Personnel recruitment and selection techniques

EXECUTIVE SUMMARY

BY APPLICATION (LIFE SHEET) CONSULTATION IN INTERNAL FILES PRESENTATION OF CANDIDATES BY COMPANY OFFICIALS CONTACTS WITH UNIONS AND TRADE UNION ASSOCIATIONS CONTACTS WITH UNIVERSITIES DAILY NOTICES AND MAGAZINES OF RECRUITMENT

On the other hand, the concept of Selection can be defined as the process of choosing the right individual for the right position, seeking to maintain or increase the efficiency and performance of the staff, it is configured in a process of comparison and decision between two variables, the demands of the position and the profile of the characteristics of the candidates who are presented, include both the collection of information about the candidates for a job and the determination of who should be hired. The selection process must begin with the analysis of the position to determine the profile of the shortlisted candidates in the recruitment process, then it continues with a series of interviews which may be:

Structured Situational Behavioral Group By computer Work Sample

Finally, companies carry out a series of tests that help complete the selection cycle, these are used to measure:

Knowledge Performance Intelligence Personality

INTRODUCTION

Today's labor market requires dynamic people, with leadership and learning capacity, creative and capable of proposing, just to mention some of the characteristics that the environment requires; As the Director of Human Resources at Wyeth indicates, a few years ago it was thought that high school studies were sufficient, but then the demand rose to university education and, today, companies are looking not only for a highly specialized level of knowledge but also skills to work in multicultural environments and in constant transformation.

“The investment with the fastest return is the training and development of people. From the moment we are born, the learning path begins and it never ends ”.

But will it be enough to comply with the knowledge and certificates scheme that accredits them to apply for a position in any company? Well not really, the changing and competitive industry in general demands that the personnel of companies be professional and with skills that apparently can only be developed in practice.

So far so good, but what about seniors and recent college graduates, who are in what we call potentially productive ages, and who do not fully meet these strictly defined characteristics?

In case they manage to conform to the initially described profile, we find that this is where they have their first big problem, because perhaps they have never faced a selection process, it should be noted that these vary depending on the company and the position to which it is applied But overall, as a general rule, they are increasingly specialized, even to the point of limitation in some cases, but always with a clear objective, to select the "best", then questions such as what does a selection process consist of? do interviewers take into account when selecting the most appropriate candidate? How to identify and correct the shortcomings in the selection process?

Now, these questions have answers that clarify the panorama to the "first-timers in the world of work" and in general to all people who want to know how big it is and how to handle the process they face.

We invite you to continue reading this work and we hope it will be of practical use.

JUSTIFICATION

We have dealt with the particular situation faced by students and recent graduates of different faculties when they wish to begin to reap the fruits of their efforts after having studied for so many years and preparing to build a new stage of their lives, professional life in the work environment.

We visited in several companies in different sectors of the economy, the personnel related to the selection of human resources for such institutions and we were faced with a worrying situation when they were precisely the ones who mentioned that companies require young, trained and dynamic personnel but apparently not. it is so easy to find it, as the young person quickly feels intimidated in front of a personal interview which, for many, affects the continuation of the selection process.

We are young people and we feel identified with the general problem that most of us suffer from, “we study many years to hang the cardboard”, but that cannot be the end for everyone, for this reason we are interested in knowing what issues may lead us to commit errors that finally lead us to increase the unemployment rate in Colombia.

We believe that knowing in general terms what a selection process is, what it consists of and what results we are expected to obtain, although it does not guarantee that we are the selected candidates, in some way it allows us to face the process more properly as such.

For this purpose we have made thematic consultations of the concepts of recruitment, selection, test and more general terms in these events, we collected practical advice to advance in this process, we conducted a survey of the active and non-active student population analyzing the results and therefore Lastly, we conducted interviews with two people related to the Human Resources area of two prestigious companies in Colombia from the Financial and Telecommunications Sector.

Finally, it is an interesting work for its content, founded and above all it fulfills its objective, to place people in the generalities of the selection process.

OBJECTIVES

OVERALL OBJECTIVE

To make known the conceptual generalities of the selection process, so that the person who faces this process is able to identify the stages of the same and know some recommendations that can be put into practice by seeking to be the selected candidate.

SPECIFIC OBJECTIVES

Recognition of recruiting and selection concepts Obtain from experts, practical recommendations to use to stay in the selection process as an eligible candidate

THEORETICAL FRAMEWORK

People who are in the last semesters of their careers or recently graduated from them, are especially young people who can be highlighted that their work experience has been almost nil, that is why it is more difficult for them to face a selection process, even more so if it is taken into account that they are professionals and will generally go to find their new job in the most solid companies in the country, these in turn are the ones that have the best and most demanding selection processes, without further ado, they are it will make it very difficult to face the process successfully if they do not know the situations that they will have to face and that are part of the logical consequence of the event.

Due to the above, we have not encrypted in making known the conceptual generalities of said process aimed at making this sector of the population the one who benefits from it.

RECRUITMENT

Recruitment is the process of searching, inside and outside the organization, for people to fill vacancies. When this process is effective, it not only attracts individuals to the organization, but also increases the chances of retaining them once hired. Recruitment is essentially an information system through which the organization disseminates and offers the human resources market the job opportunities that it intends to fill. "Large companies tend to develop systematic recruitment methods, while small companies generally depend on spreading the word" (1).

So the recruitment process is "the set of procedures aimed at attracting potentially qualified personnel to occupy the position within the company" (2)

In other words, it is extremely important that recruitment adequately filter personnel information according to the specifications of the position in order to make the selection process easier, recruitment must ensure that sufficient numbers of personnel are attracted to have of where to choose finally.

Labor market conditions

It is particularly important for managers to consider the external environment when creating a recruiting program. If the supply of qualified employees exceeds local demand, recruiting will be relatively straightforward. However when such supply is limited, recruiting efforts must be intensified.

The inability to find effective ways to cope with a limited job supply can doom an organization, compounded by the shortage of talented managers, which puts pressure on all organizations.

Through recruiting, a company finds individuals who represent potential employees. The personnel selection process includes deciding which of the recruits to hire and for what position.

During the recruitment process it is important to take into account the needs of the organization and its human potential as well as the satisfaction that the worker finds in the performance of the position. This leads us to determine the framework, when the organization makes the selection of personnel, of which more later.

RECRUITMENT SOURCES

It is not intended to cover the entire market, it should only be referred to the sources already preselected by the company for this purpose, with these sources the next selection time is optimized, the performance of the process is increased from all points of view and therefore can mean lower costs.

BY APPLICATION (LIFE SHEET) CONSULTATION IN INTERNAL FILES PRESENTATION OF CANDIDATES BY COMPANY OFFICIALS CONTACTS WITH UNIONS AND TRADE UNION ASSOCIATIONS CONTACTS WITH UNIVERSITIES DAILY NOTICES AND MAGAZINES OF RECRUITMENT

Let us remember that recruitment is the choice of the right person for the relevant position and at a consequent cost that allows the worker to perform in the performance of their position and the development of their skills and potentials in order to make it more satisfactory for themselves and the community. in which it develops to contribute, in this way, to the purposes of the organization.

This is why recruitment becomes an important filter prior to the selection process, since by itself it does not have any authority without proper decision-making by the agency that has the vacancy to fill.

THE CONCEPT OF SELECTION

It can be defined as the process of choosing the right individual for the right position, seeking to maintain or increase the efficiency and performance of the staff, it is configured in a process of comparison and decision between two variables, the demands of the position and the profile of the characteristics Of the candidates who come forward, they include both gathering information about job candidates and determining who should be hired.

The overall concept of selection consists of a series of steps. Sometimes the process can be made very simple, especially when selecting employees from the organization to fill internal vacancies. Through internal selection systems, human capital with promotion potential can be matched on the one hand, and available vacancies on the other. Employees with the most characteristics compatible with the position (and therefore the highest score) are considered the ideal candidates. Despite some limitations, for example, that the programs do not consider factors such as the desire of the employee to accept the position, these systems have been widely used.

The selection process must begin with the analysis of the position, managers can use selection methods such as interviews, recommendations, psychological tests and the like to measure the knowledge of each application and correlate them with the functions of the position and the needs of the organization, in addition that helps the interviewer to differentiate between applicants who qualify and those who do not. Typically, managers are well aware of the requirements regarding skills, physical demands, and other factors of the position in their respective departments. The interviewers, as well as the other members of the human resources department involved in the selection, must maintain a close link with the various departments,so that they can fully understand the position and the functions required to perform it.

COLLECTION OF INFORMATION ABOUT THE POSITION

The collection of information regarding the position to be filled can be done through:

Analysis of the position, which is a survey of the intrinsic aspects (requirements that the position demands of its occupant, specialization factors), of the position. Whatever the method of analysis applied, what is important for selection is the information on the requirements and characteristics that the occupant of the position must possess. This is how the selection process will focus on the investigation and evaluation of these requirements and the characteristics of the candidates that are presented. Application techniques critical incidents that involves the systematic annotation and criteria that line managers should do about all facts and behavior of the occupants of the office in question, which will produce a greater or lesser job performance.Employee application analysis, which consists of verifying the data contained in the employee application, filled in by the direct manager, specifying the requirements and characteristics that the candidate for the position must have. Mainly when the company does not have a job analysis system, the employee application form should have fields where the direct boss can specify those requirements and those characteristics. The entire selection scheme will be based on that data. Analysis of the charge in the marketWhen it is a new position, about which the company does not yet have any a priori definition, not even the direct boss, there is the alternative of verifying in similar companies, comparable positions in content, requirements and characteristics of their occupants. Work hypothesis, In the event that the previous alternatives cannot be used, only the application of a work hypothesis remains, that is, an approximate provision of the content of the position and its demand in relation to the employee (requirements and necessary characteristics) as initial simulation.

In most organizations, selection is an ongoing process. Turnover is inevitable and leaves openings that must be filled with applicants from within or outside the organization, or with people whose skills were previously assessed. It is common to have a waiting list of applicants to fill temporary or permanent vacancies. The number and sequence of steps in the selection process varies, not only within the organization but according to the type and level of positions to be filled. Each step must be evaluated in terms of your input. Not all applicants go through all the steps. Some are rejected after the preliminary interview, others after the tests and so on.

As already mentioned, some of the means and methods that organizations use to obtain information about applicants are: job applications, interviews, tests, medical examinations and background checks. It is very important that the information obtained is reliable and valid enough

OBTAINING RELIABLE AND VALID INFORMATION

The degree to which these interviews, tests and other selection procedures yield constant data during a certain period of time is known as reliability, it is also to the extent that two or more methods provide similar or constant results. In addition to having reliable information regarding a person's suitability for a position, the information must be valid. Validity refers to what a test or other selection method measures, and how well it performs. The different approaches to validation are: validity criteria, content validity and meaning validity. The validity criterionis the degree to which a screening tool significantly predicts or correlates elements of work behavior. In many cases due to limited samples of people, it is not feasible to use a related criteria approach and the content method is chosen. Content validity is assumed to exist when a screening instrument, such as a test, provides an adequate sample of the knowledge and skills required to perform a specific position. The construct validity is the degree to which a selection tool measures a theoretical construct or trait. Some examples of typical structures are: intelligence, understanding, mechanics, and anxiety.

SOURCES OF INFORMATION ABOUT CANDIDATES FOR THE POSITION

Applications: Most organizations require applicants to fill out an application because they are a quick and systematic means of obtaining a variety of information about applicants.

The request has several purposes. It provides information that allows deciding whether an applicant meets the minimum requirements for experience, schooling, etc. Likewise, it provides the interviewer with a base of information on the applicant's background, they also gather sources to verify references. Even if applicants come in with elaborate resumes, it is important that they fill out an application early in the process.

Many managers still have concerns about the questions that can be asked in an application. While most know to move away from things like age, race, marital status, sexual orientation, other things are less clear. The following are some suggestions for preparing an application.

Application date, schooling, experience, references, disabilities, etc.

Biographical Information Space: Like applications, these forms reveal information about a person's background that may have shaped their behavior. Sample questions for such a form might include:

At what age did you leave your parental home? How big was the town or city where you lived as a child? Was sports an important part of your childhood? Do you play an instrument?

These application forms can be classified as evidence and because biographical questions rarely have right or wrong answers, cheating is difficult.

Background investigation

When the interviewer is satisfied that the applicant may be qualified, information about his previous employment and any other data is investigated.

Reference checks: While they are generally used to screen and select employees, they have not been very functional for the purpose of their performance. In general, letters of recommendation are notoriously influenced and that limits their value.

Graphology: Some employers use graphology, a term that refers to various writing analysis systems, to make hiring decisions. Graphologists obtain a sample of the writing and then examine characteristics such as the size and slant of the letters, the amount of pressure applied, and the placement of the writing on the page. Based on their observations, graphologists infer aspects such as personality, organizational attitudes, creativity, integrity, emotional maturity, self-image, etc.

Medical Exams: The medical exam is one of the last steps in the selection process because it can be expensive. In general, the medical examination ensures that the applicant's health is adequate to meet the requirements of the position. It also provides a starting point for comparing and interpreting subsequent medical examinations. This last objective is of particular importance in relation to workplace injuries and corresponding laws. (3)

SELECTION INSTRUMENTS

After having the specifications of the position and having obtained reliable and valid information about the applicants, we proceed to analyze the selection techniques to facilitate their choice and the order in which they will be applied. Among the most used are: 1) resume; 2) tests; 3) interviews and 4) work samples.

CV: It is the document where the personal and work history of an individual appear. Biographical data has a high potential predictivity; thus, for example, the time a person has spent in the different positions they have held is an indicator of their job performance. Membership of associations, distinctions and hobbies guide the coach about the interest that the applicant has for the community. The references serve to locate the social group to which they belong and school achievements can be predictors of learning capacity.

Both the design and the structure of the resumes vary according to the tastes and interests of each person. Still, it should include the basic information that reveals the candidate's experience and characteristics.

Tests: The test or selection test is a standardized set of tasks designed to measure individual differences in some trait or behavior. Tasks that include tests can be written, verbal, manipulative, or numerical.

Most tests can be classified according to their purpose into: knowledge tests; performance tests; intelligence tests; psychological tests, which will be discussed more fully later.

Interview: The interview can be one or more, depending on company policies, needs and the variables of each process (internal and external). You usually have at least two interviews. Interviews can be:

Undirected interview: In this interview the interviewer is very careful not to influence the observations of the applicant. He has the maximum freedom to define the discussion. The interviewer asks generic and open questions such as “tell me more about your experience allows the applicant to express themselves freely and with a minimum of interruptions. Generally, the nondirective interviewer listens carefully and does not argue, interrupt, or abruptly change the subject. It also uses follow-up questions to allow the applicant to expand, respond briefly, and allow breaks in the conversation; The pause technique is the most difficult for the novice interviewer to master. Structured interview:Nowadays, more attention is given to the structured interview as a result of the requirements of equal opportunities in employment and the concern to maximize the validity of selection decisions. Because the structured interview contains a standard series of questions (based on job analysis. A structured interview is more likely to provide the type of information needed to make consistent decisions. Situational interview:A variation of the structured interview is the situational interview. With this method, the applicant is presented with a hypothetical case and asked how she would respond. The response is then evaluated in relation to parameters established in advance. Interestingly, companies use the situational interview to select new college graduates. Interviews to describe behaviors: Similar to the situation (or situational) interview, the interview to describe behaviors focuses on actual events at work. While a situation interview covers hypothetical situations, it asks the applicant what they actually did in a certain situation. Group interview:Another type of interview involves a panel of interviewers asking and observing a single candidate. In a typical group interview, the candidate meets with three to five interviewers who take turns asking questions. The interviewers then gather their observations to reach a consensus on the suitability of the candidate. Computer interview:Given the advances in information technology, more and more organizations are using computers and the Internet as aids in the interview process. Typically, the system asks candidates 75 to 125 special multiple-choice questions for the position and then compares the responses with the ideal profile or with profiles developed based on the response of other candidates. The computer can generate a printed report containing the applicant's summary of responses, a detailed list of conflicting responses, a response time report, a summary of potentially conflicting responses, and a list of structured interview questions for you to ask. the interviewer. (4)

In any case, the interview must be technically structured, which implies taking into account three elements: planning, execution and evaluation.

In the planning phase, the objectives of the interview must be established, that is, the ranges to be measured. In addition, the interviewer must be clear in this phase of preparing the interview, matters such as: functions and requirements of the position, work environment in the division to which the position belongs, salary scale, goals of the division, etc.

The execution should include an initiation or defrosting activity, through open questions and easy answers, to prepare the interviewee emotionally. The interview guide should be used in such a way that it does not become the application of an oral questionnaire. In the closing phase, the interviewer must be informed about the next steps in the selection process.

The evaluation of the interview is carried out immediately after the interview and must include the description of the facts captured during the conversation and that are related to the characteristics that are intended to be measured.

Work sample: This technique involves the temporary hiring of the candidate who has demonstrated the greatest possibility of success through other techniques, but who needs to demonstrate in reality his conditions to carry out the position. (5)

After applying the appropriate selection techniques, an integrating report of the process must be presented, this refers to the fact that at this point all the elements collected are integrated, some conclusions are produced about them. They can include recommendations and observations that will serve as input both for the home visit and for subsequent interviews.

KNOWLEDGE TESTS

Tests and professional tests are tools that in the field of human resources are used to know the personality of the candidates, evaluate their aptitudes and observe their professional capacity.

Although interviews are much more decisive when it comes to selecting personnel, tests and tests constitute a very useful piece of information, on the one hand, to discard candidates who do not meet the requirements of the position to be filled and, on the other, to confirm the information obtained in the personal interview.

One of the main types of tests used in selection are personality tests. They analyze character through questions related to different traits (extraversion / introversion; open-mindedness; emotional stability / neuroticism; tenacity or responsibility; leadership will, sociability, etc.). In a personality test the unique combination of characteristics that define an individual is evaluated.

In roles that involve a lot of contact with other people such as sales and different types of jobs in the service area, the personality trait called Extroversion is a good indicator of future job performance, since extroverts are usually communicative, caring and they like the company of others (gregarious), traits that facilitate smooth interactions with consumers and customers.

These tests can be psychometric, that is, they provide numerical data - for example, 8 out of 10 in aggressiveness or 3 out of 10 in open-mindedness - or projective - they provide information that a professional must interpret. Two of the best known personality tests are the 16PF and the Big Five, but the trend of graphological tests prevails, since the results of the graphological analyzes are very reliable, in addition, they allow to know traits of the candidate that it would be unthinkable to detect through From a test, these measures the tendency of a person to behave in a dishonest way, they predict the probability that people will break the rules, abuse sick leave or even consume drugs at work.

However, it should be clarified that these personality tests in some companies are used for basic positions, while in intermediate and managerial positions they mainly use competency interviews, which allow them to find out if the person has the specific qualities and skills that They are looking for.

Knowledge tests: they measure what a person knows as a result of their learning experiences such as seminars, courses and readings. These tests are useful in the cases of applicants who do not require study certificates and fundamentally show the learning capacity of individuals. Performance tests: they measure the ability of candidates to perform certain exercises that are supposed to be an important part of the job they aspire to. There are performance tests to measure specific intellectual abilities (verbal, numerical, memory, etc.), mechanical, psychomotor, creativity and sensory abilities. Intelligence tests:they measure the ability to think logically; Unlike performance tests that measure some specific intellectual traits, intelligence tests allow one to measure intellectual ability in broad terms. Intelligence tests are the subject of much controversy when viewed as predictors of performance. Psychological or personality tests:they measure some characteristic features of an individual's behavior, such as: temperaments, motivations, vocational preferences, habits and attitudes. If intelligence tests measure what a person can achieve, personality tests predict their behavior. Psychological tests are among the least reliable and valid due to the poor relationship between personality and job performance. However, they can be useful to discard those candidates who show behaviors that hinder their integration into the organization's culture. (6)

PREPARATION TIPS

Our interest is that those who have access to this work, know not only the theory of the concepts that are handled naturally in an area of Human Resources when carrying out selection processes, but also have in mind some practical advice when it comes to face them, both from the presentation of the resume and in the job interview. We are sure it will be a good help.

The managers of the human resources areas, and, especially, the people in charge of the selection of personnel think that there are still resumes with great poverty and writing errors. So before you spend time, money, and effort on a poorly filled out resume that will likely remove you from the choice list, take note of the most common mistakes to make sure you avoid them in your documents.

ATTACH DIPLOMES AND CERTIFICATES since it is extremely expensive and time-consuming, in addition, this information is requested from the applicant at the time of being called for an interview, if it is considered necessary. LIFE SHEET INTERMINABLE OR TOO SHORT because excesses are bad, normally the first sheets are reviewed in which the most relevant information is expected. You cannot extract really important information of interest to the company. Therefore, it is recommended not to extend too much, or summarize your resume so much. This is a marketing document designed to sell your skills and strengths, which should be recorded on a piece of paper that is as important as a business card or portfolio of services.INFORMATION ABOUT PREVIOUS SALARIES can become data susceptible to discrimination or elimination of the process just upon entry! PLACE HISTORY COUNTRY It is only important to list the last three positions and record the experience that is at the same level as much as possible. ENDLESS LIST OF COURSES put only the last 3 or 4 refresher courses that are closely related to the position and with their work performed in the previous tasks and jobs. PHOTOS EXHIBITION SIZEThese should be 3 x 4 size and should preferably be attached to the upper right of the resume, NEVER attached with sewing hooks. This makes the resume presentation look awful and gives the impression of not having had time to polish the details. It is also good to consider that if it is the Latin model of the resume, for some people in charge of the selection of the personnel it is important to know through a photo the person they are possibly going to hire, while the North American style does not require it.

Luz Mery Acevedo, Selection Manager of Colfondos SA in Medellín and National Product Trainer, indicates that “The tests are not exams to pass but rather tools that selection experts use to measure our suitability in relation to a certain job position.. So preparing them is of little use. Before a test or test, the best is:

- Read the sentences well.

- Answer with sincerity.

- If you get stuck on a question, move on to the next.

- Leave your nerves at home, the tests are not decisive, what counts the most is the interview. "

In a selection we cannot say things that go against us "I don't have much experience" I know I lack preparation "," There are times when I don't get on well with people "We should only highlight the good, what we will say about ourselves is what that makes us closer to the profile they are looking for. For that we have to "highlight" and "compensate." Highlight: accentuate the good of us and make it visible. When asked, we should start by talking about our strengths. We are the ones who know them best. Let's make sure they show up. Compensate: Hide weak points. Turn them around (Positive reformulation) It is about presenting things in a positive way, or what is the same, answering a question like this: «What is good about the fact that I am missing something? After an interview, evaluate your performance. That is: it identifies the aspects that,In your opinion, they acted for you and against you in front of the interviewer Arrive early for your appointment and work Take care of your personal presentation Experience is very important therefore if you are studying or have just finished your degree, try to do professional internships so that You can include them in your resume as part of your work experience. Some companies consider professional practices as a valid criterion for selection.Some companies consider professional practices as a valid criterion for selection.Some companies consider professional practices as a valid criterion for selection.

On the Internet you can easily find pages that present examples of skill tests covering mathematical reasoning, skills to organize information and others, advice from experts, tips for looking for a job, we invite you to put into practice your facility for self-study and search, we bring up an example and test for you to try.

Knowing the generalities of the process you will face, we are sure that it will be easier to obtain the job you are looking for and be successful in your work.

CONCLUSIONS

A fundamental goal of selection is to place the right person in the right position. The selection and placement decision is made based on information about the subject's motivation and the capabilities and abilities possessed by the subject. The information necessary for the subject. The process is obtained through interviews, resumes, paper-and-pencil tests, and case study examples. The search for the necessary staff for an organization is often a challenge for managers of Human Resources departments. The selection process It has gone from a static conception, based exclusively on the analysis of the applications submitted to a dynamic conception in which the company looks for human resources. Recruitment is important since it depends to a great extent, not entirely clear,the success of future hiring, as it is in this process that potentially qualified candidates are attracted.The selection interview is the factor that most influences the final decision regarding whether or not to accept a job candidate The interview process does not It is more than feedback and comparison. Personality tests aim to analyze the various innate and acquired traits of the applicant.

EXAMPLE OF TEST OR TEST

1. What do you do to be heard in a discussion?

to. It tends to raise the tone of voice.

b. Whatever you do, they hardly ever listen to you.

c. Nothing special, usually people listen to everything he says.

2. What is the order for you?

to. An obligation imposed on him from outside.

b. Something necessary in certain activities and places, for example, work.

c. An essential element: you need to maintain order and force others to be ordered.

3. In your office you have to finish an urgent job, what do you do?

to. Overtime until it's over.

b. She cries it out plaintively for someone to help her.

c. He communicates it to others, so they can get down to work.

4. How do you organize the plans?

to. It tends to attract people to what you decide.

b. She goes to the hot spots.

c. She points to what her friends do.

5. What do others think of you?

to. It tends to attract people to what you decide.

b. That has character.

c. Who has something special, a mixture of charisma and personality.

6. When you are present in a conversation.

to. You need to expose your ideas and transmit them to others.

b. He prefers to listen and speaks when it is opportune or interesting.

c. He does not usually speak because he is afraid of making a fool of himself.

7. How do you react when your approaches are not accepted by others?

to. Look for new formulas and insist until you get what you want.

b. She holds on and shut up.

c. You carry it out on your own.

8. What was your role at school?

to. She did not have a prominent role.

b. The boss of the gang

c. That of the chief's lieutenant, that is, the one who executed what the chief said.

9. Do you accept the ideas of others?

to. As long as they match yours.

b. From the outset, she does not refuse, then it will be seen.

c. Yes, always try to understand them.

10. Who is in charge of your house?

to. Nobody in special; everything is done and decided jointly.

b. Others; to avoid problems, you avoid decisions.

c. You, it is clear.

11. Imagine that you organize a vacation with a group of friends and they go really bad, how do you feel?

to. Guilty.

b. Worried and disappointed, he meditates on failures.

c. Angry: The others did not know how to follow his instructions.

12. Are you able to change your mind?

to. It costs him: he is usually convinced of the reality and certainty of his opinions.

b. They tend to blame him for being very fickle.

c. He does it when he is wrong or the reasoning they give him is logical.

13. Do you like to command?

to. Yes, in fact it does and is usually obeyed.

b. No, responsibility overwhelms him and he does not know how to give orders.

c. Only on certain occasions and places.

14. How do you react if you are asked to speak in public?

to. He loves to do it and exhibit

b. your opinions and ideas.

c. He doesn't like it very much.

d. You would be surprised, they have never been asked.

15. What do your deepest and most intimate convictions entail?

to. The basis on which you support your conduct, opinions and ideas.

b. An identified banner that you intend to convey to others.

c. A resource to justify your behavior.

BIBLIOGRAPHY

BOHLLANDER George, SNELL scott, SHERMAN Arthur. Human Resource Administration. Issue 12, Thomson learning. Bogota Colombia. Year: 2005 pag 172-187CHIAVENATO, Idalberto. Human resources management. McGraw-Hill. Bogotá 1993. page 208-209 CASTILLO, José. Staff Administration. ECOE Editions, Santafé de Bogotá, Colombia. 1993 pp. 124-12 DOLAN, Simon; SCHULER, Randall and VALLE, Ramón. The management of human resources. Mc Graw Hill. Spain. 1999. pp. 77-123 Dany Reyes. The styles of the resumes, more effective models. www.clickempleo.com. 2005Luz Mila Calderon (Legis Selection Manager) Get informed on time. www.legis.com. 2005Pablo Ciego. Test and professional tests in the selection of personnel, what they say about you. www.gestiopolis.com.2005

Quotes

(1) Helliriegel, Don. Administration: a competency-based approach. THOMSON, ninth edition. Page 353.

(2) Chiavenato, Idalberto. Human Resources Administration. McGraw Hill, Second Edition. P. 168.

(3) BOHLLANDER George, SNELL scott, SHERMAN Arthur. Human resource management. Edition 12, publisher: Thomson learning. Bogota Colombia. Year: 2005 pages 172-187

(4) BOHLANDER, George, Human Resources Administration. P. 194-196

(5) IBIDEM PAG 127.

(6) CASTILLO, José. Staff Administration. ECOE Editions, Santafé de Bogotá, Colombia. Year 19993 pages 124-125.

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