HR Practices & Recruitment Procedures PDF

Steps of providing HR: Determining the required characteristics of the new employees. − The created or updated job description serves as a basis for determining the most important prerequisites that we will require from a new employee. − It is appropriate to de...

Steps of providing HR: Determining the required characteristics of the new employees. − The created or updated job description serves as a basis for determining the most important prerequisites that we will require from a new employee. − It is appropriate to determine which requirements are minimum or absolutely necessary and which are more desirable Choosing how to attract new employees. Determining selection methods. Final selection and acceptance of candidates. Employee adaptation period. Search for workers (recruitment): Intra-company labour market (people in the company) Methods: − Career and professional pathways − Results of staff appraisals. − Announcement of internal auditions External labour market − Advertising in the press − Outdoor advertising - banners, signboards, billboards, − Advertising leaflets − Advertising on the Internet - Job sites (internet portals), Agency sites, Media sites, The organisation's own website, Social networks. − Labour office − Recruitment agencies (head hunting agencies) − Directly approaching the selected (acquaintances)  − Job fairs − Educational institutions - Sponsoring students, Internships and practical training, Seminar tasks and diploma theses, Contacts to students through teachers, Professional lectures, company presentations, brochures, etc. − Employee referral - We can reward the employee who recommended a suitable candidate. − Company databases (self-reporting candidates, former employees) − Open days In advertisiment TO AVOID: any discrimination (direct or indirect) requests for a photograph of the candidate (in most cases) requests for a clean criminal record of the candidate (in most cases) spelling mistakes and typos, unnecessary punctuation marks (the number of exclamation marks, question marks and full stops) clichés (dynamic working environment, above-standard remuneration) general, untrue, and unspecific statements "blind" translations of international career websites that do not correspond to the local market and whose text is often written in "skeletal" Czech Obtaining information about the candidates: Cover letter (job application) Curriculum vitae (CV) Criminal record extract, possibly lustration certificate - only for those positions where the employer is entitled to require it; Copies of evidence of educational qualifications; Virtual video vignettes; Social networks;  Personal questionnaire (possibly also an electronic personal questionnaire or video questionnaire) References (with permission of the candidate) Psychological tests (tests of abilities: cognitive - IQ tests, mechanical, psychomotor and physical, personality questionnaires - traits, motivations, interests, values) - online psychometrics are also possible; Professional tests - focused on professional competencies; Assessment centre (diagnostic-training programme) - a multifunctional exam, which is conducted with the participation of internal and external observers - assessors (usually includes: teamwork, organisational problem solving, management game, discussion, self-presentation); Interviews (also telephone or video interviews) Analysis of past performance and written assignments (e.g., essays) Work samples - these are a demonstration of the candidate's professional skills Simulations (e.g. solving a case study) Graphological analysis Medical examination. What to look for in resumes: Compliance with applicant requirements frequency of changes at the employer or educational institution length of employment with individual employers end of the started studies reasons for changes (continuity, purposefulness in changes)  unusual dates of employment termination time gaps in the sequence of activities method of compiling a CV (appearance, structuring, graphics, spelling) Scenario for job interview: Activity before the interview 1. review the applicant's CV and professiogram 2. write down the questions we want to ask 3. prepare the place for the interview 4. pick up applicants from reception 5. address him/her by name 6. start on time Welcoming the candidate 1. greeting with a handshake 2. invite the candidate to sit down 3. offer a drink 4. try to put the candidate at ease with a short, informal conversation 5. briefly introduce yourself and other interviewees 6. describe the progress of the interview and its length 7. (briefly present the company) and summarize the content of the job position 8. ask questions from 4 categories: − motivation and expectations of the candidate − knowledge, skills and experience of the applicant − characteristics of the applicant, his/her relationship to responsibility and work ethic − financial requirements of the applicant 9. write notes 10.watch out for forbidden questions  11.answers to the applicant's questions Ending the interview 1. thanking the candidate for his/her interest and announcing when he/she can expect the resolution 2. say goodbye and shake hands while standing 3. see off the applicant - help him/her find his/her way out of the company Categories of interview questions: Why are you here? What can you do for us? What type of personality are you? Can we afford you financially? Special question types: − behavioral (STAR -Situation/Task, Action, Results) Give an example of when you got into a conflict while working in a team. How did you manage it? Tell me about a situation where you were under a lot of pressure. What happened and how did you manage it? Describe a situation where you had to deal with a difficult client. What was the situation and how did you handle it? − situational (hypothetical) Imagine a customer who is upset about a problem that hasn't been resolved yet. How would you proceed? What would you do if an anonymous phone call threatened you with a bomb in the building? How would you react if your superior asked you to move the team meeting to a time when you have an appointment with an important client? What to avoid: Closed and suggestive questions: − Can you work with Excel? − Are you interested in the situation of the marketing industry? − Would you describe yourself as creative? − Do you get along well with choleric clients? − You're not afraid of managing people older than you, are you? − Do you also like our new advertisement? Prohibited topics (discrimination): − sexual orientation − planned pregnancy − number of children, marital status − property − health situation − criminal integrity − religion − political opinions Mistakes when conducting an interview: The Halo Effect - Judging by Great First Impressions Horns effect - judging by a bad first impression Stereotyping - we assign the candidate to a certain group (eg obese people, people with a private school education, unfashionable clothes, men with an earring...) and make judgments about the person based on prejudices Contrast effect - we compare two consecutive candidates with a greater contrast than there is between them Identifying with the applicant, accepting people who are like us  Making quick, hasty decisions, making assumptions based on limited information, gathering insufficient or irrelevant information Unpreparedness for the interview, unclear, unskilled formulation of questions Suggestive questions that anticipate the answer, eg: "You must be a confident person, aren't you?" A series of closed-ended questions that turn the interview into an interrogation. The amount of information obtained is low. Failure to record responses and observations, which usually results in a higher rate of bias…. Final selection of candidates: Ranking the candidates in terms of their suitability for the position. Make the offer to the first-ranked candidate. A written offer of employment (Letter of Intent) is particularly appropriate for managerial positions. Usually, it includes, in addition to a statement of intent to recruit, the date of expected start and a summary of the agreed terms of the position, particularly financial terms. Procedure for rejected applicants: − non-compliant - send a standard rejection letter thanking them for their interest and briefly informing them that they have not been selected, provide them feedback − borderline acceptable or interesting for another job position - send a reservation (on hold) letter asking them to agree if we can contact them directly in the future if a similar position is filled. Employee intake: The basic issues of labour relations between employer and employee are addressed in the following:  Labour Code is a legal norm applicable to all employers and employees. Conditions of Employment is an internal norm applicable in a given enterprise. A collective agreement is an internal company norm resulting from negotiations between the employer and the trade union. Employment contract: Before signing the contract, the new employee should undergo an initial medical examination and complete a personal questionnaire. Employment contract must be in writing and include : The type of work; The place of work; The date of commencement of work. Employment contract may also include: The period for which the employment relationship is concluded, a probationary period, terms of remuneration rules for the performance of the work, special requirements for the organisation of working time, the employee's consent to travel on business, the length of leave if it is agreed in excess of the statutory limits. The competitive clause: An employer may enter into an agreement with an employee by which the employee agrees to refrain from engaging in gainful employment for a specified period of time after the termination of employment, but not exceeding 1 year, in any activity that would be the subject of the employer's business or that would be competitive with the employer. The agreement shall include an undertaking by the employer to provide the employee with reasonable financial compensation, but not less than one-half of the average monthly earnings for each month of performance. The compensation shall be payable in arrears for the monthly period unless the parties have agreed on a different payment period. The employer may enter into such an agreement with the employee if the employee can reasonably be required to do so, having regard to the nature of the information, knowledge, knowledge of working, and technological procedures acquired in the employer's employment, and the use of which could seriously hinder the employer's activities. The agreement may provide a contractual penalty that the employee shall pay to the employer if he breaches the obligation. The amount of the contractual penalty must be reasonable. Employment contract – law: The duration of a fixed-term employment relationship between the same parties may not exceed 3 years and may be repeated no more than 2x from the date of the fixed-term employment relationship. If the employment contract does not explicitly specify the duration, the employment relationship is agreed for an indefinite period. The employment contract relating to managerial positions differs from ordinary employment contracts. A probationary period for ordinary staff cant be longer than 3 months, and can´t be extended subsequently. A probationary period for managerial staff, cant be longer than 6 months, and can´t be extended subsequently. The amount of the wage is usually not included in the employment contract, and is set out in a separate agreement - wage or salary assessment. Agreements: Agreement to perform work The scope of work for which a work performance agreement is concluded may not exceed 300 hours per calendar year. The scope of work shall also include the time worked by the employee for the employer in the same calendar year under another work performance agreement. The agreement shall specify the period for which it is concluded. It must be in writing. Agreement on work activity The maximum working time for an activity performance agreement is set at 20 hours per week (half of normal working time), converted to approximately 1000 hours per the calendar year. But not more. Illegal schwarz system: If the employee-employer relationship shows subordination and superiority. E.g. the self-employed person fulfills the employer's orders without reservation. The work is performed only for one employer (company). You only bill one employer. The employer also prohibits you from working on other jobs from other employers, even in the contract. Performance of work under the employer's name. As an entrepreneur with a trade license, you should work under your own name and use your personal identification number, your employer should not force you to use your employer's name in e-mails, on business cards... Regular monthly rewards. He invoices only one company, regularly at the same time of the month, a very similar or the same amount - as when receiving a wage. The work takes place during regular working hours at the employer's workplace, the employer monitors your departures and arrivals to work. A non-competition clause-an agreement by which the employee promises that for a certain period of time after the end of the employment relationship, but no longer than one year, he/she will not perform gainful activity that would be the subject of the employer's activity or that would be competitive with it.  Part of the agreement must include the employer's commitment to provide the employee with adequate finacial compensation, but at least in the amount of half of the average monthly earnings, for each month of fulfillment of the obligation. The employer can conclude this agreement with the employee, if it is possible to fairly demand it from the employee, taking into account the nature of the information, knowledge, knowledge of work and technological procedures, which he acquired while working for the employer and the use of which could make his activities significantly more difficult for the employer. In the agreement, a contractual penalty can be negotiated, which the employee is obliged to pay to the employer if he violates the obligation. The amount of the contractual penalty must be reasonable. Adaptation of new employees: Two levels of the new employee adaptation process: Work adaptation - adjustment of the worker to the specific requirements of his/her job, the adaptation of the individual to work, the work environment and working conditions. The degree of adaptation achieved is reflected in the worker's performance and job satisfaction. Social adaptation - the integration of the worker into the structure of social relations in the new workplace and in the new enterprise. The level of social adaptation is reflected in the person's experience and positively or negatively influences his/her cooperation with co-workers and his/her individual performance.