Dony Eko Prasetyo, S.IP.

Quiz (30 menit)

What is HRP? Apa tujuan dari HRP? What is recruitment? Explain steps on recruitment?? Which one is better, internal or external

recruitment??? Explain!!

Apa itu Seleksi

Proses memilih diantara calon tenaga kerja tsb, yaitu yang paling sesuai dengan kebutuhan organisasi/yang terbaik bagi organisasi (perusahaan)• Yang dinilai paling tepat dalam memenuhi persyaratan jabatan.• Merupakan proses untuk menyesuaikan (“matching”) antara kualifikasi calon tenaga kerja dengan persyaratan jabatan.

Ketergantungan Aktifitas Sdm Pada Proses Seleksi

Job analysis

Human Resource

Plans

Recruits

Challenges

Selection Process

Orientation

Training

Development

Career planning

Performance evaluation

Compensation

Union-management relations

Assessment

INPUTS CHALLENGESHUMAN RESOURCE

ACTIVITIES

Source : Wherther & Davis

ReliabilityDerajat (ketepatan) sebuah alat seleksi mengukur sesuatu yang sama secara konsisten

Dapat berupa test atau wawancara

Beberapa pertanyaan perlu dilontarkan (ke kandidat)Validity

Hubungan antara alat seleksi dengan kriteria yang telah ditetapkan (apakah alat tersebut memang mengukur kriteria

tersebut?)

Teknik seleksi apakah saja yang dapat digunakan dan bagaimana efektifitas pengukurannya?

Harus teruji dan sesuai dengan pekerjaannya (misal ketrampilan menggunakan komputer untuk petugas data entry.

Langkah-langkah / Metode seleksi1. Preliminary reception of applications

2. Employment test

3. Selection Interview

4. References and Background checks

5. Medical evaluation

6. Supervisory interview

7. Realistic Job Preview

8. Hiring Decision

Employment-Related tests

Name Application

Minnesota Multiphasic Personality Inventory

Measures personality or temperament (executives, nuclear power, security)

California Psychological Inventory

Measures personality or temperament (executives, managers, supervisors)

Guilford-Zimmerman Temperament Survey

Measures personality or temperament (sales personnel)

Watson-Glaser Critical Thinking Appraisal

Measures logic and reasoning ability (executives, managers, supervisors)

Owens Creativity Test Measuring creativity and judgement ability (enggineers)

Myers-Briggs Type Indicator Measures personality component

PSYCHOLOGICAL TEST

Continued

Name Application

Leadership Opinion Questionnaire

Measures knowledge of leadership practices (managers and supervisors)

General Aptitude Test Batery Measures verbal, spatial, numeric, and other aptitudes and dexterity (job seekers at unemployment offices)

KNOWLEDGE TEST

Name Application

Honesty Test Measures attitudes about theft and related subjects (retail workers, securities employees, banks)

Work opinion questionnaire Measures attitudes about work and values (entry-level, low-income workers)

ATTITUDE TEST

Continued

Name Application

Polygraph (Lie Detector) Measures physiological responses to questions (police, retail store workers)

GRAPHIC RESPONSE TEST

Name Application

Stromberg Dexterity Tesy Measures physical coordination (shop workers)

Revised Minnesota Paper from Board Tests

Measures spatial visualization (draftsmen and draftswomen)

Minnesota Clerical Test Measures ability to work with number and names (clerks)

Job Simulation Test Measure a sample of “on-the-job” demands (managers, profesionals)

PERFORMANCE TEST

Selection Techniques

How Many Face u can found in the picture?????

13

Selection criteria Electoral popularity – policy-making jobs Patronage – designating officials or employees

without a requirement for a formalized application process

Merit based-system – using processes that analyze job competencies and require open applicaton procedures

Seniority – internal candidates; provides sense loyalty

Representativeness – minorities should get positions in areas of underrepresentation

14

Selection criteria Selection criteria should be expressed in terms of:

Essential – requirements that are critical to successful performance in the position without which a person could not be appointed; and

Desirable – requirements that would enable the person to perform at a higher level in the position, but without which the person could still be appointed.

The total number of essential and desirable criteria shall not exceed 10.

15

Selection criteriaSelection criteria shall:

be written in simple and clear language; be specific and not overlapping or repetitive; be based on the real requirements of the position; not be excessive in number (i.e. not more than 10

in total) not discriminate unlawfully either directly or

indirectly against applicants not favour either internal or external applicants;

and be consistent with the classification standards of

the position.

16

Screening Retention Survey found that nationally small agencies

took an average of 6.84 weeks to conduct the screening processes, while large agencies took an average of 11.51 weeks (U.S. Department of Justice, Office of Justice Programs, Hiring and Keeping Police Officers)

GOAL: reduce this time so that valuable candidates are still available

17

Screening

Discriminating among the qualified and the unqualified

Identifying most highly qualified candidates

Confirming the qualifications and ability of the chosen candidate; it may include the first period of employment

Screening particular candidates; results in offering position to the best candidate

18

Principles of the screening A fair set of screening criteria The criteria must be in line with the job content and

appointment as well as advertised requirements Applicants should be clear on the criteria that apply The criteria should apply to all applicants in a consistent

manner Any waivers should be fully motivated and approved Declarations should be made of whether any candidate is

related to or friends of an official in the component where the vacancy exists

The various activities of the screening process should be documented and put on record

19

Initial reviewing and testing Education and experience

evaluations Letters of recommendation Self-assessment General aptitude and

trait test Performance test for

specific jobs

20

Reducing the pool: interview1. Plan how it should proceed: persons, place, roles2. Prepare list of written questions asked of all

candidates3. Use a work sample as part of the process

Critique or evaluate sth Solve a problem Deliver oral presentation, etc

4. Explain basic facts about the position5. Use the job description and advertisement guides to

ensure that the focus is on essential job functions

21

Reducing the pool: interview6. Set up interviews in private

job-settings where distractions are unlikely

7. Concentrate on listening to applicant’s answers and take notes during the interview

8. Be careful that no oral commitments or suggestions about employment prospects are made

9. Complete your evaluation notes when impressions are fresh

22

Reducing the pool: interview Subjects to Avoid

Marital status Children and other dependants Religion Politics Ethnic origins

Peran Wawancara dalam Peran Wawancara dalam seleksiseleksi

Proses wawancara dalam seleksi harus memenuhi kebutuhan kedua belah pihak (organisasi dan calon tenaga kerja)

Sasaran Wawancara :

1. Mendapatkan sebanyak mungkin informasi tentang calon tenaga kerja, untuk bisa menentukan kecocokannya dengan jabatan yang lowong

2. Memberikan informasi umum tentang perusahaan kepada calon tenaga kerja, agar calon tenaga kerja tersebut dapat membuat keputusan untuk menolak atau menerima

3. Membina hubungan baik antara calon tenaga kerja dengan pihak perusahaan

Macam-macam bentuk dan jenis wawancara

1. Wawancara terstruktur2. Wawancara tidak terstruktur

(unstructured interview)3. Problem solving interview4. Stress interview5. Wawancara individual-

kelompok

Typical Interview Errors

1. Halo effect

2. Leading questions

3. Personal biases

4. Interviewer domination

A SUMMARY OFTYPICAL INTERVIEWERS ERRORS

HALO EFFECT

INTERVIEWERS WHO USE LIMITED INFORMATION ABOUT AN APPLICANT TO BIAS THEIR EVALUATION OF THAT PERSON’S OTHER CHARACTERISTICS ARE SUBJECT TO THE “HALO EFFECT”

LEADING QUESTIONS

INTERVIEWERS WHO “TELEGRAPH” THE DESIRED ANSWER BY THE WAY THEY FRAME THEIR QUESTIONS ARE USING LEADING QUESTIONS

PERSONAL BIASES

INTERVIEWERS WHO HARBOR PREJUDICE AGAINST SPECIFIC GROUPS ARE EXHIBITING A PERSONAL BIAS

INTERVIEWER DOMINATION

INTERVIEWERS WHO USE THE INTERVIEW TO OVERSELL THE APPLICANT, BRAG ABOUT THEIR SUCCESSES OR CARRY ON A SOCIAL CONVERSATION INSTEAD OF AN INTERVIEW ARE GUILTY OF INTERVIEWER DOMINATION

Guidelines for becoming a more effective interviewer

1. Active listening to what and how the applicant communicates

2. Be aware of non-verbal cues3. Remain aware of the job requirements

(untuk menghilangkan halo effect)4. Balance between open and overly

structured questions5. Avoid premature decision (do not evaluate

on the basic of a first impression)

Psychological Foundations for Interviewers

1. Empathy2. Barriers to

communication3. Interviewer bias4. Past is clue to future

SAMPLE QUESTIONS USE INEMPLOYMENT INTERVIEW

1. HOW DO YOU SPEND YOUR SPARE-TIME ?2. WHAT COMMUNITY OR SCHOOL ACTIVITIES HAVE YOU

BEEN INVOLVED IN ?3. DESCRIBE YOUR IDEAL JOB. IN WHAT TYPE OF WORK ARE

YOU INTERESTED ?4. WHY DO YOU WANT TO WORK FOR OUR COMPANY ?5. WHAT WERE YOUR FAVOURITE CLASSES ?6. DO YOU HAVE ANY GEOGRAPHIC PREFERENCES ?7. WHY DID YOU SELECT YOUR COLLEGE MAJOR ?8. WHAT DO YOU KNOW ABOUT OUR COMPANY’S PRODUCTS

OR SERVICES ?9. DESCRIBE THE IDEAL BOSS !10. HOW OFTEN DO YOU EXPECT TO BE PROMOTED ?

11. WHAT IS YOUR MAJOR WEAKNESS ? STRENGTH ?

12. WHY DO YOU THINK YOUR FRIENDS LIKE YOU ?

13. DO YOU PLAN TO TAKE ADDITIONAL COLLEGE COURSES ? WHICH ONES ?

14. WHAT JOBS HAVE YOU HAD THAT YOU LIKED THE MOST ? LEAST ?

15. DESCRIBE YOUR LEAST FAVOURITE BOSS OR TEACHER !

16. WHAT ARE YOUR CAREER GOALS ?

17. IF YOU COULD GO BACK FIVE YEARS, WHAT WOULD YOU DO THE SAME ? DIFFERENT ?

18. WHY SHOULD YOU BE HIRED BY OUR COMPANY ?

19. BESCRIBE YOUR LAST JOB !

20. HOW MANY HOURS DO YOU THINK YOU WILL HAVE TO WORK AT YOUR JOB ?

21. WHAT JOB SKILLS DO YOU HAVE ?

22. WHAT IS YOUR FAVOURITE SPORT ?

32

Final selection

1. Keep a list of all applicants considered for final selection.2.Identify fair selection criteria for the final selection phase. 3.Ensure that the criteria are in line with the advertised

requirements as well as the job content. 4. Ensure that each selection committee member is

provided with all the relevant information pertaining to each short-listed applicant.

33

Final selection

5. Ensure that the interviews are conducted in a fair and effective manner and that each candidate is weighed comprehensively against the requirements as advertised.

6. Ensure that a comprehensive motivation is compiled in respect of all the applicants interviewed.

7. Ensure that all applicants are informed about the outcome of the final selection phase.

8. Ensure that all relevant information is put on record.

34

Closing selectionClosing selection

1.Phone call and further clarification2.Letter of intent3.Completing employment forms 4.Protocols may be available for

intetested individuals5.Number of candidates6.Names, surenames and adresses

of 5 top candidates7.Recruitment and selection criteria8.Justification of the decision

1.Develop a Recruitment Plan 2.Conduct Research3.Personalize the Recruitment Process4.Select and Train the Right People as

Recruiters 5.Build Strong Partnerships 6.Develop an Employee Referral Program7.Improve the Selection Process8.Develop an Advertising Plan9.Develop an Internet Presence10.Employ Effective Recruitment Strategies