Post on 06-Aug-2015
RECRUITMENT & SELECTION
“Finding the best man/woman for the job”
On-line training
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SUMMARY
1. FROM RECRUITMENT TO PLACEMENT
2. ROAD MAP
3. RECRUITMENT NEEDS
4. REQUIREMENTS AND COMPETENCES
5. FINDING CANDIDATES
6. SELECTING CANDIDATES
7. HIRING AND PLACING
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FROM RECRUITMENT TO PLACEMENT
We have a vacancy to fill…
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FROM RECRUITMENT TO PLACEMENT
RECRUITMENTFIND
SELECTION
PLACEMENT
CHOOSE
PLACE
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RECRUITMENT
• SEARCH FOR APPLICANTS
• PROVIDE INFORMATION
• ENCOURAGE APPLICATION
• ATTRACT THE BEST CANDIDATES
SET OF CANDIDATES
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SELECTION
• KNOW THE CANDIDATES• DIFFERENTIATE • IDENTIFY THE BEST
FIND THE MOST SUITABLE TO THE ORGANIZATION
GREATER PROSPECTS OF SUCCESS
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PLACEMENT
• ASSIGN JOBS TO CANDIDATES• PLACE THE NEW EMPLOYEES• BASIC INFORMATION• WELCOME, GUIDE, INTEGRATE• SOCIALIZATION
OPTIMIZE THE CONDITIONS FOR A GOOD PERFORMANCE BY THE NEW EMPLOYEES
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ROAD MAP
NEEDS
CANDIDATES
REQUIREMENTS
SELECTION
DECISION
HIRE
PLACEMENT
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NEEDS FOR RECRUITMENT
• PLANNED• RETIREMENTS• OTHER PREDICTABLE EXITS• CHANGES IN THE ORGANIZATION• ANTICIPATION OF ENVIRONMENT CHANGES
• UNEXPECTED• RESIGNATIONS• ACCIDENTS, DEATHS• ILLNESS
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REQUIREMENTS
“WHAT DOES IT TAKE TO DO JOB?”
• ACADEMIC KNOWLEDGE• TECHNICAL KNOWLEDGE• QUALIFICATIONS• CAPACITIES / SKILLS• BEHAVIOURS
CO
MP
ET
EN
CE
S
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COMPETENCES• TECHNICAL
• “KNOW HOW TO DO”• KNOWLEDGE / QUALIFICATION• ACQUIRED IN SCHOOL AND FORMAL TRAINING• CROSS-CUT TO ORGANIZATIONS• INTELLIGENCE / FORMAL KNOWLEDGE
• BEHAVIOURAL• “KNOW HOW TO BE / HOW TO PERFORM”• PERSONAL SKILLS• ACQUIRED BY EXPERIENCE AND PRACTICAL TRAINING• SENSITIVE TO ORGANIZATION CULTURE AND ENVIRONMENT• EMOTIONS / INFORMAL KNOWLEDGE
SO
FT
SK
ILL
SH
AR
D S
KIL
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COMPETENCES• TECHNICAL
• QUANTITATIVE METHODS• FOREIGN LANGUAGES• WRITING• USE SOFTWARE• ACCOUNTING
• BEHAVIOURAL• LEADERSHIP• COMMUNICATION• NEGOTIATION• INNOVATION• TOLERANCE TO STRESS
SO
FT
SK
ILL
SH
AR
D S
KIL
LS
EXAMPLES
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COMPETENCES
JOBORGANIZATION STRUCTURE
1
OBJECTIVESINTERACTION
STASKS
2 N 1 2 N
DEPARTMENT CULTURE
CO
MPE
TEN
CE
A
CO
MP
ET
EN
CE
B
CO
MP
ET
EN
CE
C
CO
MP
ETE
NC
E E
CO
MP
ET
EN
CE
D
CO
MPETEN
CE F
CO
MPETEN
CE G
CO
MPE
TEN
CE
H
CO
MP
ETE
NC
E I
COMPETENCE PROFILE
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FINDING CANDIDATES
INTERNAL VS. EXTERNAL
• MOTIVATION• MEET EXPECTATIONS• CAREER PERSPECTIVE• LESS RISK• LESS TIME• LESS EXPENSE• EASIER INTEGRATION
• BROADER CHOICE• MORE ACCURATE• BRINGS ‘NEW BLOOD’• IMPORT EXPERIENCE
• NO INNOVATION• RESTRICTED CANDIDATES• OTHER VACANCY
• LONGER• MORE EXPENSIVE• HARDER INTEGRATION • MAY AFFECT MOTIVATION
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FINDING CANDIDATES
• WHERE• EDUCATIONAL INSTITUTIONS• EMPLOYMENT AGENCIES• CASUAL AND PREVIOUS CANDIDATES• EVERYWHERE• NATIONAL / INTERNATIONAL
• HOW• INTERNAL ADVERTISING – WEBPAGE, BOARD• MEDIA ADVERTISING – PAPERS, WEBSITES…
• OUTSOURCE – RECRUITING AGENCIES
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FINDING CANDIDATES
• TIPS ON ADVERTISING• IDENTIFICATION OF THE ORGANIZATION• JOB TITLE AND WORKPLACE• SUMMARY OF TASKS AND GOALS• OUT OF THE ORDINARY FEATURES • MANDATORY REQUIREMENTS• OTHER REQUIREMENTS• SALARY – IF FIXED BY REGULATION AND NON-NEGOTIABLE• APPLICATION METHOD AND DOCUMENTATION
MORE SPECIFIC - LOWER PROBABILITY OF UNWANTED CANDIDATES
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SELECTING CANDIDATES
CV SCREENING1
2 SELECTION TESTS
JOB INTERVIEW3
PHYSICAL / MEDICAL EXAM- PORTFOLIO ANALYSIS-
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SELECTING CANDIDATES
CV SCREENING1
• WHAT• ANALYSE CURRICULA AND OTHER DOCUMENTS• CHECK FORMAL MANDATORY REQUIREMENTS
• ACADEMIC DEGREES• PROFESSIONAL QUALIFICATIONS
• WHY• ELIMINATE CLEARLY UNQUALIFIED• SAVE TIME AND MONEY
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SELECTING CANDIDATES
• WHAT• WRITTEN, ORAL OR PRACTICAL TESTS• GROUP DYNAMICS AND SIMULATIONS • CHECK COMPETENCES
• KNOWLEDGE• INTELLIGENCE• PERSONALITY• WHY
• STANDARD INSTRUMENTS AND MEASURES• COMPARE CANDIDATES
2 SELECTION TESTS
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SELECTING CANDIDATES
• WHAT• FORMAL MEETING• FACE TO FACE INTERACTION• DISCUSS ABILITIES, EXPERIENCE, EXPECTATIONS• CHECK LANGUAGE AND COMMUNICATION SKILLS
• WHY• FIRST HAND INFORMATION• TWO WAY COMMUNICATION• CLARIFY DETAILS
3 JOB INTERVIEW
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SELECTING CANDIDATES
• QUESTIONS• INFORMATIVE• SITUATIONAL – HYPOTHETIC SITUATION• ANALYSIS OF CONCRETE SITUATIONS• PRESSURE INDUCEMENT
3 JOB INTERVIEW
NON-DIRECTIVE STRUCTURED
PANEL INTERVIEWS – REINFORCE OBJECTIVITY
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SELECTING CANDIDATES
• TIPS ON INTERVIEWING• PREPARE THE SITE• NO DISTRACTIONS, ROUND TABLE, WAITING ROOM• WARM-UP / ICE BREAKING QUESTIONS• EMPATHY - POLITE CURIOSITY - HIDE EMOTIONS• PAY ATTENTION TO NON-VERBAL COMMUNICATION• NON-ABRUPT CONCLUSION• DON’T LET SEE YOU NOTES• RECORDS/EVALUATE RIGHT AFTERWARDS• AVOID LENIENCY, HALO EFFECT, SIMILARITY EFFECT
3 JOB INTERVIEW
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SELECTING CANDIDATES
FINAL DECISION
• MEET COMPETENCE PROFILE
• SHARES ORGANIZATION VALUES
• MOTIVATED
• FIT IN THE TEAM
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HIRING PROCESS
• COMMUNICATE DECISION• SET A MEETING• SALARY AND BENEFITS• WORKING HOURS AND SCHEDULE• ASK INFORMATION – FORMS• DISCUSS CONTRACT• SET STARTING DATE• SIGN CONTRACT
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PLACE NEW EMPLOYEE
• BASIC INFORMATION – WELCOME MANUAL• DUTIES & RESPONSIBILITIES• REGULATIONS AND POLICIES• SAFETY RULES• ORGANIZATIONAL STRUCTURE, KEY MANAGERS
• INFORMATION
• SHOW AROUND• PRESENT – SUPERVISOR, CO-WORKERS• FACILITIES – CAFETERIA, BATHROOM, PARKING
• PREPARE WORK SITE – COMPUTER, TOOLS, STATIONERY
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PLACE NEW EMPLOYEE
We filled the vacancy!
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TRUE OR FALSE?
Technical competences are generally acquired at school
Internal recruitment is always preferable to external recruitment
In the selection procedures, job interview must be the first method to apply
A competence profile is the set of competences required to a good performance on a job
The aim of a selection process is to identify the most suitable candidate for a job
There is no advantage in using a welcome manual when hiring new employees
CLICK ONLY AFTER ANSWERING
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EXERCISE1. CHOOSE A JOB THAT EXISTS IN YOUR ORGANIZATION
2. IDENTIFY ITS PLACE IN THE ORGANIZATIONAL STRUCTURE
3. DEFINE ITS TASKS AND OBJECTIVES
4. BUILD THE COMPETENCE PROFILE THAT IS REQUIRED FOR THAT JOB, IDENTIFYING TECHNICAL AND BEHAVIOURAL COMPETENCES
5. SET UP A PLAN TO RECRUIT FOR THAT JOB: WHERE AND HOW ARE YOU GOING TO FIND CANDIDATES? WHO WILL DRIVE THE RECRUITMENT AND SELECTION PROCESS? WHICH METHODS WILL YOU APPLY?...
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THANK YOU!
Miguel M. CoimbraDirector, Human Resources Division
Instituto Superior Técnico
miguel.m.coimbra@tecnico.ulisboa.pt
http://drh.tecnico.ulisboa.pt