HR Basic: Recruitment and Selection

Training and Developments

Prepared by
Tallal Basahel
Introduction

Having the right people in the

right place at the right time with
the right skills doing the right
jobs for the right wages.
The Meaning?

Human resource: is the strategic and

coherent approach to the management of an
organization’s most valued assets. The
people working there who individually and
collectively contribute to the achievement
objectives of the business.

1- Recruitment 2- Selecting
1- Recruitment:
Is a process which aims to attract appropriately
qualified candidates for a particular position
from which it is possible and practical to select
and appoint a competent person or persons.

2- Selecting:
Is a process which involves the application of
appropriate techniques and methods with the
aim of selecting. Appointing and inducting a
competent person or persons.
 Objectives

• To consider strategic resourceing issues in

relation to recruitment and selection.
• To examine the criteria for administering the
process efficiently and effectively.
• To establish the use and effectiveness of
contemporary assessment methods.
• To evaluate the role of IT in the recruitment and
selection process.
• To review the concept of employer branding.
 Views on Recruitments
• Need to replace employees and to acquire those with newly
needed skills.
• Central HR objective - over 3 million people recruited every
year.
• An area where there are important social and legal
implications.
• Can be costly.
• Need to ‘sell’ jobs to potential employees.
• Majority of firms report experiencing requirement difficulties.
• Recruitment continues through short listing and interviewing
to ensure that a favorable impression of the organization is
maintained.
• Avoid overselling a job and creating unrealistic expectations.
 Recruitment and Selection

• Attraction: attracting suitable candidates.

• Reduction: eliminating unsuitable candidates.
• Selection: assessing, choosing and appointing a
suitable candidate.
• Transition: converting the successful candidate to
an effective employee.
 Determining Vacancies

• Is there a vacancy? Ensure recruitment is required.

• Is it to be filled by a newly recruited employee?.
• Is it to be filled by other means?.
 Three phases of recruitment

1- Generating applications.
• Persuading people to apply to the company.

2- Maintaining application status:

• Encouraging people to stay interested while
the company goes through the selection
process.
3- Influencing job choice:
• Encouraging a person to take a job if offered.
 Defining the job and the ideal
candidate (traditional approach)

• Job analysis: to identify function, tasks and sub

tasks that in turn determine the characteristics and
competencies of the ideal candidate.
o Job description and person specification.

• Need to broaden scope of traditional model:

o Person/job fit.
o Person/team fit.
o Person/org fit.
 Interviewing

• The traditional interview suffers from being

unstructured and open to bias.
• Issues of personal perception (halo & horns).
• Alternative approaches to improve validity include:
o The situational interview.
o The behavioral interview.
The successful candidate

An induction programs are carried out for

the successful candidates.
This is to show them around the company
and work force to welcome them to the
organization.
Job Analysis

Job analysis is carried out to try and make

the position available attractive to the right
candidate straight away.
• What is the job will involve doing.
• What qualities are needed in the applicant.
• Wages.
• Hours.
Job Description

Job description is to outline basic

information about the job itself and the role
of the employee. For that job.
 Person specification layout

Summary of Job
Attributes Essential Desirable How Identified
1) Physical
2) Qualifications
3) Experience
4) Training
5) Special
Knowledge
6) Personal
Circumstances
7) Attitudes
8) Practical and
Intellectual
skills.
 Individual Job Criteria

• As contained in job descriptions and person

specifications via job analysis.
• Describe the job first - the person later.
• Identifying individuals successful in a certain job
then describing their characteristics.
• Trend in making the person specification
appropriate for a broad band of jobs.
• Competency profiles are also used.
 Range of Selection methods

• Application forms.
• Self-assessment and peer assessment.
• Telephone interviewing.
• Testing.
• Group methods and assessment centers.
• Work sampling/portfolios.
• References.
• What criteria can be used to judge effectiveness?.
• What criteria do you think would be the best measures of
effectiveness?.
 Telephone Interviewing

• Used if speed is important or geographical distance

is an issue.
• CIPD Report 2006 indicated 56% organizations used
this method; doubled since 2003.
• Best used as part of a structured selection
procedure.
• Can be used where telephone manner is critical.
• Can concentrate on content as opposed to person.
 Testing

• Controversial.
• Heavily used and can give credibility to selection
decisions.
• Can assure accuracy and objectivity of test data.
• Should they be administered over the web?.
 Assessment Centers
• One of the most effective ways of selecting candidates.
• Operate on a multi-trait, multi-method basis.
• Uses matrix dimensions.
• Assesses a group of candidates at the same time.
• Group selection techniques from a major element: attempts to
assess the social interactive and influencing skills of the
subjects.
• Make use of work simulation exercises.
• Assumes that behavior demonstrated will be typical of ‘real
life’ responses.
• Only as good as their designers make them.
 References

• Increasing as organizations seek to protect

themselves against rogue candidates.
• Factual check - confirmation of facts
presented by the candidate.
• Character check - requesting opinions
about the candidate.
 E-Recruitment

• Most striking recent development.

• Practical significance is still being debated.
• Takes two basic forms.
o Centered on employers own web site.
o Use of cyber agencies.
 Attractions of E-Recruitment

• Jobs can be advertised inexpensively to

potentially massive audience.
• Inexpensive, once it is set up.
• Speed of response.
• Facilitates online short listing using CV
matching software.
Fair treatment:
No discrimination on the grounds if race,
sex, marital status or disability.

Assessment and Evaluation:

Problem solving.
• Ability tests.
Decision making.
• Personality Questionnaires.
The behavior of the
candidates, And what
motivates them.
 Final Selection Decision Making

• Should be based on a careful weighting of the evidence.

• But despite efforts to make selection ‘objective’ and
‘scientific’, decision processes are inevitably effected by
human subjectivities.
• Two distinct approaches.

o Fitting the person to the job.

 Measuring each candidate against the selection criteria

defined in the person specification.
 Using a matrix can assist in doing this.

o Fitting the person to the organization.

 A Selection Decision - Making
Matrix
Selection Criteria Candidate 1 Candidate 2 Candidate 3 Candidate 4

Criterion a

Criterion b

Criterion c

Criterion d

Criterion e

General
comments
 Training and Development

The meaning:
It is the field concerned with organizational
activity gained at bettering the performance
of individuals and groups in any
organizational setting. It has been known by
several names including employee
development, human resource development
and learning and development.
 Training:
1 2 3

Assess and agree Create training or Consider leering styles

training need. specification and personality.

Conduct some sort of Identify what you want Find the best way and
training analysis. to train and develop in styles and the most
a people. affective remember you
are dealing with people.
Training:
4 5

Plan training and Design materials, methods

evaluation. and deliver training.

Consider which training Consider modern

model you want to innovative methods use
address. technology.
Development:
Development isn’t restricted to training it’s
anything that help a person to grow in
ability, skills, confidence, tolerance,
commitment, initiative, inter personal skills,
understanding self-control, motivation.
 Training and Development
Methods

On the job site training. Informal training. Classroom training.

Internal training courses. External training

courses.
 Types of Training & development

Mentoring Assignment and task Skills training. Distance

training. learning.

Product Technical Behavioral

training training development
training.
 I can see immediately that you might not be able
to put great new emphasis on a person in training
and deployment. We have to be realistic in
putting up our expectations about what “training
is all about”. If you will reach your targets by
giving enough time to your employee in, and try
to change the way to make it more conventional
and to do that using the following technical:
• Enabling learning.
• Facilitating meaningful personal development.
• Helping employee to identify and achieve their
won personal potential.
 Induction Training

Very important step for new starters good induction

training will ensure new starters are retained and
then settled in quickly and happily to a productive
role.
It has to be planned properly by the managers
involved.
 Tips for Inductions Training

• Assess skill and knowledge level before you start.

• Teach the really easy stuff first.
• Break it down into small steps and pieces of
information.
• Encourage pride.
• Cover health and safety issues fully and carefully.
• Try to identify a mentor or helper for the trainee.
 Training & Development Effectiveness

• You must tailor training to the individual, so you need to be

prepared to adapt the pace according to the performance
once training has begun.
• Keep instruction positive (‘do this’ rather than ‘don’t do
this’).
• Encourage, and be kind and thoughtful – be accepting of
mistakes, and treat them as an opportunity for you both to
learn from them.
• Focus on accomplishment and progress – recognition is
the fuel of development.
• Offer praise generously.
• Be enthusiastic – if you show you care you can expect
your trainee to care too.
• Check progress regularly and give feedback.
• Invite questions and discussion.
• Be patient and keep a sense of humor.
 Training & Development Planning

In general, when we plane for training and

development we have to think about:
• Your objective – keep them in mind at all time.
• How many employee you are training.
• The formal and the methods you will use.
• When and how long the training will last.
• Where it happens.
• How you will measure the effectiveness of
the program.
• How you will see the trainees reaction on it.
 Training & Development Skills

• Have the trainee practice the job – we all learn

best by actually doing it – (‘I hear and I forget, I
see and I remember, I do and I understand’ –
Confucius).
• Monitor progress – give positive feedback –
encourage, coach and adapt according to the
pace of development.
When you give skills training to someone use the
following simple five steps:
• Prepare the trainee-take care to relax them as lots
of people find learning new things stressful.
• Explain the job/task, skill, project, etc – discuss
the method and why; explain standards and why;
explain necessary tools, equipment or systems.
• Provide a demonstration - step- by-step – the
more complex, the more steps – people cannot
absorb a whole complicated task all in one go –
break it down – always show the correct way –
accentuate the positive – seek feedback and
check understanding.
 Summary

1- Create a group headquarter department.

2-Call center will receive all calls external in
regards of recruitment and applying for jobs and
internal in regards of shifting and training.
3-Using HR modern software will enable the
department to receive an utilize all application in
regard of recruitment and training which make
the process easy.
Finally..

I believe it is very important and crucial for super

sized companies to have a recruitment selection,
training and development HR department, which
helps to obtain the best quality in all meaning in
regards to employments.
Those are the people should the company invest
in at most.