selling itself to the job
employer does applicants. If it looks like a successful
place it will attract netter applicants
Main purpose of the job Are the essentials of the job description
Detailed list of main tasks
that all applicants need to know about
required in the job
Standards that the job holder
will be required to achieve
Pay & other benefits Needed as attractions to draw in good
Promotion prospects
quality applicants
The person to whom the job Give the applicant a clearer idea of how
holder reports this job fits into the organisation
The person/s who report/s to
the job holder
Person Specification
describes the kind of person who is needed to carry out a particular job.
Usually a seven point plan is used to write a person specification;
1 Physique, health & Includes personal smartness, dress sense, voice,
appearance hearing, eyesight as well as general health
3. 2 Attainments What educational qualifications such as GCSE’s,
NVQ’s, A-Level’s, degree, does the job require?
3 General intelligence How ‘bright’ do you need to be to do this job?
4 Special aptitudes What special skills does a person need to do this
job? It could be skills with words or numbers for
example.
5 Interests Firms will often look for people with lots of interests
& hobbies
6 Disposition What kind of personality is needed to do this job?
7 circumstances e.g. the job may require the person to live nearby or
be prepared to travel
Advertising the Job
The job advertisement contains details of the position to be filled and where to
apply. The job description and person specification are used to draw up the job
advertisement.
Adverts can be internal or external
o Internal – only circulated within the business in order to give existing
staff the chance to apply
o External – published in appropriate places (local, nation or specialist
newspapers. Also possibly sent to Job Centres and recruitment agencies)
Advertising internally can be quicker and less expensive than from outside. It
also improves morale as staff realise that promotion is possible. Another benefit
is that the internal candidate knows the organisation and so can learn the new job
very quickly. The drawback is however that no ‘new blood’ is introduced which
could lead to fewer new ideas. The benefits of external candidates mean that
there will be a much wider range of people from whom to choose, showing
everyone that the organisation is an Equal Opportunities employer.
Job advertisements should contain;
o Name of the employer & what the employer does
label manufacturer, computer programming etc
o Job title
should state what the job requires the person to do
o Type of person required
qualities, qualifications and experience
o Pay, hours & perks
o Place of work & indication of any travelling required
o How to apply
should state whether applicants should write in, phone or email for an
application or send a CV
4. SELECTION
Having received all the applications a shortlist must be drawn up, eliminating
those who don’t meet the person specifications – they may be regarded as too
inexperienced or overqualified.
The Interview
At an interview the interviewer can;
• Check whether the interviewees communication skills are up to the
required standard
• Assess the interviewees social skills
• Check their physical appearance (regarded as important for some jobs –
receptionist, sales force).
• See how confident the interviewee is
• Discuss information on the application form
• Judge whether the interviewee will work effectively with colleagues in the
department
The interviewee can;
• Discuss future prospects – promotions
• Check the working conditions
• Ask about training and other opportunities
• Judge the friendliness or otherwise of existing staff
• See the facilities available
Selection Tests
Some firms run a series of tests to help decide which of the short listed applicants
is most suitable for the post. These tests may be designed to assess a candidate’s
intelligence, personality or aptitude.
5. 1. Intelligence tests
Designed to check applicant’s mental abilities. May involve testing verbal
and numerical reasoning.
2. Personality tests (psychometric)
Try to discover an applicant’s personality, attitudes and beliefs in an
attempt to find out whether they will fit happily in to the company. A
common psychometric test is a DISC TEST – Dominance Influence
Steadiness Compliance. An example of a DISC question is below; the
candidate has to state which statement is most like him/her and which is
least like him/her
A I am very persuasive Most Least
B I see myself as a gentle person Most Least
C I am a very modest type Most Least
D I often come up with original ideas Most Least
3. Aptitude tests
Are set if the employer wants to see the applicant carrying out the sort of
tasks involved in doing the job. E.g. an applicant for a clerical post may be
required to carry out tests involving word processing or the use of the
telephone.
References
It is common practice for employers to ask applicants to provide 2 references,
usually from previous employers and reputable personal acquaintances.
Legal & ethical issues when recruiting
Employers should act fairly by never discriminating on sexual, racial or
disability grounds. The organisations recruitment advertising must not
discriminate against anyone.
The way in which people are selected for shortlist for interview and the manner of
the interview itself must be carried out ethically – interviewers must be fair and
not choose a candidate for personal reasons.
6. It is equally important that the applicant does not tell lies or mislead on the
application or CV. To do so could lead to dismissal.
APPOINTMENT
Once the applicant has been selected by the interview panel and has accepted the
position offered a contract of employment is drawn up. This contract contains
the following information;
CONTRACT OF EMPLOYMENT
Job title ..............................
Employers name .......................... Employees name .........................
Starting date ............................... Hours of work .............................
Pay and pay intervals ................... Holidays and holiday pay ..............
Sickness and sickness pay ............ Pension details ............................
Length of notice required ............. Disciplinary rules .........................
Ending the appointment
Employees may be made redundant. This occurs when their jobs are no longer
needed by the firm (possibly due to changes in work practice or production
methods or changes in demand for the firm’s goods and services. Staff may
receive some redundancy pay, the amount depending on factors such as their
length of service, age and rate of pay.
An employee can be dismissed where there is a good reason to do so. Typical
situations when this may occur include, stealing the firms goods, continued
employment would be illegal (lorry driver lost licence) or conduct at work
(drunkenness, violent behaviour). An employee will be given verbal warnings
followed by written warnings before being dismissed. All employees have
protection against unfair dismissal.
The recruitment and selection process can be a long and expensive one so HR
department staff need to be careful and thorough when employing people.