Selection

1. Selection “You have to know what you are looking for, to find it”

2. Sources • Learning unit 5 • Text book pg 237 ~ 252 • My notes

4. Selection(Pg239) “The process of determining which individual will best match a position, taking into account; • Individual differences • Requirements of the job • Organizations internal & external environments

5. INTERNAL Size Type Speed of decisions Applicant pool Selection methods EXTERNAL Legislation Labour market Geographic location Factors influencing selection(pg239-241)

6. Competency selection model(pg242) • Identify critical job success factors • Intellectual • Behavioural • Skills/competencies • Design selection tools to measure • Reliably & consistently • Without unfairly discriminating

7. Selection Exercise Using the case study • Determine the critical success factors. • Describe the selection methods you will use to measure the different factors. (pg 241-251)

8. Job selection at

9. Selection process(Pg243) • Initial screening –(minimum requirements) • Application form–(ATD, Persistence, accuracy, neatness, thoroughness) • Interviews(Behavioural, unstructured, Stress, group, panel)

10. Selection process (Continued) 4.Employment tests –(Cognitive, behavioural, psychomotor, Job knowledge, work sample) 5. Reference checks – (Criminal records, licence checking, credit bureau, previous managers, customers) 6. Medical checks – (Can he safely do the job without any harm to himself or others) 7. Job offer

11. Selection tools(pg241~251) • Initial screening • Application blanks/CV’s • Interviews • Work simulation • Knowledge tests • Psychometric testing & Assessment centres • Seniority/Nepotism • Time spent with candidate • Medical screening • Reference checking

12. Structured interview (pg245-247) • List of predetermined questions • Designed to assess the knowledge, skills, behavioural abilities that are critical to success of position • Interviewer does not deviate from questions • Questions may include: • Situational ~ how they would react in a given situation • Behavioural ~ how they have acted in the past • Job knowledge ~ what they know

13. INDUCTION

14. Induction By the end of this session you should: • Distinguish between induction, orientation, and socialization. • Explain the objectives and benefits of induction • Identify the responsibilities of the various managers in the induction process • Understand the stages of an induction model • Be able to plan, design and implement and evaluate an induction program

15. References • Learning unit 6 • Chapter 10 pages 259~ 272 • Notes

16. Concepts • INDUCTION ~ HR mngt process that attempts to absorb an employee into the business and make him/her a productive employee • ORIENTATION~ Is the process of becoming familiar with their job and the organization • SOCIALIZATION~ The process by which a new member comes to learn the expected values, and behaviours to become accepted and “part of” the social organization

17. How not to induct!

18. HR Officer • Mrs Eresa, nicknamed “TH”, was born in New Zealand and has never worked or lived outside of Auckland. Married to Adam, and Mother to 18 year old Addison and 6 year daughter. “TH” is a serious Karate enthusiast • Adam is an Accountant and yet to find a job in South Africa. • Addison is a very keen surfer and loves all water sports. • The family is relocating their Huntaway dog and Kea parrot

19. Exercise ~ HR Manager You are the HR Manager TTA. Please explain the following: • Explain the Induction and socialization process that you will prepare for her. • What information will you share

20. OBJECTIVES Help integration Shorten socialization Understand big picture Part of team Develop plans & goals Gather info Anticipate questions Celebrate arrival BENEFITS Reduces reality shock Increases job satisfaction Lowers turnover & absenteeism Reduces anxiety Reduces start up costs Improves relationships Objective & benefits – Induction

21. HR DEPARTMENT History, structure Products, services Policy & practice Employee benefits Layout & facilities Co-ordinates, trains line Mngrs & conducts general induction LINE MNGR Intro to colleagues Job objectives & tasks Relationships to other departments Department & job induction Responsibility - Induction

22. Designing –Induction program Understand the target audience & the essential information • Induction kit to supplement induction presentation: • Organogram, products & services • Map of facilities • Policy & procedures manual • Health & safety regulations • Key contact people & telephone numbers • Newsletters • Employee benefits handbook • Job description • Follow up & evaluation

23. Staffing By the end of this session you should: • Understand the various staffing strategies • Compare the strategies

24. Staffing strategies Technique utilized to place the right person in the right job • Internal strategies • External strategies • Workforce pool strategy

25. Internal staffing strategies Using current employees = motivation to perform; • Promotions • Transfers • Demotions (Could be to correct poor placement) • Resignations • Retrenchments & layoffs • Dismissals • Retirements Downside = no fresh ideas, ignorant of what skills exist outside organization

26. External staffing strategies External applicants fill position, with limited opportunity for promotion within • Positives= constant flow of new ideas, work will be dynamic and receptive to change. • Downside = Little commitment, high staff turnover, low levels of morale, a them and us culture

27. Workforce pool strategies Trains external people in entry level jobs, and may be called upon as & when required. • Positives= Pool of trained staff at beck and call, shortens R&S process, shortens induction process. • Downside= Cost of training, people in pool obtaining jobs, may be taken to ccma for not extending contracts

28. Next week Learning unit 7, 9 Compensation, health & safety