Recruitment honor

1. RECRUITMENT & SELECTION
“Finding the best man/woman for the job”
On-line training

2. ©MiguelM.Coimbra,2015
SUMMARY
1. FROM RECRUITMENT TO PLACEMENT
2. ROAD MAP
3. RECRUITMENT NEEDS
4. REQUIREMENTS AND COMPETENCES
5. FINDING CANDIDATES
6. SELECTING CANDIDATES
7. HIRING AND PLACING

3. ©MiguelM.Coimbra,2015
FROM RECRUITMENT TO PLACEMENT
We have a
vacancy to fill…

4. ©MiguelM.Coimbra,2015
FROM RECRUITMENT TO PLACEMENT
RECRUITMENTFIND
SELECTION
PLACEMENT
CHOOSE
PLACE

5. ©MiguelM.Coimbra,2015
RECRUITMENT
• SEARCH FOR APPLICANTS
• PROVIDE INFORMATION
• ENCOURAGE APPLICATION
• ATTRACT THE BEST CANDIDATES
SET OF CANDIDATES

6. ©MiguelM.Coimbra,2015
SELECTION
• KNOW THE CANDIDATES
• DIFFERENTIATE
• IDENTIFY THE BEST
FIND THE MOST SUITABLE TO THE
ORGANIZATION
GREATER PROSPECTS OF SUCCESS

7. ©MiguelM.Coimbra,2015
PLACEMENT
• ASSIGN JOBS TO CANDIDATES
• PLACE THE NEW EMPLOYEES
• BASIC INFORMATION
• WELCOME, GUIDE, INTEGRATE
• SOCIALIZATION
OPTIMIZE THE CONDITIONS FOR A GOOD
PERFORMANCE BY THE NEW EMPLOYEES

8. ©MiguelM.Coimbra,2015
ROAD MAP
NEEDS
CANDIDATES
REQUIREMENTS
SELECTION
DECISION
HIRE
PLACEMENT

9. ©MiguelM.Coimbra,2015
NEEDS FOR RECRUITMENT
• PLANNED
• RETIREMENTS
• OTHER PREDICTABLE EXITS
• CHANGES IN THE ORGANIZATION
• ANTICIPATION OF ENVIRONMENT CHANGES
• UNEXPECTED
• RESIGNATIONS
• ACCIDENTS, DEATHS
• ILLNESS

10. ©MiguelM.Coimbra,2015
REQUIREMENTS
“WHAT DOES IT TAKE TO DO JOB?”
• ACADEMIC KNOWLEDGE
• TECHNICAL KNOWLEDGE
• QUALIFICATIONS
• CAPACITIES / SKILLS
• BEHAVIOURS
COMPETENCES

11. ©MiguelM.Coimbra,2015
COMPETENCES
• TECHNICAL
• “KNOW HOW TO DO”
• KNOWLEDGE / QUALIFICATION
• ACQUIRED IN SCHOOL AND FORMAL TRAINING
• CROSS-CUT TO ORGANIZATIONS
• INTELLIGENCE / FORMAL KNOWLEDGE
• BEHAVIOURAL
• “KNOW HOW TO BE / HOW TO PERFORM”
• PERSONAL SKILLS
• ACQUIRED BY EXPERIENCE AND PRACTICAL TRAINING
• SENSITIVE TO ORGANIZATION CULTUREAND ENVIRONMENT
• EMOTIONS / INFORMAL KNOWLEDGE
SOFTSKILLSHARDSKILLS

12. ©MiguelM.Coimbra,2015
COMPETENCES
• TECHNICAL
• QUANTITATIVE METHODS
• FOREIGN LANGUAGES
• WRITING
• USE SOFTWARE
• ACCOUNTING
• BEHAVIOURAL
• LEADERSHIP
• COMMUNICATION
• NEGOTIATION
• INNOVATION
• TOLERANCE TO STRESS
SOFTSKILLSHARDSKILLS
EXAMPLES

13. ©MiguelM.Coimbra,2015
COMPETENCES
JOB
ORGANIZATION
STRUCTURE
1
OBJECTIVESINTERACTIONSTASKS
2 N 1 2 N
DEPARTMENT
CULTURE
COMPETENCEB
COMPETENCEC
COMPETENCE PROFILE

14. ©MiguelM.Coimbra,2015
FINDING CANDIDATES
INTERNAL VS. EXTERNAL
• MOTIVATION
• MEET EXPECTATIONS
• CAREER PERSPECTIVE
• LESS RISK
• LESS TIME
• LESS EXPENSE
• EASIER INTEGRATION
• BROADER CHOICE
• MORE ACCURATE
• BRINGS ‘NEW BLOOD’
• IMPORT EXPERIENCE
• NO INNOVATION
• RESTRICTED CANDIDATES
• OTHER VACANCY
• LONGER
• MORE EXPENSIVE
• HARDER INTEGRATION
• MAY AFFECT MOTIVATION

15. ©MiguelM.Coimbra,2015
FINDING CANDIDATES
• WHERE
• EDUCATIONAL INSTITUTIONS
• EMPLOYMENT AGENCIES
• CASUAL AND PREVIOUS CANDIDATES
• EVERYWHERE
• NATIONAL / INTERNATIONAL
• HOW
• INTERNAL ADVERTISING – WEBPAGE, BOARD
• MEDIA ADVERTISING – PAPERS, WEBSITES…
• OUTSOURCE – RECRUITING AGENCIES

16. ©MiguelM.Coimbra,2015
FINDING CANDIDATES
• TIPS ON ADVERTISING
• IDENTIFICATION OF THE ORGANIZATION
• JOB TITLE AND WORKPLACE
• SUMMARY OF TASKS AND GOALS
• OUT OF THE ORDINARY FEATURES
• MANDATORY REQUIREMENTS
• OTHER REQUIREMENTS
• SALARY – IF FIXED BY REGULATION AND NON-NEGOTIABLE
• APPLICATION METHOD AND DOCUMENTATION
MORE SPECIFIC - LOWER PROBABILITY OF UNWANTED CANDIDATES

17. ©MiguelM.Coimbra,2015
SELECTING CANDIDATES
CV SCREENING1
2 SELECTION TESTS
JOB INTERVIEW3
PHYSICAL / MEDICAL EXAM-
PORTFOLIO ANALYSIS-

18. ©MiguelM.Coimbra,2015
SELECTING CANDIDATES
CV SCREENING1
• WHAT
• ANALYSE CURRICULA AND OTHER DOCUMENTS
• CHECK FORMAL MANDATORY REQUIREMENTS
• ACADEMIC DEGREES
• PROFESSIONAL QUALIFICATIONS
• WHY
• ELIMINATE CLEARLY UNQUALIFIED
• SAVE TIME AND MONEY

19. ©MiguelM.Coimbra,2015
SELECTING CANDIDATES
• WHAT
• WRITTEN, ORAL OR PRACTICAL TESTS
• GROUP DYNAMICS AND SIMULATIONS
• CHECK COMPETENCES
• KNOWLEDGE
• INTELLIGENCE
• PERSONALITY
• WHY
• STANDARD INSTRUMENTS AND MEASURES
• COMPARE CANDIDATES
2 SELECTION TESTS

20. ©MiguelM.Coimbra,2015
SELECTING CANDIDATES
• WHAT
• FORMAL MEETING
• FACE TO FACE INTERACTION
• DISCUSS ABILITIES, EXPERIENCE, EXPECTATIONS
• CHECK LANGUAGE AND COMMUNICATION SKILLS
• WHY
• FIRST HAND INFORMATION
• TWO WAY COMMUNICATION
• CLARIFY DETAILS
3 JOB INTERVIEW

21. ©MiguelM.Coimbra,2015
SELECTING CANDIDATES
• QUESTIONS
• INFORMATIVE
• SITUATIONAL – HYPOTHETIC SITUATION
• ANALYSIS OF CONCRETE SITUATIONS
• PRESSURE INDUCEMENT
3 JOB INTERVIEW
NON-DIRECTIVE STRUCTURED
PANEL INTERVIEWS – REINFORCE OBJECTIVITY

22. ©MiguelM.Coimbra,2015
SELECTING CANDIDATES
• TIPS ON INTERVIEWING
• PREPARE THE SITE
• NO DISTRACTIONS, ROUND TABLE, WAITING ROOM
• WARM-UP / ICE BREAKING QUESTIONS
• EMPATHY - POLITE CURIOSITY - HIDE EMOTIONS
• PAY ATTENTION TO NON-VERBAL COMMUNICATION
• NON-ABRUPT CONCLUSION
• DON’T LET SEE YOU NOTES
• RECORDS/EVALUATE RIGHT AFTERWARDS
• AVOID LENIENCY, HALO EFFECT, SIMILARITY EFFECT
3 JOB INTERVIEW

23. ©MiguelM.Coimbra,2015
SELECTING CANDIDATES
FINAL DECISION
• MEET COMPETENCE PROFILE
• SHARES ORGANIZATION VALUES
• MOTIVATED
• FIT IN THE TEAM

24. ©MiguelM.Coimbra,2015
HIRING PROCESS
• COMMUNICATE DECISION
• SET A MEETING
• SALARY AND BENEFITS
• WORKING HOURS AND SCHEDULE
• ASK INFORMATION – FORMS
• DISCUSS CONTRACT
• SET STARTING DATE
• SIGN CONTRACT

25. ©MiguelM.Coimbra,2015
PLACE NEW EMPLOYEE
• BASIC INFORMATION – WELCOME MANUAL
• DUTIES & RESPONSIBILITIES
• REGULATIONS AND POLICIES
• SAFETY RULES
• ORGANIZATIONAL STRUCTURE, KEY MANAGERS
• INFORMATION
• SHOW AROUND
• PRESENT – SUPERVISOR, CO-WORKERS
• FACILITIES – CAFETERIA, BATHROOM, PARKING
• PREPARE WORK SITE – COMPUTER, TOOLS, STATIONERY

26. ©MiguelM.Coimbra,2015
PLACE NEW EMPLOYEE
We filled the
vacancy!

27. ©MiguelM.Coimbra,2015
TRUE OR FALSE?
Technical competences are generally acquired at school
Internal recruitment is always preferable to external recruitment
In the selection procedures, job interview must be the first method to apply
A competence profile is the set of competences required to a good performance on a job
The aim of a selection process is to identify the most suitable candidate for a job
There is no advantage in using a welcome manual when hiring new employees
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CLICK ONLY AFTER ANSWERING

28. ©MiguelM.Coimbra,2015
EXERCISE
1. CHOOSE A JOB THAT EXISTS IN YOUR ORGANIZATION
2. IDENTIFY ITS PLACE IN THE ORGANIZATIONAL STRUCTURE
3. DEFINE ITS TASKS AND OBJECTIVES
4. BUILD THE COMPETENCE PROFILE THAT IS REQUIRED FOR
THAT JOB, IDENTIFYING TECHNICAL AND BEHAVIOURAL
COMPETENCES
5. SET UP A PLAN TO RECRUIT FOR THAT JOB: WHERE AND
HOW ARE YOU GOING TO FIND CANDIDATES? WHO WILL
DRIVE THE RECRUITMENT AND SELECTION PROCESS? WHICH
METHODS WILL YOU APPLY?...

29. ©MiguelM.Coimbra,2015
THANK YOU!
Miguel M. Coimbra
Director, Human Resources Division
Instituto Superior Técnico
miguel.m.coimbra@tecnico.ulisboa.pt
http://drh.tecnico.ulisboa.pt