Post on 22-Apr-2015
description
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RECRUITMENT
and SELECTION
Werther, Jr., W.B., & Davis, K. (2006).
Human Resources & Personnel Management.
(5th Edition). Singapore. McGraw Hill
Chapter 7 and 8
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Definition:
Proccess to search, find, and attract the potential individual to fill
the vacant jobs or to create database for later use.
The Process:
Start with the collection of candidate potential
End when the application received or the candidate information
put on the database.
What every recruiters should know:
HR Planning
Job analysis information (job desc and spec)
Sources of the potential candidate in the labor market
RECRUITMENT
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The challenges in recruitment: Organization and HR planning not clearly defined
Limited source of candidate (expensive, rare)
Fast growing industry (need many workers)
Competitive rewards and incentives
Attitude & behavior
Government & company regulations
Recruiter’s habit
Increased job requirements (language, skills, technical,location, time)
RECRUITMENT
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RECRUITMENT
HRP
Keputusan
tindakan
Permintaan
Dr Atasan
Identifikasi
Kebutuhan
pekerjaan
Info dr
Analisis
pekerjaan
Pandangan
manajer
Persyaratan
Pekerjaan
Metode
recruitment
Kandidat
Yang tepat
SIMPLIFIED RECRUITMENT PROCCESS
Internal Eksternal
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Internal recruitment channel ;
Job posting related to the open/vacant jobs
Employee transfer, rotation
Departed employee (re-engage)
RECRUITMENT
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External recruitment sources ;
Own sources;
• Referrals
• Walk-ins & write-ins
• Job advertising
Third party;
• Labor department
• Headhunter, professional search firms, outsourcing (leased employee)
• Website and social media
• Professional association
• Educational institutions
• Social community
• Open house (???)
RECRUITMENT
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jessicageorgia.biz
www.expertiseinresults.com -
sarahbullmath.blogspot.com www.reportv.com
gunturarifianto.blogspot.com
prismpsm.com
RECRUITMENT in pictures
patriotadvertising.blogspot.com
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How to collect the initial information about the candidate?
Job application forms should contain
Personal data
Employment status
Education & other skills (formal, informal)
Work background and professional membership
Achievements, rewards
References
Please find an application forms as many as you can which
represent the ICT company
RECRUITMENT
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Definition
series of specific steps used to screen & decide which candidates
should be hired
The Process:
Begin when candidate apply for the job
End when hiring decision announced
Who should decide the final hiring decisions?
HR, or Manager, or Owner
What is the role of HR in selection proccess?
SELECTION
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Internal :
Job analyisis & HR planning
Demand from supervisor/owner
Company policy (salary, work condition)
External:
Laws and regulation
Economic
Community pressure
Workforce capability
Applicant behavior
Diversity of the applicants/candidates
SELECTION CHALLENGES
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SELECTION STEPS
Reception of the applicants STEP 1
Employment test STEP 2
Interview 1 - HR STEP 3
Background checking STEP 4
Medical evaluation STEP 5
Interview 2 - supervisor STEP 6
Job previews STEP 7
Hiring decision STEP 8
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INTERNAL SELECTION
WHAT YOU SHOULD DO AS HR or
LEADERS
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Number of total applicant divided by number of applicant
hired
SELECTION RATIO
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Screening the candidate for basic requirement
By phone
Using social media
Courtesy interview
STEP 1
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Selection proccess using tools (psychological and
skill/ability test)
Every organization have their own tools
Example of skills/ability test ;
Language
Computer
Math
Use of tools
Skills mastered
See p. 223
STEP 2
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Validity measured by the relations of the test result with
the real employee performance at work
Empiric & rational
Reliable consistent result each time individu takes the
est
The screening tests only measure several aspect.
Antusiasm and motivation rarely measured
STEP 2
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The tools
Psychological test measure the personality & temperament.
The most unreliable and has little validity. There is only small
relations between personality and performance
Knowledge test more reliable because it measure the level of
knowledge the candidate possess
Performance test measure the skills of the candidate when
doing certain tasks (ex; how fast can they type).
Attitude & honesty test (polygraph)
Medical test (drugs/HIV, genetic illness)
STEP 2
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Jenis Psikotes
CFIT (Culture Fair Intelegence Test), untuk mengungkap kemampuan mental
umum
TIU (Tes Intelegensi Umum), untuk mengungkap kemampuan mental umum
TKD (Tes Kemampuan Dasar), untuk mengukur kemampuan dasar individu
AA (Army Alpha), untuk mengetahui daya tangkap / daya konsentrasi orang
ADKUDAG (Administrasi dan Keuangan), untuk mengetahui kemampuan
administrasi dan keuangan
IST (Tes inteligensi) yang terdiri dari 9 subtes didasarkan pada
anggapan bahwa strutktur inteligensi tertentu cocok dengan pekerjaan atau
profesi tertentu.
STEP 2
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Jenis Psikotes EPPS (Edwards Personal Preference Schedule), mengukur kepribadian orang
dilihat dari kebutuhan-kebutuhan yang mendorongnya (16 faktor)
DAM&BAUM, Draw A Man Tes (Tes Gambar Orang), mengetahui tanggung jawab, kepercayaan diri, kestabilan dan ketahanan kerja
WARTEGG, mengetahui emosi, imajinasi, intelektual dan aktifitas subjek
Tes Pauli, mengukur sikap kerja dan prestasi kerja (daya tahan, keuletan, sikap terhadap tekanan, daya penyesuaian, ketekunan, konsistensi, kendali diri)
KRAEPLIEN, mengungkap ketelitian,kecepatan, kestabilan dan ketahanan kerja
RM (The Rothwell Miller), mengetahui minat seseorang terhadap jenis pekerjaan
PAPI Kostick, menjabarkan kepribadian dalam 20 aspek yang masing-masing mewakili need atau role tertentu, tinggi rendahnya need atau role tertentu mempunyai arti yang spesifik.
STEP 2
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The purpose of the interview is to give in depth knowledge
about the candidate.
The main objective is to conclude ;
Whether the candidate capable of carrying the work
Whether the candidate willing to do the job
Compare the quality between candidates
Interviewer should has the guideline for the questions,
different jobs need different questions
The weakness interviewers have different opinion
towards the candidate
STEP 3
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Types of interview ; One on one
Groups
One on two, two for one
Several interviewers, group of candidates
Type of interview ; Structured. Use predetermined question
Unstructured. Question develop as interview proceed
Mixed.
Behavior. Focus on problems/cases or hypothetical situation hat applicant need to solve
Stress. Measure how the applicant will respond to the job pressure (harsh question, unfriendly, rapid-fire)
STEP 3
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Interview proccess
STEP 3
Preparation
Create rapport
Information exchange
Termination
Evaluation
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Interviewer errors ;
Halo effect. Efek sesaat yang bisa menjadi faktor menentukan
Leading questions. Pertanyaan yang mengarahkan.
Personal bias. Preferensi pribadi yg mempengaruhi
Domination. Bragging, social being
Cultural differences
Interviewee errors ;
Defensive, unprepared
Talk too much
Boasting. Lying, exagerrate
Not listening
STEP 3
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Background checking
Things to look for ;
Family
Education, organization, work
personality
Criminal record
Eligibility to work in Indonesia
STEP 4
www.prlog.org
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If the candidate pass the step 4, sometime they will ask to
do the medical test
This to make sure the candidate can perform at their best
with no potential health problems
Many jobs take the medical test seriously, even they
conduct physical and mental test
STEP 5
www.medimanage.com -
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Interview with the future supervisors
This to make sure the supervisor will get the right and match
candidate
This step sometime done on the step 3 proccess
STEP 6
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Could be done with the previous step
Explain the jobs and the surrounding environment
Using several methods ;
Workplace visit
Examine the tools used
Meet the fellow workers
Is it necessary???
STEP 7
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This is the final step in selection
The HR announced whether the candidate pass or fail
The application document for the failing candidate should be
kept in proper place - HRIS
This step involve discussion about:
The salary, starting date
The signing of the agreement
Inform the company policy and code of conduct
STEP 8
http://www.noisylittlemonkey.com/portfolio
http://theundercoverrecruiter.com/category/recruitment/
http://businesscasestudies.co.uk/
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FURTHER RESOURCES