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Effective Selection Strategies for Bottom-Line Impact

Learn how to make impactful hiring decisions with a comprehensive guide on competencies, assessments, and methods to streamline your selection process and boost business success. Enhance your recruitment strategy to minimize costs, maximize efficiency, and ensure legal defensibility.

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Effective Selection Strategies for Bottom-Line Impact

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  1. Effective Selection that Impacts the Bottom Line Angus Macalister (Partner)

  2. “One in three hiring decisions is wrong” The Australian Financial Review

  3. Whats Hows Business Strategy Cultural Strategy CoreCompetencies Critical Success Factors Values Human Resource Connections Systems Processes Organisational Structure/Job Design Sourcing andSelection DevelopingTalent Performance Management Remuneration Vision Core and Job/Role Specific Competencies

  4. defines competencies as: Clusters of behaviour, motivation or knowledge related to success or failure in a target job/role

  5. Job Performance = Actual Job Performance is + + Knowledge Behaviour Motivation

  6. Competencies as Targets

  7. A Common Language?

  8. Competency Structure • Name • Definition • Key actions

  9. Competency Example • Adaptability- Maintaining effectiveness in varying environments and with different tasks, responsibilities and people. • Key Actions, eg • Adjusts approach to match varied task requirements • Adjusts behaviour to style of others • Adjusts quickly to new responsibilities and tasks

  10. Person Job Assessment for Selection Knowledge& Behaviour Required Knowledge & Behaviour Performance Productivity & Tenure Motivational Needs Motivational Facets Offered Satisfaction

  11. What CompetenciesDo I Use? • Linked to business strategy • Critical to success • Difficult to train • Clear definition

  12. Why Use Competencies? • Maintain focus on key criteria for success • Same criteria for all applicants • Legally defensible • Prevents quick decisions based on partial data

  13. Selection/Assessment Methods MethodEffectivenessJob Simulations Very Good Assessment Centres Good Ability Tests OK Interviews Poor to good depending on the type of interview Personality Assessment Poor to moderate References Poor Domino’s Nil Handwriting Nil Source: Arnold, Robertson & Cooper

  14. Which Means YOURRecruitment Should Include: • Behavioural Interviews • Ability/Motivation Tests • Job Simulations

  15. Motivational Fit Increased Job Satisfaction Decreased Turnover A Good Fit =

  16. Selection Funnel Applicants Resume screen Telephone Interview Ability Test Face to Face Interview Job Simulations Reference Check Offer

  17. Competency Coverage Grid

  18. Your Selection System • Efficient • Accurate • Fair • Buy-in • Positive impression

  19. Who Benefits From Effective Selection Manager Organisation Customer Individual

  20. Business/ Bottom Line Impact • Minimised start-up time • Stops union challenges Clients say:- • “Halved cost of recruitment” • “Best people we have ever had”

  21. Summary • Link to business strategy? • Critical competencies? • Accurate? • Efficient? • Clear decision points? • Do others understand it? • Legally defensible?

  22. Performance Management Selection and Promotion Career Planning Competencies SuccessionPlanning StrategicPlanning TotalQuality Compensation Training Integrated Human Capital Systems

  23. JML Australia Assists Individuals & Organisations Achieve Great Success

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