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The recruitment industry has four main types of agencies: employment agencies, recruitment websites and job search engines, "headhunters" for executive and professional recruitment, and niche agencies which specialize in a particular area of staffing. Employee Selection is the process of putting right men on right job. It is a procedure of matching organizational requirements with the skills and qualifications of people. Effective selection can be done only when there is effective matching. Selection involves choosing the best candidate with best abilities, skills and knowledge for the required job.
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Written Tests- Various written tests conducted during selection procedure are aptitude test, intelligence test, reasoning test, personality test, etc. These tests are used to objectively assess the potential candidate. They should not be biased. Employment Interviews- It is a one to one interaction between the interviewer and the potential candidate. It is used to find whether the candidate is best suited for the required job or not. But such interviews consume time and money both. Moreover the competencies of the candidate cannot be judged. Such interviews may be biased at times. Such interviews should be conducted properly. No distractions should be there in room. There should be an honest communication between candidate and interviewer. Medical examination- Medical tests are conducted to ensure physical fitness of the potential employee. It will decrease chances of employee absenteeism. Appointment Letter- A reference check is made about the candidate selected and then finally he is appointed by giving a formal appointment letter.
introduces concepts. The bronze level requires three days of training, and participants must also be involved in two "Rapid Improvement Events'" (of 3-5 days each). We encourage executives to go to the silver level to be leaders and teachers, and to be able to coach others in improvement. The expectation is that all senior management will attain bronze this year." Rotating people. "We have a fairly good-sized Care Improvement department. We would like to have a care improvement leader at each site eventually." Recognizing success: "We do not have monetary rewards for improvement results, but we do recognize successes." Communicating. "We use our intranet for sharing stories about successes. At every Rapid Improvement Event there is a report-out, to which everyone is invited." Redeploying people who are freed up by process improvements. "We retrain or redeploy people who are freed up by more efficient processes. We have a policy on layoffs: no-one will be laid off as a result of process improvements." What do business leaders who are leading change need from HR? Talent flow. Leaders need help defining new positions and competencies, assessing individuals' competencies, and matching the two. Rewards. Business change leaders must be sure that rewards are consistent with the new ways of working. A manager in charge of reengineering the way a health insurer interacted with health care providers redesigned the firm's service organization by physician specialties, such as obstetrics and gynecology, so that the people handling inquiries would be knowledgeable about the specialty and could coordinate resolution of issues. She needed help in negotiating a dashboard of shared goals across affected departments. She then needed flexibility to tie performance to shared rewards and to implement non-financial recognition for the multiple departments that affected service. Training and Development. Leaders must develop other managers' skills at leading changes in the way work is executed. At CSX, the $11 billion railroad, the operations process excellence group develops process improvement and change skills for selected managers. Assistant Vice President John Murphy told me that "high potentials" are appointed to development slots in an 18-month program with more than 250 hours of skills training, including a formal peer assessment that looks at their skills, leadership, and personal style. Sustaining improvement activities is all about people managing the social side of change. HR processes can either accelerate or slow progress, so the HR function has a critical role to play. In future posts, I'll look further at how HR can help operational improvement professionals enable change, and how to reinvent HR to provide these services. Question: How have you seen organizations weave change into their people processes?