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recruitment and selection process
- 2. profile S Name : Nyi Raden Sekar Kadaton S NPM : 6019210065 S Phone : 087782077111 S Email : sekarkadaton01@gmail.com S Studies : S Psychology student Pancasila University 2nd semester
- 3. Introduction S Recruitment is the process of finding and engaging the people the organization needs. S Selection is that part of the recruitment process concerned with deciding which applicants or candidates should be appointed to jobs.
- 4. introduction S If we know what the job requires and which human attributes are necessary to fulfill those requirements, we can target our recruiting efforts to specific groups of potential candi- dates. For technical jobs, these groups might be defined by credentials (a bachelors degree in engineering) or experience (five years of programming in C). (Wiley , 2013) S Once we know the attributes most likely to predict success in a job, we can identify and choose (or develop) the actual assessment tools. Based on the job analysis, we may choose a personality test that measures the Big Five, a commercially available test of general mental ability, or an interview format intended to get at some subtle aspects of technical knowledge or experience.
- 5. Defining Requirements S Requirements are set out in the form of role profiles and person specifications. S A person specification, also known as a recruitment or job specification, defines the knowledge, skills and abilities (KSAs) required to carry out the role, the types of behaviour expected from role holders (behavioural competencies) and the education, quali fications, training and experience needed to acquire the necessary KSAs. The specification is set out under the following headings:
- 6. S Qualifications and training S Experience S Specific demands S Special requirements S Knowledge S Skills and abilities S Behavioural competencies
- 8. Identify sources of candidates Initially, consideration should be given to internal candidates. An attempt can be made to persuade former employees to return to the organization or obtain suggestions from existing employees (referrals). If these approaches do not work the main sources of candidates are online recruiting, advertising, agencies and job centres, consultants, recruitment process outsourcing providers and direct approaches to educational establishments.
- 9. Examining information from candidates The following suggestions have been made by Pioro and Baum (2005) on how to use application forms more effectively: S Decide what the criteria for selection are and how these will be assessed by use of the application form. S Keep questions clear, relevant and non- discriminatory. S Ask for only the bare minimum of personal details. S Widen your pool of applicants by offering different options and guidance for completing and viewing application forms.
- 10. Sorting applications 1. Essential applicants will not be considered unless this criterion is satisfied. 2. Very desirable preference will be given to applicants who meet this criterion. 3. Desirable applicants who meet this criterion will be given favourable consideration but it is not an essential requirement. However, if a number of applicants meet the first two criteria, satisfying desirable criteria would be a factor in making a choice.
- 11. Example of application form (compressed)
- 12. Selection methods The aim is to assess the suitability of candidates by predicting the extent to which they will be able to carry out a role successfully. It involves deciding on the degree to which the characteristics of applicants match the person specification and using this assessment to make a choice between candidates. The interview is the most familiar method of selection. The aim is to elicit information about candidates that will enable a prediction to be made about how well they will do the job and thus lead to a selection decision.
- 13. Structured interviews A structured interview is one based on a defined framework. Within the framework there may be a set of predetermined questions. All candidates are asked the same questions and the answers may be scored through a rating system.
- 14. Competency-based interviews In its purest form, a competency-based interview is a structured interview that focuses on the required behavioural competencies as set out in the person specification. The questions will be designed to establish the typical behaviour of a candidate in work situations.
- 15. Selection tests Selection tests are used to provide valid and reliable evidence of levels of abilities, intelligence, personality characteristics, aptitudes and attainments.
- 16. Choice of selection methods There is a choice between the selection methods. The most important criterion is the predictive validity of the method or combination of methods. Schmidt and Hunter (1998) found that the best results were obtained by combining intelligence tests with structured interviews.
- 17. References and offers After the interviewing and testing procedure has been completed, a provisional offer by telephone or in writing can be made. This is normally subject to satisfactory references. It is essential to check the information provided by candidates on qualifications and their work experience
- 18. Reference S Armstrong, M. (2012). Armstrong's handbook of strategic human resource management. Kogan Page Publishers. S Weiner, I. B., Weiner, I. B., Schmitt, N. W., Highhouse, S., Schinka, J. A., & Velicer, W. F. (2013). Handbook of psychology. Hoboken, NJ: Wiley. S Landy, F. J., & Conte, J. M. (2013). Work in the 21st century: an introduction to industrial and organizational psychology. Malden, MA: Blackwell. S Pioro, I and Baum, N (2005) How to design better job application forms, People Management, 16 June, pp 423