HR

1. POLITICAL,
2. ECONOMIC,
3. SOCIAL
4. TECHNOLOGICAL,
5. ENVIRONMENTAL,
6. LEGAL

PESTEL --> INDUSTRY --> COMPETITION --> PROFITABILITY --> STRATEGY -->

CULTURE

POLITICS

RESOURCES

CAPABILITIES

STRATEGY

1. Rules and relation ship
2. Global teamwork
3. Involvment commetement and context
4. Emotions
5. Status
6. Times
7. Strategy and planning

Engaged, not engaged, actively disengaged

‣ Attract a pool of suitable candidates
‣ Use a fair process (and able to demonstrate this)
‣ Ensure recruitment contributes to
organisational goals and image
‣ Conduct in a cost-effective and efficient manner.
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job analysis

job description

person description

competency profile

recruiting applicants

✦Observation (time-consuming)
✦Critical incident analysis (behaviour-focused)
✦Structured questionnaires
✦Face-to-face interviews with jobholders and line managers.

‣ four basic elements: job title, reporting structure,
purpose of post and description of major duties.
‣ Use verbs to describe what person is/will be
doing
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✦A framework of competencies that can be applied to all jobs performed in
a particular company
✦Core competencies: required of all employees
✦Specialised competencies attached to specific JDs
✦Clusters of competencies
✦Levels of competency.
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✦On-site noticeboards
✦Local or national newspapers
✦Professional journals
✦Minority group newspapers and magazines
✦Recruitment agencies
✦University/college/school careers centres
✦Job centres
✦Radio/television
✦Internet sites
✦A recruitment fair or exhibition
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‣ Gather as much relevant information as possible
‣ Organise and evaluate the information
‣ Assess in order to forecast performance on the
job
‣ Provide information to applicants for decisionmaking.
4

It means questioning assumptions, particularly where someone (including ourselves) asserts some belief as a fact.

Make your decisions more explicit to reduce decision neglect ( not making a decision that needs to be made), to avoid making decisions on autopilot (important actions are taken without deliberation) and to increase mindful, deliberate decision making.

Steap

1) CV 10%

2) Interview 40%

3) case study I 20%

4) Case study II 10%

5) Future colleagues opinion 20%

✦At least two people to shortlist applications independently
✦Note where applications meet and fall short of the person specification/
competency profile
✦Separate all applications according to agreed criteria: suitable/possible/
unsuitable.
✦Rank the suitable applications
✦Shortlisters confer on person specification/competency criteria only and
select suitable number of candidates to call for interview
✦Use online screening systems with caution.

✦Telephone interviews
‣ can be used prior to the shortlisting process
‣ should be monitored to ensure that they are conducted fairly.
✦Face-to-face interviews
‣ most popular and most frequently used method of selection
‣ poor predictor of future performance when there is inexpert interviewing.

✦Gather sufficient information
✦Use structured interviews
✦Have more than one interviewer
✦Only use trained interviewers
✦Allow sufficient time
✦Conduct the interview in a suitable location.

✦Arrange for the reception of candidates
✦Ensure you have a suitable room
✦Review the application forms
✦Review the job description and person specification/competency profile
✦Prepare the interview questions
✦Design an assessment scheme
✦Ensure everyone knows what role they have in the process.

✦CARE : Tell me about the last time you had to resolve a conflict between
colleagues of your team?
‣ Context: What was the situation? When? Where?
‣ Action: What did you do/say?
‣ Role: What was your role/position in this situation?
‣ Effect: How do you evaluate the success of your action?
‣ Scenarios: Imagine you have to …
‣ Open vs closed questions
‣ Simple questions - one thing at a time
‣ Focus on behaviour —> Past behaviour predicts future behaviour
‣ Ask for examples
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✦Encourage candidates to talk
✦Record the information
✦Encourage candidates’ questions
✦Close the interview
✦Evaluate information
✦Record and justify decision
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✦Selection as a strategic activity
✦Interview validity
✦Ways of gaining further objective information

✦Professionally developed and checked
✦Standardised administration and scoring
✦Maximum performance/habitual performance
✦Scores can be related to norms.
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✦Intelligence
✦Ability
✦Interest/motivation
✦Personality
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✦Interviews
✦Psychological testing
✦Assessment centres
✦Using references.
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OPENNESS TO EXPERIENCE

CONSCIENTIOUSNESS

EXTRAVERSION

AGREEABLENESS

NEUROTICISM (EMOTIONAL INSTABILITY)

✦Needs to be well designed
✦Acceptance by all parties
✦Costly but gains extra information
✦Different techniques used need weighting
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✦Identify key critical factors of performance
✦Choose factors that can be tested appropriately by a work sample
✦Identify assessment criteria
✦Design the work sample exercise.
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✦Write instructions for the candidate
✦Design the assessment form
✦Train the assessors
✦If the test is a written one, it may be submitted along with the
application form.
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✦Score and rank candidates
✦Provide information to aid self-selection
✦Communicate with candidates
✦Prepare adequate records
✦Monitor the process.

✦A person may do these by adopting a certain leadership style, according
to the situation:
‣ Directive leadership - Specific advice is given to the group and ground rules are established.
‣ Supportive leadership - Good relations exist with the group and sensitivity to subordinates'
needs is shown.
‣ Participative leadership - Decision making is based on group consultation and information is
shared with the group.
‣ Achievement-oriented leadership - Challenging goals are set and high performance is
encouraged while showing confidence in the groups' ability.