When recruiting a large number of factors are taken into account in choice of candidates (training, work experience, major professional accomplishments, professional interest, general factor (G) values) and tools (interviews, unstructured interviews, tests of cognitive abilities, personality tests, simulation tests (executive search and recruiting).
These different dimensions and these tools predict a more or less successful candidates on their future position. It varies over time, countries and types of positions. International law prohibits such child labor. Some general principles should be followed in recruitment, including non-discrimination on a number of criteria (18 are required by law, possibly enriched by such charters sustainable development or the Diversity Charter).
Finally, by comparison with the internal recruitment, we can expect a decrease in friction between employees who are no longer competing for the position. The method may also involve a reduction in training costs, as the successful candidate will already have qualifications for employment.
There is a Charter Corporate Diversity recommends a Traceability HR and managerial process as "Traceability for an applicant or employee, the trace of every stage of selection and evolution of career. In context of a discrimination complaint, the traceability is particularly useful for the employer to prove that no decisions regarding the employee has been taken based on discriminatory grounds.
By direct contact with candidates at forums organized by schools or groups of companies. By appointment or sponsorship: we ask company employees to nominate candidates they know. By methods based on the simulation of professional situations where the goal is not to assess the skills based on a resume or in an interview, but in testing the abilities of a person acting in context of a professional status restored. (Developed by former method ANPE, and whose employment is widespread since 2005).
HRM plays a vital role in this step because it is their responsibility to identify the current and future job openings, while indicating those that must be met internally and externally. Sometimes referred to as forward planning of jobs and skills (GPEC). Job openings can also be identified by those responsible for a certain section of company when a job becomes available unexpectedly or if it requires more than just human capital.
The concept of knowledge obviously refers to initially and subsequently acquired knowledge essential to practice of profession. The concept of procedural knowledge is related to what is common to trade, to profession. Experience the knack of workman for example is related to uniqueness of individual, his practice in conduct of business and in relation to others within team dealing with customers.
For many specialists work expertise is at center of three components in a particular context are: knowledge (are theoretical and technical knowledge or knowledge), the knowledge (or skills) and knowledge -be (or personal qualities). Each interference between these three spheres of knowledge makes its holder. A competent person meets these three facets of exercise of his knowledge in different contexts. Sum and intersection of different knowledge, reductive vision of competence threatens any observer who seeks to seriously evaluate. In contrast to performance, which is an efficient action in a given situation, competence is a potential for efficient actions in a range of situations or contexts. Of performances in various situations.
These different dimensions and these tools predict a more or less successful candidates on their future position. It varies over time, countries and types of positions. International law prohibits such child labor. Some general principles should be followed in recruitment, including non-discrimination on a number of criteria (18 are required by law, possibly enriched by such charters sustainable development or the Diversity Charter).
Finally, by comparison with the internal recruitment, we can expect a decrease in friction between employees who are no longer competing for the position. The method may also involve a reduction in training costs, as the successful candidate will already have qualifications for employment.
There is a Charter Corporate Diversity recommends a Traceability HR and managerial process as "Traceability for an applicant or employee, the trace of every stage of selection and evolution of career. In context of a discrimination complaint, the traceability is particularly useful for the employer to prove that no decisions regarding the employee has been taken based on discriminatory grounds.
By direct contact with candidates at forums organized by schools or groups of companies. By appointment or sponsorship: we ask company employees to nominate candidates they know. By methods based on the simulation of professional situations where the goal is not to assess the skills based on a resume or in an interview, but in testing the abilities of a person acting in context of a professional status restored. (Developed by former method ANPE, and whose employment is widespread since 2005).
HRM plays a vital role in this step because it is their responsibility to identify the current and future job openings, while indicating those that must be met internally and externally. Sometimes referred to as forward planning of jobs and skills (GPEC). Job openings can also be identified by those responsible for a certain section of company when a job becomes available unexpectedly or if it requires more than just human capital.
The concept of knowledge obviously refers to initially and subsequently acquired knowledge essential to practice of profession. The concept of procedural knowledge is related to what is common to trade, to profession. Experience the knack of workman for example is related to uniqueness of individual, his practice in conduct of business and in relation to others within team dealing with customers.
For many specialists work expertise is at center of three components in a particular context are: knowledge (are theoretical and technical knowledge or knowledge), the knowledge (or skills) and knowledge -be (or personal qualities). Each interference between these three spheres of knowledge makes its holder. A competent person meets these three facets of exercise of his knowledge in different contexts. Sum and intersection of different knowledge, reductive vision of competence threatens any observer who seeks to seriously evaluate. In contrast to performance, which is an efficient action in a given situation, competence is a potential for efficient actions in a range of situations or contexts. Of performances in various situations.
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