Lec 10 Recruitment & Selection

8/8/2019 Lec 10 Recruitment & Selection

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Lecture 3:

Recruitment and selection

-


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After this lecture students will be able to:

Prepare to conduct a professional job interview

Evaluate their organisations selection process and

systems

Implement and evaluate the most appropriate

selection method for their organistion


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Defining requirements

Planning recruitment

campaigns

Attracting candidates

Selecting candidates


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Job Specification define the

knowledge, skills & abilities

(KSAs) required to carry outthe role and the education,

experience & qualifications

needed to acquire the

necessary KSAs


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Seven point plan, ROGER 1952Five fold grading, MUNRO-FRASER

1954

Physical make up

Attainments

Generalintelligence

Special aptitudes

Interests

Disposition

circumstances

Impact on

others

Acquiredqualifications

Innate abilities

Motivationadjustment


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Physical characteristics

eyesight, general health,

height, general appearance, build, voice

Attainments

Qualification

Experience

Intelligence

General level

Power of reasoning

Analytical ability


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Special aptitudes Individual skills Presentation skills Ability to be self-motivated

Interests Particularly those helpful to the job

Personal disposition Personality

Loyalty Dependability

Circumstances Special circumstances


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Competencies represent the language of

performance. They can articulate both the

expected outcomes from an individuals

efforts & the manner in which theseactivities are carried out.

Because everyone in the organisation can learn

to speak this language, competencies provide

a common, universally understood means ofdescribing expected performance in many

different contexts.


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A capacity that exists in a person

that leads to behaviour that

meets the job demands withinthe parameters of the

organisational environment &

that , in turn, brings aboutdesired results.


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Behavioural

Technical

NVQs & SNVQs


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The Competency & Emotional intelligence

2006/7 survey found that 95% used

behavioural competencies and 66% technical.

The top four areas where competencies were

applied were:

Learning & development 82%

Performance management 76%

Selection 85%

Recruitment 55%


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Wood & Payne (1998)

It increases accuracy ofpredictions aboutsuitability

It facilitates a closer match between thepersons attributes and teh demands of tehjob

It helps

To prevent interviewers making snapjudgements

It can underpin the whole range ofrecruitment techniques- application forms,interviews, tests and assessments


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Number and type of

employees

Likely source of candidates

Alternate sources

How the recruitmentcampaign will be conducted


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Analyse strengths and weaknesses

Analyse the requirement

Identify sources

Existing

Former

Referrals

Advertising, online, agencies, jobcentres, outsourcing providers,

consultants & educational

establishments


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The aim of selection is to assess the suitability

ofcandidates by predicting the extent to

which they will be able to carry out a role

successfully.

It Involves deciding the degree to which the

competencies, experience, qualifications,

education and training match the personspecification


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APPLICATION FORMS(CV)

INTERVIEWS

REFERENCES


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ONE TO ONE

PANELS

BOARDS

ASSESSMENT

CENTRES


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Intelligence tests &Structured Interview 0.63

Intelligence tests &unstructured interview0.55

Assessment centres & SInterviews 0.53

Intelligence tests only0.51

S interviews 0.51

US interview 0.38

Assessment centre 0.37 Personality 0.37

Graphology 0.02


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Lec 10 Recruitment & Selection

Documents