The Steps Taken When Conducting the Selection Process of Potential Employees for a Company
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Instructions
A rapidly growing start-up has just hired you as their HR manager. Up until this point, the CEO has been doing all the hiring and is expecting you simply to follow the same selection process she has been using, ie. asking friends and family for referrals, using a variety of selection instruments at different times, making selection decisions based on “gut” feelings, etc. In your own words, what are the steps suggested in the textbook for making a selection decision? Interviews These can be video/telephone bases or face-to-face. In some cases, there is only one Interview before an offer is made. For Jobs requiring less scrutiny, one interview might be enough. Others, such as upper management or those that have a wide breadth of responsibility, might have several Interviews. Interviews can start with an HR person and progress to supervisors and even co-workers. The format can be one-to-one or one-to-panel. In some cases, where project work is important, Interviews by customers is also valid. Note: It is important to establish interviews in a formal, structured way. It is also important to orient and train interviewing managers about the process and fair practices. Further discussion about interview will take place in future sessions. Reference Checks Online, email or over-the-phone communication with previous (current) employers, educators, friends or business contacts. It is becoming more difficult to gather detailed and qualitative information from reference checks. These checks can be time consuming and difficult to set up. Referees might be reluctant to give out information that is negative in nature and in many cases might only verify basic facts (employment length, job title, reason for termination, attendance). Any references provided should be vetted for potential bias positive or negative) and should not be a substantial part of the hiring decision. It is difficult to establish uniformity and consistency between candidates (some get references, others do not). Reference information can be used more heavily in cases where the final stage candidates are extremely close in terms of qualification Background Checks In some cases, background checks are a must (necessary due to regulatory requirements or with jobs with fiduciary duty, access to resources or working with vulnerable people). Background checks can include, Security checks tlocal police, RCMP, Interpot) No Fly list for business travelers) Academic credentials (referto Block Chain Licenses/certifications * We have done our job as recruiters. We got the word out, did some branding to attract good applicants and we have a few hundred resumes on hand. The data from the resumes is now in our ATS (Applicant Tracking System) – either automatically from the Internet or Input manually. We are now ready for the first step in the selection process – screening. We can either pick a random resume that has that meets the minimum requirements or scrutinize each one for best fit. The use of ATS (Taleo, Workday), as part of an HRIS strategy, greatly aides in the screening process. The ATS is able to automate the matching process to see how closely a resume (application) matches job requirements (job description). The user can make changes to the job requirements to fine-tune the number of applications that go on to the next step. The use of Al layers further helps by applying best practices to the selection decision (learns from past success factors). Initial Screening – The process of finding applicants who meet minimal qualifications (MQ). These are found on a job description. Regulatory requirements are a priority. (BFOR/BFOQ for reference) Additional screening, as described below, include tests, reference and background checks, social media searches Person-Organization Fit – Assessing how closely the applicant fits with the organization culture, ronment, people, values, thinking.
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