A common mistake made by HR managers is to focus on meeting short-term, rather than long-term, employment needs. This non-strategic approach makes the organization face painful surprises in the provision of employment in terms of number and characteristics and makes the Director of Human Resources Department have to deal with a series of successive crises. It is an ineffective approach that makes the organization behave reactively. This program is an attempt to present an advanced strategy stemming from the recent trends in the selection, recruitment and polarization processes, and a presentation of the systems of establishing the list of sanctions and disciplinary sanctions.
By the end of this course delegates will be able to:
- Develop human resources through attention to modern methods of selection, recruitment.
- Learn about the latest mechanisms of human resources work methods and identify best practices in performance evaluation.
- Change the attitudes of participants towards effective performance and thinking efficiency.
- Design the rules and regulations of the sanctions and sanctions list
- Prepare plans of excellence in the performance of human resources management following the standards of total quality.
The Recruitment and Selection Process:
- The key elements, competencies and person specification
- The five types of interview styles
- The principles of conducting a targeted interview
Interviewing in Action, Exploring The Outcomes:
- Developing rules of evidence for assessment
- Coding example: The rules of coding and syndicate exercise
- Interview process, and practice
- Targeted interview practice
The Use of Psychological Test Data in The Recruitment Process:
- Coding example + syndicate exercise
- Examining the results including standardization and drawing conclusions
- Review of psychometric tests available in the selection and recruitment process
- Analyze and complete the MBTI Personality questionnaire
- The increasing use of Emotional Intelligence in the Recruitment process - Daniel Goleman’s model
- Additional insights into personality profiling including case study
- Administration and guidelines for the use of psychometric testing
Dealing With The Results, Drawing Conclusions, and Feedback:
- Application of psychometric tests including the use of a type indicator (MBTI) and putting feedback into context
- Best fit analysis and demonstration
- The four scales, what do they mean?
- Recruitment and selection results and employing them as a development tool
Design and Deployment of Assessment Centres:
- The latest techniques in advertising for vacancies
- How to shortlist, avoiding bias and lots of hard work
- Examination of an assessment center approach - training of the assessors
- Deciding on the tools and techniques to use in the assessment and what are the consequences
- The resources required to run a successful recruitment or selection process
- Managers and Heads of Departments
- Human Resources Department staff
- Those Who Are Interested in Training and Employment
- Legal Affairs and Investigations