1 / 63

Selection Reading: Chapter 6,7

Selection Reading: Chapter 6,7. Learning Outcomes. Define selection and discuss its purpose and importance Define reliability and validity and explain their importance Explain the most common steps in the selection process Describe the types of testing used in selection

chet
Télécharger la présentation

Selection Reading: Chapter 6,7

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. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. SelectionReading: Chapter 6,7

  2. Learning Outcomes • Define selection and discuss its purpose and importance • Define reliability and validity and explain their importance • Explain the most common steps in the selection process • Describe the types of testing used in selection • Describe the major types of selection interviews and the problems that can undermine their effectiveness. • Design and conduct an effective interview • Explain the importance of reference checking • Describe the supervisor’s role in selection • Describe the constraints on the selection process

  3. What is selection? • Selection is the process of choosing individuals with the relevant qualifications to fill existing or job openings.

  4. What do we mean when we say “COMPETENCY” ?

  5. What is a competency? • An underlying characteristic of an individual which is causally related to criterion related effective or superior performanceCompetencies can be motives, traits, self-concept, attitudes or values, content knowledge, or cognitive or behavioral skills -any individual characteristic that can be measured reliably and that can be shown to differentiate significantly between superior and average performers

  6. Motive: Underlying need or thought pattern that drives, directs and selects an individuals behavior. Eg need for achievementTrait: A general disposition to behavior responds in a certain way, for instance with self-confidence, self-control, stress resistance Self-concept: What they think they value, what they think they do or interested in doingKnowledge: Content knowledgeCognitive or behavioral skills: Either covert or overt

  7. KNOWLEDGE Relates to information Cognitive Domain Attribute Relates to qualitative aspects personal Characteristics or traits Set of SKILLS Relates to the ability to do, Physical domain COMPETENCY Outstanding Performance of tasks or activities

  8. Alignment of HR systems Recruitment andselection Performance Management Competency Mapping Training & Development Compensation

  9. Competency based recruitment • Competency based interviews reduce the risk of making a costly hiring mistake and increase the likelihood of identifying and selecting the right person for the right job

  10. Competency based Performance Appraisal • Competencies enable • establishment of clear high performance standards • Collection and proper analysis of factual data against the set standards. • Conduct of objective feedback meetings • direction with regard to specific areas of improvement

  11. Competency based Training • Competency based appraisal process leading to effective identification of training needs • Opportunity to identify/ develop specific training programmes - Focused training investment • Focused Training enabling improvement in specific technical and managerial competencies

  12. Competency based Development • Competencies • contribute to the understanding of what development really mean, giving the individual the tools to take responsibility for their own development • give the line managers a tool to empower them to develop people

  13. Competency model building A detailed approach

  14. A Detailed Approach • Info about the company • Decision on the job position(s) • Discussion on the CM application • Basic data collection on the job responsibilities(using customized menu) • Focus group • Review job description • understand performance criteria • Discuss specific behaviours • List top ten competencies

  15. Purpose and Importance of Selection Purpose: find the best candidate for the job -----Possess the required knowledge, skills ,abilities and personality -----perform the job well, embrace the corporate mission and values -----fit the organizational culture

  16. Importance of Selection • Company Performance • Economize cost • Legal and Ethical Issues

  17. The Importance of Reliability and Validity Reliability: The degree to which interviews, tests, and other selection procedures yield comparable data over a period of time; in other words, the degree of dependability, consistency, or stability of the measures used. There are at least four sources of unreliability: • The selection instrument might do a poor job of sampling. • Errors may result from chance response tendencies • The conditions under which the instrument is administered might cause errors. • There could be changes within the applicant.

  18. Validity • Validity refers to the accuracy with which a predictor measures what it is supposed to measure.

  19. Steps of Selection • Step1: Prescreening applicants • Step2: The initial selection interview • Step3: Selection testing • Step4: Background investigation and reference checking • Step5: The supervisory interview • Step6: Making the hiring decision and offering the job

  20. Selection Interviews • Unstructured interview • Structured interview • Mixed interview • Situational interview • behavior descriptive interview • Stress interview • Panel interview

  21. Situational Interview • A situational interview utilizes hypothetical events in the form of a question. Candidates are asked how they would react if they encountered that event.

  22. Technique of Situational interview Interview theme: One Department store wanted to recruit one general manager, the unit displayed one piece of video: at 9:30 in the morning, a tall guy came into one department store, he took 100RMB to buy one toothpaste, its price was 3RMB. At 10 o’clock, another short man came into the same department store and bought one toothpaste, he gave 10RMB to clerk. When the clerk gave him changes, he said he gave her 100 RMB, then two sides quarreled. What happened let the general know, so he came outside and asked what’s the matter regarding their quarrel. The short guy said by high voice:” I gave her 100 RMB, now i could identify that money, I remember there are four number on it, which is 2888.” Then the clerk looked for money in her drawer, finally she found there was one 100 money, its number was 2888. Question: We know the short guy was cheating according to the context, suppose you are the general manager of this store, how to deal with this conflict?

  23. Test three abilities of applicant • Insight: Grasp essence of the incident • An overall view: the customer is supreme, (Customers Foremost) • Moral sense: Attitude of resisting dishonesty

  24. Stress Interview Theme: Develop one romantic story by three traffic signs According to your imagination. The sequence of these three traffic signs are: first sign: the road is changing narrow. second sign: turn back third sign: stop driving

  25. Reasoning ability • Language ability • Imagination • Stress tolerance (Antistress)

  26. Structual Interview

  27. Who? • Before recruiting employee, who put forward the application of job opening?

  28. Watch DVD • Think about how to hold the interview.

  29. Process of recruitment Departmental manager put forward application of job opening: Step 1：Identify the job opening won’t employ new staff overtime redesign job procedure prevent job-hopping

  30. Process of recruitment • Step 2：Confirm how to make up job opening recruitment meeting emergency core personnel temporary / leasing/ contracting internal and external

  31. Process of recruitment Step 3：Identify the whole goal Step 4:Inform the objective (potential applicants) Step 5：Interview the applicants

  32. Case discussion 1. Do you think Ed will do well on this job? Why, or why not? 2. Do you think Carol's evaluations were biased in any unfair way? 3. What sort of changes would you suggest in the interview process?

  33. Selective Perception Halo Effect Contrast Effect Projection Stereotyping Frequently Used Shortcuts When Judging Others

  34. Method of asking questions Question the past behavior of applicants: STAR S—situation T---Target A---Action R---Result Know concrete behaviour of applicants by STAR

  35. Goal of interview Goal ?

  36. Process of interview 1.Identify the five most fundamental skills of position requirements: (five dimensions) 2.Design the questions according to every dimension(3 questions) 3.Use STAR method to ask questions. 4.Judge the useful information according to answers of applicants.

  37. Sales Representative: What skills does the sales representative have?

  38. Five dimension of sales representative 1.Ability to direct and motivate himself 2.Ability to stay with other people harmoniously 3.Ability to persuade and influence others 4.Communicating technological information 5.Professional behaviour

  39. Who design the dimension?? • Sales manager? • HR department? • General manager? • Financial manager? • Production manager?

  40. Five dimension of sales representative Soft dimensions: 1.Ability to direct and motivate himself 2.Ability to stay with other people harmoniously 3.Ability to persuade and influence others Hard dimensions: 4.Communicating technological information 5.Professional behaviour

  41. Designing questions: • Designing questions according to these five dimensions, then use these questions to ask all applicants. Objective: Departmental manager design dimensions, and establish working standard, HR department design questions, use the same dimensions to assess all applicants of the same position.

  42. Dimensions of departmental Secretary ?

  43. Dimensions of departmental Secretary 1.Heed advice、conformity、compromise 2.Harmoniously getting along with others 3.Carefulness,consideration 4.Professional knowledge and skills (typing, writing etc.) 5.Professional behaviour

  44. Secretary of general manager • Which five dimensions？

  45. Secretary of general manager 1.Ability to direct and motivate himself 2.Ability to stay with other people harmoniously 3.Ability to persuade and influence others 4.Communicating technological information 5.Professional behaviour

  46. Identification of five dimensions • Department confirms the dimentsions; • HR department confirms the questions；

  47. For example：Harmoniously get along with others How to design questions by STAR method? For example：Could you give an example, what happened in your previous company, and which was the most difficult case you dealt with? or conflicts with your colleague? How to solve those problems at that moment?

  48. Dimensions of HR manager ？

  49. Dimensions of HR manager 1.Ability to direct and motivate himself 2.Ability to stay with other people harmoniously 3.Ability to persuade and influence others 4.Communicating technological information 5.Professional behaviour

More Related