Employee absenteeism Competency approach to job depends on competency mapping. A competency is defined as a behavior i. Conduct a job analysis by asking incumbents to complete a position information questionnaire PIQ.
This module will help teach participants how to: Analyze the costs incurred by an organization when a wrong hiring decision is made Develop a fair and consistent interviewing process for selecting employees Prepare better job advertisements and use a variety of markets Develop a job analysis and position profile Use traditional, behavioral, achievement oriented, holistic, and situational critical incident technique interview questions Develop competency based interview techniques Effectively interview difficult applicants Understand the legislative implications of the Employment Equity Act that can affect the recruitment process The Recruitment and Selection Process During this session, we will take a quick look at the six stages of the recruitment process.
Factors in the Hiring Process We will examine the three levels of factors in the hiring process in this session. Cost Analysis During this session, participants will analyze the cost of hiring an employee.
We will look at performing a job analysis and writing a position profile in this session. Determining the Skills You Need Once you have analyzed what the job will entail, you will need to determine what technical and performance skills the candidate will need.
We will examine various ways of doing this during this session. Finding Candidates During this session, we will examine the advantages and disadvantages of various advertising methods. Screening Resumes Now that you have the stack of resumes on your desk, what are you going to do with them?
Our recommendation is to use a resume screening guide. Performance Assessments In addition to interviewing, you may also choose to have candidates complete a technical or performance exercise. We will look at both types of exercises through a lecture.
Problems Recruiters Face During this session we will discuss some common mistakes recruiters make and how to avoid them. Interviewing Barriers There are also some human mistakes that recruiters make; this will be our focus during this lecture.
Non-Verbal Communication During an interview, it is crucial to be aware of the non-verbal signals that you are giving and receiving. We will explore some of these signals through a lecture and an exercise. Types of Questions Obviously, the ability to ask questions is crucial to an interview.
During this session, we will discuss how to use open questions, closed questions, and probes. Behaviour Interviews During this session we will look at what behavioural interviewing is and how it differs from traditional interviewing.
Participants will also have the opportunity to develop some sample behavioural questions. Other Types of Questions There are two more key types of questions that you can use during an interview: We will take a brief look at both types during this session.
The Critical Incident Technique Another type of interview question asks the candidate how they might behave in a certain situation.
We will explore why these questions are so valuable, how to develop them, and how to use them. Listening for Answers Listening for what the candidate does and does not say is just as important as asking the right questions.
During this session, we will look at some key listening skills. Difficult Applicants During this session, participants will role play one of four difficult applicants in a mock interview.
Interview Preparation and Format During this session, we will discuss some things you should do before, during, and after the interview.
Other Interview Techniques During the interview, there are some techniques you can use to keep things moving. We will talk about five of the most common methods. Scoring Responses During this session, we will discuss how to use performance-based rating scales.
Checking References We will look at how to check references, using a reference guide, and who to ask for references. Human Rights and Labour Law Through a brief lecture, participants will learn about some of the key labour law employment equity act and human rights issues that recruiters face.
Recognise and comprehend performance management definitions and techniques. Integrate performance management within the overall management of an organisation. Be enabled to guide the implementation of a performance management system and be enabled to conduct performance appraisals.
Upon completing this module, the participants should: Be familiar with performance management definitions and concepts Understand the purpose of performance management and how this fits into the overall management of an organisation Have the skills to avoid key pitfalls associated with the implementation of a performance management system Understand the comparative advantages of different performance evaluation techniques Be confident to:Essential HR Manager Skills and Competencies Human resource management responsibilities require an overlapping set of skills and competencies.
If you’re looking for an edge in today’s competitive job market, understanding and developing these skills is the key to success.
The competence criteria for employees are established by human resources department on discuss with department head to considering job requirements, processes and activities assigned by management to department for particular stages of management.
Apply competency-based approach to Human Resource Management functions such as recruitment and selection, training and development, compensation, performance management, and career and .
Human resource means People, shortly called as HR. Human resource is one of the crucial resources and regarded as assets of an organization in order to perform certain tasks, duties and responsibilities in a job entrusted by the management so as make an organisation productive.
Human Resource can also be called as manpower, employee, workforce, jobholder or personnel. Competency-based recruitment is a process of recruitment based on the ability of candidates to produce anecdotes about their professional experience which can be used as evidence that the candidate has a given competency.
Candidates demonstrate competencies on the application form, and then in the interview, which in this case is known as a competency-based interview. The SHRM Competency Model identifies what it takes to be a successful Society For Human Resource Management.
ENTIRE SITE. SHRM Foundation Learn more about eligibility criteria .