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8/3/2019 002-Modul Revisi by Hana Panggabean
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Effective Recruitment
& Interview Technique
8/3/2019 002-Modul Revisi by Hana Panggabean
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Structure of Presentation
Global picture of the topics Job Analysis: steps, building a job profile
Recruitment & selection : sources, methods,
tecniques, and evaluation
Interview
Case study Suggested readings
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Global picture of the topics (1)Route Map to Finding and Hiring
JOB ANALYSIS
Strategic HR Planning
JOB PROFILE
(job desc,job spec)
Job Evaluation
(job desc,job spec)
• Compensation & Benefit• Perfomance Appraisal
• other HRM purposes
RECRUITMENTSELECTION
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HR Infrastructure
AttractingRewarding & Maintaining Terminating
Utilizing & Development
• Attracting• Man Power Planning• Recruitment & Selection• Orientation & Placement
• Performance Plan• Coaching & Counseling• Performance Appraisal• Education & Training• Career Path
• Compensation• Welfare & Benefit• Salary Structure• Employee Punishment• Employee Relation
• Terminating Value ( MAT )• Pension Plan
Global picture of the topics (2)
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Job Analysis (1)
The nature• Systematically collects, evaluates, and organizes information about jobs.
• Main focus of analysis : task & responsibilities and personalqualifications (skill, abilities, knowledge).
• Instrument: interview, panel of experts, questionnaires, employeelogs, observation, checklists.
• Tahapan :•Identifikasi pekerjaan melalui: struktur organisasi, diskusidengan karyawan/penyelia• Pengumpulan data• Penyusunan laporan: job description dan job profile
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Job Analysis (2)
Job description & job profile
Main areas of job description inquiry:
• Title, reporting responsibility, accountability, andlocation (geographical & organizational)
• Essential tasks, duties and responsibilities
• Skills, knowledge and individual abilites required of
the job holder to provide an acceptable level of performance
• Working conditions (physical & socialsurroundings), especially if they are unusual.
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Job Analysis (3)
Job description & job profile
Job profile : the company demands of the job holder.
• Examine the job desc carefully• List knowledge, skills and behavior needed• Example : job profile for secretary:
Cooperation : works well withother people. Takes time to helpco-workers, customers and
others achieve their goals andassignments
Typing : types a minimumof…words/minute. Familiar with orcan learn,…word processing
softwares.
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Recruitment & Selection(1)
Sourcing & methods
RECRUITMENT
Employee Level
• Non-supervisory
• Executive search
Sourcing
• Internal source• promotion• rotation
• External source• vocational schools/universities• on-line database
• personal network/referrals• employment agencies• executive recruiters• job fairs• advertising
Methods
• Personal resume
• Employee testing
• Assessment center
• Interview
• Medical examination
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Recruitment & Selection(2)
Employee testing Test benefit :
• provide person-job match profile• forecast success or failures on the job• minimize subjective judgments• uncover potential for improving performance
Types of employee testing:• Job test
• Ability test• Aptitude test• Interest
• Personality
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Recruitment & Selection(3)
Employee testing
Test evaluation:
• specifically related to the job• administered and scored correctly• trained/qualified personnel• conduct validity and reliability measurement
• external criterion
• test-retest, alternative form
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Recruitment & Selection(4)
Assessment Center Essential features:
• various procedures of individual assessment areused in combination with each other:• job and psychological tests• interview• observation• situational tests• behavioral responses
• multiple assessors• integrated assessment/triangulation• feedback • competency-based
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Recruitment & Selection(5)
Evaluation
Main consideration of personal resumes:
• Education• Specific work experiences• Progress in each job• Stability
Main consideration when check references:• Directory information• Telephone reference checks: dates of employments, nature of position, work evaluation,strong & limitation, reason to leave, salary levelconfirmation, re-employment possibility,etc
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Interview (1)
Structure of successful interview Establishing rapport Getting a perspective on the applicant background
Obtaining information about applicant’s educationand experience
Evaluating accomplishments, job-person fit, personal
characteristics and behavior Giving information about the company & the job Discussing salary
Closing the interview
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Interview (2)
Establishing rapport The way to greet: personal welcome
Atmosphere of the interview room:• chair arrangement• no interruption
Interviewer tone during the opening:• small talk
• find a common interest
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Interview (3)
Predicting future performance Use relevant, behavioral past experiences
STAR System:• determine the situation or the task for which theapplicant was responsible
• find out what action the applicant took • determine the result of that action
Open-ended question, not a yes-no ones
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Fresh graduate or minimum workexperiences:
School/university experiences:
How successful were you in achieving goals ofgroups you headed or were a member of?
Situational questions
How would you handle a strong complaint fromone of the most loyal customer?
Interview (4)
Predicting future performance
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Interview (5)
Predicting future performance Can you work in a team? (X)
Tell me about an important co-operation
experiences. How did you handle it? (OK)
Are you a fast learner? (X)
What kind of materials you think you canlearn best? (OK)
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Interview (6)
Good interviewer Put applicants at ease Objective decision despite subjective reactions of
applicant’s personality and background Understand and empathize with applicant’s anxiety Provide clear understanding about:
• compensation & benefit• relocation requirements• travel requirements
• starting date• deadline on acceptance of the offer• special job requirements
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Sequential Interview Serialized interview
Panel interview
Which types for what?
Interview (7)
Types of interview
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Case Study and Suggested Readings
Case Study
Recruitment for new superstores : A-B-Zee by : David WalshSource: Winstanley,Diana & Woodall, Jean. (1995). Case Studies inPersonnel. London: Institute of Personnel & Development.
Suggested ReadingsDe’Campo, Martin. 2005. 11 Ways to cope with uncooperative
hiring managers. In Indonesian Human Resource Handbook. pp.
62-64. Jakarta: ASCORP Handbook Publisher. (terlampir)
Falcone, Paul. 2002. The hiring and firing : Question and answer book.New York: American Management Association (AMACOM).
Thornton, George. C.III.1992. Assessment Centers in Human ResourceManagement. Massachusetts:Addison-Wesley Publishing Company.