Job Analysis

RECRUITMENT AND PERSONNELSELECTIONProf. FERNANDO DÍEZ RUIZMarch 2010

SELECTION PROCESS• The selection process is not about choosing the bestcandidate ...... but the candidate whose profile is most adequate for thecurrent and future needs of a position in a givenenvironment.• THE GOAL to eliminate candidates in order todetermine the best suited applicant for the position tobe filled.

WE WILL FOLLOW THIS SCHEMEJob analysis anddescriptionRecruitmentTestsInterviewMedical examinationIncorporation to thenew positionPre-selectionReference checkingTraining andprobationaryperiodIf accepted…If accepted…Definitive hiring

JOB ANALYSIS• Evaluation of needs and job requirements JobAnalysis• Tasks• Connection with previous jobs• Needed knowledge, skills and abilities• We conclude the demands and requirements ofthe candidate to fill the position

RECRUITMENT• GOAL To attract sufficient quantity and quality ofpotential candidates for the vacant position.

INTERNAL SOURCES• ADVANTAGES : THE CANDIDATE IS DETECTED FASTER THE CANDIDATE IS ALREADY A MEMBER OF THE ORGANIZATION WE HAVE A LOT OF RELIABLE INFORMATION ABOUT HIM/HER THE CANDIDATE QUICKLY INTEGRATES INTO THE ENTERPRISE CULTURE IT IS AN INCENTIVE CONNECTION BETWEEN EFFECTIVE TIME AND EFFORT IT CREATES A LOWER LEVEL VACANCY THAT IS EASIER TO COVER• DISADVANTAGES: LACK OF INNOVATIVE IDEAS FROM THE CANDIDATE MISTAKE OF THINKING THAT HE/SHE WILL NECESSARILY PERFORMCORRECTLY IN THE NEW POSITION IT IS NECESSARY TO HAVE AN UPDATED AND OBJECTIVE KNOWLEDGE ABOUTTHE STAFF

EXTERNAL SOURCES• EXTERNAL SOURCES: Requests and offers Employment offices Training Centers: universities, training centers, master or postgraduatecourses, etc. Associations, professional or non professional (for cultural, relational, socialpurposes). Our competitors’ staff members. Consultancy specialized in labor market. On-line companies.• THEIR EFFECTIVENESS DEPENDS ON THE MOMENT OF THE SEARCH• QUALITATIVELY MORE UNCERTAIN THAN INTERNAL SOURCES• COMMONLY USED GIVEN THEIR FEW LIMITATIONS AND GOOD QUANTITATIVEPERFORMANCE• EXTERNAL AND INTERNAL SOURCES ARE COMPLEMENTARY

RECRUITMENT METHODS• HOW CAN WE FIND THE CANDIDATES? Means to broadcast theoffer• IT DEPENDS ON... The position Candidates’ profileChosen sources• COMMONLY USED METHODS: Presentations to recent graduates, conferences, etc. Brochures featured by companies for recent graduatesDirect or personal contact slow and costly method, justified when searching forquality candidatesInformal networking communicate offers to people close to the organization; itis a very successful methodBulletin board for recruitment within the company and academic centersCommercials a widely used method

PRESS ADVERTISEMENTJob descriptionFuture career projectionGenderAge:– Setting an age curveCompany or workplacelocationMeans of transportationWorking hoursBenefits and advantages– Setting a maximum andminimum– Setting an upper limitCompensation– Candidates may be lost– It is difficult to determinehow much to pay a personwithout knowing him/herHow to respond to the ad:– Easy ways of response– Requires the least effort tothe candidate– Facilitates the applicationprocess to those candidateswho are currently employedelsewhere– Negative impact within thecompany

PRESELECTION• First, review the job analysis and candidate description• Remember the minimum and essential requirements• The nominations are divided into 3 groups: Those who fit Those who do not fit completely Those who do not fit most requirements• It is recommended to answer all received applicationsit protects the company’s image

CURRICULUM VITAE PRESELECTION• Formal analysis• General presentation. Paper Quality• Remarkable details• Internal formal consistency/inconsistency• Form of expression• Important weaknesses• Positive aspects• Content analysis. Person-job description adaptation.• Personal information• Academic training• Additional training• Work experience• Computer skills• Languages• Hobbies• Graphology (cover letter).

TESTS• GOAL to predict the success probability thatcandidates ould have when performing the task• Judge and evaluate candidates’ qualities, not inabsolute terms but related to the offered position

PROFESSIONAL TESTS• Try to reproduce the work conditions• For positions where tasks are clearly definedPSYCHOMETRIC TESTS• Intelligence Tests• Personality Tests• Aptitude Tests• Knowledge tests• Simulation techniques• Graphology• Personal interview

JOB INTERVIEWIt is essential a resource that we have to personally meetthe candidate, to see his/her appearance, behavior,reactions…

INTERVIEW GOALS• To determine the suitability of a candidate for a specific position• To provide information about the candidate• To evoke a feeling of goodwill on the candidates about the company,regardless of the outcome of the interviewTHE JOB INTERVIEW SHOULD DETERMINE: If the candidate has the knowledge orexperience to perform the job (if he/she knows)If the candidate has the skills required for theposition (if he/she can)If the candidate is motivated to work (if he/shewants)WANTS TO ACTOwn imageMotivationStimulating contextRecognitionKNOW HOW TO ACTTrainingExperienceCareerCAN ACTOrganization of workPositive environmentResources

COMMOONLY ASKED UNSTRUCTERED EMPLOYMENTINTERVIEW QUESTIONS• Why should I hire you?• What do you see yourself doing five years from now?• What do you consider your greatest strengths andweaknesses?• How would you describe yourself?• What college subjects did you like best? Least?• What do you know about our company?• Why did you decide to seek a position with the company?• Why did you leave your last job?• What do you want to earn five years from now?• What do you really want to do in life?

DEVELOPMENT OF AN INTERVIEW1. Preparation• Review of personal history• Career review• Prepare the location of the interview• Prepare an evaluation sheet2. Beginning the interview• Reception and welcome• Purpose of the interview• Professional Experience3. Deepening4. Presentation of the position• Presentation of the position• Remuneration (salary)• Company presentation5. Farewell• Summary of the continuing process• Information about the reporting ofresults• Final Questions• Farewell• Training• Professional Experience• Reasons for change• Interests and aspirations• Career• Status and family details

SIMULATION EXERCISES• CASE ANALYSIS• MANAGEMENT GAMES• GROUP DISCUSSION• SITUATIONAL TEST

FINAL STAGE• MEDICAL EXAMINATION Determines whether the candidate has the physical requirements demandedby the position Clarifies if the candidate has medical limitations Establishes a base record of the candidate’s health Identifies health problems; can reduce absenteeism and accidents Detects unknown diseases• FINAL DECISION Decision Economic aspects Work conditions

FINAL STAGE• INCORPORATION Meeting new colleagues and immediate supervisor Information about the job’s specific characteristics and tasks Rules and policies Organization chart Questions• PROBATIONARY PERIOD Previous to the definitive hiring