Recruitment process

၀န္ထမ္းေရြးခ်ယ္ခန္႔အပ္ျခင္း သိေကာင္းစရာမ်ား

1. Module 5 - Recruitment Process

2. Person-job Fit or Person-organization Fit Person-job fit - The traditional approach to recruitment and selection is based on the view that organizations should specify the requirements of the job as closely as possible and then look for individuals whose personal attributes fit those requirements.

3. Job Analysis Job analysis involves examining a job systematically and in detail. There is no single way of doing this. Some methods include: Direct observation may be helpful if you are analyzing repetitive manual jobs, for example.  Discussion with the current job holder and supervisor or line manager is also a useful source of information.  Another method of job analysis is to use the checklist approach, ticking off the various aspects of the job as you consider them.

4. Motivation Person-organization fit - This approach stresses that people's behavior and performance are strongly influenced by the environment in which they find themselves. So being successful in a job in one organization does not necessarily imply success in a similar job in another.

5. Organizational Analysis The broader organizational requirements can be as important as the specific ones for the job itself.  The organization needs creativity, flexibility, the ability to work in a small team, and so on, from the job holder.  In line with the person-organization fit described earlier, it is important to think beyond the technical aspects of the job to the cultural aspects of the organization.

6. Person-Organization fit Person-Organization fit (P-O fit) is a concept that goes back many years, and is generally defined as compatibility between employees and their organizations.

7. Job Description From your analysis of the job you can write a job description which will state what the job holder is responsible for and what they are required to do. There is no one right way of setting out job descriptions. An accurate job description has various uses outside the recruitment process.

8. Advertising the Job There are two principal ways to recruit workers: internally and externally. Most companies will actively use both methods, ensuring opportunities for existing employees to move up in the organization while at the same time fielding new talent. 

9. Internal Recruitment This is done in two principal ways: Advertising Job Openings Internally Using Networking

10. External Recruitment External recruitment focuses resources on looking outside the organization for potential candidates and expanding the available talent pool.  The primary goal of external recruitment is to create diversity among potential candidates by attempting to reach a wider range of individuals unavailable through internal recruitment. 

11. External Recruitment Traditional Advertising Job Fairs and Campus Visits Headhunters and Recruitment Services Online Recruitment

12. Dealing with HR Administration Handling the administration of the recruitment process is largely a clerical activity - but that does not mean you can ignore it.

13. HR Administration Here are a few points you should bear in mind: Inquiries from candidates Application forms Returned application forms Giving notice Shortlisting References Correspondence

14. Module 6 - Selection Process

15. Selection Interview Traditionally , the interview has been the main means of assessing the suitability of candidates for a job. Almost all organizations use the interview at some stage in their selection process. Similarly, most applicants expect to be interviewed.

16. Selection Interview It is a matter of debate whether an interview accurately assesses ability at work, relevant experience and work skills.

17. The aim of the selection interview To explain the work of the organization, the job and any features such as induction and probation To set expectations on both sides, including a realistic discussion of any potential difficulties (if appropriate) To enable the candidate to assess whether they want the job being offered

18. Interview Preparation Aptitude tests Personality tests Assessment center

19. The interviewer(s) needs the following for the interview: Job description, person specification Individual application forms, CVs, etc. Details of terms and conditions of employment: hours of work, fringe benefits, perks, etc. Information on general prospects, training, induction etc. within the organization

20. What does the candidate need? Details of venue; to be met on arrival Access to facilities: toilets, any special needs for candidates with disabilities Comfortable waiting area

21. Recruitment Keyword and Key Process

22. Key point of Recruitment Process #1—Identifying the hiring need #2—Planning #3—Searching #4—Identifying viable candidates #5—Recruiting of A-level candidates #6—(Telephone) screening #7—(Face-to-face) interviewing #8—Offering of employment #9—Hiring of the candidate #10—Onboarding of the candidate

23. What is cost per hire ? (CPH) Cost per hire is the average amount of money you spent on making a hire. This metric is useful when you are creating or tracking your recruiting budget .

24. 4 Types of Employee Turnover Retirements Internal Transfers Involuntary Turnover Voluntary Turnover

25. Reporting

26. Summary of Monthly standard Turnover Ratio January -2018

27. Thank You