RECRUITMENT & SELECTION

“Finding the best man/woman for the job”

On-line training

© M

igu

el M

. C

oim

bra

, 20

15

SUMMARY

1. FROM RECRUITMENT TO PLACEMENT

2. ROAD MAP

3. RECRUITMENT NEEDS

4. REQUIREMENTS AND COMPETENCES

5. FINDING CANDIDATES

6. SELECTING CANDIDATES

7. HIRING AND PLACING

© M

igu

el M

. C

oim

bra

, 20

15

FROM RECRUITMENT TO PLACEMENT

We have a vacancy to fill…

© M

igu

el M

. C

oim

bra

, 20

15

FROM RECRUITMENT TO PLACEMENT

RECRUITMENTFIND

SELECTION

PLACEMENT

CHOOSE

PLACE

© M

igu

el M

. C

oim

bra

, 20

15

RECRUITMENT

• SEARCH FOR APPLICANTS

• PROVIDE INFORMATION

• ENCOURAGE APPLICATION

• ATTRACT THE BEST CANDIDATES

SET OF CANDIDATES

© M

igu

el M

. C

oim

bra

, 20

15

SELECTION

• KNOW THE CANDIDATES• DIFFERENTIATE • IDENTIFY THE BEST

FIND THE MOST SUITABLE TO THE ORGANIZATION

GREATER PROSPECTS OF SUCCESS

© M

igu

el M

. C

oim

bra

, 20

15

PLACEMENT

• ASSIGN JOBS TO CANDIDATES• PLACE THE NEW EMPLOYEES• BASIC INFORMATION• WELCOME, GUIDE, INTEGRATE• SOCIALIZATION

OPTIMIZE THE CONDITIONS FOR A GOOD PERFORMANCE BY THE NEW EMPLOYEES

© M

igu

el M

. C

oim

bra

, 20

15

ROAD MAP

NEEDS

CANDIDATES

REQUIREMENTS

SELECTION

DECISION

HIRE

PLACEMENT

© M

igu

el M

. C

oim

bra

, 20

15

NEEDS FOR RECRUITMENT

• PLANNED• RETIREMENTS• OTHER PREDICTABLE EXITS• CHANGES IN THE ORGANIZATION• ANTICIPATION OF ENVIRONMENT CHANGES

• UNEXPECTED• RESIGNATIONS• ACCIDENTS, DEATHS• ILLNESS

© M

igu

el M

. C

oim

bra

, 20

15

REQUIREMENTS

“WHAT DOES IT TAKE TO DO JOB?”

• ACADEMIC KNOWLEDGE• TECHNICAL KNOWLEDGE• QUALIFICATIONS• CAPACITIES / SKILLS• BEHAVIOURS

CO

MP

ET

EN

CE

S

© M

igu

el M

. C

oim

bra

, 20

15

COMPETENCES• TECHNICAL

• “KNOW HOW TO DO”• KNOWLEDGE / QUALIFICATION• ACQUIRED IN SCHOOL AND FORMAL TRAINING• CROSS-CUT TO ORGANIZATIONS• INTELLIGENCE / FORMAL KNOWLEDGE

• BEHAVIOURAL• “KNOW HOW TO BE / HOW TO PERFORM”• PERSONAL SKILLS• ACQUIRED BY EXPERIENCE AND PRACTICAL TRAINING• SENSITIVE TO ORGANIZATION CULTURE AND ENVIRONMENT• EMOTIONS / INFORMAL KNOWLEDGE

SO

FT

SK

ILL

SH

AR

D S

KIL

LS

© M

igu

el M

. C

oim

bra

, 20

15

COMPETENCES• TECHNICAL

• QUANTITATIVE METHODS• FOREIGN LANGUAGES• WRITING• USE SOFTWARE• ACCOUNTING

• BEHAVIOURAL• LEADERSHIP• COMMUNICATION• NEGOTIATION• INNOVATION• TOLERANCE TO STRESS

SO

FT

SK

ILL

SH

AR

D S

KIL

LS

EXAMPLES

© M

igu

el M

. C

oim

bra

, 20

15

COMPETENCES

JOBORGANIZATION STRUCTURE

1

OBJECTIVESINTERACTION

STASKS

2 N 1 2 N

DEPARTMENT CULTURE

CO

MPE

TEN

CE

A

CO

MP

ET

EN

CE

B

CO

MP

ET

EN

CE

C

CO

MP

ETE

NC

E E

CO

MP

ET

EN

CE

D

CO

MPETEN

CE F

CO

MPETEN

CE G

CO

MPE

TEN

CE

H

CO

MP

ETE

NC

E I

COMPETENCE PROFILE

© M

igu

el M

. C

oim

bra

, 20

15

FINDING CANDIDATES

INTERNAL VS. EXTERNAL

• MOTIVATION• MEET EXPECTATIONS• CAREER PERSPECTIVE• LESS RISK• LESS TIME• LESS EXPENSE• EASIER INTEGRATION

• BROADER CHOICE• MORE ACCURATE• BRINGS ‘NEW BLOOD’• IMPORT EXPERIENCE

• NO INNOVATION• RESTRICTED CANDIDATES• OTHER VACANCY

• LONGER• MORE EXPENSIVE• HARDER INTEGRATION • MAY AFFECT MOTIVATION

© M

igu

el M

. C

oim

bra

, 20

15

FINDING CANDIDATES

• WHERE• EDUCATIONAL INSTITUTIONS• EMPLOYMENT AGENCIES• CASUAL AND PREVIOUS CANDIDATES• EVERYWHERE• NATIONAL / INTERNATIONAL

• HOW• INTERNAL ADVERTISING – WEBPAGE, BOARD• MEDIA ADVERTISING – PAPERS, WEBSITES…

• OUTSOURCE – RECRUITING AGENCIES

© M

igu

el M

. C

oim

bra

, 20

15

FINDING CANDIDATES

• TIPS ON ADVERTISING• IDENTIFICATION OF THE ORGANIZATION• JOB TITLE AND WORKPLACE• SUMMARY OF TASKS AND GOALS• OUT OF THE ORDINARY FEATURES • MANDATORY REQUIREMENTS• OTHER REQUIREMENTS• SALARY – IF FIXED BY REGULATION AND NON-NEGOTIABLE• APPLICATION METHOD AND DOCUMENTATION

MORE SPECIFIC - LOWER PROBABILITY OF UNWANTED CANDIDATES

© M

igu

el M

. C

oim

bra

, 20

15

SELECTING CANDIDATES

CV SCREENING1

2 SELECTION TESTS

JOB INTERVIEW3

PHYSICAL / MEDICAL EXAM- PORTFOLIO ANALYSIS-

© M

igu

el M

. C

oim

bra

, 20

15

SELECTING CANDIDATES

CV SCREENING1

• WHAT• ANALYSE CURRICULA AND OTHER DOCUMENTS• CHECK FORMAL MANDATORY REQUIREMENTS

• ACADEMIC DEGREES• PROFESSIONAL QUALIFICATIONS

• WHY• ELIMINATE CLEARLY UNQUALIFIED• SAVE TIME AND MONEY

© M

igu

el M

. C

oim

bra

, 20

15

SELECTING CANDIDATES

• WHAT• WRITTEN, ORAL OR PRACTICAL TESTS• GROUP DYNAMICS AND SIMULATIONS • CHECK COMPETENCES

• KNOWLEDGE• INTELLIGENCE• PERSONALITY• WHY

• STANDARD INSTRUMENTS AND MEASURES• COMPARE CANDIDATES

2 SELECTION TESTS

© M

igu

el M

. C

oim

bra

, 20

15

SELECTING CANDIDATES

• WHAT• FORMAL MEETING• FACE TO FACE INTERACTION• DISCUSS ABILITIES, EXPERIENCE, EXPECTATIONS• CHECK LANGUAGE AND COMMUNICATION SKILLS

• WHY• FIRST HAND INFORMATION• TWO WAY COMMUNICATION• CLARIFY DETAILS

3 JOB INTERVIEW

© M

igu

el M

. C

oim

bra

, 20

15

SELECTING CANDIDATES

• QUESTIONS• INFORMATIVE• SITUATIONAL – HYPOTHETIC SITUATION• ANALYSIS OF CONCRETE SITUATIONS• PRESSURE INDUCEMENT

3 JOB INTERVIEW

NON-DIRECTIVE STRUCTURED

PANEL INTERVIEWS – REINFORCE OBJECTIVITY

© M

igu

el M

. C

oim

bra

, 20

15

SELECTING CANDIDATES

• TIPS ON INTERVIEWING• PREPARE THE SITE• NO DISTRACTIONS, ROUND TABLE, WAITING ROOM• WARM-UP / ICE BREAKING QUESTIONS• EMPATHY - POLITE CURIOSITY - HIDE EMOTIONS• PAY ATTENTION TO NON-VERBAL COMMUNICATION• NON-ABRUPT CONCLUSION• DON’T LET SEE YOU NOTES• RECORDS/EVALUATE RIGHT AFTERWARDS• AVOID LENIENCY, HALO EFFECT, SIMILARITY EFFECT

3 JOB INTERVIEW

© M

igu

el M

. C

oim

bra

, 20

15

SELECTING CANDIDATES

FINAL DECISION

• MEET COMPETENCE PROFILE

• SHARES ORGANIZATION VALUES

• MOTIVATED

• FIT IN THE TEAM

© M

igu

el M

. C

oim

bra

, 20

15

HIRING PROCESS

• COMMUNICATE DECISION• SET A MEETING• SALARY AND BENEFITS• WORKING HOURS AND SCHEDULE• ASK INFORMATION – FORMS• DISCUSS CONTRACT• SET STARTING DATE• SIGN CONTRACT

© M

igu

el M

. C

oim

bra

, 20

15

PLACE NEW EMPLOYEE

• BASIC INFORMATION – WELCOME MANUAL• DUTIES & RESPONSIBILITIES• REGULATIONS AND POLICIES• SAFETY RULES• ORGANIZATIONAL STRUCTURE, KEY MANAGERS

• INFORMATION

• SHOW AROUND• PRESENT – SUPERVISOR, CO-WORKERS• FACILITIES – CAFETERIA, BATHROOM, PARKING

• PREPARE WORK SITE – COMPUTER, TOOLS, STATIONERY

© M

igu

el M

. C

oim

bra

, 20

15

PLACE NEW EMPLOYEE

We filled the vacancy!

© M

igu

el M

. C

oim

bra

, 20

15

TRUE OR FALSE?

Technical competences are generally acquired at school

Internal recruitment is always preferable to external recruitment

In the selection procedures, job interview must be the first method to apply

A competence profile is the set of competences required to a good performance on a job

The aim of a selection process is to identify the most suitable candidate for a job

There is no advantage in using a welcome manual when hiring new employees

CLICK ONLY AFTER ANSWERING

© M

igu

el M

. C

oim

bra

, 20

15

EXERCISE1. CHOOSE A JOB THAT EXISTS IN YOUR ORGANIZATION

2. IDENTIFY ITS PLACE IN THE ORGANIZATIONAL STRUCTURE

3. DEFINE ITS TASKS AND OBJECTIVES

4. BUILD THE COMPETENCE PROFILE THAT IS REQUIRED FOR THAT JOB, IDENTIFYING TECHNICAL AND BEHAVIOURAL COMPETENCES

5. SET UP A PLAN TO RECRUIT FOR THAT JOB: WHERE AND HOW ARE YOU GOING TO FIND CANDIDATES? WHO WILL DRIVE THE RECRUITMENT AND SELECTION PROCESS? WHICH METHODS WILL YOU APPLY?...

© M

igu

el M

. C

oim

bra

, 20

15

THANK YOU!

Miguel M. CoimbraDirector, Human Resources Division

Instituto Superior Técnico

miguel.m.coimbra@tecnico.ulisboa.pt

http://drh.tecnico.ulisboa.pt