Managing Human Resources

Transcription

1 4 MANAGING PEOPLE MATHISHA HEWAVITHARANA Managing Human Resources MBA (Col),BBA Sp.Mktng (Col), PPG DIP. In Mktng (UK), MCIM (UK), Chartered Marketer (UK), Bohlander Practicing Snell Marketer (SL), ACMA, CGMA CIMA (UK), DBF 14 (IBSL), th edition AIB (IBSL), MSLIM(SL), Head of Marketing - Siyapatha Finance PLC PowerPoint Presentation by Charlie Cook The University of West Alabama

2 Chapter Contents Summarized Chapter Contents: 1. What is Selection 2. Selection process 3. Alternative Selection Methods 2 2

3 What is Selection: Selection is the process of choosing individuals who have relevant qualifications to fill existing or projected job openings. Selection is the process of picking up individuals (out of the pool of job applicants) with requisite qualifications and competence to fill jobs in the organization. Selection is the process of differentiating between applicants in order to identify and hire those with a greater likelihood of success in a job. 2 3

4 Chapter Contents Summarized Chapter Contents: 1. What is Selection 2. Selection process 3. Alternative Selection Methods 2 4

5 i. Preliminary Interview / Initial Screening ii. iii. iv. Employment Interview Selection Tests Reference & Background Checks v. Selection Decision vi. Physical Examination vii. Job Offer viii. Final Selection 2 5

6 i. Preliminary Interview / Initial Screening The purpose of preliminary interviews is basically to eliminate unqualified applications based on information supplied in application forms. The basic objective is to reject misfits. On the other hands preliminary interviews is often called a courtesy interview and organization will continue with the next step of Selection Process only with the successful candidates in the preliminary interview. 2 6

7 i. Preliminary Interview / Initial Screening Cover letters & Resumes Internet Checks & Phone Screening Application Forms Online Application 2 7

8 ii. Employment Interview Here interview is a formal and in-depth conversation between applicant s acceptability. It is considered to be an excellent selection device. Interviews can be One-to-One, Panel Interview, or Sequential Interviews. Besides there can be different types of Interviews. Following Attributes will be evaluated in an interview; Personal qualities Academic achievements Occupational experience Interpersonal competences Career orientation 2 8

9 ii. Employment Interview Different Interview Styles / Types a) Non Directive Interview / unstructured b) Structured Interview c) Situational Interview (Hypothetical) d) Behavioral Description Interview (Real) e) Panel Interview f) Phone Interviews g) Computer Interviews h) Video Interviews i) Stress Interviews 2 9

10 ii. Employment Interview Factors to be Considered by an Interviewer A suitable location will have to be selected prior to the interview. A standard interview guide line will have to be developed. Interviewer must have a clear idea about the profile of the job. Interviewer must continue the interview without Stereotypes or Bias. Interviewer must be a good listener. Interviewer must be a practical person with intelligence. Interviewer must be a matured personality Non-Verbal Communication must be identified. Honesty & Accurate Information Avoid Halo Error. 2 10

11 ii. Employment Interview Problems in the Interviewing Process Immediately jumping in to judgments. Personal bias. Disturbing Interviewing environment Different value systems of the interviewing panel. Interviews done without a clear guide line. Identify inappropriate candidates for the interview Physical appearance & behavior may influence the final decision. 2 11

12 iii. Selection Tests Jobseekers who pass the preliminary interviews are called for tests. There are various types of tests conducted depending upon the jobs and the company. Performance test (Job Knowledge / Work Sample) Intelligent test Aptitude / Ability test Personality test Situational test 2 12

13 After the Interview / selection tests following Post-Interview Screening initiatives may be applied; Reference Checks Background Checks Behavior / Credit Checks 2 13

14 iv. Reference & Background Checks Reference checks and background checks are conducted to verify the information provided by the candidates. Reference checks can be through formal letters, telephone conversations or s. However it is merely a formality and selections decisions are not completely affected by it. 2 14

15 v. Selection Decision After obtaining all the information, the most critical step is the selection decision to be made. The final decision has to be made out of applicants who have passed preliminary interviews, tests, final interviews and reference checks. The views of line managers are considered generally because it is the line manager who is responsible for the performance of the new employee. 2 15

16 vi. Physical / Medical Examination After the selection decision is made, the candidate is required to undergo a physical fitness test. A job offer is often contingent upon the candidate passing the physical examination. To perform certain job functions physical stability is very important. 2 16

17 vii. Job Offer The next step in selection process is the job offer to those applicants who have got successful in all the previous stages in the recruitment & Selection process. It is formerly made by the way of letter of appointment. 2 17

18 Chapter Contents Summarized Chapter Contents: 1. What is Selection 2. Selection process 3. Alternative Selection Methods 2 18

19 Alternative Selection Methods to Interview: Assessment Centres Psychological Testing Work Simulation References 2 19

20 Alternative Selection Methods to Interview: Assessment Centres Assessment Centres assemble a group of candidates and use a range of assessment techniques over a specific period of time. An assessment center typically involves the use of methods like social/informal events, tests and exercises, assignments being given to a group of selected candidates to assess their competencies similar to the job they would be expected to be given. The trained evaluators observe and evaluate candidates as they perform the assigned tasks. 2 20

21 Alternative Selection Methods to Interview: Psychological Testing Psychological feasibility of the candidate will be assessed through these technique hence a more qualitative evaluation is expected. This can be done by using several tools such as; - Aptitude Tests - Intelligence Tests - Personality tests 2 21

22 Alternative Selection Methods to Interview: Work Simulation This type of exercise can range from something as simple as having the candidate design and deliver a presentation (to assess presentation skills for a training position) to having candidates complete an elaborate, highly structured computerized simulation (to be used to assess ones ability to operate expensive, potentially dangerous equipment). Two common simulations are; In-Basket exercise (Administrative Capacity) Role-Play. (Interpersonal Capacity) 2 22

23 Alternative Selection Methods to Interview: References The main purpose of referencing is to obtain confidence about a prospective candidate from independent third parties prior to take the final decision on appointing. The preferred referees are typically: (a) A former employer, senior manager or supervisor that the applicant has worked for in the past, or the applicant's current employer. (b) If the applicant has not had a job before, a senior teacher or course tutor who has taught the individual. (c) An eminent person who knows the applicant socially, such as a religious leader, a solicitor, a doctor or an accountant. 2 23

24 THANK YOU! Managing Human Resources Bohlander Snell 14 th edition PowerPoint Presentation by Charlie Cook The University of West Alabama