STAFFING/RECRUITMENT & SELECTION PRACTICES

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1 STAFFING/RECRUITMENT & SELECTION PRACTICES

2 ECOBANK APPROACH ON RECRUITMENT & SELECTION PRACTICES OUR RECRUITMENT AND SELECTION PRACTICES ARE COMPETANCES BASED

3 What is competency? Competency, (plural competencies) refers to a cluster of personal attributes relating to excellence in a specific activity. Competencies are made up of personality, (the characteristic patterns of thoughts, feelings and behaviors that make a person unique) ability, knowledge and experience as well as interest and motivation.

4 What is competency? Competency, therefore, is a measurable pattern of knowledge, skills, abilities, behaviours, experience and motivation that an individual needs to successfully perform work roles or discharge occupational functions. Competencies are the personal and professional attributes that are critical to successful performance in organization. A competency can be knowledge, skills, attitudes, values, or personal characteristics that enable an individual to perform a task.

5 Components of competency We look four different components of competency i.e. Skills: practical experiences developed during practical training. Such skills include: Hard skills: technical knowledge Soft skills: abilities resulting from personal attributes/personality Knowledge: the acquisition of the necessary information required to perform a given task.

6 Components of competency Personal attributes: essential inherent characteristics that are necessary in the development of knowledge and skills Behaviour: the observable manifestation of utilising knowledge, skills and personal attributes

7 What is recruitment? Recruitment refers to the process of surveying all sources of personnel, inside and outside the organization, to locate and attract the best possible candidates for new or vacated positions.

8 Characteristics of Recruitment: Recruitment involves the following characteristics - Recruitment is first step of appointment. It is a continuous process. It is a process of identifying sources of human force, attracting and motivating them to apply for the jobs in organisations. It is a manpower development process It is a positive process. It fulfills needs, both present and the future

9 Sources of Recruitment: The sources of recruitment that we normally use fall under two categories: Internal External

10 Sources of Recruitment: Internal Sources Under internal sources of Recruitment we look on: Promotion Transfers Trainees Internal Advertisement Informal Search.

11 Advantages of internal recruitment Internal recruitment has a number of advantages and include: Providing the solution for disguised underemployment. Serving as a means of creating promotion for the existing workforce. Providing the basis for tapping hidden (internal) talents. Revealing employees who are dissatisfied with their present jobs. Reducing costs in terms of time and money. Shortening induction and orientation period.

12 Sources of Recruitment: External sources On the external sources of Recruitment we explore the following ways - Through Employment Exchange. Private Employment Agencies. Recommendations of Existing Employees. Advertisement in Newspaper and Internet. Waiting list. Business meetings, Conferences and Seminars. Executive Search Agency. Professional Training Instituitions.

13 What is competency-based recruitment? Competency-based recruitment is about understanding exactly what is needed for the job in question. Next, defining a process that identifies exactly those competencies critical for job success. In terms of personality, ability, knowledge and cultural fit. Or more simply it mean creating a clear distinction between personality traits (prefers to do), motivation (wants to do) and cognitive abilities (is able to do) - and recruiting on the basis of this information.

14 What is competency-based recruitment?... Competency based recruitment and selection focuses on identifying those candidates that can evidence those behaviourally defined characteristics which underpin successful/superior performance in the role you we are seeking to fill.

15 Why Ecobank use competency in recruitment and selection Improves accuracy in assessing people s suitability or potential for given jobs. Helps interviewers and selectors from making haste decisions or from assessing characteristics that are not relevant to the job Helps structure the selection processinterview and tastes Helps to clarify candidates strengths and weaknesses, making it easier to target any development needed once we appointed them

16 Steps involved in competency-based recruitment process 1. Identify vacancy 2. Prepare job description and 3. Prepare person specification 4. Advertising the vacancy 5. Managing the response/short-listing 6. Arrange and conduct interviews & Tests 7. Reference checks and decision making

17 Steps in competency-based recruitment process Recruitment process 3 5 4

18 1. Identify/Review of the vacancy When a position falls vacant in our company, we review the vacancy by asking the following questions: Does it have to be filled? What would be the adverse consequences of not filling it? Could the work be distributed among existing staff?

19 2. Prepare/Review job description By job description is meant a summary of the duties attributed to a job classification and the knowledge, skills and abilities required to perform satisfactorily in any position which is similarly classified. It is a written statement of what a job holder does, how it is done, why it is done, and the skills needed to perform the job.

20 Review job description The job description reveals: The purpose of the job: this should contain a clear list of objectives and reasons for having the job in the organization. Position in the organization: this refers to who the incumbent should report to or should be responsible to and where they fit in the organization structure

21 Review job description Main duties and responsibilities: provide a detailed list of tasks to be performed as well as responsibilities to be shouldered. Organizational factors: relationship of the job with similar jobs in the organization. Personal factors: the nature of skills, abilities, experiences and qualifications required to effectively do the job

22 Main components of job a description The following are components of a job description: 1. Job title: The job title should accurately describe the job. 2. Summary: This is a concise definition of the jobs" major responsibilities, where, and when it is performed 3. Qualifications: A description of any experience, training, or education that is necessary to perform the job.

23 Main components of job a description 4. Duties or Tasks: This is the list of all activities that the person will perform. 5. Work relationships: This should clearly define who the worker's supervisor is and how the worker's position relates to other positions. 6. Compensation and Benefits: Include in this section all compensation that is offered. 7. Work schedule: Defines work hours as much as possible.

24 Why job description?? Job descriptions improve an organisation's ability to manage people and roles in the following ways: clarifies employer expectations for employee provides basis of measuring job performance provides clear description of role for job candidates provides a structure and discipline for company to understand and structure all jobs and ensure necessary activities, duties and responsibilities are covered by one job or another

25 Advantages of job description in CBR provides continuity of role parameters irrespective of manager interpretation prevents arbitrary interpretation of role content and limit by employee and employer and manager essential reference tool in issues of employee/employer dispute essential reference tool for discipline issues provides important reference points for training and development areas

26 3. Prepare/review person specification The person specification is the cornerstone for the whole recruitment process. Person specification we look into: Skills and abilities Experience Knowledge Training Other requirements

27 4. Advertising the vacancy Internal and external recruitment: All vacancies should be internally and externally advertised as per ETZ Policy Budget control: we look on our budget!

28 5. Managing the responses/short-listing Preliminary selection: After applications have been received from prospective candidates, we focus on determining the most suitable ones. Short-listing is accomplished by comparing candidates' applications with the key criteria in the job specifications (i.e. qualifications, education and training, experience, age, etc.). Usually, short-listing produces three categories of candidates: The possible candidates. The marginal candidates. The unsuitable candidates

29 Role of HRM in the CB-Selection Process Our role (HR Dept)in the selection process includes: Ensuring fair play in preliminary elimination (i.e. short-listing). We also involve line managers in determining the suitability of potential candidates for the job. Recommending the effective selection methods for each particular job or group of jobs. Encouraging the use of job description and job specification as aids to selection. Providing expertise on the use of tests. Preparing a conducive environment for the selection process

30 Selection methods We use variety of selection methods including: Presentations Written reports Practical tests on the task Psychometric tests Assessment centres Reference checks

31 6. Interview Interview means a purposeful and controlled conversation between two or more persons The objectives of employment interview include: To collect information about the suitability of the candidate which assist us in predicting how successful the individual would perform the job (to seek information about the candidate) To give the candidate an accurate picture of the organization and the job with details of terms and conditions, organizational policies, employer -employee relations etc. To provide a fair meaning for all potential applicants/employees.

32 In competence based interview we observe the following: 1. The physical make up: physique, health, appearance, hearing and speech. 2. Attainments: education, qualifications, experience. 3. General intelligence: the intellectual ability of the candidate 4. Special aptitudes: mechanical, manual dexterity, facility in the use of words, figures. 5. Interests: physically and socially active, constructive, artistic. 6. Disposition: acceptability, influence over others, steadiness, dependability, self -reliance. 7. Circumstances: occupations of family, domestic circumstances.

33 We also use of psychometric tests Psychometric tests are structured tests, taken in exam-like conditions, which aim to measure objectively a person's ability, or certain aspects of their personality. These tests aim to measure attributes like intelligence, aptitude and personality, providing a potential employer with an insight into how well you work with other people, how well you handle stress, and whether you will be able to cope with the intellectual demands of the job.

34 Use of psychometric tests Psychometric testing we are using falls into three specific categories. Ability testing measures a person s potential to learn new skills or to cope with the pressures of a specific job. Aptitude testing is also job related, but focuses on specific job areas and how the test taker would perform in a defined role. Personality testing assesses everything from motivation to working preferences.

35 Preventive Human Resources Management: Making a working environment that that is free of Industrial Disputes by giving enough education to employees on Industrial Relations matters. Whenever there is a dispute, it must be handled as professionally as possible.

36 Generally competence-based interview Competency-based interview focus to address potential techniocal/functional competencies. These are competencies that are job-specific and are related to specific skills and techniques required to perform a specific task. E.g. HRM skills and techniques Accountancy skills and techniques Engineering skills and techniques

37 Thank you

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