Br hire - process one - reference form module 13

transcript

We Run the Recruitment Process for you including the Orientation

Hiring for the Job or the Organization?

Beta-ResearchCorp.dev@beta-research.org

Oct. 2016

We employ on filtered qualified experienced skilled

with good traits and lots of job knowledge

Overview Matching Individuals and

Organizations Quality Recruitment and Selection

process Organization Analysis vs. Job

analysis Person-job fit vs. Person-

Organization fit Labor Market legal environment Strategic issues in Recruitment and

Selection Labor Market Demand and Supply Labor Market vs Job Market

Standards

ployer

Vacancy

Relation To The Job Type Framework

Managers Level, C’s Level factory manager, team leaders, manger to more than 5 to 10 personnel either work floor of office

Professional

Has 3 to 5 or a bit more in the field required to education related or practical field experience

Experienced

Already has more than a year to process a job lifecycle in a firm related to required job

Qualified

Has some work or practical training experience and exposed to market but on graduation

Graduate

A Mutual Matching Process

Organization Individual

Job Requirements

Rewards

Qualifications

Motivation

Stages of the Recruitment & Selection Process

Stages of The Recruitment and Selection Process

Stage 1 Stage 2 Stage 3 Stage 4 Stage 5

Organization Identify and attract applicants

Narrow pool to minimally qualified applicants

Further narrow pool to those who best fit the job

Further narrow pool to those who best fit job and organization

Decide whom to hire

IndividualIdentify and attract organizations

Narrow pool to minimally acceptable organizations

Further narrow pool to those who best fit with needs/career goals

Further narrow pool to those who have desirable jobs and desirable cultures

Decide which job offer to accept

Labor Market Analysis

Skill Identifications Relate to Trait Knowledge

Organization & Job Analysis Process

Organization Analysis

Job Analysis

Recruitment Selection

Organization Analysis

• Long- & short-term goals• Staffing needs• Nature of environment• Climate/culture

Job Analysis

Task Job context Knowledge Skill Ability Other

Job Rewards

ExtrinsicIntrinsic

Person-Job Fit

Overqualified

Underqualified

Person-Organization Fit

• Personality• Goals• Values• Interpersonal skills

Recruiting Issues

• Internal vs. external recruiting sources• Recruiting scope & intensity• Recruitment message• Recruitment media

Applicant Pool Quality

ApplicantPool

“Best of the Best”

“Best of the Worst”

ApplicantPool

Selection Steps

• Get applicant & motivation data• Assess person-job fit• Assess person-organization fit• Decide whom to hire• Make job offer(s)

Selection Methods

Initial Assessment Methods

Substantive Assessment Methods

Contingent Assessment Methods

Resumes & cover letters

Application blanks Biographical

information Reference reports Screening interviews

Ability tests Personality tests Job knowledge tests Performance tests &

work samples Integrity tests Interviews

Drug tests Medical exams

Selection Rules-Of-Thumb

Use multiple methods Identify patterns of past behavior. Simulate job situations when possible.

Evaluating Selection Methods

Reliability Validity Utility Applicant reactions Adverse impact

Characteristics of a Useful Selection Method

It is reliable.It is valid.Its benefits outweigh its costs.Applicants respond favorably to it.It does not screen out a disproportionate number of

legally protected group members.

Selection: Decision Making

• Combining information• compensatory• noncompensatory

• Decision rules• top-down ranking• grouping

• Job offers

Why Validate?

• Legal protection• Sound business decision making

The Half-Million Dollar Investment

Cumulative Investment in One Employee’s Base Salary

Tenure (Years)

StartingSalary 5 10 15 20 25 30

$15,000 77,284 160,541 250,232 346,855 450,945 563,080

$20,000 103,045 214,054 333,643 462,473 601,260

$25,000 128,807 267,568 417,053 578,092

$30,000 154,568 321,082 500,464

Note: a 1.5% annual cost-of-living increase is included in these figures

The Legal Environment

Federal laws State laws Local laws Executive orders Agency guidelines

Prohibited Criteria

Race Color Religion Sex

National origin Age Disability Handicap Ancestry

Characteristics of Legal Selection Practices

Job-relatedessential job functionsbusiness necessity

Standardizedcontentadministrationscoring

Two Major Strategic Issues

•How can HR selection affect an organization’s ability to formulate & implement a successful business strategy?

•Should an organization “make” or “buy” its needed human resources?

Three Approaches

Traditional Staffing as strategy implementation Staffing as strategy formation

Traditional Approach

Strategy is a contextual feature Hire for person-job fit Select best person for a specific job

Staffing as Strategy Implementation

Human resources support strategy Hire for person-strategy fit Select best person with needed capabilities

Staffing as Strategy Formation

Human resources can influence strategy formation

Hire for person-organization fit Hire people with unique or complementary

Make or Buy Human Resources?

Make Hire trainable employees.

Buy Hire fully trained employees.

Make & buy Buy fully trained employees for critical

jobs. Hire trainable employees for all other

Beta-Research

Your Fast track support to

Strategic Planning and Formulation Implementation of strategies and evaluation Governance and quality planning Professional recruiting and onboarding fit Labor Market & Private Sector Researches

Corp.dev@beta-research.org

Agreement Selection InterviewsOrientation at your

workspace

Br hire - process one - reference form module 13

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