P. 1
SELECTION OF PERSONS

SELECTION OF PERSONS

|Views: 20|Likes:
Published by 4gen_4

More info:

Published by: 4gen_4 on Jul 08, 2010
Copyright:Attribution Non-commercial

Availability:

Read on Scribd mobile: iPhone, iPad and Android.
download as TXT, PDF, TXT or read online from Scribd
See more
See less

11/14/2013

pdf

text

original

Dear friends this book is part of a work we are developing and we need resources .

To help us simply follow this link below and click on one of the google ads an d will be helping us. Peter Donie www.santificando.blogspot.com/ SELECTION OF PERSONS Work will dicipline of personnel administration, taught by "Professor Paulo Maga lhães. INTRODUCTION VITÓRIA/2007 Most authors write that check is the process of scolha candidates among those recruited. Chiavenato says, "is choosing the right man f or the job right, or more broadly, those recruited from among the candidates mos t suitable for the existing positions in the company, to maintain or increase th e efficiency and staff performance. '(Chiavenato, Idalberto. Human resources - f ull edition, SAO PAULO, Atlas, 1983.) Thus a candidate who has failed in the sel ection process may be used in any other area in accordance with the profile and business need. Barros, who says, 'selection is the process by which people are c hosen adapted to a particular occupation or operational scheme' (Santos, OSWALDO DE BARROS, Psychology applied to personnel selection and orientation, SAO PAULO , livr.Pioneira edição.1985 ). The truth is that despite similarities between th e concepts of various authors, it is very one-sided at times leaving aside very important information, which is the characteristics pessoais.Por that the defini tion of selection by wolves is one that I most agree . 'The process of human res ources management, through which the company seeks to satisfy their human resour ce needs, choosing those that best occupy certain position in the organization, based on an assessment of their personal characteristics (knowledge, abilities) and their motivations'. (Lobos, Julio A, Human Resource Management, SAO PAULO, A tlas, 1979.) Although vary from company to company throughout the selection proc ess is done in stages with the aim to take the recruitment of qualified candidat es. After the end of each stage is generated in the company to decide which or b oth are candidates for the next step or not the selection process, can also gene rate the candidate's decision to relocate to another position where it can be ta pped. The entire selection process begins with a screening among candidates recr uited, usually performed by an interview, quick, and / or analysis of curriculum and registration form for the candidate, for the purpose of verifying that the applicant has the requirements for the position and if the conditions offered by the company can satisfy you. In the second phase is tested the candidates' knowledge will be needed in the of fice or psychological tests. Not all companies use this second stage, some do no t apply any tests, others do not do psychological testing, is also common to non -implementation of screening tests for certain executive positions. The use of a ssessment tests could take weeks due to discrimination in the selection of perso nnel. The next step is called the interviews and selection interview conducted b y human resources, and tries to evaluate the qualifications, motivation and pote ntial candidate for the position, based on data obtained in this interview a few candidates, usually two or three passes to the next stage of the selection proc ess, which is in the area requesting the interview, which we call technical inte rview. There is agreement among the professionals of rh that this step is the mo st significant in the selection process. TESTS OF SELECTION screening tests aime d at measuring the intellectual aspects of personality or technical issues relat ed to each profession or position that a candidate running for this job. All tes ts should be prepared considering the position and their characteristics as well as the skills involved in each function to be exercised. There are two types of screening tests: Tests of knowledge: What are intended to verify the actual kno wledge of the candidates, verifying that they are expected by the company, but m ust be prepared according to the reality of each company and each function to be exercised. They can be general tests that assess the candidate's general cultur e and language or specific tests related to professional culture and technical k

nowledge of the function; Psychological tests: This is in addition to the select ion process, which enables you to view or observe behavior characteristics perso nal, social or cognitive skills of the candidates can not match the code of ethi cs. This type of test can only be applied by professionals in psychology,€they a re trained professionals and it has the necessary expertise to apply them and ev aluate their results effectively. Selection interview is the selection technique widely used in large, medium and small empresa.Embora lacks scientific basis and to stand as the most subjective and imprecise selection is a personal interview, which has numerous other applic ations, such as initial screening of recruiting, personnel selection, advice and guidance in the evaluation of performance in the shutdown and tact, so that mig ht actually produce the expected result, however, interviewing is probably the m ost widely used method of selection staff. And this preference exists despite th e subjectivity of the imprecision of the interview. In fact, the interview is th e process of communication between two or more people who interact si.de one han d, the interviewer or interviewers and on the other hand, the respondent or resp ondents. Within the systems approach, the interviewee or applicant resembles a b lack box to be discovered: it applies to certain stimuli (input) to verify their responses (output) and, thus, to establish the possible causal relationships an d effect or verify their behavior in certain situations. Like any communication process, the interview suffering of all evil - like noise, omission, distortion, overload, and above all barriers-that approach when dealing with communication humana.Para reduce these limitations, it was found that both seek improve the de gree of trust and validity of the interview: the proper training of interviewers and improved construction of the interview process. 1.Treinamento interviewers: The interviewer assumes a value of vital importance in the organization entrevi sta.Muitas are investing heavily in the training of managers and their teams in the skills of interviewing candidates. The first step has been the removal of pe rsonal barriers and prejudices to allow self-correction and, thus, turns the int erview into an instrument aimed at avaliação.Para achieve this goal, any intervi ewer should observe the following in yourself: a. b. c. d. e. f. Examine their p ersonal biases and give you the proper discount, avoid questions such trap liste n carefully to the interviewer to show interest in him, asking questions that pr ovide response narratives, avoid giving personal opinions, encourage the intervi ewee to ask questions about the organization and employment g. avoid the tendenc y to classify the overall condidato (hallo effect or generalization) just as goo d, fair or poor h. avoid taking too many notes and recording during the intervie w in order to devote himself more closely to the candidate and not to antações. The successful companies are fully decentralizing the activities of personnel se lection In them, the national recruitment and selection acts as a consultant and advisor for the managers and their respective teams interviewing candidates and make their decisions on the new entrants have strong foundation . If managers a nd their teams, have joint responsibility for achieving goals and outcomes is ne cessary to interview staff and participants choose their future. Nothing better to consolidate the team spirit Construction of the interview process: Depending on the skills of the interviewer, asked to give her greater freedom or the const ruction of the interview, ie, we can give you less or greater freedom in conduct ing the interview, ie, one can standardize and structure the interview, how can you leave it entirely free to its vontade.assim, the interview can be classified according to the format of the questions and the response required in four type s, namely a. Interview completely padronizada.É interview estruturada.fechada or direct from a screenplay predetermined, in which the candidate is asked to answ er questions previously developed and standardized. despite its apparent limitat ions, the standardized questions can take a variety of forms, multiple choice, t rue-false, yes-no, agradadesagrada, identifying ways etc.. b. Standardized inter view only when questions or concerns. The questions are prepared beforehand, but you allow open response, ie, free response c. Interview policy. Does not specif y the issues, but the kind of response desejada.Aplicada just to meet some of th

e concepts of spontaneous candidatos.O interviewer needs to know to make sure is sues with the course of the interview to get the kind of answer or information r equested; d. Interview diretiva.Não not specify either the issues nor the respon se required.Are called totally free interview and whose sequence and orientation is up to each entrevistador.São criticized because of their low consistency, be cause there is no script or pre-established route for each interview. The interv iewer goes into the line of least resistance or the extent of issues, without wo rrying about the sequence, but with the level of depth that could allow an inter view. The interviewer, however, may forget or unwittingly send some subjects or information. Generally, beginners start with interviewers interviewing only full y standardized regarding questions or issues to be raised or to interview polici es. The interviews not policies. The interviews do not usually policies are born e by the manager, who, in the sequence of the selection process, the interviewer s are final selection interview Steps The selection interview deserves some special attention that can promote sue ape rfeiçoamento.Seu course goes through five stages, namely preparation of the inte rview: The interview should not be made improvisada.nem pressas.A the interview, either by appointment or not, must have some kind of preparation or planning fo r determining the following aspects. The specific objectives of the interview: W hat is meant by the interview: The type of interview (structured or free) suitab le to achieve the goals of the interview. preliminary reading of the curriculum vitae of the candidate to interview. the greatest possible number of information candidate to be interviewed;. the greatest possible number of information posit ion to be filled and the essential personal characteristics required for the pos ition This preparation is vital that the interviewer can function as a sort of t ool for comparing what the job requires and what the candidate offers . . Settin g: The preparation of the environment is not exactly a separate step in the proc ess of interviewing, but it deserves a special emphasis to counter possible exte rnal noise or interference that might affect the interviews. The environment we' re talking about should be viewed from two materials:. Physical: physical locati on of the interview der be private and comfortable. No noise, no interruptions a nd particular nature. Psychological: the climate of the interview to be pleasant and friendly, without fear or fears, without time pressure, without constraints or taxes. The wait is inevitable. Well, enough armchair and chairs must be prov ided. The waiting room should be supplied with newspapers, interviews and readin g mainly newsletters or information about the organization. Processing interview : The interview itself is the key step of the process, in which the desired info rmation is exchanged both participants: the interviewer and the interview entrev istado.A necessarily involves two people who begin a process of interpersonal re lationship, the level of start a process of interpersonal relationship, the leve l of interaction should be quite high, and above all dynamic. Content of the int erview: is the material aspect, ie the set of information that candidates provid e about yourself, about your education, work experience, family status, socioeco nomic status, their knowledge and interests, aspirations etc.. All these details appear in the Application for Employment or resume completed by candidates and are better informed and deepened through the interview, the candidate's behavior : It is the formal aspect, ie how the candidate behaves and reacts in the situat ion, your way of thinking, act, feel, their degree of aggressiveness, assertiveness, their motivations and ambitions etc. It is intended that the formal aspect is to have a picture of the candidate's personal characteristics, regardless of their professional qualific ations. The interviewer should see both of these aspects - the material and form al - in conducting the interview for a proper evaluation of results. The candida te causes an impression on how to interview during the same time it provides the requested information about his personal history and professional career. The p rofile of the ideal interviewer. Familiar with the office or position they are s eeking to fill. Know deeply the organization and its strengths and weaknesses. D o not try to sell the organization to the other candidate. Read the curriculum v

itae of the candidate before the interview. Focuses on informing the candidate a bout the job and the organization. Interested in the candidate as a person. He f eels happy to belong to the organization. It is shown sincere, polite, punctual and has personality. Makes provocative questions without showing very personal o r right.€Endeavors to evaluate and retroactively immediately after the interview . Care for the productivity of the interview is vital, but should not be mandato ry. This means that the interview should be as objective as possible so that wit h some time taken action one can obtain a reasonable picture about the decade ca ndidate. However, this means that each interview is mandatory to last a certain limited amount of time for each candidate. The interview should last long enough and it varies from candidate to candidate. Closing: The interview should be ope n and flowing freely, without embarrassment and without embarrassment. She is a polite conversation and controlled. And closing it should be elegant: the interv iewer should make some clear sign to show the end of the interview. It is, above all, give the respondent some information as to future action, for example, as will be contacted to learn what will the outcome or consequences of that contact . Evaluation of the candidate: As soon as the respondent to leave the room, the in terviewer should immediately undertake the task of evaluating the candidate whil e the details are fresh in your memória.Se not made notes, then you should immed iately register the details. If you used any piece of assessment, it must be che cked and supplemented. In the end, certain decisions must be taken in relation t o candidate: if it is rejected or accepted at the end of the interview and what their placement opposite the candidate vying for the same vacancy. Or if a defin itive assessment can be compared after the completion of all interviews with the other candidates too. Overall, the interview should be seen as a tool for compa rison and the interviewer needs to work within certain accuracy (showing consist ent results) and some validity (measuring exactly what you want to check), as re liable measurement instrument. Of course, its margin of error (or variance with its tolerance measures) is much higher, given their human condition. The intervi ewer should act as faithful of a scale that objectively compare the features off ered by the candidate with the conditions required by the position to be filled. CONCLUSION The performance evaluations also should be based on the profile of s kills (basic skills and critical). The evaluator must determine weights paras sk ills, according to the current objectives of the company and check if the indivi dual is above the expected level expected or needs to develop. This is the best way to check whether this employee is going to meet what is expected of him in t he company. Finally, personal development, which was previously funded by compan ies throughout the process, shall be shared between the parties, requiring the p rofessional investment in itself, with the responsibility of its managers to neg otiate and set performance standards, disseminating the skills profiles needed t o obtain results, identifying indicators that can guide investments in people. REFERENCES Chiavenato, Idalberto. Human resources - full edition, SAO PAULO, Atl as, 1983. Santos, OSWALDO DE BARROS, Psychology applied to personnel selection and orienta tion, SAO PAULO, livr.Pioneira edição.1985. Lobos, Julio A, Human Resource Manag ement, SAO PAULO, Atlas, 1979 Le Boterf, Guy. Developing the competence of profe ssionals. Bookman. Chiavenato, Idalberto. Managing People? the decisive step to participative governance. Makron Books. Reis, Valeria dos. Interview selection w ith focus on behavioral skills Dear friends this book is part of a work we are developing and we need resources . To help us simply follow this link below and click on one of the google ads an d will be helping us. Peter Donie www.santificando.blogspot.com/

You're Reading a Free Preview

Download
scribd
/*********** DO NOT ALTER ANYTHING BELOW THIS LINE ! ************/ var s_code=s.t();if(s_code)document.write(s_code)//-->