Presentation on selection for uploading
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Hiring the right people for the right position at the right time - the process of recruiting and selection
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Presentation on selection for uploading
- 1. Selection & Recruitment “ Hiring the right people for the right position at the right time” For more information: Lynn Tulip Assessment 4 Potential lynn@assessment4potential.com | 07801 689801 | www.assessment4potential.com
- 2. Definitions: Recruitment is the process which aims to attract suitably qualified candidates for a job from which it is possible to select a competent person Selection is the application of techniques with the aim of selecting and appointing a competent person.
- 5. Job Analysis Define accurately and clearly the nature and purpose of the role and the skills and attributes needed to carry it out. Job analysis is the first stage in this process. It involves asking questions and gathering information to identify the key elements of the job and the ideal characteristics of the post-holder. This analysis forms the basis of the job description and the person specification.
- 6. Job Description The job description outlines the role in terms of the day to day tasks and responsibilities and benefits which the post-holder is entitled to. The job description helps potential applicants to decide whether to apply for the job, and can be used to devise the advertisement and the employment contract.
- 7. Define the job role of Marketing Assistant
- 8. Person Specification A person specification is a profile of the ideal candidate for the job. It lists the essential and desirable criteria necessary to carry out the role.
- 9. Define the job role of Marketing Assistant
- 11. Predictive Validity for Recruitment 1 Saville Consulting WAVE Professional Styles achieved a mean section-level predictive validity coefficient of 0.32 against work performance competencies assessed by external raters 6 months later and in a sample of 108 participants. These coefficients are adjusted for criterion unreliability, but no other corrections have been applied. Predictive Accuracy 1 Popularity
- 12. Selection Tools Validity & Popularity
- 19. Sifting Matrix
- 30. Employers Use
- 33. Aptitude Tests Measure how people differ in their ability to perform or carry out different tasks. (these are the type you are most likely to find at the first stage of a selection process ).
- 35. Personality Questionnaires These measure how people differ in their style or manner of doing things, and in the way they interact with their environment and other people (personality)
- 36. Psychometric Tools can Tie the Recruitment Process Together
- 37. Record Keeping | Scores
- 43. Hiring the right people for the right position at the right time For more information: Lynn Tulip Assessment 4 Potential lynn@assessment4potential.com | 07801 689801 | www.assessment4potential.com
Notes de l'éditeur
- So how do you do it?
- So define – you need to know you have a vacancy and what that profile for the job is – what tasks need to be performed, what responsibilities there will be, what sort of person and what knowledge they need. Will it be a permanent position, are there any special requirements and what will you pay them? In addition, you need to sort our how you will go about recruiting. So, who will be involved and what and how will you do it.
- When it comes to sourcing candidates you might think that it is fairly easy. Just remember there are lots of different places to find good candidates in addition to the traditional methods of adverts. It's also key to remember that you might have candidates already in the workforce – so someone looking to develop into another role. Don't discard internal people. It can be a great money saving opportunity.
- Certain job ads can generate dozens of responses. Knowing how to handle them in a timely and professional manner sets the tone of your practice with your newest employee. The following methods can be used to manage this process:
- Again the process of what to do with applications when they come in. Establishing a good process is key – and a sifting matrix is important. Also make sure other employees in the company are aware that there is a recruitment drive so that if they are asked for information or need to reply to questions that they can respond appropriately. I'm a great one for scoring – weighting points and checking that short-listed candidates are the ones that match the job specification the closest. If any of you would like sample documents of scoring and sifting matrix, please drop me an e-mail and I will happily send you examples.
- Now we come onto the interesting part. The assessment side. How do you distinguish objectively between 2 or more potential candidates.? Again I would suggest a well planned process, sound competency or situational interview questions alongside some psychometric testing. And a good 'scorecard' – I can let you have sample scorecards! Don't forget to take appropriate notes to give feedback if required. Again, I'm happy to give you sample questions as well.
- A psychometric test must be Objective: The score must not affected by the testers’ beliefs or values Standardized: It must be administered under controlled conditions Reliable: It must minimize and quantify any intrinsic errors Predictive: It must make an accurate prediction of performance Non Discriminatory: It must not disadvantage any group on the basis of gender, culture, ethnicity, etc.
- Employers use psychometric tests during recruitment Psychometric tests give some quantifiable measurement indicating whether or not candidates possess certain aptitudes and abilities that are essential for the job. Tests reveal information about skills, abilities and personality that can't be gathered from applications and interviews alone. should be viewed more as a useful indicator rather than a definitive verdict on a person's skills or potential used in recruitment to ascertain whether or not a candidate is likely to be a good fit for a job their administration and interpretation must be carried out by qualified people
- Ability & Aptitude Measure how people differ in their ability to perform or carry out different tasks. (these are the type you are most likely to find at the first stage of a selection process )
- Personality Measure how people differ in their style or manner of doing things, and in the way they interact with their environment and other people (personality)
- predict job potential and performance, job and cultural fit, possible career derailing behaviours, motivation drivers and pre-employment checks
- Then – of course once you have made the decision – there's the formalities to go through. Thank you for listening – I hope this has been useful – and that if you want any extra help with your recruitment, especially on the testing side – you'll let me know.