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Selection and on boarding process

  1. 1. Selection & On-Boarding Process Dr. Elijah Ezendu FIMC, FCCM, FIIAN, FBDI, FAAFM, FSSM, MIMIS, MIAP, MITD, ACIArb, ACIPM, PhD, DocM, MBA, CWM, CBDA, CMA, MPM, PME, CSOL, CCIP, CMC, CMgr
  2. 2. Organizational Entry Path Recruitment Selection On-Boarding
  3. 3. Key Factors of Job Characteristics Source: Elijah Ezendu, Recruitment & Selection
  4. 4. Selection Selection is the second stage in a normal organisation entry scheme and starts at the end of recruitment. It involves identifying candidates who meet key requirements through a battery of tests and purposeful interview; then picking the cherry.
  5. 5. Selection Policy The selection policy of an organisation determines the procedures that should be utilized in picking the right person for available job opening therein. In it’s absence, selection would depend on the whims and caprices of the managers.
  6. 6. Typical Selection Process
  7. 7. The purpose of drilling candidates through the selection process is to ascertain competency and degree of commitment. While the former can be easily effected, the latter demands deep scrutiny. Even so, commitment can become eroded due to environmental or psychographic changes.
  8. 8. Competency “A competency is an underlying characteristic of a person which is causally related to effective or superior performance in a job or role.” - Evarts
  9. 9. Types of Selection Tests • Personality Tests • Proficiency Tests • Cognitive Abilities Tests
  10. 10. Personality Tests This is used for uncovering the personality characteristics of applicants, thereby assessing their relationship with the performance of a specified job. The personality traits of a person depict ability to develop interest in other people, and strength of focus to work with them. Certainly, this is a strong determinant of environmental adjustability and tendency to operate without overbearing cloud of phobia. Other personality traits that can be appraised are emotional stability, motivational system, openness to experience, conscientiousness, gregariousness, amiability and introversion.
  11. 11. Examples of Personality Test • Personality Attribute Inventory • Cross-Cultural Adaptability Inventory • Personality Adjective Checklist
  12. 12. Advantages of Personality Test (i) It facilitates identification of people with the interpersonal traits required for jobs. (ii) It can aid discovery of the intrinsic abilities of applicants. (iii) It is a vital tool for overall assessment of a person, when combined with other assessment tools.
  13. 13. Disadvantages of Personality Test (i) The cost of test administration may be very high. (ii) The result of the test may not reflect reality, due to the tendency of applicants to behave as if they have certain traits that are needed for job performance. (iii) There could be difficulty in measuring some personality traits. (iv) If all the applicants have the same personality traits, it can lead to lack of diversity.
  14. 14. Proficiency Tests Another name of proficiency tests is achievement tests, and they are used for measuring an applicant’s knowledge or skills, in relationship with the ones needed for a particular job.
  15. 15. Types of Proficiency Tests • Knowledge Tests • Work Sample Tests
  16. 16. Knowledge Tests These tests usually involve questions aimed at discovering the depth of an applicant’s knowledge about certain tasks and responsibilities as contained in a specific job.
  17. 17. Work Sample Tests These tests require applicants to perform tasks, which are similar to that of a particular job. The use of these tests is based on the fact that observed work behaviour of applicants under standard job situations, are appropriate indicators of their most probable performance ratings, when placed in such capacities.
  18. 18. Examples of Work Sample Tests • Simulation of Events • Work-Sample Tests of Traininability
  19. 19. Advantages of Work Sample Tests (i) Applicants can not easily pretend to have high proficiency, because it’s a practical orientated assessment. (ii) It has a high reliability and validity. (iii) The content of the test is similar to that of the actual job. (iv) The equipment used in administration of the test is similar to the one used on that particular job.
  20. 20. Disadvantages of Work Sample Tests (i) The administration of these tests is costly, especially if equipments would be used. (ii) It’s not effective in measuring the aptitude of applicants, because it focuses on ability of applicants. (iii) It’s only useful for jobs that can be completed within a short time, since it can not be used for assessing applicants on jobs which require days or weeks for completion.
  21. 21. Cognitive Abilities Tests These are assessment tools used for measurement of intelligence and aptitude of applicants. They are the most widely accepted selection tests used in industries.
  22. 22. Types of Cognitive Abilities Tests (i) General Intelligence Test. (ii) Aptitude Test.
  23. 23. Types of Aptitude Tests (i) Test of Verbal Ability (ii) Test of Abstract Reasoning (iii) Test of Clerical Aptitude (iv) Test of Perceptual Ability (v) Test of Spatial Ability (vi) Test of Numerical Ability (vii) Test of Mechanical Aptitude (viii) Test of Creativity (ix) Test of Dexterity
  24. 24. Qualities of a Good Test (i) The right selection decisions can be made from results obtained. (ii) The ability of the test to measure what it was set out to measure. (iii) There is consistency in the measurement system of the test. (iv) It must have a high degree of job relevance.
  25. 25. Validity of Test Validity refers to the extent which a test measures the specific characteristics which it’s supposed to measure, and the quality of measurement. It shows whether a test can be used for effective prediction of job performance. In fact, it defines the nature of linkage between performance in the test and job performance. Hence, showing if there is an acceptable correlation, that can justify its applicability and usefulness for that selection.
  26. 26. Types of Interviews • Individual Interview • Panel Interview • Selection Board
  27. 27. Interviewing Approaches • Man Specification Based Interview • Biographical Based Interview • Structured Behavioural Competency Based Interview • Structured Psychometric Interview • Structured Situational Based Interview • Performance-Based Interview • Stress Interview • Depth Interview
  28. 28. Reference Check Its a process of verifying the information given by applicants. Records of qualifications, employment and achievement provided by applicants on a resume, the application blank and during interview would be investigated, in order to confirm rightness.
  29. 29. Medical Examination It’s used for assessing how well applicants satisfy the physical requirements of specific jobs. This examination is useful in identifying people who would be able to perform the physically demanding aspects of a job, and those whose conditions are too adverse for employment in certain capacities.
  30. 30. Offer of Employment This is the last stage of selection process, and can only be done after decision must have been concluded based on applicant’s performance in the selection process. Normally, the decision is established by Human Resource Department in accordance with criteria pinpointed by the department of that targeted job opening. Sometimes an external consultant may be required to take the final decision.
  31. 31. On-Boarding “On-boarding involves integrating and acculturating new employees into the organisation and providing them with the tools, resources, and knowledge to become successful and productive, from accepted offer to end of first year.” (Source: US Department of Defence)
  32. 32. On-Boarding Process Placement Orientation Induction Employee Engagement Propagation Mentorship Development Relationship Reinforcement & Review Source: Elijah Ezendu, Selection and On-Boarding
  33. 33. Placement This involves specific positioning of new employee on a defined job role after he or she must have accepted the offer of employment and endorsed the statement of job description which highlights key performance areas.
  34. 34. Orientation Orientation is a social function which serves as a familiarization programme provided to new employees. It’s not actually structured to be a training programme. It stands as a ‘getting to know us’ programme.
  35. 35. “Orientation involves processes and programs that normally begin on the first day of employment and extend from one day to several weeks; On-boarding provides a more in-depth and comprehensive assimilation process that normally extends from three months to one year. This additional time can be used to connect the employee to the job, team and organizational values.” - Barbara Richman
  36. 36. Topics for an Orientation Programme • Overview of organisation • Employee and Union • Compensation and Benefits • Organizational Chart and Company Facilities • Department Functions • Assigned Duties and Responsibilities • Policies, Procedures, Rules and Regulations • Health, Safety and Environment • Tour of Facilities
  37. 37. Content of Orientation Kit • Copies of Performance Appraisal Forms • Policy and Procedures Handbook • Copy of Organizational Chart • Career Path Manual • Independent Development Plan • Health, Safety and Environment Manual • Staff Telephone and Email Brochure • Copy of Company Newsletter
  38. 38. Induction This is a structured training programme aimed at infusing key knowledge, skills and abilities into new employees, so as to sharpen and fine-tune them for effective positioning.
  39. 39. Key Topics for Induction Course • Work Ethics • Emotional Intelligence • Esprit De Corp • Software & Technology • Service Excellence • Performance Management • Relationship Management • Effective Communication • Culture
  40. 40. Mentorship Development At this stage, a mentor would be assigned to each new employee for developing and administering institutional and experiential guidance, which nurtures talent and promotes the bond between mentor and protégé, in that way giving the employee a sense of belonging and room for growth as well as expertise development.
  41. 41. Employee Engagement Propagation Herein clearly structured engagement programmes must be deployed for improving the rapidity of bonding between a firm and its new employees; wherefore providing the right platform for optimizing productivity through individual empowerment.
  42. 42. Employee engagement programmes aid in influencing employees to adopt an organisation’s brand and stand in that identity with a measure of loyalty, which reduces staff turnover rate thereby enhancing retention.
  43. 43. “We embarked on consciously building Virgin into a brand which stood for quality, value, fun and a sense of challenge. We also developed these ideas in the belief that our first priority should be the people who work for the companies, then the customers, then the shareholders. Because if the staff are motivated then the customers will be happy, and the shareholders will then benefit through the company’s success.” - Richard Branson
  44. 44. Employment Engagement Equation Source: The Collin Baer Group, Employee Engagement
  45. 45. Measuring Elements of Employee Engagement • Do you know what is expected of you at work? • Do you have the materials and equipment you need to do your work right? • At work, do you have the opportunity to do what you do best every day? • In the last seven days, have you received recognition or praise for doing good work? • Does your supervisor, or someone at work, seem to care about you as a person? • Is there someone at work who encourages your development? • At work, do your opinions seem to count? • Does the mission/purpose of your company make you feel your job is important? • Are your associates (fellow employees) committed to doing quality work? • Do you have a best friend at work? • In the last six months, has someone at work talked to you about your progress? • In the last year, have you had opportunities at work to learn and grow? (Source: The Gallup Organization)
  46. 46. Relationship Reinforcement & Review The ensuing relationship between employees and that organisation must be managed and reviewed for improvement in order to optimize goal congruency. The Human Resource Department plays this role either through an employee relationship manager or onboarding manager.
  47. 47. On-Boarding Approaches Learning Relationships Performance Organisational Support Delivery on Expectations Information Resources Organisation Approach The organisation delivers learning opportunities, resources, and tools to ensure the new hire is properly integrated to impact their performance. Individual Approach The new hire is responsible For ensuring that his/her Integration into the new Company is a success by Learning as much as He/she can, building the Relationships needed, and Ultimately performing to Meet expectations of His/her new organisations. Holistic Approach The holistic approach involves a combination of the above with clear measures on these key areas: role, relationship, culture and critical stakeholder involvement. Role Relationship Culture Critical Stakeholders Source: Mercer Delta Consulting, Executive On-Boarding
  48. 48. Strategic On-Boarding Model Source: US Department of Defence
  49. 49. Turner STEP ONE: We want new employees to feel a part of our team right from the start. The Welcome Guide is the first step. It’s an introduction to Turner and explains how to get ready for the first day. See the Paperwork section for a list of items new employees need to read and/or complete, sign and return to Turner in advance of their first day. STEP TWO: Within the first few days as a Turner employee, new employees will receive a comprehensive Getting Started Manual. This manual is designed to provide valuable information to help new employees feel at home and productive on their first day at work. Also, at on-boarding, new employees will find out more about Turner, about people they will meet, items they will receive, things they will learn about, and resources they can take advantage of as a Turner employee. For example: • First-day checklists to help make the most of the resources available • A high level overview of Turner’s culture, philosophy, policies and procedures • Information about the work group • Places to know
  50. 50. Turner Continued STEP THREE: An important step in the on-boarding process is receiving a more detailed introduction to Turner by taking the following learning courses on the Turner Knowledge Network (TKN) within the first two months of employment: • On-Boarding: Getting Started at Turner • Understanding Turner – On-Boarding for Experienced Hires • Turner History and Culture • Century of Excellence • Career Counseling • Business Meeting Etiquette STEP FOUR: While the first month at Turner is significant in any career, we think that life after on-boarding is even more critical. We plan to stay in touch, and show new employees ways to manage their career at Turner. Staying connected is important, so new employees need to get to know colleagues within their business unit or job site, meet with various department heads and reach out to a mentor. Adapted from Turner
  51. 51. Exercise 1. Develop a suitable onboarding model for junior managers. 2. List 10 effective questions for conducting onboarding reviews. 3. What are the differences between onboarding and orientation? 4. Review the use of GMAT as the only selection hurdle. 5. List 10 selection tests and mention areas of applicability.
  52. 52. Dr Elijah Ezendu is Award-Winning Business Expert & Certified Management Consultant with expertise in Interim Management, Strategy, Competitive Intelligence, Transformation, Restructuring, Turnaround Management, Business Development, Marketing, Project & Cost Management, Leadership, HR, CSR, e- Business & Software Architecture. He had functioned as Founder, Initiative for Sustainable Business Equity; Chairman of Board, Charisma Broadcast Film Academy; Group Chief Operating Officer, Idova Group; CEO, Rubiini (UAE); Special Advisor, RTEAN; Director, MMNA Investments; Chair, Int’l Board of GCC Business Council (UAE); Senior Partner, Shevach Consulting; Chairman (Certification & Training), Coordinator (Board of Fellows), Lead Assessor & Governing Council Member, Institute of Management Consultants, Nigeria; Lead Resource, Centre for Competitive Intelligence Development; Lead Consultant/ Partner, JK Michaels; Turnaround Project Director, Consolidated Business Holdings Limited; Technical Director, Gestalt; Chief Operating Officer, Rohan Group; Executive Director (Various Roles), Fortuna, Gambia & Malta; Chief Advisor/ Partner, D & E; Vice Chairman of Board, Refined Shipping; Director of Programmes & Governing Council Member, Institute of Business Development, Nigeria; Member of TDD Committee, International Association of Software Architects, USA; Member of Strategic Planning and Implementation Committee, Chartered Institute of Personnel Management of Nigeria; Country Manager (Nigeria) & Adjunct Faculty (MBA Programme), Regent Business School, South Africa; Adjunct Faculty (MBA Programme), Ladoke Akintola University of Technology; Editor-in-Chief, Cost Management Journal; Council Member, Institute of Internal Auditors of Nigeria; Member, Board of Directors (Several Organizations). He holds Doctoral Degree in Management, Master of Business Administration and Fellow of Professional Institutes in North America, UK & Nigeria. He is Innovator of Corporate Investment Structure Based on Financials and Intangibles, for valuation highlighting intangible contributions of host communities and ecological environment: A model celebrated globally as remedy for unmitigated depreciation of ecological capital and developmental deprivation of host communities. He had served as Examiner to Professional Institutes and Universities. He had been a member of Guild of Soundtrack Producers of Nigeria. He's an author and extensively featured speaker.
  53. 53. Thank You