【正文】 n ? Ability to demonstrate a mitment to task pletion ? Ability to recognise when circumstances require a flexible response Competency List: Middle Manager Advantages of a Competency Approach ? More flexible than job descriptions – the petencies can be used in many tasks ? Easier to relate to the individual ? Can match against experience more easily than task for task ? Facilitates person specification ? Allows the development of petence/ scenario questions ? Links to other HR processes Disadvantages of a Competency Approach ? Sees qualities as separate entities whereas in a job they are used in conjunction ? Difficult to use in higher level jobs where petencies are less tangible and more difficult to describe ? Difficult to deal with emotional aspects such as pleasant manner which may be allied to personality Person Specification ? Both job descriptions and petency lists are used to draw up a person specification ? One of the most used frameworks for drawing up a job description is Alec Rodger?s 7 Point Plan ? It lists seven main areas in which the recruiter must specify the minimum requirements . those which are essential and those preferred or desirable for the applicant to possess Person Specification Attribute Essential Desirable Physical Attainments Intelligence Aptitudes Interests Disposition Circumstances Successful Recruitment ? Is EFFECTIVE, ? COST EFFECTIVE and ? FAIR ? Recruitment methods include: advertisements government agencies consultants agencies direct applications word of mouth open days inter other media Advertisements ? Can be internal, press – local, national, international, inter, professional journals , other ? Purpose – attract attention, create and maintain interest, stimulate action ? Content – anisations name, location of job, salary and benefits, summary of job, summary of person required, action required to pursue application Criteria for Choosing a Recruitment Method ? Effectiveness ? Labour market issues ? Number of applicants ? Self selection ? Cost ? Time ? Confidentiality Headhunting ? Individuals are approached directly to checkout and stimulate interest in position ? Reasons for use: confidentiality very senior posts scarce skills obvious candidates raise interest and awareness in those that might not be actively seeking change ? Ethics Inter based Recruitment ? How? Through pany website。 internally through intra。 inter site providers ? Inter accessed globally, but only by those with access to and who use the technology ? Specialised sites available – graduates,engineers, puters ? Watch for cost, regular updating, on line sifting ? Advertising issues apply Handling Applications ? Information used to: ? Enable self selection ? Sift candidates ? CV ? Or ? Application form ? Develop image: ? Professional process ? Psychological contract ? Maintain interest ? Candidate as customer Selection ? The importance: ?It is fairly easy to use selection to improve productivity by 6%. Under very favourable circumstances selection can bring about gains of 20% or more…. ? Smith Robertson 1993 ? Ethical issues: principle of positive self regard principle of informed consent principle of petence principle of confidentiality Common Selection Methods ? Application form and CV ? References, remendations and testimonials ? Group exercises ? Work sample tests ? Selection interviews ? Psychometric tests Usage of Selection Methods Within the UK ? Interview 100% ? Application form 98% ? References 97% ? CV 84% ? Personality tests 58% ? Ability/aptitude tests 47% ? Assessment centres 30% Choosing a Selection Method ? Practicality ? Sensitivity ? Reliability ? Validity face content criterion (predictive or current) construct Validity of Selection Methods ? Assessment centres ? Biodata ? Ability tests ? Work sample tests ? Personality tests ? Interviews ? References Psychometric Tests ? Maximal versus Typical performance ? Maximal performance aptitude/attainment ? Typical performance personality interests and values ? Many countries have legal constraints on use Aptitude Tests ? Specific abilities . mechanical/spatial ? Specific occupations . clerical/puter ? General intelligence numerical verbal abstract reasoning The Selection Interview ? A conversation with a purpose to: ? Make an assessment of a candidate in relation to an anisational role ? Information exchange ? Sell the anisation ? Social function Types of Selection Interview ? Individual ? Panel ? Sequential ? Information gathering ? Structured ? Situational ? Behavioural ? Stress ? Hypothetical Failures of Human Judgement ? Memory ? Quick decisions – halo/horns effect ? Emphasis on negative information ? Inconsistent evaluation of information ? Perceptual selectivity ? Like people like you ? Stereotyping ? Information overload ? Primacy ? Expectancy Structured Interviewing ? Base questions on job analysis or petence statements ? Each candidate is asked the same questions ? Systematic scoring procedure ? Independent assessment of candidates Interviewing as a Social Process ? Create appropriate physical environment ? Create appropriate social environment ? Create and meet candidate expectations ? Use active listening ? End the social encounter Questioning Techniques ? Open – require fuller answer ? Closed – straightforward information ? Probing – follow up for further information or areas of uncertainty ? Leading –