SelectionSelection

“You have to know what you are looking for, to find it”

Sources Learning unit 5

Text book pg 237 ~ 252

My notes

SelectionSelection(Pg239)(Pg239)

“The process of determining which individual will best match a position, taking into account;

Individual differences

Requirements of the job

Organizations internal & external environments

Factors influencing Factors influencing selectionselection(pg239-241)(pg239-241)

INTERNAL

Size

Type

Speed of decisions

Applicant pool

Selection methods

EXTERNAL

Legislation

Labour market

Geographic location

Competency selection modelCompetency selection model(pg242)(pg242)

Identify critical job success factors•Intellectual•Behavioural•Skills/competencies

Design selection tools to measure• Reliably & consistently•Without unfairly discriminating

Selection Exercise Selection Exercise

Using the case study

Determine the critical success factors.

Describe the selection methods you will use to measure the different factors. (pg 241-251)

Job selection at Job selection at

Selection processSelection process(Pg243)(Pg243)

1. Initial screening – (minimum requirements)

2. Application form –(ATD, Persistence, accuracy, neatness, thoroughness)

3. Interviews (Behavioural, unstructured, Stress, group, panel)

Selection process Selection process (Continued)(Continued)

4. Employment tests – (Cognitive, behavioural, psychomotor, Job knowledge, work sample)

5. Reference checks – (Criminal records, licence checking, credit bureau, previous managers, customers)

6. Medical checks – (Can he safely do the job without any harm to himself or others)

7. Job offer

Selection toolsSelection tools(pg241~251)(pg241~251)

1. Initial screening2. Application blanks/CV’s3. Interviews4. Work simulation5. Knowledge tests6. Psychometric testing & Assessment

centres7. Seniority/Nepotism8. Time spent with candidate9. Medical screening10. Reference checking

Structured interview Structured interview (pg245-247)(pg245-247)

List of predetermined questions

Designed to assess the knowledge, skills, behavioural abilities that are critical to success of position

Interviewer does not deviate from questions

Questions may include: Situational ~ how they would react in a given situation Behavioural ~ how they have acted in the past Job knowledge ~ what they know

INDUCTION

InductionBy the end of this session you should:

1. Distinguish between induction, orientation, and socialization.

2. Explain the objectives and benefits of induction

3. Identify the responsibilities of the various managers in the induction process

4. Understand the stages of an induction model

5. Be able to plan, design and implement and evaluate an induction program

References Learning unit 6

Chapter 10 pages 259~ 272

Notes

Concepts

INDUCTION ~ HR mngt process that attempts to absorb an employee into the business and make him/her a productive employee

ORIENTATION~ Is the process of becoming familiar with their job and the organization

SOCIALIZATION~ The process by which a new member comes to learn the expected values, and behaviours to become accepted and “part of” the social organization

How not to induct!

HR Officer

Mrs Eresa, nicknamed “TH”, was born in New Zealand and has never worked or lived outside of Auckland. Married to Adam, and Mother to 18 year old Addison and 6 year daughter. “TH” is a serious Karate enthusiast

Adam is an Accountant and yet to find a job in South Africa.

Addison is a very keen surfer and loves all water sports.

The family is relocating their Huntaway dog and Kea parrot

Exercise ~ HR Manager

You are the HR Manager TTA. Please explain the following:

1. Explain the Induction and socialization process that you will prepare for her.

2. What information will you share

Objective & benefits – Induction

OBJECTIVES Help integration Shorten socialization Understand big picture Part of team Develop plans & goals Gather info Anticipate questions Celebrate arrival

BENEFITS Reduces reality shock Increases job

satisfaction Lowers turnover &

absenteeism Reduces anxiety Reduces start up costs Improves relationships

Responsibility - Induction

HR DEPARTMENT History, structure Products, services Policy & practice Employee benefits Layout & facilities

Co-ordinates, trains line Mngrs & conducts general induction

LINE MNGR

Intro to colleagues Job objectives &

tasks Relationships to

other departments

Department & job induction

Designing –Induction program

Understand the target audience & the essential information

Induction kit to supplement induction presentation: Organogram, products & services Map of facilities Policy & procedures manual Health & safety regulations Key contact people & telephone numbers Newsletters Employee benefits handbook Job description Follow up & evaluation

Staffing

By the end of this session you should:

1. Understand the various staffing strategies

2. Compare the strategies

Staffing strategiesTechnique utilized to place the right

person in the right job

Internal strategies

External strategies

Workforce pool strategy

Internal staffing strategies

Using current employees = motivation to perform; Promotions Transfers Demotions (Could be to correct poor placement) Resignations Retrenchments & layoffs Dismissals Retirements

Downside = no fresh ideas, ignorant of what skills exist outside organization

External staffing strategies

External applicants fill position, with limited opportunity for promotion within

Positives = constant flow of new ideas, work will be dynamic and receptive to change.

Downside = Little commitment, high staff turnover, low levels of morale, a them and us culture

Workforce pool strategies

Trains external people in entry level jobs, and may be called upon as & when required.

Positives = Pool of trained staff at beck and call, shortens R&S process, shortens induction process.

Downside = Cost of training, people in pool obtaining jobs, may be taken to ccma for not extending contracts

Next weekNext week

Learning unit 7, 9

Compensation, health & safety