human resource management人力資源管理employees

1、TUTORIAL 4 Selecting E.auToday - Week 4Week 4 Lecture RecapLiving Case ModuleQuestions?.auEmployment CycleAttractionRecruitmentSelection and placementInduction and socialisationRetention and development - career prospects, job security, family friendly workpla

2、cesTurnover voluntary(eg resignation) and involuntary(eg dismissal, retrenchment or redundancy).auRecruiting TalentEmployee Value Proposition = reveals what your company offers that employees value. This includes defining not just the salary or job responsibilities and opportunities,

3、 but the companys culture and ambitionsEmployee attraction (Recruitment) is the process of locating and attracting suitable people for vacant positions within an organisation.The Selection of the right employee for the vacant position (either from within or outside) will have far reaching effects on

4、 the continued viability of the organizationThe Strategic direction of a business, its culture and the competencies required, determine the type of attraction process undertaken, and selection tools .auSelecting the right candidate: the process of selectionResponse Selection

5、 Criteria and CVCompetency Testing Short listInterviewShort(er) listFinal InterviewTrial and P.auSelecting employeesSelecting the right employees is important for four main reasons. 1) improved employee and organizational performance; 2) your own performance depends partly on

6、 your subordinates; 3) can help reduce dysfunctional behaviors at work; and 4) it is costly to recruit and hire. Legal and Negligent HiringReliability refers to the consistency of scores obtained by the same person when retested with identical or equivalent .auSelecting employe

7、esValidity refers to evidence that performance on a test is a valid predictor of subsequent performance on the job. It answers the question, “Does this test measure what its supposed to measure?”Criterion validity shows that scores on the test (predictors) are related to job performance.Content vali

8、dity shows that the test contains a fair sample of the tasks and skills actually needed for the job in question.Note: The difference between reliability and validity. If 100 accident-prone, careless applicants took the same test and scored well on it, the test would be reliable because the results a

9、re consistent. However, if the purpose of the test was to identify safety-conscious applicants, it would not be valid as a test because it does not predict good safety performance on the job, the very thing it was intended to .auInterviewing employeesStructure structured or d

10、irected interview. Acceptable answers could be predetermined and rated according to appropriateness of content. Type of Questions - Interviews can be classified according to the nature or content of their questions, such as situational interviews, job-related interviews, behavioral interviews, and s

11、tress interviews. Puzzle questions are also popular today, and are used to see how candidates think under pressure. How Useful Are Interviews? Studies confirm that the validity of interviews is greater than previously thought. Structured interviews are more valid than unstructured interviews for pre

12、dicting job performance. Some traits, however, are not able to be accurately assessed in an .auCommon mistakesSnap Judgments Interviewers tend to jump to conclusions about candidates during the first few minutes of the interview.Negative Emphasis Interviewers tend to have a

13、 consistent negative bias and are generally more influenced by unfavorable than favorable information about the candidate.Not Knowing the Job Interviewers who dont know precisely what the job entails and what sort of candidate is best suited for it usually make their decisions based on incorrect or

14、plete stereotypes of what a good applicant is.Pressure to Hire Pressure to hire can undermine an interviews .auCommon mistakesCandidate Order (Contrast) Error the order in which you see applicants affects how you rate them. Influence of Nonverbal Behavior can have a surpri

15、singly large impact on an applicants rating. Inexperienced interviewers may try to infer the interviewees personality from vocal and visual cues, such as energy level, voice, and level of extraversion.Attractiveness Interviewers have to guard against letting an applicants attractiveness and gender p

16、lay a role in their rating.Ingratiation Agreeing with the interviewers opinions, and self-promotion to create an impression of competence are used by clever interviewees in order to manage the impression they present.Nonverbal Implications Interviewers should endeavor to look beyond behavior to who

17、the person is and what they are saying, as candidates are trained to “act right.”.auSelecting employeesDiscuss at least four basic types of personnel tests. .auSelecting employeesDiscuss at least four basic types of personnel tests. There are many types of personnel t

18、ests in use, including intelligence tests, tests of physical skills, tests of achievement, aptitude tests, interest inventories, and personality .auSelecting employeesCompare and contrast a job offer letter and a contract, and discuss the basic components of each. business.uts.

19、edu.auSelecting employeesCompare and contrast a job offer letter and a contract, and discuss the basic components of each. In a job offer letter, the employer lists the offers basic information. It typically includes job-specific information (such as details on salary and pay), benefits information,

20、 paid leave information, and terms of employment (including, for instance, successful completion of job testing and physical exams). Crucially, there should be a strong statement specifying that the employment relationship is “at will.” In contrast to a letter of offer (which should always be “at wi

21、ll”), it is not unusual for an employment contract to specify a duration (such as three years). Given this, the contract will also describe grounds for termination or resignation and severance provisions. The contract will almost always also include terms regarding confidentiality, nondisclosure req

22、uirements, and covenants not to .auLiving Case ModuleGoogle: How we hireLaszlo Bock, Googles head of people operations, with the Hulk at the companys Silicon Valley HQ. Photograph: Winni W.auLiving Case ModuleNet hiring each year at Google is 5,000-8

23、,000 people (2 million applications -11,000 per day). 14% of Google employees have no college degree. The Google Recruitment ProcessAccording to Laszlo, there are three screening phases in the recruiting process.Screen 1: Every person gets looked at by a human. Google over-invest in recruiters.Scree

24、ns 2: Phone contact (if you are an engineer your technical coding ability is reviewed and everybody is tested for cognitive ability, and a little bit of cultural fit assessment)Screen 3: Interview. The biggest mistake people make in the interview is that they come in feeling; vulnerable, nervous and

25、 determined to show the best side of themselves. Therefore, they are only focused on the likely questions that might arise. However, people tend to forget how to be curious about how Google works.WARNING: 1% of people are lying about their situationso Google do background .auL

26、iving Case ModulePreparing for InterviewTo prepare for interviews, recruits should be ready to demonstrate authentic interest in Google, and the job they are applying for. As an example, they might do some homework on what they love and hate about Google. Furthermore, Google wants to hear about what

27、 potential recruits think. However, authenticity, passion, and interest are not often demonstrated by many people, because they are terrified by the interview situation. Therefore, candidates should take a position on something and ask questions, if they feel that an issue is important to them (it m

28、ight also be important for Google). NOTE On Minority Hiring: Despite Googles best efforts; black, Hispanic and womens representation in computer science is not good. Google have been trying to increase these figures and internships recruitment diversity is improving through targeted outreach program

29、s. Furthermore, Google are broadening the unconscious conscious, by implementing the Unconscious Bias Training P.auLiving Case ModuleBiggest Resume MistakesAccording to Laszlo, writing a resume and interviewing are two of the most valuable skills anybody could ever have in the

30、ir lives. This is where you have the greatest leverage when negotiating with an employer. However, people tend to poorly write what they have plished (not clearly stating: plished x, as measured by y, by doing z). The reason this is so important is because it gives the recruiter an understanding of

31、the; candidate thought process, level of difficulty they achieve etc.Having a broad background can allow people to see problem connections (if you just have depth you may not see these connections). The more you know about more things, the more interesting connections you can make. Therefore, potent

32、ial recruits should demonstrate this ability in the .auLiving Case ModuleThe Four Google Recruiting CriteriaGeneral Cognitive Ability: Google look at not just smarts but; problem solving ability, curiosity, and ability to learn. You are much better off hiring someone who can l

33、earn than somebody who knows what they are doing (the learner can figure it out). If you know what youre doing you can always acquire skills that are new. GPA (grade point average) is not necessarily a good indicator or fit (grades are only predictive of performance for the first two years out of co

34、llege). At Google, GPA is only used with newly-graduated students.Emergent Leadership Ability: Google think about leadership in terms of people who are willing to step into a difficult problem and step out when their expertise is not needed. Google break all the work down into small family size teams (4-6 people) and different skill sets (diverse backgrounds). One pe