selection the best people n.
Skip this Video
Loading SlideShow in 5 Seconds..
Selection the Best People PowerPoint Presentation
Download Presentation
Selection the Best People

Loading in 2 Seconds...

play fullscreen
1 / 17

Selection the Best People - PowerPoint PPT Presentation

  • Uploaded on

Selection the Best People. Kyaw Nu Trainer of HRM Selection. “ The process of choosing from a group of applicants those individuals best suited for a particular position and organization”. Significance of Employee Selection.

I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
Download Presentation

Selection the Best People

An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.

- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
    Presentation Transcript
    1. Selection the Best People Kyaw Nu Trainer of HRM

    2. Selection “ The process of choosing from a group of applicants those individuals best suited for a particular position and organization”

    3. Significance of Employee Selection • Affect the morale of the entire staff, especially team • Cost a firm money ( higher for expatriate assignments) • Affect the organization’s distinctive advantage • Devastate a small companies

    4. Environmental Factors Other HR Functions Legal Considerations Speed of Decision Making Organizational Hierarchy Applicant Pool Type of Organization Probationary Period

    5. Selection Process The Preliminary Interview Review of Applications and Résumés Selection Tests Employment Interviews Reference and Background Checks Selection Decision Medical Examination

    6. Types of Employment Tests • Differ in characteristics related to job performance by individuals • Relate to : • cognitive abilities • psychomotor abilities • job knowledge • work samples • vocational interests • personality • substance abuse testing • genetic testing • internet testing • assessment centers

    7. Employment Interview • A goal-oriented conversation in which an interviewer and an applicant supposedly exchange information • Endured the preliminary interview and scored satisfactorily on selection tests • Need additional information because of mislead appearances • Willing to work and adapt to the particular organization

    8. Interview Planning • The speed in which the process occurs • Physical location– pleasant, private, minimum of interruptions • Interviewer– pleasant personality, empathy, the ability to listen, and communicate effectively, familiar with the applicant’s qualifications, develop a job profile

    9. Interview Checklist • Compare an applicant’s application and résumés with job requirements • Develop questions related to the quality sought • Prepare a step-by-step plan to present the position, company, division and department • Determine how to ask for examples of past applicant behavior, not what future behavior might be

    10. Content of Interview • Occupational experiences • Academic achievement • Interpersonal skills • Personal qualities • Organizational fit • Management’s perception of the degree to which the prospective employee will fit in with the firm’s culture or value system

    11. Candidate’s Role and Expectations • To learn the history of the company and a description of its products and customers • To have understanding of the firm’s business priorities, its strengths and weaknesses and competitors • To be listened and understood • To have ample opportunity to present their qualifications • To be treated fairly with respect • To gather information about the job and the company • To make an informed decision concerning the desirability of the job

    12. Methods of Interviewing • One-on-one interview • Group interview • A meeting in which several job applicants interact in the presence of one or more company representatives • Board interview • A meeting in which several representatives of a company interview a candidate in one or more sessions • Stress interview • Internationally creates anxiety to determine how a job applicant will react in certain type of situations

    13. Potential Interviewing Problems Inappropriate Questions Premature Judgments Interviewer Domination Inconsistent Questions Central Tendency Halo Error Contrast Effects Interviewer Bias Lack of Training Behavior Sample Nonverbal Communication

    14. Verification of Information Accuracy • Personal reference check • Background investigations • Polygraph tests • Outsourcing investigations • Elements to verify • Previous employment • Education • Personal references • Criminal history • Driving record • Civil litigation • Workers’ compensation history • Credit history • Social security no

    15. Reasons to Conduct Background Investigation • Negligent hiring • Assign a potentially dangerous person to a position • At-risk employers • Occupational Safety and Health Act’s role (OSHA) • Double jeopardy • Due diligence required

    16. Induction Training The purpose of Induction To help new recruits to find their bearing To begin to socialize recruits into the culture and norm To support recruits in beginning performance To identify on-going training and development needs To avoid initial problems at the induction crisis Induction is the process whereby a person is formally introduced and integrated into an organization or system

    17. The Process of Induction Step 1- Pinpoint the areas that the recruit will have to learn to start the job Step 2- Introduce the recruit to the work premises and facilities Step 3- Briefing by the HR manager on relevant policies and procedures Step 4- Introduce the recruit to key people in the office including a mentor Step 5- Introduce work procedures Step 6- Plan and implement an appropriate training program for whatever the recruit is needed Step 7- Monitor initial progress as demonstrated by performance, as reported by the recruits’ mentor and by the recruit himself