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Recruitment and Selection 1
Recruitment and Selection 1
Placement
1
Main Agenda
• Main introduction
• The Learning Journey
• Ice Breaker
• Expectations
• Main Objectives
• Main Topics
• Road map
• Training Session Norms/House Rules
• Methodology
• References 2
Main Introduction
3
Main Introduction (cont.)
4
The Learning Journey
70
60
70%
50
40
30
20%
20
10
10%
0
Education Exposure Experience
Let’s Get to Know One Another
Ice Breaker
• Name:
• Occupation:
• Industry/business sector:
• Years of experience:
6
Expectations
Your Expectations……..
My Expectations……..
?
7
Main Objectives
8
Main Topics
1. Job Analysis
2. Job Descriptions/Job Competencies
3. Personnel Planning & Recruitment
4. Selection and Interviews
5. Recruitment Ethics/Organizational Exit
9
Session Norms & House Rules
• Review of Objectives
• Group Exercises
• Quiz
• English…Ask
• Punctuality
• Attendance
• Mobile Phones
Remember!
11
Methodology
• Research based
• Interactive instructor led
• Transfer of knowledge techniques:
– Presentations
– Case study
– Demonstrations
– Reading
12
Course Textbook & other
Reading Materials
Textbook: Customized HR Book
Handouts
Articles
PowerPoint Slides
4–13
Methodology (cont.)
Participants post module evaluation will be:
A 92% and above
30% Assignments Excellent
A - 88% - 91%
10% Role play B+ 85% - 87%
V. Good
10% Participation B 80% - 84%
14
References
15
References (cont.)
16
References (cont.)
17
References (cont.)
18
References (cont.)
19
End of
Main Introduction
20
Recruitment &
Placement
Topic 1
Job Analysis
21
Road Map
Main Introduction
Session 1
1. Job Analysis
Session 2 2. Job Description/Competencies
Session 3 3. Personnel Planning
Session 4 4. Recruitment
Session 5 5. Selection (Part 1)
Session 6 6. Selection ( Part 2)
Recruitment Ethics and Laws
Session 7 7. 22
Induction/Organizational Exit
Introduction
23
Objectives
By the end of this topic, participants will be able to:
•Define Job Analysis and its elements.
•Identify the process, uses of Job analysis &
its significance.
•Identify Job Descriptors (Types of information
gathered).
•Identify Methods for gathering Job Analysis
Information.
•Conduct an effective Job Analysis including
Developing a Job Description and a Job
Specification based on DTRs and KSAs.
24
Topics
2. Job Analysis
2.1 Job Analysis Definition
2.2 Elements of a Job Analysis
2.3 Uses Of Job Analysis
2.4 Job Analysis :The Process ( Steps in doing a
Job Analysis)
2.5 Types of Information Gathered for a Job
Analysis
2.6 Methods of Gathering Information
25
2.1 Job Analysis
The Definition
Job Analysis
28
Modules Links
Summary of Uses of Job Analysis Information
11–29
The Nature of Job Analysis
• Job analysis
– The procedure for determining the duties and skill
requirements of a job and the kind of person who
should be hired for it.
• Job description
– A list of a job’s duties, responsibilities, reporting
relationships, working conditions, and supervisory
responsibilities—one product of a job analysis.
• Job specifications
– A list of a job’s “human requirements,” that is, the
requisite education, skills, personality, and so on—
another product of a job analysis.
4–30
Copyright © 2011 Pearson Education, Inc. publishing as Prentice
Q. Explain how you would conduct a job
analysis?
4–33
Steps in Job Analysis
Review
Relevant Background
4–34
Charting the Organization
• Organization chart
– A chart that shows the organization-wide
distribution of work, with titles of each position
and interconnecting lines that show who reports
to and communicates to whom.
• Process chart
– A work flow chart that shows the flow of inputs
to and outputs from a particular job.
4–35
FIGURE 4–2 Process Chart for Analyzing a Job’s Workflow
4–36
Copyright © 2011 Pearson Education, Inc. publishing as Prentice
An Example of a Process Chart for Analyzing a
Job’s Workflow
Information Components
Input from Input from
Plant Managers Suppliers
Job Under
Study—
Inventory Control
Clerk
4–37
Steps in Job Analysis
Why?
4–38
Steps in Job Analysis
Step 4: Actually analyze the job.
4–39
Steps in Job Analysis
Step 5: Verify the job analysis information.
With the worker performing the job and with his or her
immediate supervisor.
This review can also help gain the employee’s acceptance of the
job analysis data and conclusions, by giving that person a chance
to review and modify your description of the job activities.
4–40
Steps in Job Analysis
4–41
4–42
Job Analysis
Job Analysis Information
Job Descriptors:
( Types of information needed for an effective and complete
Job Analysis)
•Job Context (A summary)
•Activities
•Responsibilities
•Qualifications Needed to perform the Job
•Human Behaviors
•Relationship with other jobs( Organizational Charts and
Process Charts).
•Performance Standards
•Machines,tools, equipment and work aids.
43
Job Analysis (cont.)
Tips:
• Obtain information directly from the job holder (additional
input from managers, subordinates)
• Collect data from multiple job holders
• Select a technique that allows information to be obtained,
summarized and processed.
• Select a technique that is easy to update with having to
repeat the entire process.
44
Job Analysis (cont.)
To Put it in other words…..The Factors to
consider during job analysis:
• Job context (the purpose of the job, its work environment,
its place in the organizational structure)
• Job content (the duties and responsibilities of people who
hold the job)
• Job specifications and qualifications (knowledge, skills and
abilities required for a person to perform the job)
• Performance criteria (desired behaviors and results that
will constitute performance in the job)
45
Assignment One
47
4–48
Methods of Collecting Job Analysis
Information
1. Qualitative methods
– The interview (Employees, Line Managers)
– Job Shadowing/On-site Observation
– Questionnaire
– Participant diary/logs
– Internet Searches
2. Quantitative techniques
– Position Analysis Questionnaire (PAQ)
– The U.S. Department of Labor (DOL) approach
– Functional Job Analysis 4–49
Qualitative
Job Analysis Information
51
Group Exercise
Department of
Position Analysis Functional Job
Labor (DOL)
Questionnaire Analysis
Procedure
Data examples
People example
Things examples
4–57
TABLE 4–1 Basic Department of Labor Worker Functions
Figure 4–6
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 4–59
Functional Job Analysis
Figure 4–1
4–61
A Question ?
“ Job analysis plays a big role
in Equal Employment
Opportunity compliance.”
Main Introduction
Session 1
1. Job Analysis
Session 2 2. Job Description/Competencies
Session 3 3. Personnel Planning
Session 4 4. Recruitment
Session 5 5. Selection (Part 1)
Session 6 6. Selection ( Part 2)
Recruitment Ethics and Laws
Session 7 7. 63
Induction/Organizational Exit
Topics
64
4–65
Definition of a Job Description
4–66
The Job Description
• Responsibilities and Duties
• Job Identification
– Major responsibilities and
– Job title duties-essential functions/DTR
– Preparation date – Decision-making authority
– Preparer – Direct supervision
• Job Summary – Budgetary limitations
– General nature of the job • Standards of Performance
– Major functions/activities and Working Conditions
• Relationships(organiz- -- What it takes to do the job
ational charts) successfully, “I will be completely
– Reports to: - Supervises: satisfied with your work if…..”
– Works with: -- Schedule (working hours),
Location, Hazards, Work
– Outside the company: Aids/tools
Job Job
specifications summary
Elements of a
Typical Job
Working Description Responsibilities and
conditions duties
Standards of Authority of
performance the Job holder
4–69
Sample
Job
Descripti
on,
Pearson
Educatio
n
Figure 4–7a
4–70
Sample
Job
Descripti
on,
Pearson
Educatio
n
Source: Courtesy of HR
Department, Pearson
Education.
Figure 4–7b
4–71
4–72
Writing Job Specifications
The Job Specification:
Knowledge , Skills and Abilities:
a) Experience
b) Knowledge
c) Work-based Competencies (What does the
Job- Holder need to do ?)
d) Behavioral Competencies( e.g. Teamwork,
Personal drive, Ability to work alone, Under
Pressure,…etc.)
e) Special Demands of the job (e.g. unusual
hours, travel, Physical conditions..etc.) 4–73
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 4–74
Writing Job Specifications (cont’d)
Specifications Based on Judgment
– Self-created judgments (common sense)
– List of competencies in Web-based job descriptions
(e.g., www.jobdescription.com)
– O*NET online
Specifications Based on Statistical
Analysis
– Attempts to determine statistically the relationship
between a predictor or human trait (as height or
intelligence) and an indicator or criterion of job
effectiveness (as performance)
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 4–75
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 4–76
Group Exercise
4–80
From Specialized to Enlarged Jobs
(cont’d)
• Job Rotation
4–81
A Case Study
What Job Enlargement, Job Enrichment,
and Job Rotation achieved !
Competency-Based Job Analysis
Competencies
– Demonstrable characteristics of a person that
enable performance of a job.
Competency-based job analysis
– Describing a job in terms of the measurable,
observable, behavioral competencies (knowledge,
skills, and/or behaviors) an employee must exhibit
to do a job well.
– Traditional job analysis focuses on “what” are the
job duties and responsibilities whereas competency
- based job analysis is more worker focused ie.
focuses on “how” the worker meets the job
objectives.
4–83
Why Use Competency Analysis?
To support HPWS
– Traditional job descriptions (with their lists of
specific duties) may actually backfire if a high-
performance work system is the goal.
Maintain a strategic focus
– Describing the job in terms of the skills,
knowledge, and competencies the worker needs is
more strategic.
Measuring performance
– Measurable skills, knowledge, and competencies
are the heart of any company’s performance
management process.
4–84
Performance Management
Performance management
– Managing all elements of the organizational
process that affect how well employees perform.
Types of competencies
– General competencies
• reading, writing, and mathematical reasoning.
– Leadership competencies
• leadership, strategic thinking, and teaching others.
– Technical competencies
• specific technical competencies required for specific
types of jobs and/or occupations.
4–85
A Brainstorm Session
Identify the Core Competencies of a :