Personnel recruitment and selection manual

Introduction

This personnel recruitment and selection manual is developed based on the matter of administration and development of public personnel and which is based with the purpose of improving the way of recruiting personnel for the public and private sector who must act within their best capacities for the institution in which they will work.

In this sense, it is intended to create the bases to establish the lines to incorporate and select personnel who meet a profile related to the skills for each required position within the organization, in order to strengthen personnel administration and continuous improvement. of the processes.

From there it will be possible to demonstrate the efficiency and effectiveness that can be achieved in developing an institution whatever it may be, in order to fulfill its objectives through the selection of a specific position.

An organization is a unit made up of two or more people, operating relatively constantly in order to achieve a common goal or series of goals. How these people work and interact with each other will largely determine the success of the organization. In this sense, the importance of the way in which personnel are chosen is evident. Poorly trained people will cause large losses to companies both due to errors in the various procedures, and lost time. Likewise, people with an inappropriate character will produce conflicts, altering the harmony that must exist between individuals, which will inevitably affect overall job performance. For this reason, there needs to be a rigorous and effective way to bring together the best possible contingent for the success of the organization.

The recruitment and selection processes, extensively discussed in this work, are the best way to achieve this objective. The psychologist, with the knowledge that he handles about individuals and their ways of relating to others, and to themselves, provides a valuable nuance in this task.

Given that the organizational world, both public and private, has realized this, this field opens up as a real alternative for development for these professionals. This is the main reason why the topic has been chosen for your research and analysis.

Abstract

This manual recruitment and selection of staff, is developed based on the administration and development of public personnel and which is founded with the purpose of improving the way of recruiting for the public and private sector who must act within his best capacities to the institution where they will work.

In this sense, we aim to create the basis for establishing the lines to incorporate and selecting staff that meets a kindred profile skills required for each position within the organization, thus strengthening personnel management and continuous improvement processes.

From there you can demonstrate the efficiency and effectiveness that can reach develop an institution whatever it is, thereby meeting their objectives through the selection of a particular post.

An organization is a unit composed of two or more persons, who works with relative constancy in order to achieve a goal or a set of common goals. The way these people work and interact with each other, largely determine the success of the organization. In this regard, the importance, the way they choose to staff is evident. Recently trained people cause great losses to businesses therefore errors in the various procedures, such as lost time. Likewise, people with an unsuitable character conflicts occur, altering the harmony that should exist between individuals, which inevitably affect the overall job performance. Therefore, there must be a rigorous and effective way to gather the best possible quota for the success of the organization.

The recruitment and selection, widely discussed in this paper, are the best way to achieve this. The psychologist, with the knowledge that handles about individuals and their ways of relating to others, and themselves, provides a valuable nuance in this task.

Since both public and private organizational world has realized this, this field is opened as a real alternative development for these professionals. This is the main reason why we have chosen the subject for research and analysis.

Recruitment and staff selection

I.- Recruitment:

1. Definition

The process of identifying and recruiting qualified candidates to fill vacancies is called recruiting. The recruiting process begins with the search and ends when job applications are received. In this way, a set of applicants is obtained, from which the new employees will subsequently leave. The selection process is considered independently of recruitment.

Job descriptions are essential tools, they provide basic information about the roles and responsibilities that each vacancy includes.

Adequate human resources to perform certain tasks are not abundant in any society.

2. Recruitment process

Recruiters go through several steps. The recruiter identifies vacancies through human resource planning or at the request of management. The human resources plan can be especially useful, because it illustrates current and future vacancies.

The recruiter will refer to both the needs of the position and the characteristics of the person who performs it. Whenever deemed necessary, the recruiter should request additional information by contacting the manager who requested the new employee.

3. Recruitment environment

Consideration should be given to the environment in which they will move.

The limits of this environment originate in the organization, the recruiter and the external environment, of which the most important elements are:

• Internal and external availability of human resources Company policies Human resources plans Recruitment practices Job requirements

Internal and external availability of human resources:

The unemployment rate in the area, the conditions of the company's branch, an abundance or scarcity in the supply of personnel, changes in labor legislation and the recruitment activities of other companies include in the task of obtaining a group of applicants for a given occupation. Although these factors are included in human resource planning, economic conditions often change rapidly.

The recruiter can go to three basic indices:

• Economic indicators. They allow to know the current economic situations of a sector, a geographical area or the entire nation Recruitment activities of other companies. They allow knowing the basic strategies proposed by competing organizations. In many cases, it can be measured with relative precision through posted notices. But this technique can be costly. The company's current sales and goals. Because HR plans are partially based on sales predictions, variations between actual and forecast sales are a vital factor.

Company Policies (Organization Rules)

Sometimes, the policies that the company sets can become limiting of the recruitment activities.

• Internal promotion policies. Internal promotion policies stipulate that current employees have a preferential option to access certain positions. It has the merit of guaranteeing each employee a career and not just a job. This practice can have the negative effect of limiting the entry of people with new ideas and perspectives into the organization. Obviously, the need for an up-to-date inventory of staff knowledge and skills increases when the organization institutes this policy. Compensation Policies. A common limiting factor in many recruiting areas is the compensation levels that organizations stipulate. Recruiters typically have a minimal degree of discretion in the compensation they offer.Recruitment at the international level leads to multiple exceptions and modifications of national policies. In this area, the recruiter should work in collaboration with the corporation's legal and commercial advisers. Policies on personnel status. Acting in accordance with the laws of a given country, the organization may proceed to veto or favor the hiring of temporary staff, for example. These decisions and parameters will directly affect recruitment activities. International recruitment policies. Often, certain laws stipulate the maximum level of foreigners who can work in an organization, which has direct effects on the policies of a corporation.the recruiter should work in collaboration with the corporation's legal and commercial advisers. Policies on personnel status. Acting in accordance with the laws of a given country, the organization may proceed to veto or favor the hiring of temporary staff, for example. These decisions and parameters will directly affect recruitment activities. International recruitment policies. Often, certain laws stipulate the maximum level of foreigners who can work in an organization, which has direct effects on the policies of a corporation.the recruiter should work in collaboration with the corporation's legal and commercial advisers. Policies on personnel status. Acting in accordance with the laws of a given country, the organization may proceed to veto or favor the hiring of temporary staff, for example. These decisions and parameters will directly affect recruitment activities. International recruitment policies. Often, certain laws stipulate the maximum level of foreigners who can work in an organization, which has direct effects on the policies of a corporation.the organization may proceed to veto or favor the hiring of temporary staff, for example. These decisions and parameters will directly affect recruitment activities. International recruitment policies. Often, certain laws stipulate the maximum level of foreigners who can work in an organization, which has direct effects on the policies of a corporation.the organization may proceed to veto or favor the hiring of temporary staff, for example. These decisions and parameters will directly affect recruitment activities. International recruitment policies. Often, certain laws stipulate the maximum level of foreigners who can work in an organization, which has direct effects on the policies of a corporation.

Human resource plans:

In large, technologically advanced companies, recruiters often use a human resources plan to define their recruiting strategy, especially when the corporation follows a policy based on internal promotions. These plans can stipulate which positions are to be filled by outside staff, and which are to be filled externally.

Recruitment practices:

Organizations often tend to perpetuate policies and practices that have worked in the past, without subjecting them to critical analysis, without considering that they should be reviewed frequently.

Job requirements:

The recruiter must ask the question: What does this position really require? At intermediate levels, it has often been determined that the really essential skills are the ability to read and write well, an attitude of professional responsibility, and the ability to communicate with other people. The willingness to learn is also a crucial characteristic. Generally, more qualified and experienced people will request higher incomes.

A second difficulty stems from the low level of job satisfaction that an excessively qualified person may find in a position that presents minimal challenges to their professional capacity.

Determining exactly what the responsibilities of the position you are trying to fill will be the only alternative to obtaining suitable candidates. It is essential to answer the following:

To perform this position:

• What needs to be done, what needs to be known, what needs to be learned, what experience is really relevant?

Costs: The recruiter must operate within budgets that are often inflexible. The cost of identifying and attracting candidates can sometimes be considerable for the organization.

Incentives: Modern companies not only promote their products, they also sell their work image, with incentives and programs that give them a margin of advantage in the field of human resource recruitment.

Examples: support programs for the formal education of your staff, childcare services, cafeteria plans.

Basic components of recruitment

Recruitment involves a process that varies by organization. It consists of a set of techniques and procedures aimed at attracting potentially qualified candidates capable of occupying positions within the organization. To be successful, recruiting must attract a sufficient number of candidates to adequately supply the selection process. In addition, it consists of carrying out activities related to research and intervention in sources capable of providing the company with a sufficient number of people to achieve the objectives.

Recruitment requires rigorous planning made up of a three-phase sequence:

• Internal research on needs External market research Recruitment methods to be applied

In other words, in these phases are distinguished: the people that the company requires, what the human resources market can offer and the recruiting techniques. Thus, a general outline of a recruitment process would imply:

• Human resources planning Receiving specific requests for personnel Identifying required vacancies Obtaining information from the job analysis Confronting management's directions Verifying job requirements Applying the appropriate method of recruitment Obtaining optimal candidates for the selection process.

5. Actions to be taken before starting recruitment activities

According to the above, it can be deduced that companies have several alternatives before starting a recruitment process, in order to solve problems in terms of personnel. These alternatives should be based on the circumstances surrounding the environment:

Internal and external availability of human resources, company policies, human resource plans, recruiting practices, and job requirements. Internships range from promotions or transfers, overtime payments, outsourcing of activities, temporary employees.

The company must consider as a basis for developing a scheme of a recruitment process information regarding: Economic indicators, recruitment practices of other companies, sales budgets, planned goals; internal promotion policies of the company, salary policies, etc.

Meaning of the internal recruitment term

What does the term internal recruitment mean? Advantages and disadvantages

Recruitment is internal when, when a certain vacancy arises, the company tries to fill it by relocating its employees, who can be promoted (vertical movement) or transferred (horizontal movement) or transferred with promotion (diagonal movement).

Internal recruiting may involve:

• Personnel Transfer Personnel Promotion Promotion Personnel Transfer Personnel Development Programs Personnel "Professionalization" (Career) Plans.

6.1 Advantages of internal recruitment

The main advantages that can be derived from internal recruitment are:

• It is more economical for the company, since it avoids expenses of press announcements or recruitment company fees, costs of receiving candidates, admission costs, integration costs of the new employee, etc. It is faster, avoids frequent recruiting delays external, the expectation for the day on which the press announcement will be published, the wait for candidates, the possibility that the chosen candidate will have to work during the notice period in their current job, the natural delay of the admission process itself, It has a higher validity and security index, since the candidate is already known, he was evaluated during a certain period and was subjected to the concept of his bosses and does not need an experimental period - in most of the times, integration or induction in the organization, or extensive information about it.The margin of error is greatly reduced, thanks to the volume of information that the company generally collects about its employees. It is a powerful source of motivation for employees, as they see the possibility of progress in the organization, thanks to the opportunities offered to those who present conditions for a future promotion. When the company develops a coherent internal recruitment policy, it stimulates in its personnel the desire for constant self-improvement and self-evaluation, aimed at taking advantage of and creating opportunities for improvement. Take advantage of the company's investments in training people who often only have their own rewards when the employee moves to higher and more complex positions Develops a healthy spirit of competition among staff,bearing in mind that opportunities are offered to those who demonstrate the conditions to deserve them.

6.2 Disadvantages of internal recruitment

Internal recruiting has some disadvantages:

• It requires new hires to have the development potential to move up - at least to certain levels above their position - and sufficient motivation to get there. If the organization does not offer opportunities for advancement at the right time, it runs the risk of frustrating employees in their ambitions, leading to empathy, disinterest or withdrawing from the organization to seek opportunities outside of it. It can lead to conflicts of interest, since by offering opportunities for growth in the organization, it tends to create a negative attitude in employees who do not demonstrate conditions or do not achieve those opportunities. When it comes to bosses who don't get a promotion in the organization or who don't have development potential,These place staff of limited potential in junior positions to avoid competition in the future, or "hold back" the performance and aspirations of subordinates that could surpass them in the future. When mismanaged, the situation can arise that Lawrence Peter calls the "Peter Principle": companies, by foolishly promoting their employees, always elevate them to the position where they demonstrate the most of their competence. To reward their performance and leverage their ability, as an employee demonstrates competence in a position, the organization successively promotes him to the position in which the employee, being incompetent, stagnates.When performed continuously, it can lead to employees to limit the policy and guidelines of the organization, since these,living only with the problems and situations of their organization, they adapt to them and lose creativity and an attitude of innovation. In this way, people come to reason almost exclusively within the patterns of the organizational culture; it cannot be done in global terms within the organization. The idea that when the president retires, the organization can admit one apprentice and promote everyone, is long gone. In this case, there is a great decapitalization of the human heritage: the organization loses a president and acquires a novice and inexperienced apprentice. In order not to damage the human heritage, internal recruitment can only be carried out when internal candidates equal in conditions to external candidates.they adapt to them and lose creativity and an attitude of innovation. In this way, people come to reason almost exclusively within the patterns of the organizational culture; it cannot be done in global terms within the organization. The idea that when the president retires, the organization can admit one apprentice and promote everyone, is long gone. In this case, there is a great decapitalization of the human heritage: the organization loses a president and acquires a novice and inexperienced apprentice. In order not to damage the human heritage, internal recruitment can only be carried out when internal candidates equal in conditions to external candidates.they adapt to them and lose creativity and an attitude of innovation. In this way, people come to reason almost exclusively within the patterns of the organizational culture; it cannot be done in global terms within the organization. The idea that when the president retires, the organization can admit one apprentice and promote everyone, is long gone. In this case, there is a great decapitalization of the human heritage: the organization loses a president and acquires a novice and inexperienced apprentice. In order not to damage the human heritage, internal recruitment can only be carried out when internal candidates equal in conditions to external candidates.people come to reason almost exclusively within the patterns of organizational culture; it cannot be done globally within the organization. The idea that when the president retires, the organization can admit one apprentice and promote everyone, is long gone. In this case, there is a great decapitalization of the human heritage: the organization loses a president and acquires a novice and inexperienced apprentice. In order not to damage the human heritage, internal recruitment can only be carried out when internal candidates equal in conditions to external candidates.people come to reason almost exclusively within the patterns of organizational culture; it cannot be done globally within the organization. The idea that when the president retires, the organization can admit one apprentice and promote everyone, is long gone. In this case, there is a great undercapitalization of the human heritage: the organization loses a president and acquires a novice and inexperienced apprentice. In order not to damage the human heritage, internal recruitment can only be carried out when internal candidates equal in conditions to external candidates.the organization can admit one apprentice and promote everyone, it's long gone. In this case, there is a great undercapitalization of the human heritage: the organization loses a president and acquires a novice and inexperienced apprentice. In order not to damage the human heritage, internal recruitment can only be carried out when internal candidates equal in conditions to external candidates.the organization can admit one apprentice and promote everyone, it's long gone. In this case, there is a great undercapitalization of the human heritage: the organization loses a president and acquires a novice and inexperienced apprentice. In order not to damage the human heritage, internal recruitment can only be carried out when internal candidates equal in conditions to external candidates.

6.3 Methods used in internal recruitment:

State the methods used in internal recruitment.

• Internal recruitment is based on current employees who can be promoted or transferred or who can absorb the functions that are required to be filled Internal recruitment is based on data and information related to the other subsystems of the human resource management process, namely: Results obtained by the internal candidate in the selection tests they underwent to enter the company Results of the internal candidate's performance evaluations Results of the training and improvement programs in which the internal candidate participated. Analysis and description of the position that the internal candidate currently occupies and the position that is being considered, in order to evaluate the difference between the two and the other necessary requirements.Career plans or planning of personnel movements to know the most suitable trajectory of the occupant of the position considered.

6.4 Conditions for promotion of the internal candidate and replacement.

In the development of previous points, we had already talked about the methods that allow maintaining alternatives for internal recruitment. These include verifying the inventory of managers and skills, that is, the information that managers supply about the individuals they can identify as potential candidates for promotion to higher-level positions; and the inventory of skills that consists of the information generated by the company on the general and immediate availability of employees who can be moved to lateral or higher level positions; these data are assigned in the potential promotion forms and in the potential replacement tables. Another alternative is to announce vacancies and promote contests to fill them, with requirements and procedures for participation.

Meaning of the external recruitment term

7.1 Analyze the reasons for an external recruitment program.

External recruitment works with candidates who do not belong to the organization. When a vacancy arises, the organization tries to fill it with outside staff, that is, external candidates attracted by recruiting techniques. External recruitment affects actual or potential candidates, available or employed in other organizations.

An organization may choose an external recruitment program for the following reasons:

• It brings "new blood" and new experiences to the organization. The entry of human resources always causes an importation of new ideas and different approaches about the internal problems of the organization and, almost always, a review of the way in which matters are conducted within the company. With external recruitment, the organization as a system is updated with respect to the external environment, and keeps abreast of what is happening in other companies It renews and enriches the human resources of the organization, especially when the policy is to receive personnel who have suitability equal to or greater than that existing in the company. Take advantage of investments in training and staff development made by companies or by the candidates themselves. This does not mean that the company stops making these investments from then on,Rather, it immediately benefits from the return on investment already made by others, to such an extent that many companies prefer to go abroad and pay higher salaries to avoid additional training and development expenses and obtain short-term performance results.

7.2 Advantages of External Recruitment:

External recruitment offers the following advantages:

• The entry of new elements into the company always causes an importation of new ideas and different approaches about the internal problems of the company and, almost always, a review of the way in which the affairs of the company are conducted. It allows you to stay updated with respect to the external environment and at the same time as what happens in other companies. It renews and enriches the human resources of the company. It takes advantage of the investments in preparation and development of personnel made by other companies or by the candidates themselves. Many companies prefer to recruit externally and pay higher salaries, to avoid additional training and development expenses and to obtain short-term performance results.

7.3 Disadvantages of External Recruitment:

External recruitment also has the following disadvantages:

• It generally takes more time than internal recruiting. It requires the use of appropriate selection techniques and the effective use of appropriate sources that allow the recruitment of personnel. The higher the level of the position, the more foresight the company must have, so that the recruiting unit or area is not pressured by the factors of time and urgency in the provision of their services, it is more expensive and requires immediate investments and expenses with press advertisements, recruitment agency fees, operational expenses of salaries and social obligations of the recruitment team, office supplies, etc. In principle, it is less safe than internal recruitment,as external candidates are unknown and come from backgrounds and career paths that the company is not in a position to accurately verify. In this case, the intervention of external agencies to carry out the evaluation and investigation process becomes important. The companies enter the staff through a contract that stipulates a trial period, precisely to guarantee against the relative insecurity of the process. When external recruitment becomes a default practice within the company, it can frustrate the staff, since they start to perceive unforeseen barriers that oppose their professional development, considering the practice as unfair towards their person. affects the salary policy of the company,mainly when the supply and demand of human resources are in a situation of imbalance.

7.4 Factors and Methods of External Recruitment

Distinguish between the factors and methods of external recruitment.

• Identify various sources and methods of it. Recruitment techniques are the methods used by the organization to publicize the existence of a job opportunity, along with the most appropriate sources of human resources. They are also called recruitment vehicles, since in fundamental are means of communication.In external recruitment there are two ways of approaching recruitment sources: the direct approach and the indirect approach.

7.5 The Main External Recruitment Techniques are:

Consultation of candidate files

Candidates who apply spontaneously or who were not chosen in previous recruitments must have a resume or a job application duly filed with the recruitment body. The filing system can be done by position or by area of ​​activity, depending on the type of existing positions. Regardless of the system that is adopted, it is convenient to register the candidates in alphabetical order, considering sex, age and other important characteristics. The fundamental thing is that the company always has open doors to receive candidates who appear spontaneously, at any time, even if it does not have vacancies at the moment. Recruitment must be a continuous and uninterrupted activity,aimed at ensuring that there is always a pool of candidates for any future eventuality. In addition, the organization must encourage the spontaneous arrival of candidates, receive them and, if possible, maintain occasional contacts with them, so as not to lose attractiveness or interest. It should be noted that this is the lowest cost recruiting system and that, when it works, it does not require too much time.

Candidates presented by company employees

It is also a low cost, high performance, low time rate recruiting system. The organization that encourages its employees to present or recommend candidates is using one of the most efficient and widely covered vehicles, since it reaches the candidate through the employee who, by recommending friends or acquaintances, feels prestigious before the organization and before the candidate presented. In addition, depending on the way the process is developed, they become jointly responsible before the company for the admission of the candidate. This presentation of employees' candidates reinforces the informal organization and creates conditions for collaboration with the formal organization.

Posters or announcements on the company gate

It is also a low-cost system, although its performance and speed of results depend on factors such as the location of the company, proximity to places where there is movement of people, proximity to recruitment sources, easy display of posters and advertisements, ease of access, etc. In this case, the vehicle is static; the candidate must go there and take the initiative. Often times, it is a system used for lower level positions.

Contacts with unions and trade associations

Although it does not show the performance of the systems presented, it has the advantage of involving other organizations in the recruitment process, without increasing costs. They serve more for support strategy, than as main strategy.

Contacts with universities and schools, state entities, academic directories, business-school integration centers, to publicize the opportunities offered by the company.

Although there are no vacancies at the moment, some companies develop this system continuously as institutional advertising to intensify the presentation of candidates. Many companies develop recruitment programs by sending a lot of communication material to the mentioned institutions.

Conferences and talks in universities and schools

These methods aimed at promoting the company and creating a favorable attitude by describing the organization, its objectives, its structure and the job opportunities it offers, through audiovisual resources (films, slides, etc.).

Contacts with other companies operating in the same market, in terms of mutual cooperation.

In some cases, these contacts eventually form cooperatives or recruitment agencies financed by a group of companies, which have greater coverage than if they operated separately.

Recruitment trips to other locations

Many times, when the local human resources market is already well explored, the company may appeal to recruitment in other cities or towns. As a result, the recruiting body's staff travel and settle in a hotel to advertise on the local radio and press. After a trial period, the recruited candidates are transferred to the city where the company is located, with a series of benefits and guarantees.

Advertisements in newspapers and magazines

The press ad is considered one of the most effective recruiting techniques for attracting candidates. It is more quantitative than qualitative, since it is aimed at a general public, sheltered by the media, and its discrimination depends on the degree of selectivity to be applied.

Recruitment agencies

In order to serve small, medium and large companies, a myriad of organizations specializing in staff recruitment have emerged. They can provide high, mid and low level staff, or sales staff, bank or industrial workforce. Some specialize in recruiting engineers; others, in data processing personnel, including secretaries and other types of positions. Recruitment through agency is one of the most expensive, although it is offset by factors related to time and performance.

Most of the time, the above recruiting techniques are used in conjunction. Cost and time factors are extremely important when choosing the most suitable technique or means for external recruitment. In general, the greater the time constraint, that is, the greater the urgency to recruit a candidate, the higher the cost of the recruiting technique applied. When external recruitment is carried out continuously and systematically, the organization can have candidates at a much lower processing cost.

Steps Candidates Go Through

Recruitment works as a process made up of several stages or sequential steps that candidates go through. The basic steps are:

Step 1. Preliminary reception of candidates (applications)

This step implies that after applying a chosen recruitment technique, the company receives the corresponding resumes or job applications (the company may also receive requests from interested candidates that, if interesting, are filed for cases of subsequent requirements).

Of all the available applications, the company makes a pre-selection based on the requirements of the position (description and analysis of the position and the specific need that it intends to fill).

Step 2. Classification interview

Shortlisted recruiting candidates are interviewed to see if they meet the advertised qualifications and requirements. This interview is quick and superficial and serves to separate the candidates who will go through the verification process from those who do not meet the desired conditions.

Step 3. Application of suitability tests

The tests that are usually applied are of different types:

• Knowledge or ability tests: they are instruments to objectively evaluate the knowledge and skills acquired through study, practice or exercise Psychometric tests: These are tests that are applied to people to assess their mental development, their aptitudes, abilities, etc.. They are used to better know people with a view to making the admission decision, professional guidance, personality diagnosis, etc. Personality tests: They are used to analyze the various personality traits, whether determined by character or temperament. Simulation: They try to go from individual and isolated treatment to group treatment, and from the exclusively verbal or execution method to social action.

Step 4. Selection interview

After validating the evidence submitted by the candidates, the company again convenes interviews. This interview is in depth, and aims to identify if the candidate can perform the position, compares with other people who have applied for the position. These interviews are guided by the executives involved in the area where the vacancy needs to be filled.

Step 5. Verification of data and references

It is intended with the confirmation of personal and work references to know what type of person is the applicant, how reliable is the information provided by the applicant, what has been their performance and behavior, etc.

Step 6. Interview with the immediate superior and / or the area manager.

Since these are the people who have the responsibility to decide regarding the hiring of the new employee, it is essential that the candidate is recognized in order to finally assess his suitability and competence to perform the position.

Step 7. Medical examination

Step 8. Realistic job description.

Putting the candidate in contact with the environment that will surround the position that they may hold, to clear up any wrong expectations that may be formed, and in turn to form a true image of their functions.

Step 9. Decision to hire.

Human resource plans

In large companies, recruiters use HR plans to define their recruitment strategy, especially when the corporation has internal promotion policies. These plans can stipulate which positions should be filled with external personnel, that is, with labor outside the organization and which with internal personnel, from transfer or promotion, achieving significant savings for the company.

Recruitment channels

Channels are the methods for identifying candidates. The most common channels are the direct request to the employer, contact with friends and response to notices in the press. Also, at the executive level, the services of "talent hunters" agencies are employed.

There are also the so-called spontaneous candidates who show up at the employer's offices applying for a job or submitting their resume. People who are looking for a new job use more than one channel.

• Recommendations from company employees: The practice has several advantages. First, specialized personnel are likely to know other difficult-to-locate technicians. Second, the candidates who come through this channel already have knowledge of the company and may be attracted. And thirdly, employees tend to introduce their friends, who are likely to exhibit similar work habits and attitudes. Press Ads: Newspapers or trade magazines are used by many recruiters as they reach more people. Advertisements describe employment and benefits, identify the company, and provide instructions on how to apply for work. This practice has several disadvantages.There may be an avalanche of applicants or, on the contrary, little response. Furthermore, when the employing company is identified, it is not possible to search for a candidate to replace a current one. It's important to write your ad from the candidate's point of view. The ideal advertisement should include these minimum elements: The responsibilities of the job and not a meaningless title for the reader as assistant or counselor The way in which the applicant should apply for the job, specifying the channels to use and the initial information that must present. The minimum academic and work requirements to fulfill the role. Employment agencies: These companies offer a bridge between the vacancies of their clients and the candidates they obtain through advertising or spontaneous offers.Payment to the agency can come from the hiring company or the candidate. Executive level personnel identification companies: this is a more specialized level than agencies and they hire specific human resources. They operate by actively searching among the employees of other organizations. These operational practices are ethically questioned and accused of "institutional piracy" Educational institutions: Universities, technical schools and other educational institutions are a source of young candidates with moderate salary demands. posters are commonly placed in the faculty of interest or conversations are held with professors, advisers, and students. Professional associations: establish programs to promote full employment among their members.Professionals who actively belong to an association tend to keep up-to-date in their field, which constitutes an ideal channel for identifying high-level experts. Trade unions: this channel is very useful for identifying technicians, specialized workers, etc..

Job application forms

They fulfill the function of presenting comparable information of the different candidates, which will allow an objective decision to be made. It is common for the candidate to be asked for various information: name, address, age, academic preparation, work history, personal and family situation, hobbies, intellectual concerns, etc.

It is common for the candidate to be asked to sign the application in his own hand so that the information he provides is as reliable as possible.

Staff pick

1. Overview

Once a suitable pool of applicants obtained through recruitment is available, the selection process begins. This phase involves a series of steps that add complexity to the hiring decision and consume some time. These specific steps are used to decide which applicants should be hired. The process begins the moment a person applies for the job and ends when the decision to hire one of the applicants is made.

This activity runs the risk of being judged as an essentially bureaucratic procedure. In many personnel departments, recruiting and selection functions are integrated into a single function, which may be called hiring and is often the essential reason for their existence.

2. Objectives and challenges of personnel selection

The selection process is based on three essential elements: the information provided by the job analysis that provides the description of the tasks; short- and long-term human resources plans, which allow future vacancies to be known with some precision and also allow conducting the selection process in a logical and orderly manner; and, finally, the candidates who are essential to have a group of people from which to choose.

If reliable reports are obtained from job reviews, if human resource plans are adequate, and the basic quality of the applicant pool is high, the selection process can be carried out under optimal conditions. There are other additional elements in this process that must also be considered: the limited offer of employment, ethical aspects, the organization's policies and the legal framework in which all activity is registered.

3. The role of the HR manager.

The role of the human resources manager is to help the organization find the candidate who best meets the specific needs of the position and the overall needs of the organization.

4. Internal selection

In general, the managers of the various departments want to fill vacancies quickly, with the most qualified people to perform the function.

In most cases, managers tend to request new staff. At the same time, it is likely that the internal policy of the company determines that the position must be offered to internal personnel for a minimum period of time before offering it to the external market. The evaluation of internal candidates may take days or weeks of work. And once you've identified the person you want to hire, it will likely take additional weeks before that second position is filled by someone. When no suitable internal candidates are found for the position, the external recruitment and selection process can take weeks or months. It should come as no surprise that managers begin to push for a decision, this is where the HR manager must have independence from the solution.

5. Global concept of selection

The overall concept of selection consists of eight steps. The process can be made very simple, especially when selecting employees from the organization to fill internal vacancies. Several organizations have developed internal selection systems, through which human capital with promotional potential can be equated on the one hand, and available vacancies on the other. There are computerized programs that determine by score which employees meet the desirable characteristics for certain positions. Employees with the highest scores are considered the best. But these systems do not reflect the desire of employees to accept the position.

By operating an internal promotion system, it is generally not necessary to conduct new medical exams or check references. When the selection is made with external candidates, the following steps usually apply:

Decision to Hire - Step 8

Realistic job description - Step 7

Supervisor Interview - Step 6

Medical Exam - Step 5

Verification of data and references - Step 4

Selection Interview - Step 3

Suitability tests - Step 2

Preliminary receipt of applications - Step 1

Step 1: Preliminary receipt of applications

The selection process is carried out in two ways: the organization chooses its employees and potential employees choose between several companies. Selection begins with an appointment between the candidate and the personnel office or with the request for a job application. The candidate begins to form an opinion of the company from that moment on, many valid candidates can feel discouraged if they are not properly served from the beginning.

"Spontaneous" applicants often come forward who decide to apply for a job in person. In such cases, it is advisable to give these people a preliminary interview, during which the process of obtaining data on the candidate begins, as well as a preliminary and informal evaluation.

The candidate then submits a formal job application (provided during the preliminary interview). The following selection steps consist of verifying the data contained in the application, as well as those collected during the interview.

Step 2: Suitability tests

Suitability tests are instruments to assess the compatibility between applicants and the requirements of the position. Some of these tests consist of psychological tests, others are exercises that simulate working conditions.

Management level positions are complex and it is difficult to gauge the suitability of the candidate. When psychological tests are used, the applicant performs various functions of the position and an evaluation committee assigns a score to each function. The procedure is expensive.

Two approaches can be used to demonstrate the validity of a test:

Practical demonstration: it is based on the degree of validity of the predictions that the test allows to establish.

Rational approach: based on the content and development of the test

The practical demonstration is generally preferred because it eliminates many subjective elements. The rational approach is used when the first cannot be applied because the number of subjects examined does not allow validation.

In addition to being valid, the tests must be reliable, that is, each time they are applied to the same individual, similar results are obtained.

Various types of psychological tests. There are various types of psychological tests, the usefulness of each is limited and cannot be considered a universal instrument. The exact purpose of a test, its design, the guidelines for supplying it, and its applications are recorded in the manual for each test. Right there, they are instructed on its reliability and its validation results obtained by the designer.

Psychological tests focus on personality, are the least reliable, and their validity is debatable since the relationship between personality and performance is vague and subjective.

Step 3: Selection interview

It consists of a formal and in-depth talk, conducted to evaluate the suitability of the applicant for the position. The interviewer aims to answer two general questions: Can the candidate fill the position? How do you compare to other people who have applied for the position?

Interviews are tailored for unskilled employees and for qualified employees, professionals, managers, and executives. They allow communication in two ways: the interviewers obtain information about the applicant and the applicant obtains it about the organization.

Number of interviewers number of applicants

Individual interview

Group interview

2 or more 1

1 2 or more

1 or more 2 or more

For the interview results to be reliable, it is necessary that the conclusions do not vary from interviewer to interviewer. The interviewers are also very likely to rate the applicant's fluency, composure, and personal appearance.

Interview process

Preparation of the interviewer. This preparation requires specific questions to be developed. The answers given to these questions will indicate the suitability of the candidate. Interviewers should explain the characteristics and responsibilities of the position, levels of performance, salary, benefits and other points of interest.

Creation of an environment of trust. The interviewer has the obligation to represent his organization and leave his visitors - even those who are not hired - a pleasant, human, friendly image. Avoiding telephone interruptions, offering a cup of coffee, putting aside papers other than the interview is important to achieve a good atmosphere.

Exchange of information. Some interviewers begin this process by asking the candidate if they have questions to ask. Here a two-way communication is established and allows the interviewer to initiate the assessment. It is advisable to avoid vague questions or questions that have obvious answers.

Termination. When the interviewer considers that their list of questions is being completed and the planned time expires, it is time to end the interview. The candidate may be asked Do you have any final questions? or make a gesture that indicates that the session is ending. It is not convenient to indicate to the applicant what prospects she has of obtaining the position, since the following candidates could make a better or worse impression.

Evaluation. Immediately after the evaluation is completed, the interviewer should record the specific responses and their general impressions of the candidate.

Interviewer and interviewee errors

Interviewer mistakes: An interview can be weak because the person conducting it does not establish a climate of trust or because he or she fails to ask key questions. The interviewer may be guided by unacceptable subjective factors. There is also the danger of "guiding" the candidate to respond in the way the interviewer wishes.

Interviewee mistakes: The most common are trying distracting techniques, (for example, simulating lack of interest in a position that is really desired), talking excessively, (due to nervousness), boasting of past achievements, (due to vanity or distortion It would be from a work history), not listening (due to anxiety) and not being properly prepared for the interview, producing the sensation of being in front of a person with a lack of interest.

Step 4: Verification of data and references

Personnel specialists use fact-checking and references. Many of them are highly skeptical about personal references, which are usually supplied by the applicant's friends and family.

Job references differ from personal references in that they describe the applicant's track record in the field of work. The human resources professional must develop a refined technique that depends on the degree of reliability of the reports received, since the previous superiors of the candidate are also usually not very objective, especially when they describe negative aspects of the same.

Step 5: Medical Exam

There are powerful reasons that lead the company to verify the health of its personal future: from the natural desire to avoid the entry of an individual suffering from a contagious disease, to the prevention of accidents, through the case of people who would be absent frequently due to their constant health losses.

In general, the employer hires a service specialized in health examinations, but unfortunately it becomes a mere lucrative procedure where the different risks are not differentiated at different job levels.

Step 6: Interview with the supervisor

In the vast majority of modern companies it is the supervisor or manager of the department concerned who has the responsibility to decide on the hiring of new employees. The supervisor is generally the best person to evaluate the applicant's technical skills and knowledge. The role of the personnel department is to provide the best people, weeding out the unsuitable and sending two or three high-scoring candidates to the supervisor. When deciding to recruit unskilled employees, it is the personnel department that makes the hiring decision.

In cases where the supervisor is involved in this step, he will have a psychological obligation to help the newcomer and it will be, in part, his responsibility if he does not perform satisfactorily.

Step 7: Realistic job description

When the applicant has wrong expectations about his future position, the result is almost always negative. To avoid this, it is necessary to carry out a "familiarization" with the equipment and instruments to be used, if possible, in the same workplace.

Turnover has been shown to decrease when future employees are made aware of the less attractive realities of their future work, without highlighting only the positive aspects.

Step 8: Decision to hire

This is the end of the selection process. This responsibility may lie with the candidate's future supervisor or the personnel department.

In order to maintain the good image of the organization, it is important to communicate with applicants who were not selected. A candidate for another position may emerge from them, so it is advisable to keep the files of applicants, to constitute a valuable bank of potential human resources.

All documents concerning the accepted candidate must also be kept, which will constitute the personal file.

The end result translates into the new staff hired. If the pre-selection elements were carefully considered and the selection steps were carried out properly, the employee is most likely to be a good fit for the position and to perform it productively. A good employee is the best proof that the selection process was carried out properly.

conclusion

Due to the drastic changes that are occurring in society, companies must be attentive to meeting the needs of consumption and the company itself, that is why the recruitment and selection process should not be taken lightly. Therefore, we must advance on that traditional vision that considered the recruitment and selection processes as specific acts within the company, and integrate these processes as a fundamental part of its life and growth.

If the personnel selection process is not done correctly and a worker who is not suitable for the position is hired, it can cause the company low productivity since it is useless to develop a company philosophy if it does not have the administrative structure that the support.

Bibliography

• Recruitment and selection of personnel html.rincondelvago.com/recruitment-y-seleccion-de-personal.html - 61k Recruitment and selection of personnel www.infomipyme.com/Docs/GT/empresarios/rrhh/page3.html - 17k. Recruitment and selection of personnel www.apsique.com/wiki/LaboRetselper - 78k. Personnel Administration - Idalberto Chiavenato, fifth edition.