5 MANAGING PEOPLE Employee Selection MATHISHA HEWAVITHARANA - - PowerPoint PPT Presentation
5 MANAGING PEOPLE Employee Selection MATHISHA HEWAVITHARANA Managing Human Resources MBA (Col),BBA Sp.Mktng (Col), PPG DIP. In Mktng (UK), MCIM (UK), Chartered Marketer 14 th edition (UK), Practicing Marketer (SL), ACMA, CGMA CIMA (UK), DBF
PowerPoint Presentation by Charlie Cook The University of West Alabama
Bohlander • Snell
14th edition
MATHISHA HEWAVITHARANA
MBA (Col),BBA Sp.Mktng (Col), PPG DIP. In Mktng (UK), MCIM (UK), Chartered Marketer (UK), Practicing Marketer (SL), ACMA, CGMA CIMA (UK), DBF (IBSL), AIB (IBSL), MSLIM(SL),
Head of Branches - Siyapatha Finance PLC
2–2
1. What is Selection 2. Selection process 3. Alternative Selection Methods
2–3
qualifications to fill existing or projected job openings.
applicants) with requisite qualifications and competence to fill jobs in the organization.
to identify and hire those with a greater likelihood of success in a job.”
2–4
1. What is Selection 2. Selection process 3. Alternative Selection Methods
2–5
i. Preliminary Interview / Initial Screening ii. Employment Interview iii. Selection Tests iv. Reference & Background Checks v. Selection Decision vi. Physical Examination
2–6
i. Preliminary Interview / Initial Screening
The purpose of preliminary interviews is basically to eliminate unqualified applications based on information supplied in application forms. The basic objective is to reject misfits. On the other hands preliminary interviews is often called a courtesy interview and
2–7
i. Preliminary Interview / Initial Screening
2–8
Here interview is a formal and in-depth conversation between applicant’s acceptability. It is considered to be an excellent selection
Sequential Interviews. Besides there can be different types of Interviews. Following Attributes will be evaluated in an interview;
2–9
Different Interview Styles / Types a) Non Directive Interview / unstructured b) Structured Interview c) Situational Interview (Hypothetical) d) Behavioral Description Interview (Real) e) Panel Interview f) Phone Interviews g) Computer Interviews h) Video Interviews i) Stress Interviews
2–10
Factors to be Considered by an Interviewer
2–11
Problems in the Interviewing Process
2–12
Jobseekers who pass the preliminary interviews are called for
the jobs and the company.
2–13
After the Interview / selection tests following Post-Interview Screening initiatives may be applied;
2–14
iv. Reference & Background Checks
Reference checks and background checks are conducted to verify the information provided by the candidates. Reference checks can be through formal letters, telephone conversations or e-mails. However it is merely a formality and selections decisions are not completely affected by it.
2–15
v. Selection Decision
After obtaining all the information, the most critical step is the selection decision to be made. The final decision has to be made out
interviews and reference checks. The views of line managers are considered generally because it is the line manager who is responsible for the performance of the new employee.
2–16
vi. Physical / Medical Examination
After the selection decision is made, the candidate is required to undergo a physical fitness test. A job offer is often contingent upon the candidate passing the physical examination. To perform certain job functions physical stability is very important.
2–17
The next step in selection process is the job offer to those applicants who have got successful in all the previous stages in the recruitment & Selection process. It is formerly made by the way of letter of appointment.
2–18
1. What is Selection 2. Selection process 3. Alternative Selection Methods
2–19
2–20
Assessment Centres assemble a group of candidates and use a range of assessment techniques over a specific period of time. An assessment center typically involves the use of methods like social/informal events, tests and exercises, assignments being given to a group of selected candidates to assess their competencies similar to the job they would be expected to be given. The trained evaluators observe and evaluate candidates as they perform the assigned tasks.
2–21
Psychological feasibility of the candidate will be assessed through these technique hence a more qualitative evaluation is expected. This can be done by using several tools such as;
2–22
This type of exercise can range from something as simple as having the candidate design and deliver a presentation (to assess presentation skills for a training position) to having candidates complete an elaborate, highly structured computerized simulation (to be used to assess ones ability to operate expensive, potentially dangerous equipment). Two common simulations are;
2–23
References The preferred referees are typically:
applicant has worked for in the past, or the applicant's current employer.
course tutor who has taught the individual.
religious leader, a solicitor, a doctor or an accountant.
The main purpose of referencing is to obtain confidence about a prospective candidate from independent third parties prior to take the final decision on appointing.
PowerPoint Presentation by Charlie Cook The University of West Alabama
Bohlander • Snell
14th edition