002-modul revisi by hana panggabean

8/3/2019 002-Modul Revisi by Hana Panggabean

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Effective Recruitment

& Interview Technique



Structure of Presentation

Global picture of the topics Job Analysis: steps, building a job profile

Recruitment & selection : sources, methods,

tecniques, and evaluation

Interview

Case study Suggested readings



Global picture of the topics (1)Route Map to Finding and Hiring

JOB ANALYSIS

Strategic HR Planning

JOB PROFILE

(job desc,job spec)

Job Evaluation

(job desc,job spec)

• Compensation & Benefit• Perfomance Appraisal

• other HRM purposes

RECRUITMENTSELECTION



HR Infrastructure

AttractingRewarding & Maintaining Terminating

Utilizing & Development

• Attracting• Man Power Planning• Recruitment & Selection• Orientation & Placement

• Performance Plan• Coaching & Counseling• Performance Appraisal• Education & Training• Career Path

• Compensation• Welfare & Benefit• Salary Structure• Employee Punishment• Employee Relation

• Terminating Value ( MAT )• Pension Plan

Global picture of the topics (2)



Job Analysis (1)

The nature• Systematically collects, evaluates, and organizes information about jobs.

• Main focus of analysis : task & responsibilities and personalqualifications (skill, abilities, knowledge).

• Instrument: interview, panel of experts, questionnaires, employeelogs, observation, checklists.

• Tahapan :•Identifikasi pekerjaan melalui: struktur organisasi, diskusidengan karyawan/penyelia• Pengumpulan data• Penyusunan laporan: job description dan job profile



Job Analysis (2)

Job description & job profile

Main areas of job description inquiry:

• Title, reporting responsibility, accountability, andlocation (geographical & organizational)

• Essential tasks, duties and responsibilities

• Skills, knowledge and individual abilites required of

the job holder to provide an acceptable level of performance

• Working conditions (physical & socialsurroundings), especially if they are unusual.



Job Analysis (3)

Job description & job profile

Job profile : the company demands of the job holder.

• Examine the job desc carefully• List knowledge, skills and behavior needed• Example : job profile for secretary:

Cooperation : works well withother people. Takes time to helpco-workers, customers and

others achieve their goals andassignments

Typing : types a minimumof…words/minute. Familiar with orcan learn,…word processing

softwares.



Recruitment & Selection(1)

Sourcing & methods

RECRUITMENT

Employee Level

• Non-supervisory

• Executive search

Sourcing

• Internal source• promotion• rotation

• External source• vocational schools/universities• on-line database

• personal network/referrals• employment agencies• executive recruiters• job fairs• advertising

Methods

• Personal resume

• Employee testing

• Assessment center

• Interview

• Medical examination




Employee testing Test benefit :

• provide person-job match profile• forecast success or failures on the job• minimize subjective judgments• uncover potential for improving performance

Types of employee testing:• Job test

• Ability test• Aptitude test• Interest

• Personality




Employee testing

Test evaluation:

• specifically related to the job• administered and scored correctly• trained/qualified personnel• conduct validity and reliability measurement

• external criterion

• test-retest, alternative form




Assessment Center Essential features:

• various procedures of individual assessment areused in combination with each other:• job and psychological tests• interview• observation• situational tests• behavioral responses

• multiple assessors• integrated assessment/triangulation• feedback • competency-based




Evaluation

Main consideration of personal resumes:

• Education• Specific work experiences• Progress in each job• Stability

Main consideration when check references:• Directory information• Telephone reference checks: dates of employments, nature of position, work evaluation,strong & limitation, reason to leave, salary levelconfirmation, re-employment possibility,etc



Interview (1)

Structure of successful interview Establishing rapport Getting a perspective on the applicant background

Obtaining information about applicant’s educationand experience

Evaluating accomplishments, job-person fit, personal

characteristics and behavior Giving information about the company & the job Discussing salary

Closing the interview



Interview (2)

Establishing rapport The way to greet: personal welcome

Atmosphere of the interview room:• chair arrangement• no interruption

Interviewer tone during the opening:• small talk

• find a common interest



Interview (3)

Predicting future performance Use relevant, behavioral past experiences

STAR System:• determine the situation or the task for which theapplicant was responsible

• find out what action the applicant took • determine the result of that action

Open-ended question, not a yes-no ones



Fresh graduate or minimum workexperiences:

School/university experiences:

How successful were you in achieving goals ofgroups you headed or were a member of?

Situational questions

How would you handle a strong complaint fromone of the most loyal customer?

Interview (4)

Predicting future performance



Interview (5)

Predicting future performance Can you work in a team? (X)

Tell me about an important co-operation

experiences. How did you handle it? (OK)

Are you a fast learner? (X)

What kind of materials you think you canlearn best? (OK)



Interview (6)

Good interviewer Put applicants at ease Objective decision despite subjective reactions of

applicant’s personality and background Understand and empathize with applicant’s anxiety Provide clear understanding about:

• compensation & benefit• relocation requirements• travel requirements

• starting date• deadline on acceptance of the offer• special job requirements



Sequential Interview Serialized interview

Panel interview

Which types for what?

Interview (7)

Types of interview



Case Study and Suggested Readings

Case Study

Recruitment for new superstores : A-B-Zee by : David WalshSource: Winstanley,Diana & Woodall, Jean. (1995). Case Studies inPersonnel. London: Institute of Personnel & Development.

Suggested ReadingsDe’Campo, Martin. 2005. 11 Ways to cope with uncooperative

hiring managers. In Indonesian Human Resource Handbook. pp.

62-64. Jakarta: ASCORP Handbook Publisher. (terlampir)

Falcone, Paul. 2002. The hiring and firing : Question and answer book.New York: American Management Association (AMACOM).

Thornton, George. C.III.1992. Assessment Centers in Human ResourceManagement. Massachusetts:Addison-Wesley Publishing Company.

002-modul revisi by hana panggabean

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