(整理版)国外著名HR咨询公司HRM培训英文课件

HumanResourceManagement

PART1第一页，共132页。PersonnelManagementtoHumanResourceManagementRecognitionoftheneedtotakeamorestrategicapproachtothemanagementofpeopleBeganinthe1980’sintheUSAUKfollowedquicklyConceptis…‘astrategicapproachtoacquiring,developing,managingandgainingthecommitmentoftheorganisationskeyresource–thepeoplewhoworkforit’Armstrong1991第二页，共132页。FeaturesofHRM

ManagementfocussedandtopmanagementdrivenLinemanagementrolekeyEmphasisesstrategicfit–integrationwithbusinessstrategyCommitmentorientedTwoperspectives–‘hard’and‘soft’Involvesstrongculturesandvalues第三页，共132页。PerformanceorientedRequiresadoptionofacoherentapproachtomutuallysupportingemploymentpoliciesandpracticesEmployeerelationsorganicratherthanpluralisticOrganisingprinciplesareorganicanddecentralisedFlexibilityandteambuildingimportantpolicygoalsStrongemphasisonqualitytocustomersRewardsdifferentiatedbyskill,competenceorperformanceFeaturesofHRM第四页，共132页。Fombrum,TichyandDevannaModel1984SelectionPerformanceAppraisalHRDReward第五页，共132页。WarwickModelofHRMBusinessStrategyContextInnerContextHRMContentHRMContextOUTERCONTEXT第六页，共132页。WarwickModel–

contentoftheboxesOutercontext–socio-economic,technical,politico-legal,competitiveInnercontext–culture,structure,politico-leadership,task-technology,businessoutputsBusinessstrategycontext–objectives,productmarket,strategyandtacticsHRMcontext-role,definition,organisation,HRoutputsHRMcontent–HRflows,worksystems,rewardsystems,employeerelations第七页，共132页。TheHarvardModelStakeholderIssues:WorkforcecharacteristicsBusinessstrategy&conditionsManagementphilosophyUnionsTasktechnologyLaws&societalvaluesStakeholderInterests:ShareholdersManagementEmployeeGroupsGovernmentCommunityUnionsHRMPolicy:ChoiceEmployeeinfluenceRewardsystemsWorksystemsHumanresourceflowsHROutcomes:CommitmentCongruenceCompetenceCosteffectivenessLTconsequences:IndividualwellbeingOrganisationaleffectivenessSocietalwellbeing第八页，共132页。GuestModelDefinesfourpolicygoalsofHRMFurtherdevelopmentoftheHarvardmodelStrategicintegration–HRMintostrategicplans,inlinedecisions,withinHRpoliciesHighcommitment–strongidentificationwithcompanyHighquality–includingmanagementofpeopleFlexibility–functional,adaptablestructures,capabilitytoinnovate第九页，共132页。SoftHRMStresseshumanaspectEmphasisonHRDParticipationMotivationCommitmentLeadershipHUMANresourcemanagement第十页，共132页。HardHRMPeopleasaresourceUseddispassionatelyUsedincalculatingrationalmannerHeadcountHumanRESOURCEManagement第十一页，共132页。Competence-BasedHRMDefinitions:Theskills,knowledgeandexperiencethatanindividualbringstotheirrole

IDS1997Basicpersonalcharacteristicsthataredeterminingfactorsforactingsuccessfullyinajoborsituation McClelland1993Underlyingtraits,motives,skills,characteristics

andknowledgerelatedtosuperiorperformance Boyatsis1982第十二页，共132页。Ukv.USdefinitionsUS-inputoriented–whattheindividualbringstothejobUK-outputoriented–theskills,attitudesandknowledge,expressedinbehavioursforeffectivejobperformanceOneorboth?第十三页，共132页。LevelsofInfluenceStrategic

Functional

Systems

Individual第十四页，共132页。ImplicationsatStrategicLevelTheidentificationofcorecompetenciesoftheorganisationwhichconfersustainedcompetitiveadvantageOwnedbymorethanonepersonandgrowthroughuseandexperiencethereforedifficulttoimitate第十五页，共132页。ImplicationsfortheHumanResourceFunctionDevelopmanagerialcompetenceStrategicselectionandstaffingDevelopinternallabourmarketDesignjobsroundcapabilityDevelopindividualcompetenceDevelopculturetofosterinnovationBuildlearningorganisationDeveloporganisationallearningmechanisms第十六页，共132页。ImplicationsforHumanResourceSystemsVerticalintegration–linkindividualcompetencetothecorecompetenceoftheorganisationHorizontalintegration–provideaframeworkfortheintegrationofHRsystemscomponentsVitalplayerinthedevelopmentofcorecompetenciesCanbeusedtodevelopindividualHRsystems第十七页，共132页。RecruitmentandSelectionBasedonpastbehaviourasthemostvalidpredictoroffuturebehaviourBuildingthecompetenceframeworkrequiresmultipleinformationsourcesCompetencespecificationshouldcoverbothtechnicalandpersonal/interpersonalcompetencies第十八页，共132页。DevelopinterviewquestionsthatelicitexamplesofpastbehavioursInassessmentcentrescreatetasksthatrequiredemonstratedcompetenciesUsecompetenciestoselecttestinstrumentsUsecompetenciestoevaluatecandidateperformanceRecruitmentandSelection第十九页，共132页。AppraisalSetoutcomeandperformancetargetsforeachcompetenceBelowstandardperformancecanbeusedtogeneratedevelopmentneeds第二十页，共132页。Canprovideforumfortheidentificationofnew/changingcompetencerequirementsCanprovideforumforsettingacquisitionofcompetencetimescalesProvidesaclearandagreedframeworkforperformanceevaluationanddiscussionAppraisal第二十一页，共132页。DevelopmentProvidesaframeworkforindividualtrainingneedsNotransferproblemsascompetencecanonlybedemonstratedbyonthejobbehavioursDevelopmentcontributesdirectlytocurrentperformanceEncouragesabroadbasedapproachtodevelopmentactivities第二十二页，共132页。EnsureslinemanagercommitmenttodevelopmentOfferscommonlanguagetoallparticipantsinthedevelopmentprocessOfferstransparentprocesstoallstakeholdersFacilitatesvalidationandevaluationofthedevelopmentprocessDevelopment第二十三页，共132页。RewardPromotesflexibilityPromotesadevelopmentfocusedcultureProvidesopportunitiesforadvancementviaskillsProvidesopportunitiesforearningsenhancementonthebasisofskillsandflexibilityratherthanseniority第二十四页，共132页。Canassistinaddressingthetechnical/managerialdivideOffersaroutefortherewardofknowledgeworkersCarrieshigh‘face’validityand‘feltfair’perceptionViacoreorganisationalcompetenciescanlinkrewarddirectlytoorganisationalstrategyReward第二十五页，共132页。IntegrationVertical-integrationwithcorporatestrategyHorizontal-theinternalintegrationofthecomponentsofanHRstrategyIntra-gration–theintegrationofthepartsofacomponentofHRstrategye.grewardstrategy–basepay,variablepayandbenefitsallsupporteachother第二十六页，共132页。CurrentHRMIssues&DebatesRespondingtoincreasedcompetitionManaginginternationaloperationsRidingthewavesofchangeManagingthechangingrelationshipwiththeworkforceChanginglegislativeandregulatoryframeworksBestpracticeversusbestfit第二十七页，共132页。HRMandCorporateStrategy第二十八页，共132页。StrategyDiversityofviewpointsTwodimensionsofagreementDegreeofplanning:deliberate–emergentOutcomes:profitmaximisation–rangeofoutcomes(plural)Fourkeyapproaches(Whittington)第二十九页，共132页。ApproachestoStrategy

OutcomesProfitmaximising

PluralDeliberateEmergentClassicalEvolutionary

SystemicProcessualProcesses第三十页，共132页。Classical:RationalEconomicManApplicationofrationalanalysisSeparationofplanningfromimplementationCommitmenttoprofitmaximisationEmphasisonthelong-termExplicitgoalscascadeddowntheorganisation第三十一页，共132页。ClassicalandHRMHRMmatchinganddownstreamToolofimplementationHRpoliciesandstrategiesgearedtoachievingprofitmaximisationCritique–productofitstime;looksnaïveintoday'sturbulentandglobalenvironment;stillpursuedinsomesectorswithlongtimehorizons.第三十二页，共132页。Evolutionary:NaturalSelectionEmphasisonenvironmentalfitProfitmaximisationachievedbymarketcompetitionFitdeterminedbychanceratherthanstrategySurvivalbyshorttermstrategiesaimedatcurrentfitStrategyandillusioninunpredictableenvironment第三十三页，共132页。Evolutionary–lawofthejungleHRkeyroleinenvironmentalscanningPoliciesandstrategiesaimedatflexibilityandadaptabilityMatchingmodelCritique–marketsmoreregulatedthanjungle;bygovernment,law,internationalagreementsConceptofflexibilityimportant第三十四页，共132页。Processual–lifeismessyConceptofboundedrationalitySubjectiveinterpretationofdatathereforestrategyflawedandincompleteWetakethefirstbestoption–sufficingOrganisationsascoalitions–consensusbynegotiationMinimumadaptationforsurvivalratherthanproactivechange–sparecapacityasbufferStrategyacomfortingritual第三十五页，共132页。ProcessualandHRMHRpoliciesevolvingandreactiveSoftHRMOD,bestpracticeanddevelopmentofinternalcompetenciesimportantCritique–lacksvision;maynotbeabletorespondquicklyenoughtothreats第三十六页，共132页。Systemic:sociallygroundedManmakesdecisionsbasedonsocialfactorsnoteconomic;SocialnetworksdefinenormsInternalcontextoffirminfluencedbysocialgroups,interests,resourcesandmicro-politicsDifferentformsoforganisationsuccessfulindifferentculturesSystemicperspectiveincludesnationalculture,family,gender,socialgroupsStrategymustbesensitivetothese第三十七页，共132页。SystemicandHRHRpoliciesandprocesseswillhavetoreflectlocalcultureManagementstyleandstrategiesformotivationandcommitmentreflectlocalandnationalcultureCritique–focusesondifferenceattheexpenseofsimilarityandcross-culturalinfluences第三十八页，共132页。Resource-BasedTheoryoftheFirmPlacesHRatheartofstrategyCompetitiveadvantagestemsfromstrategiccorecompetenciesbuiltupovertimeRecognisesimportanceofleadershipinbuildingtopteam;fosteringcreativityandinnovation;facilitatethelearningprocess第三十九页，共132页。EmphasisesrenewalaspectanddynamiccapabilitiesoftheorganisationCapacityofafirmtorenew,adaptandaugmentitscorecompetenciesovertimeSuccessfulorganisationscombinemultiplemodesofstrategymakingwithhighlevelsofcompetenceandastuteleadershipwithemployeeinvolvementinstrategymakingResource-BasedTheoryoftheFirm第四十页，共132页。Resource-BasedTheory&HRMBasisforhumanresourceascompetitiveedgeHRMvaluedforgeneratingstrategiccapabilityaswellassupportingstrategyHumancapitaladvantage–gainedthroughresourcingandretentionHumanprocessadvantagegainedbycontinuouslearning,co-operationandinnovationfacilitatedbybundlesofHRstrategies第四十一页，共132页。DefiningStrategic

CoreCompetenciesINTEGRATEDbundleofindividualskills5-15corecompetenciesthenormAmessyaccumulationoflearningincludingtacitandexplicitknowledge–anactivityCorecompetence:

–deliversafundamentalcustomer

benefit第四十二页，共132页。-isnoteasilyimitatedbycompetitors

-providesagatewaytonewmarketsContributestostrategyas:

-asasourceofcompetitiveadvantage

-viaalongerlifespanthatasingle

product

-exercisedacrosstherangeof

organisationalactivitiesDefiningStrategic

CoreCompetencies第四十三页，共132页。RoleofHRinManaging

CoreCompetenciesIdentifyingcorecompetencies–linkingthemtoindividualsBuildingcorecompetencies–learningandcrossdisciplinecommunication第四十四页，共132页。RoleofHRinManaging

CoreCompetenciesUtilisingcorecompetencies–developingmanagementcapabilityandformsofworkingthatmaximisedeploymentProtectingcorecompetencies–retentionstrategies,protectionduringmajorchange,identifyingownersofcorecompetence第四十五页，共132页。COMPARATIVEHUMANRESOURCEMANAGEMENT第四十六页，共132页。Definitions‘howthingsaredonearoundhere’

(Drennan,1992)Organisationalculturereferstothepatternofbeliefs,valuesandlearnedwaysofcopingwithexperiencethathavedevelopedduringthecourseofanorganisation’shistory,andwhichtendtobemanifestedinitsmaterialarrangementsandinthebehaviourofitsmembers. (Brown,1995)第四十七页，共132页。OrganisationalCulture-DefinitionsThepatternofbeliefsandassumptionssharedbytheorganisationsmembers,thesebeliefsproducenormsthatshapethebehaviourofindividualsandgroupsAsetofhabitualwaysofthinking,feelingandreactingthatarecharacteristicofthewaysinwhichaspecificorganisationmeetsitsproblemsataparticularpointintime第四十八页，共132页。LevelsofCultureCulturecanbeconceivedas:

-societalornationalculture

-corporateculture

-homogenousorheterogeneous

subculturesTurner(1971)definedindustrialsub-cultureby:

-distinctivesetofsharedmeanings

-useofsymbolsandrituals

-socialisationsandnorms

-attemptstomanipulateculture第四十九页，共132页。AspectsofcultureArtifactsLanguage–jokes,jargon,storiesBehaviourpatterns–rituals,ceremonies,celebrationsNormsofbehaviourHistoryEthicalcodesBasicassumptionsBeliefs,valuesandattitudesSymbols第五十页，共132页。ModelsofcultureArtifactsBeliefs,values,attitudesBasicassumptionsMostsuperficialmanifestationsofcultureDeepestlevelofculture Schein,1985第五十一页，共132页。Organisational

CultureArtifacts&creations:Technology;artVisiblebehavioursaudiblebehavioursValuesBasicassumptions:HumannatureHumanactivityRelationshipsPerceivedrealityEnvironmentVisiblebutnotoftendecipherableWhat“oughttobe;norm-basedTakenforgrantedInvisiblePre-conscious第五十二页，共132页。CommonOrganisationStoriesCanemployeesbreaktherules?Isthebigbosshuman?Canthelittlepersonrisetothetop?WillIgetfired?Howwillthebossreacttomistakes?WilltheorganisationhelpmewhenIhavetomove?Howwilltheorganisationdealwithobstacles?第五十三页，共132页。CULTURE:

Socialisation:learningpre-arrival:“preconception”metamorphosis:“absorb”securitycommitmentproductivityencounter:“provisional”(H&B2002)第五十四页，共132页。OrganisationalCultureandtheLifeCycleoftheFirmPhase1-BirthandEarlyGrowthPurpose–fostercohesionduringgrowthNeedforchange–economicorsuccessionStrategies– naturalevolution

- self-guidedevolution

- Managedevolution

- managedevolutionvia

outsiders第五十五页，共132页。OrganisationalCultureandtheLifeCycleoftheFirmPhase2–Organisationalmid-lifePurpose–culturedeeplyembedded,maydevelopsub-culturesStrategies–plannedchangeandOD

-technologicalseduction

-scandal,explosionofmyths

-incrementalism第五十六页，共132页。OrganisationalCultureandtheLifeCycleoftheFirmPhase3–organisationalmaturityPurpose–sourceofpride,resistantStrategies–coercivepersuasion

-turnaround

-recognition,destruction, re-birth第五十七页，共132页。Culture

inorganisations:Handy/Harrison:POWER:ZEUSPERSON:DIONYSUSTASK:ATHENAROLE:APOLLO第五十八页，共132页。Communication–HallModel

Arab UKChina GermanyHighcontext LowcontextSocialtrustfirst BusinessfirstValuepersonal Valueexpertiserelationships&goodwill &performanceAgreementbytrust LegalcontractNegotiationslow,ritual Negotiationefficient 第五十九页，共132页。Hofstede’sModelIndividualism

Highpowerdistance

Masculinity

Highuncertaintyavoidance

Shorttermism

Collectivism

Lowpowerdistance

Femininity

Lowuncertaintyavoidance

Longtermism

第六十页，共132页。HRMandCultureChange第六十一页，共132页。LayersofCultureArtefacts–physicalobjects,behaviourandprocessesEspousedvalues–thoseappearingpubliclyinmissionstatement,policiesUnderlyingassumptions–rarelyarticulated;mayconflictwithespousedvaluesandeachother第六十二页，共132页。CultureChangeWhychange?Environmentchanges:

Business–mergers,technology,marketGovernment–laws,H&S,diversity,Demographic–changesinthehumanresourcesavailable第六十三页，共132页。TheNatureofChangeExternallyimposed

Transformational

Global

Hostile

Largescale

Longterm

StrategicInternallyimposed

Incremental

Local

Positive

Smallscale

Urgent

Operational

第六十四页，共132页。IntroducingCultureChangeCanbeverydifficultCanbealongtermprocessIssuestobeconsideredinchoosing

strategy:

-scale–incrementalorradical

-Locus–organisation,unit,department

-nature–cognitiveandbehavioural

-timescale第六十五页，共132页。PrinciplesofCultureChangeValuesandassumptionsdefineacceptedandappropriatebehavioursInsuccessfulorganisationscultureisalignedwithstrategyCulturechangemaybedifficultifthecultureisincompatiblewithstrategyCheckstrategybeforeembarkingonculturechangeCanthechangesrequiredbeachievedbyothermeans第六十六页，共132页。SeniormanagementmustunderstandtheimplicationsandbecommittedCulturechangemustpayattentiontotheopinionleadersShouldtakeintoaccounttheworksystems,managementstyleandHRpoliciesNewmessagesreinforcedandoldoneseliminatedThedeeperthelevelofculturechangethemoredifficultitwillbePrinciplesofCultureChange第六十七页，共132页。MultipleandsubcultureswillmakeculturechangemoredifficultBehaviouralnormsaretheeasiesttochange,deeperlayersrequireaparticipativeapproachTopdownapproachesaredifficulttosustainovertimeParticipativeapproachesaremoresuccessfulbutdifficulttoimplementandtimeconsumingPrinciplesofCultureChange第六十八页，共132页。ApproachestoCultureChange

(Bate)

STEP1ANALYSINGTHECULTUREAnalysisoftheexistingcultureandsettingspecificobjectivesformeasuringsuccessinachievingthedesiredculture.Leadingto:PROGRAMMEDESIGNSTEP2EXPERIENCINGTHEDESIREDCULTUREInvolvementofallworkteamsthrough‘peakexperience’workshops:INDIVIDUALDEVELOPM’TLEADERSHIPDEVELOPMENTACTION-STUDYTASKFORCEWORKTEAMCULTURES第六十九页，共132页。STEP3MODIFYINGTHEEXISTINGCULTUREModifyingcriticalculturalinfluencessuchas:Leadershipmodelling WorkteamsInformation/communication PerformancerewardOrganisationalstructures Training&developmentFirstlinesupervision ResultsorientationAndmonitoringtheoutcomesbyRESULTSTRACKINGApproachestoCultureChange

(Bate)

第七十页，共132页。STEP4SUSTAININGTHEDESIREDCULTURESustainedachievementofobjectivesandinternalisationoftheongoingchangeprocess.ApproachestoCultureChange

(Bate)

第七十一页，共132页。WhyPeopleResistCultureChangeSelectiveperceptionHabitSecurityEconomicStatusandesteem第七十二页，共132页。Multi-culturalOrganisationsAculturethatfostersandvaluesdiversityPluralismasanacculturationprocessFullstructuralintegrationFullintegrationofinformalnetworksAbsenceofinstitutionalisedculturalbiasMinimumofinter-groupconflictduetoproactivemanagementofdiversity第七十三页，共132页。ChangingCultureCultureExitthosewhorejectnewcultureEnter&socialisenewstaff

communicationbehaviourchangeExaminingandJustifyingBehaviourchange= intervention point第七十四页，共132页。BusinessProcessRe-engineeringSTRATEGYSYSTEMSTECHNOLOGYPEOPLEInputsOutputsEnvironment第七十五页，共132页。RationalPlanningApproachFeedbackEnvironmentaldevelopmentloopProbleminitialisedDefinetheproblemEvaluationphaseImplementsolutionMonitor/evaluate第七十六页，共132页。Socio-TechnicalApproachesCoreJob Critical PersonalandDimensions Psychological Work States OutcomeSkillvariety Experienced HighTaskidentity meaningfulness intrinsicTasksignificance atwork motivationAutonomy Experienced Highjob Responsibility satisfaction forworkFeedback Knowledgeof lowlabour resultsofwork t/oandabsence第七十七页，共132页。OrganisationalDevelopmentApproachFormalRelationshipsAimsandobjectivesStrategiesandpoliciesTechnologyandcontrolStructureandstyleAuthorityandadministrativeproceduresInformalRelationshipsFrom:attitudes,perceptions,values,emotions–aboutformalstructuresandpeopleNormativebehaviour,communications,informalinstructions–abouttacticaloperationsoforganisation第七十八页，共132页。HRLeverageinChange第七十九页，共132页。TheAcquisitionofHumanResources第八十页，共132页。RecruitmentandSelection‘Theoverallaimoftherecruitmentandselectionprocessshouldbetoobtainatminimumcostthenumberandqualityofemployeesrequiredtosatisfythemanpowerneedsoftheorganisation’Armstrong1995Therecruitmentandselectionprocess:

-definingrequirements

-attractingcandidates

(recruitment)

-selectingcandidates(selection) -makingthedecision第八十一页，共132页。DefinitionofRecruitment‘Searchingforandobtainingpotentialcandidatesinsufficientnumbersandqualitysothattheorganisationcanselectthemostappropriatepeopletofillitsjobneeds’ DowlingandSchuler1990Recruitment=theprocessesusedtoattractapplicationsSelection=theprocessesusedtoidentifythemostsuitablecandidate第八十二页，共132页。JobAnalysis‘Theprocessofcollecting,analysing,andsettingoutinformationaboutthejob’Armstrong1992MethodsofJobAnalysis

-refertoexistingjobdescription

-interview

-selfanalysis

-questionnaire

-checklist

-criticalincidenttechnique

-repertorygrid

第八十三页，共132页。WritingJobDescriptionsIncludebasicdetails–title,locationetcIncludeasummaryofthejobListaselectionofthemaindutiesCovertherangeofthejobUseactiveverbs–toissueetcBepreciseAvoidvagueandmisleadingwords第八十四页，共132页。ExampleofaJobDescriptionJobTitle: PersonnelAssistantDepartment:HumanResourcesSummary: Responsibleforrecruitmentandother HumanResourcesactivityDuties:ManagingtherecruitmentofstaffInterviewingcandidatesMaintenanceofpersonnelrecordsRuntheinductionprogrammeIssuingcontractsofemploymentAdvisemanagersBookingtrainingcourses第八十五页，共132页。

Competency‘Anunderlyingcharacteristicofapersonwhichresultsineffective/superiorjobperformance’ Boyatsis‘Acompetencyisasetofbehaviourpatternswhichanincumbentneedstobringtoajobinordertoperformitstasksandfunctionswithcompetence’

Woodruffe第八十六页，共132页。CompetencyList:MiddleManagerHigherLevelCompetenciesVision InadditiontoPlanningskills relevanttechnicalcompetenceCriticalthinking Leadership Persistence****InfluencingskillsInterpersonalskillsSelfconfidenceSelfdevelopmentEmpathyStresstolerance第八十七页，共132页。EachhigherlevelcompetencecanbebrokendownintosubunitsExample****

“Persistence”:PreparedtousearangeofstrategiestoachieveaproblemsolutionAbilitytodemonstrateacommitmenttotaskcompletionAbilitytorecognisewhencircumstancesrequireaflexibleresponseCompetencyList:MiddleManager第八十八页，共132页。Advantagesofa

CompetencyApproachMoreflexiblethanjobdescriptions–the competenciescanbeusedinmanytasksEasiertorelatetotheindividualCanmatchagainstexperiencemoreeasily thantaskfortaskFacilitatespersonspecificationAllowsthedevelopmentofcompetence/ scenarioquestionsLinkstootherHRprocesses第八十九页，共132页。Disadvantagesofa

CompetencyApproachSeesqualitiesasseparateentitieswhereasinajobtheyareusedinconjunctionDifficulttouseinhigherleveljobswherecompetenciesarelesstangibleandmoredifficulttodescribeDifficulttodealwithemotionalaspectssuchaspleasantmannerwhichmaybealliedtopersonality第九十页，共132页。PersonSpecificationBothjobdescriptionsandcompetencylistsareusedtodrawupapersonspecificationOneofthemostusedframeworksfordrawingupajobdescriptionisAlecRodger’s7PointPlanItlistssevenmainareasinwhichtherecruitermustspecifytheminimumrequirements i.e.thosewhichareessentialandthosepreferredordesirablefortheapplicanttopossess第九十一页，共132页。PersonSpecificationAttribute

EssentialDesirablePhysicalAttainmentsIntelligenceAptitudesInterestsDispositionCircumstances第九十二页，共132页。SuccessfulRecruitmentIsEFFECTIVE,

COSTEFFECTIVEandFAIRRecruitmentmethodsinclude:

-advertisements

-governmentagencies

-consultants&agencies

-directapplications

-wordofmouth

-opendays

-internet

-othermedia第九十三页，共132页。AdvertisementsCanbeinternal,press–local,national,international,internet,professionaljournals,otherPurpose–attractattention,createandmaintaininterest,stimulateactionContent–organisationsname,locationofjob,salaryandbenefits,summaryofjob,summaryofpersonrequired,actionrequiredtopursueapplication第九十四页，共132页。CriteriaforChoosingaRecruitmentMethodEffectivenessLabourmarketissuesNumberofapplicantsSelfselectionCostTimeConfidentiality第九十五页，共132页。HeadhuntingIndividualsareapproacheddirectlytocheckoutandstimulateinterestinpositionReasonsforuse:

-confidentiality

-veryseniorposts

-scarceskills

-obviouscandidates

-raiseinterestandawarenessinthosethat mightnotbeactivelyseekingchangeEthics第九十六页，共132页。InternetbasedRecruitmentHow?Throughcompanywebsite;internallythroughintranet;internetsiteprovidersInternetaccessedglobally,butonlybythosewithaccesstoandwhousethetechnologySpecialisedsitesavailable–graduates,engineers,computersWatchforcost,regularupdating,onlinesiftingAdvertisingissuesapply第九十七页，共132页。HandlingApplicationsInformationusedto:EnableselfselectionSiftcandidatesCV?OrApplicationformDevelopimage:ProfessionalprocessPsychologicalcontractMaintaininterestCandidateascustomer第九十八页，共132页。SelectionTheimportance:

‘Itisfairlyeasytouseselectiontoimproveproductivityby6%.Underveryfavourablecircumstancesselectioncanbringaboutgainsof20%ormore….’Smith&Robertson1993Ethicalissues:

-principleofpositiveselfregard

-principleofinformedconsent

-principleofcompetence

-principleofconfidentiality第九十九页，共132页。CommonSelectionMethodsApplicationformandCVReferences,recommendationsandtestimonialsGroupexercisesWorksampletestsSelectioninterviewsPsychometrictests第一百页，共132页。UsageofSelectionMethodsWithintheUKInterview 100%Applicationform 98%References 97%CV 84%Personalitytests 58%Ability/aptitudetests 47%Assessmentcentres 30%第一百零一页，共132页。ChoosingaSelectionMethodPracticalitySensitivityReliabilityValidity

-face

-content

-criterion(predictiveorcurrent)

-construct第一百零二页，共132页。ValidityofSelectionMethods第一百零三页，共132页。PsychometricTestsMaximalversusTypicalperformanceMaximalperformance

-aptitude/attainmentTypicalperformance

-personality

-i