Rekrutmen & seleksi


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Rekrutmen & seleksi

  1. 1. RECRUITMENT & SELECTION<br /><br />
  2. 2. Process<br />Short-listing the <br />candidates<br />Analysing the job <br />R<br />E<br />C<br />R<br />U<br />I<br />T<br />M<br />E<br />N<br />T<br />S<br />E<br />L<br />C<br />T<br />I<br />O<br />N<br />Writing the JD and PS<br />Holding selection<br />events<br />Deciding the <br />recruitment method<br />Making a decision<br />& Offer<br />Deciding the <br />application method<br />Taking up references<br />Inducting new <br />employee<br />Marketing the job<br />
  3. 3. Difference<br />Recruitmentis the way in which an organization tries to attract the people from whom it will ultimately make selection. <br />Selection is about choosing among the job candidates as who is most likely to perform well on the job, through a fair and accurate assessment of the strengths and weaknesses of applicants.<br />
  4. 4. Purpose of Recruitment<br />A good recruitment programme attracts ample number of job seekers<br />Simultaneously, the recruitment programme must provide enough information about the job.<br />Meeting this dual objective will minimize the cost of processing unqualified candidates<br />
  5. 5. Recruitment Method<br />Company-self Recruitment<br />Outside Agency Recruitment<br />Internal Sources<br />External Sources<br />Referrals<br />Unsolicited<br />Applications<br />External <br />Search<br />Press Advertisement<br />University<br />Recruitment<br />E. Recruitment<br />
  6. 6. RECRUITMENT PIPELINE <br />Resume to invitation 5 days<br />Invitation to Test 6 days<br />Individual Test to User Interview 10 days<br />User Interview to Medical Check 5 days<br />Medical Check to Offer 5 days<br />Offer to acceptance 7 days<br />Total length of pipeline 41 days<br />
  7. 7. Selection Process<br />
  8. 8. Initial Selection Process <br />Academic Test<br />Psychological Test (Potential View)<br />Assessment Center (Competency Based)<br />Interview<br />Medical Check<br />
  9. 9. Tests<br />There are a number of tests an organisation sets for the candidate wishing to receive the job, such as ;<br />I.Q tests<br />Personality tests<br />Aptitude tests<br />
  10. 10. <ul><li>Prosesevaluasiperilaku standar
  11. 11. Berdasarkanbeberapamasukan (multi tools)
  12. 12. Multi assessor / rater – terlatihsecarateknisdanIntegrasiHasilmempertimbangkanseberapaseringperilakutersebutmuncul.
  13. 13. Meminimalkan Bias/ Subyektifitas</li></ul>Assessment Center<br />
  14. 14. NOT assessment center<br />1. Prosedur assessment yang tidakmengharuskanpeserta/kandidatmendemonstrasikanperilakunyata<br />2. Panel interview atau beberapa kali wawancara sebagai satu-satunya alat atau proses dalam menilai seseorang<br />3. Ketergantungan pada satu teknik saja, sebagai standar dalam mengevaluasi atau menilai seseorang<br />4. Hanya menggunakan battery test yang merupakan kumpulan beberapa tes tertulis<br />5. Evaluasi yang hanyadilakukanolehsatuasesor<br />6. Penggunaanbeberapasimulasidenganmelibatkanlebihdarisatuorangasesornamuntidakadaprosespengintegrasian data<br />
  15. 15. Being Used to Help organizations<br />Develop high-performing(productive : employees, leaders, executives, and work teams),<br />Manage and maximizetheir talent resources,<br />Reduce training costs<br />Transform organizational culture,<br />Promote self-discovery and willingness to change in employees,<br />Improve succession planning,<br />Improve performance management activities  sesuaidenganstandards and models<br />
  16. 16. Multi Methods<br />Assessment Center<br />
  17. 17. Advantages<br />Comprehensive evaluation<br />Valid; better predictor<br />Training effect for raters<br />Multiple uses<br />More information for decision-making<br />
  18. 18. Disadvantages<br />Requires expertise to develop<br />Developmental time can be lengthy<br />Requires high ratio of raters to participants<br />Requires multiple rooms for administration<br />Time consuming<br />Costs more (time and dollars)<br />Involves more people<br />Still somewhat removed from the job<br />Difficult to administer for large groups<br />Hard to “reschedule” (appeals)<br />
  19. 19. Interview<br />“susah-susahgampang”<br />
  20. 20.
  21. 21. Definisi Interview<br />Interview is an interactional communicationprocess between two parties, at least one of whom has a predetermined and serious purpose, and usually involves the asking and answering of questions.<br /> (Stewart & Cash, 2000)<br />
  22. 22. PERBEDAAN ANTARA INTERVIEW DENGAN PERCAKAPAN BIASA<br /> Memilikitujuan<br /> Berstruktur<br /> Adapengontrol<br /> Bipolar (2 pihak)<br /> Amount of speaking (70 : 30)<br />
  23. 23. Good interview tips<br />Practice, practice, practice !<br />Having background knowledge of interview creates more self-confidence.<br />Create open-ended questions<br />Get to the interview at least 10 minutes early.<br />Be polite and positive.<br />Eye contact<br />Speak slowly and calmly<br />Dress to impress – smartly.<br /> Handshakes should be firm, but not too tight!<br />
  24. 24. Keep On SPIRIT ….<br />