Analysis and design of HR personnel selection system

The analysis and design of the HR personnel management system is the initial phase of creating HRMS software.

Various HR roles as specialists and managers are usually involved in the process. You can improve your current HR personnel selection system or consider creating a new one. In both cases, you need to define your HR processes. We start with something simple – the documents for applying for a job.

NECESSARY DOCUMENTS FOR APPLICATION

  • Cover letter;
  • Professional autobiography;
  • Documents certifying the respective educational degree;
  • Documents certifying additional qualification degrees;
  • Recommendations

The purpose of this stage of the recruitment process is based on the information from the submitted documents to determine those candidates whose qualities best meet the pre-announced requirements. Those who do not meet are excluded and so it is to the so-called “shortlist”, and those included in it will participate in the next stages of selection. Reference: “Analysis and design of HR personnel selection system“, https://customessaysonline.net/analysis-and-design-of-hr-personnel-selection-system/ The information from these application forms is used to determine:

  • Quantitative data for the candidates: age, level of education, level of qualification, and work experience. At this stage, 70-80% of the candidates drop out.
  • The sequence of data for the date of birth, for the year of completion of secondary and higher education, is monitored, and gaps are sought in these periods.
  • The consistency of employment data is monitored, with periods of interruption monitored. Reference: “Monitoring and evaluation of human resources management“, https://www.muzonet.com/monitoring-and-evaluation-of-human-resources-management/
  • The reliability of the data is checked.

Behavioral models are sought that provide information about the motivation and interests of the candidate – reasons for leaving a previous job, achievements in previous positions, future intentions and ambitions, public commitments, personal preferences, and interests, based on which communication skills, ability for cooperation and independent work, organizational and managerial skills, opportunities for rapid learning and professional development.

ASSESSMENT OF THE QUALITIES OF THE CANDIDATES

In ProSoft, the evaluation of these qualities takes place in four stages:

First stage

Analysis of biographical data from the documents;

Telephone conversation;

Filling in an application form;

Compilation of a list of participants who pass for further participation in the competition

Feedback from all candidates who participated in the competition at this stage.

Second stage

Interview with a specialist from the Human Resources Directorate (Project Manager);
Language proficiency testing;

IQ test;

Personality tests;

Psychological testing;

Verification of recommendations;

Compilation of a list of participants who pass for further participation in the competition

Feedback from all candidates who participated in the competition at this stage. Reference: “Creating a human resources management system“, https://pgov.org/creating-a-human-resources-management-system/

Third stage

Interview with the manager and specialists from the directorate and the project manager in which the vacancy was announced; establishing professional knowledge and skills;

Compilation of a list of participants who pass for further participation in the competition;

Feedback from all candidates who participated in the competition at this stage.

Fourth stage

Interview with the participation of the president of the company;

Deciding on a job based on a comparison of all the results of preliminary tests and interviews;

Feedback from all candidates who participated in the competition at this stage. Reference: “Methods for designing the human resources management system“, https://www.businesspad.org/methods-for-designing-the-human-resources-management-system/

The interview is the most commonly used method for evaluating candidates for a vacant position. The reasons for this are that during the interview there are some important abilities of the candidate for the position, which are difficult to assess from the submitted documents.

In the process of the conversation, his communicative abilities can be assessed, an interview is an accessible tool for every employer, and it is also used to raise the image of the company.

The interviewer must first study the information from the previously submitted documents of the candidate and make a preliminary hypothesis about his work behavior and performance within the position. Reference: “Development of human resources management projects“, https://www.policymatters.net/development-of-human-resources-management-projects/

During the interview itself, using appropriate means, this initial model is complemented by the interviewer looking for answers to the following questions:

Will the candidate be able to effectively perform the essential work tasks and react successfully in critical situations?

To what extent is the candidate motivated to hold the relevant position?

The provision of this information largely depends on the content of the questions asked to the candidate. They determine the areas and accuracy of the information provided by the candidate. The definition of the questions that will be asked at the interview is determined by the “method of the content of the position”.

First, the position is researched and analyzed, and its work tasks and obligations are determined, taking into account their periodicity and significance. Then, through expert assessment, the key qualities for successful implementation of the essential tasks and obligations are determined and questions are formed to check the status of these qualities in the candidates. As types of interviews can be/depending on the degree of planning of the questions.

  • Unstructured;
  • Semi-structured;

Structured, which can be traditional, behavioral-descriptive, and situational.

Tests to assess the qualities of candidates make it possible to determine the extent to which people differ from each other in certain qualities based on pre-developed standards. Reference: “Objectives of Human Resources Management (HRM)“, https://www.powerhp.net/objectives-of-human-resources-management-hrm/ The most commonly used tests are for:

  • Achievements;
  • General intelligence;
  • Abilities;
  • Individuality.

Achievement tests measure knowledge and skills. Intelligence tests assess the potential opportunities of candidates for further training through various forms, which is especially important for modern flexible enterprises.

Ability tests determine the degree of personal dexterity in a certain field, the most famous being the tests for verbal abilities, the ability to work with numbers, and spatial abilities for motor skills.

Individuality tests measure personal traits that affect a person’s typical behavior, and hence the success of his work tasks. From the results of this type of test shown, conclusions are made about communication, leadership and organizational skills, initiative, adaptability, and more. Reference: “Design of a human resources management system”, https://www.islandjournal.net/design-of-a-human-resources-management-system/

SELECTION OF THE MOST SUITABLE CANDIDATE

The main goal is to reach the right decision – to choose the candidate who best meets the requirements of the position and the organizational environment. This is done by analyzing the data collected from the previous stages of selection. ProSoft uses the approach of consistent elimination of candidates at each stage of the selection procedure, for which the minimum requirements for passing the respective stages of selection have been determined in advance. candidates.

Unlike the well-known practice in the country, in the selection of personnel uses mainly intelligence tests and various personality tests, the personnel selection tools in the company ProSoft contain some of the most modern methodologies for personnel selection, measuring the competence of the candidates. Among the questionnaires used are those that measure attitudes towards work, abilities, motivation for achievement, and the like.

Based on the results of the applied tests, three main indicators are formed, which serve as criteria for the future actions of the candidates:

The first indicator is the level of intelligence (IQ), which shows the potential of the individual. Kettle’s method is used to measure the level of intelligence.

The second indicator refers to the level of emotional intelligence (EQ), which shows the suitability of the individual for teamwork and the degree of integration in the organization. The methodology used to measure the degree of emotional intelligence was developed by American psychologists.

With it, the authors survey thousands of contractors, managers, and professionals in more than 100 organizations in the service, technology, and manufacturing industries in the United States and Canada.

A modified version of this questionnaire has been developed for the United Kingdom (UK), Europe, Japan, and other nations and regions of the world. Based on the results, the professional profile of the individual is formed, which compared to the profile of the organization can be a successful condition for the effective performance of work tasks. Reference: “Development of the Human Resources Management (HRM) concept“, https://customer-service-us.com/development-of-the-human-resources-management-hrm-concept/

ProSoft has been using this methodology in recruitment since 1997 and is the first in the country to use it. It is already standardized and adapted to local conditions.

The third indicator is the level of motivation (MQ) which is one of the most modern areas in recruitment. The methodology they use is a combination of statements about what motivates the person and what demotivates him.

Based on the level of motivation, it is possible to identify what needs to be done to achieve the goals.

Standard interviews, traditional tests, and verification of recommendations provide information on whether the candidate can do the job, while the results of the level of motivation can be a condition of whether the candidate will do the job.

In addition to these already adapted and standardized for our conditions questionnaires and tests, a methodology is being developed to measure the value orientations of the individual. Reference: “Analysis of human resources management (HRM) system“, https://www.mu7club.com/analysis-of-human-resources-management-hrm-system/

The methodology aims to differentiate relatively sustainable values ​​- universal and specific to work, from those that are the result of economic and socio-cultural changes.

Efforts are aimed at revealing the main meanings of the values ​​attributed to work – internal and external motivation in the performance of work tasks.

ProSoft is constantly striving to improve and keep up with global trends in this field. It is for these reasons that they focus on the application of such research methods.

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