Selection Process PDF

SELECTION PROCESS 1. THE SELECTION PROCESS DEVELOPMENT As we have seen in a previous class… HR PLANNING RECRUITMENT SELECTION ONBOARDING This is a continuum process where we JOB SPECIFICATION have basic processes t...

SELECTION PROCESS 1. THE SELECTION PROCESS DEVELOPMENT As we have seen in a previous class… HR PLANNING RECRUITMENT SELECTION ONBOARDING This is a continuum process where we JOB SPECIFICATION have basic processes to do first to JOB Skills, knowledge, ANALYSIS achieve the right workforce at the right experience… time and with the right quality! 1. THE SELECTION PROCESS DEVELOPMENT The process of choosing qualified DEFINING individuals, who are available to fill the SELECTION positions in the organization The process of making a HIRE or NO HIRE decision This process begins when the HR department takes the applicants CVs to compare the candidates with the position profile and performs the first filtering. Selection process The order could be a little different among companies Selection process Flowchart The order could be a little different among companies  1 2 3 4 Sifting applications, Assessing candidates, Offering employment, Preparing contracts of interviewing, testing assessment centres obtaining references employment 2.Factors influencing the selection process. 3.Testing and Selecting. Selection tools/methods  Interviews are often combined with: Intelligence Group Achievement Psychometric Aptitude tests tests situational tests tests – the potential tests of the – whether the – an – what the candidate to – an observation of candidate has candidate perform assessment of the candidate’s the mental knows and can specific job- the candidate’s performance abilities do related tasks personality, during team required, e.g. attitudes and tasks the numeracy character traits skills  Assessment Center can be defined as "a variety of testing techniques designed to allow 2 candidates to demonstrate, under standardized conditions, the skills and abilities that are most essential for success in a given job" (Coleman, Assessing 1987). candidates, The term "assessment center" is really a catch- assessment all term that can consist of some or all of a centres variety of exercises that provide a good oportunity to indicate the extent to which candidates match the culture of the organization. 3. Testing and selecting. Characteristics of assessment centres  In selection, validity is the Reliability of a predictor is the correlation between a extent to which it repeatedly predictor and job produces the same results over performance. In other time. words, validity occurs to the Reliability involves the extent that the predictor consistency of predictors used actually predicts what it is in selection procedures. supposed to predict.  Competency-based hiring is grounded in the identification of core competencies required for success and the subsequent evaluation of each candidate's demonstration of those competencies in their past experiences. 5.The Competency-based approach includes an analysis of a candidate's behavioral characteristics instead of only the competency- candidate's skills and technical qualifications. based selection. From a hiring perspective, there are two different kinds of core competencies: position-specific and organizational Using core competencies to drive the screening and interviewing phases of the hiring process will provide more relevant information upon which to base hiring decisions than matching candidates against a list of requirements or assessing whether the hiring manager "likes" the candidate 6. The selection interview. Is the main selection method Interviews provide the applicant and the firm the opportunity to meet and learn about each other This may be done: by individual managers or a panel face-to-face or by a remote method such as Skype/zoom… as a single process or through stages of interviews or aptitude tests Research shows that interviewing is not a particularly reliable form of selection because interviewers are influenced by personal characteristics that do not necessarily impact on job performance.  Competency-based Interviews Standard  DOS AND DON’TS OF SELECTION INTERVIEWING give yourself sufficient time; plan the interview so you can structure it properly; create the right atmosphere; Do establish an easy and informal relationship – start with open questions; encourage the candidate to talk; cover the ground as planned, ensuring that you complete a prepared agenda and maintain continuity; analyse the candidate’s career to reveal strengths, weaknesses and patterns of interest; ask clear, unambiguous questions; get examples and instances of the successful application of knowledge, skills and the effective use of capabilities; make judgements on the basis of the factual information you have obtained about candidates’ experience and attributes in relation to the person specification; keep control over the content and timing of the interview. DOS AND DON’TS OF SELECTION INTERVIEWING attempt too many interviews in a row; fall into the halo or horns effect trap; Don’t start the interview unprepared; plunge too quickly into demanding (probe) questions; ask multiple or leading questions --> one question at a time pay too much attention to isolated strengths or weaknesses; allow candidates to gloss over important facts; talk too much or allow candidates to ramble on; allow your prejudices to get the better of your capacity to make objective judgements. Contract of employment At the end of the process, the successful candidate is offered a contract of employment, including: job title date of commencement job role and specification terms and conditions, e.g. hours and remuneration (pay) disciplinary and grievance procedures notice requirements The selection process begins with the screening of candidates who meet the requirements for the position The process may vary between organizations There are many selection tools but the interview is the most important and most used. Competency-based selection (hiring) tend to identify and assess core competencies required to achive success in the job A competency-based interview helps determine to what extent the candidate fills the job and fits the organization. The selection process ends when the company offers the contract and the candidate signs it. The next step is the onboarding process.  Armstrong (2006). Chapter 27: Recruitment and selection (pp. 431-437; for selection) Armstrong (2006). Chapter 28: Selecting interviews (p. 438) Mathis and Johnson (2006). Chapter 8: Selecting Human Resource (p. 224)