How Recruitment and hiring are conducted

1. Human Resources Management
Topic 1: HIRING
Facilitated by
Henry Clarke Kisembo
Consultant and Lead Trainer MSM
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2. Ground rules
E
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3. Learning methods
Games Fun
Lectures Group Discussions
40/60
Interactive
60/40
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4. Training session outline
This training session is outlined as follows:
• Introduction focusing on:
- the strategic role of Human Resource Management in the organization
- the definition of HRM
• Hiring:
- the importance of hiring or the organization and for the manager
- the process of hiring and hiring skills and techniques
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5. Introduction
Human Resource Management: what is it about?
Think about the institution /organization you work for or
worked for in your past career (Ministry, University, NGO, Private…)
What key strategic issues your organization or most
organizations face?
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6. HRM what is it about?
• HRM is an programme that an organization develops and
implements in order to attract, develop, motivate and retain
its human capital?
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7. Strategic issues in the organization may include:
• Does the organization provide satisfactory services to the customers or
the people it must serve?
• Is the organization able to function effectively and efficiently?
• Is the organization competitive or is it able to ensure a sustainable
development?
• Apart from technical, economical and financial resources, does the
organization have the adequate human capital that enables it to reach its
objectives?
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8. HRM is an integrated programme
To function effectively and efficiently:
1. HRM must be aligned to the organization’s strategy e.g. business
objectives
Learners explain by examples from learners
(you cannot recruit when the business is underperforming)
Left
2. The organization needs to have in place not one or few HR policies,
procedures and tools but a set of number of HR processes
Who can tell to the audience one HR system or process he/she knows?
Right
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9. HRM is an integrated programme
Among the most important HR processes are:
– Organization’s structure (often referred to as organization chart or
organogram)
– Job description
– Job evaluation
– Recruitment or Hiring
– Compensation and Benefits
– Performance Management
– Training
– Career Management
– HRM policies and procedures
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10. Hiring
• Why do you think it’s important to make a good
hiring?
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11. Hiring for performance
Without the right people …
… an organization cannot be successful
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12. Good Hiring is a key to performance
• Good hiring decisions create a foundation for more effective
performance by you, your team, and your organization.
• Bad hiring decisions drag down performance and are difficult
to correct.
• As a Manager hiring good people is one of the most significant
contributions you can make to your organization.
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13. Why is Hiring important for you as managers?
Critical questions
• How do you find the right people?
• How do you write a job description and how flexible should it be?
• How can you apply consistent guidelines in interviewing situations so that
you are able to make good choices between applicants?
• What factors are the best predictors of performance?
This session will provide you with answers to these questions
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14. Outcomes of this training session
After the completion of this session:
You will have improved your hiring skills and techniques
You will be able to:
- identify people with the right profile and competence
- hire people who will contribute to a higher performance of the
organization
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15. Hiring : the process
The process of a good hire encompass the following steps :
– define the job requirements
– Screen CVs
– Select promising candidates
– Interview
– Make a job offer
– Hire
N.B: - The practice of hiring can also include testing: written exam & psychometrics
- Another very important step is to plan for hiring
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16. Hiring : Job requirements
To define the job and its requirements, you need to determine:
1. the primary responsibilities and tasks involved in the job.
2. the characteristics needed to perform the responsibilities and tasks
involved in the job? These characteristics relate to the knowhow
(education and experience).
3. personal characteristics indicate how the candidate will approach the job
and how he/she might relate to supervisor, co-workers and subordinates.
E.g. decision-making style. People vary in this matter. Some are extremely
structured, analytical, and fact-based; others rely more on intuition.
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17. Hiring : Developing a job profile
Activity
Write a job profile that includes the following:
– Organization, job title, location, (business) unit, reporting
manager
– job responsibilities and tasks
– knowhow characteristics: education and experience required
– personal characteristics required
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18. Hiring : Attracting candidates
Vacancy advertisement
Channels used to advertise a vacancy
Call for Learners’ contributions
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19. Hiring : Attracting candidates
Vacancy advertisement
Typical channels include :
– newspaper ads , other media (incl. radio)
– the Internet
– referrals from colleagues and network
– colleges and universities
– recruiting agencies
– trade publications
– professional associations
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20. Hiring : CV screening
Tips for CV screening:
• Spend the least amount of your time on eliminating the least likely
candidates and the greatest amount of your time carefully considering the
most likely candidates.
• Get right to the core of the candidate’s accomplishments.
• Avoid comparing candidates to each other.
Instead, compare each candidate to the high performer candidate profile
and look for a match.
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21. Hiring : Interview
Preparation: Develop an interview guide:
• A job profile with an outline key requirements
• Candidate’s experience and accomplishments that are relevant to
the job requirements
• Questions to ask to the candidate to find out s/he has the qualities
you want (customized for each candidate)
N.B: There are questions you are cannot ask legal wise, some examples?
It’s advised to prepare your list of “legally unauthorized questions with the
support of your human resources department and legal adviser
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22. Hiring : Conducting the Interview
3 Phases to the interview:
• Opening: 10% of the time allotted.
This phase is to make the candidate feel comfortable enough to open up.
• Body: 80% of the allotted time.
During the body of the interview, you gather the information you will need
to evaluate the candidate, and you also "sell" your organization.
• Close: 10% of the allotted time.
During this phase, answer any remaining questions the candidate may
have. Thank him for coming, and explain the next steps in the process.
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23. Evaluating the Candidates
The decision-making matrix
• A decision-making matrix can be a helpful tool for comparing the
candidates to one another (the rating aspect only).
Common assessment mistakes
• Even though you may take a structured, methodical approach to
evaluating your candidates, the evaluation process is still, in the end,
subjective.
Check references
• Reference checks verify claims (declarations) made by the candidate
during the interview process and fill in information gaps.
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24. Making the Decision and Offer
• Résumés, interviews, and reference checks all inform the
decision-making process. At some point, you must ask
yourself, "Do we have sufficient information to make a
decision?"
• If the answer is "yes“, make the hiring decision.
Rank your top three candidates, make the offer to the top-
ranked candidate, and be prepared to be rejected by your first
choice. You may have to make more than one job offer.
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25. Making the Decision and Offer
• If the answer is "no”, we have insufficient information," then ask yourself these
questions.
– "What additional information do we need to make a decision?"
– "What uncertainties can we reasonably expect to reduce?"
– "Do the candidate’s strengths outweigh his or her weaknesses?"
You may call some candidates back for another interview, or you may get additional team
members involved in the process.
The offer letter
• An offer letter is an official document but not an employment contract (it’s yet an
initiative of one party). Include important facts in the letter, such as: starting date ,
job title, expected responsibilities, compensation , benefits summary, time limit for
accepting the offer.
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26. Tips for Finding the Right Person
• Consider current employees.
• Hire from outside your organization to bring in new skills and
experiences.
• Remember that a person’s past job performance is the surest
guide to future performance.
• Remember that a good job fit = the right education + the right
experience + a compatible personality.
• Beware of the "just like me" trap. Focus on the objective
requirements of the job and the candidate’s qualifications.
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27. Tips used by Good Interviewers
• Don’t intimidate the interviewee; help him/her feel at ease at the
beginning of the interview. S/he will open up and talk more freely.
• Follow the 80/20 rule. Get the candidate to do 80% of the talking. The
person asking questions and listening is the person who’s in control of the
interview.
• Ask questions purposefully.
• Don’t buy first impressions. You may miss the real person.
• Take notes. Tell candidates you will be taking notes before you begin
writing.
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28. Tips used by Good Interviewers
• If the interviewee gives you the impression that s/he doesn’t tell you the
truth or if you don’t understand the answer to your question, ask again
but rephrase your questions
• Better questions are those related to past experience(s) e.g. can you
describe a situation where you displayed team working? What were the
activities, what did you do as a team player? What were the results? This
technique is called STAR (situation, task, attitude, result)
• The question what would you do if…? Often leads to answers that do not
reflect the true authentic behaviour of the interviewee.
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