基礎學習f1會計師與企業(yè)2017年-ellen luo2602全61講義

RecruitmentandSelection

RecruitmentandSelection

校園招聘

●信息來源：企業(yè)官網(wǎng)／學校官網(wǎng)／應屆生等/人才市場

●工作經(jīng)驗：0+實習經(jīng)驗

●關鍵因素：地域，學校，學歷，專業(yè)，，性格，背景等若干

●招聘流程：最復雜社會招聘

信息來源：企業(yè)官網(wǎng)／熟人推薦／智聯(lián)招聘等/人才市場

●工作經(jīng)驗：1年以上

●關鍵因素：工作經(jīng)驗＋人脈資源＋/技能

●招聘流程：較簡單獵頭公司

●信息來源：獵聘網(wǎng)等

●工作經(jīng)驗：5年以上

●關鍵因素：工作成就＋人脈資源＋/技能

●招聘流程：較隱蔽校園招聘流程

校園招聘流程－PwC

校園招聘流程－聯(lián)想

校園招聘流程－中國銀行

RecruitmentandSelectionProcess

·Recruitmentisthepartoftheprocessconcernedwithfindingapplicants.Itisapositiveactionbymanagement,goingintothelabourmarket（internalandexternal）,communicatingopportunitiesandinformation,generatinginterest.

·Selectionisthepartoftheemployeeresourcingprocesswhichinvolveschoosingbetweenapplicantsforjobs.Itislargelya'negative'process,eliminatingunsuitableapplicants.

KeyStages

1.Definingthejobvacancy/required（including"job ysis”）2.Attractingappropriateapplicants

Assessingcandidates

Choosingacandidate

Evaluatingthesuccess,orotherwise,oftheprocessRolesandResponsibilities

SeniorManagers

·HRnningatthestrategiclevel:theyidentifystaffingneedsinrelationtoobjectives

nelOfficers

·Mayhavecentralisedauthorityforrecruitment

·Developspolicies

·Ensurescompliance

·AdministersproceduresLineManagers/Supervisors

·Increasinglyinvolvedindefiningvacancies

·LiaisewithHRspecialists,interviewcandidatesandmakeselectiondecisionsExternalAgents/RecruitmentConsultants

·Specialistskills,knowledge

·Wide-rangingcontacts

·Objective（outside）viewpoint

·Anonymityofrecruiter（avoidcompetitorinterest）IneffectiveRecruitment

·Poorhumanresourcenning

·Inadequatejobysis

·The specificationdoesnotmatchtheactualcriteriarequiredforthejobandpoorshortlistingofcandidates

·Inappropriatemethodsusedforjobadvertising

·Failuretoobtainallnecessaryation

·Inadequateselectionprocedures

·Poorinterviewtechniqueandfailuretofollowup

·Failuretomeetthepromisesmadeintheinterview

·Failuretoensureacorrect"culturefit”SuccessCriteria

Effectiveness

·Retentionrates,stabilityindexforallandstaffturnover

·Promotionratesorperiods

·LevelsofabsenteeismEfficiency

·Averagecostpernewappointment

·Timetorecruit

·Offer-acceptancerateFairness

EffectiveRecruitment

DefinetheVacancy

①AuthorityofJobRequisition

②DefinetheVacancy

③DefinetheJob:"jobdescription",basedonthe"jobysis”（seefollowing）,focusonaccountabilitystatements

④Definethe:" specification"（seebelow）,formthebasisofajobadvertisement

TermsandConditionsofEmployment:Salaryandbenefits,hoursofworkandholidaysetc.

Jobysis

Theprocessofcollecting,ysingandsettingoutinformationaboutthecontentofjobsinordertoprovidethebasisforajobdescriptionanddataforrecruitment,training,jobevaluationandperformancemanagement.

⒈Jobdescriptionssetoutthepurposes,context,accountabilitiesandtasksofthejob

⒉Jobspecificationsdescribetheskillsandcompetencesrequiredforthejob

⒊specificationsdescribethesortof suitableforthejobJobDescription

·Ajobdescriptionisawrittenstatementoffactswhichareimportantinajobregardingtasks,responsibilities,conditionsandorganisational/operationalrelationships.

Specification

·Setsouttheeducation,qualifications,training,experience, alattributesandcompetenceajobholderrequirestoperformthejobsatisfactorily

JOBDESCRIPTION

SPECIFICATION

Jobtitle

Physicalattributes

ceofwork

Attainments（education/training）

Reportingtowhom

Generalinligence（e.g.IQ）

·Whilstajobdescriptionsetsoutthecontentofthejob,the specificationreformulatestheinformationasaprofileofthesatisfactory/idealjobholder

Responsibleforsubordinates

Specialaptitudes（ysis/design）

Purposeofposition

Interests（practicalandsocial）

Keyduties

Disposition（manner）

Objectives/targets

Background（circumstances）

AttractingAppropriateApplicants

InternalVSExternalSourcesofApplicants:

·Availabilityinthecurrentstaff

·Availabilityintheexternallabourpool

·Timeforinduction

·Uncertaintyoftheperformanceofoutsiders

·Staffdevelopment

·FreshbloodAdvertisingvacancies

·Theobjectiveistoattractsuitableapplicationsfrompeoplelikelytofitjobandspecifications.

Aneffectivejobadvertisement

·Clearlydescribethejobonoffer

·Provideinformationaboutthe

·Arouseinterestfromreaders

·Deterunsuitablesfromapplying

·Holdreader'sattentionAdvertisingmediaforjobads

·Informal（wordofmouth,staffrecruitothers）

·Inhouse（magazine,noticeboard,memotomanagers）

·Publications（tradejournals,localandnationalpress）

·CareersService（schools,jobcentre）

·RecruitmentFairs

·SpecialistAgencies（'headhunter'）

·Localradio,evisionandcinema

·Internet

RelativeAdvantages

INTERNAL

EXTERNAL

Leastexpensive/mosttimely

Cheaperthanmediaifcontacts

Applicantsknown

Skillsnotavailableinternally

Motivation

Rawrecruits

Fairlycheapandfast

Largertargetaudiencesifmedia

Attractsformeremployees

Suitlarge-scaleand/orongoing

recruitmentprograms

Knowsomethingaboutentity

RelativeDisadvantages

INTERNAL

EXTERNAL

Advertisingmayberequired

Lackofexperience

Negativemotivation

Stigmaofunemployed

BiasandNo"newblood"

Generallyexpensive

Stigmaattachedto"failed"formerapplicants

Takeslongertorecruit

Restrictedpoolofapplicants

ation&JobApplicationForm

·Forinternalapplicants,theirdetailsandexperiencewillhavealreadybeenedinnelrecords.

·Mostmediaadvertisements（forexternalapplicants）requestacurriculumvitae

（CV）oracompletedjobapplicationform.

·CVsare-formandaremorecommonlyusedforseniorpositions.

·Applicationformsareformalintheirrequirements.SelectionProcess

Usejobspecification

Decideonselectioncriteriaandmethod

ScreenapplicationsandCV

Contactapplicants&Conductselectionmethod

yseinformation

Offerjob&Negotiateterms

Takeupreferences

Informunsuccessfulcandidates

Informdepartments,Arrangeinduction&Follow-upSelectionMethods

Pre-selection

·Categoriseapplicants（basedontheirCVsorapplicationforms）accordingtotheirsuitability.

·Notifyunsuitableapplicants

·Startwithmostsuitable"probable"candidates

·"Fallback"on"possibles"ifnecessaryApplicantReferences

·Checkingreferencesshouldbeundertakenonlywiththecandidate'spermissionandwithcarefultiming

SelectionMethods

Thefollowingmethodsarenotallmutuallyexclusive:1.Applicationforms/curriculavitae（"CVs"）2.Psychometrictests

3.Selectioninterviews—mostwidelyused（Seelater）4.Assessmentcentres

RelativeMerits

Disadvantages

Aidspre-selectionof

applicants

Caneasilybemadeup

5.Jobsimulation/worksamplingApplicationForms/CurriculaVitae（CVs）

Inspectsoninconsistencies

Cannotconfirmsubjectivequalitativecriteria

Easytocomparecandidates

Focusesonareas

Maynotallowapplicanttofullyexpress

himself.

Providesusefulinformation

Itcanbecost-effective

Cannotgiveguaranteeoffutureperformance

Providesbasedata

QualitativeCharacteristicsofaGoodTest

·Sensitivemeasuring

·Standardised

·Reliable

·Relevant

·ValidPsychometricTests

Advantages

Disadvantages

Reducessubjectivity

Supplementsmethods

Providesadditionalevidence

Avoidingbiascanbedifficult

Canestablishacandidate'spractical

ability

Interpretingresultsmayrequire

theskills

Canbeusedinmakingdecisionsaboutinternalpromotions

Maynottakeintoaccountcultural

background

Sometestsmaybeopentofaking

Teststhatarenotworkcebased

AssessmentCentres

·Increasinglyusedbylargeremployers,inselectingmanagersandgraduatetraineesFeatures

·Usemorethanonetechnique

·Morethanonetrainedassessor

·Overallassessmentismadelater

·Usepre-testedsimulationexercises

·Testskillsrelevanttojob

·MayincorporateinterviewandtestingproceduresJobSimulation/WorkSampling

·Jobsimulation—"roley"interviewsand"in-tray"exercisesdesignedtosimulateaworksituation.

·Worksampling—spendinganagreedtimeintheorganisationtocarryoutatask.

·Peerrating—candidatestogetherforaperiodoftimemaybeaskedtorateeachother.

Purposesoftheselectioninterviewa.Findingthebest

municatethejobtotheapplicants

c.Givingapplicants