Essay On Recruitment And Selection Of Talent

“The employee placement process consists of four activities: recruiting, selection, orientation and employee development” (Reilly, Minnick & Baack, 2011). Since we now know whom we are looking for, it is time to find the employees that best fits the areas needed. Now we have to list our job, its description, and various functions. We should also add the minimum requirement on education as well as previous training. We will now send it out to advertise for potential employee has and show them the possible positions available. After we have our close date, we will begin with forming our short list of those applicants that are a perfect fit for the job.

This paper is going to describe OCBC’s unique approach to talent management and development. Compare OCBC’s approach to talent management and development to other organizations you are familiar with (e.g., current or past employers, a family business). Explain how OCBC’s approach to talent management and employee development been a primary contributing factor to the firm’s success. Evaluate the extent to which OCBC’s approach to talent management and development fits other organizations or industries, including some limitations if applied elsewhere without modification.

A structured interview can improve the process by asking the same questions to each candidate.

Unstructured interviews are not made up of prepared questions. The interviewer will ask more open questions about board topics and then use follow-up questions to gain more answers in further detail. This method of interview is time-consuming however it enables the interviewee to answer questions in more detail and depth. It is possible that audio-recordings can be

Identify and assess at least 4 factors that affect an organization’s approach to attracting talent.

Each selection assessment is viewed differently in regards to usefulness and validity of predicting a candidate’s ability to perform a job.

Structured interviews are when the interview asks each respondent the same series of questions. Questions are created prior to the interview, and would often have a limited set of responses (Rowley, 2012). Semi-structured interviews are when the interviewer and the interviewee engage in a formal interview. The interviewer develops and used an interview guide. This is a list of questions and topics that would need to be covered during the conversation (Rowley, 2012). These questions of often asked in an order. The interviewer follows the guide but may stray away from the guide when they would feel that they need to ask different

Besides my survey I am conducting an unstructured interview to collect data. An unstructured interview is very beneficial to collecting information. I am conducting an unstructured interview, because I feel as though I

Additionally, Harvey makes an argument for the type of questions and the sequence of those questions. Close-ended questions restrict the answer on behalf of the elite. This does not give the elite the opportunity to explain their reasoning, nor their thought process. This question type provides qualitative data. Closed-ended question provides qualitative data in some cases. The interviewer is typically in search of both data sets. To achieve both, the sequencing is important to not upset the interviewee and achieve the goals of the interviewer. Tough and very personal questions are also recommended to be asked during the middle of the interview. This gives the interviewee time to relax and the relationship with the interviewee to be established. The final point made by Harvey is the format of the interview. Interviews can be conducted face-to-face, over the phone, or through a questionnaire. Each has their respective strengths and weaknesses. Face-to-face interviews provide the opportunity to analyze body language, and tone among other visual cues. However, the interviewee is restricted by timing and geographical constraints.

Another strength of using structured interviews is that their rigid format allows the researcher to keep an emotional distance from the respondent. However, the detachment that is constructed may have a negative effect on the results of the study as the respondent may be used to gaining sympathy from members of society, and then become withdrawn from the

Whereas a structured interview follows a standardised format, in an unstructured interview the interviewer has complete freedom to vary the interview. Supporters argue that this brings a number of important advantages. Such as, rapport and sensitivity, the interviewee's views are clearer, the ability to check understanding, flexibility and the ability for the interviewer to explore unfamiliar topics. However, there are multiple disadvantages to using unstructured interviews in sociological research. Such as, practical problems, which include, time and sample size, training, and interpersonal skills, there are also issues with representativeness, reliability, quantification and validity.

Interviewers are required to ask interviewing questions based on the structured questions and follow the schedules strictly. In other words, structured interviews could be seen as the questionnaires based interviews. It takes less time for researchers to interpret data than qualitative interviews since all questions have already coded (Saunders et al., 2009). Bryman and Bell (2011) argued that structured interviews should be used to collect quantitative data and in deductive research. Unlike structured interviews, semi-structured interviews are less structured and have a list of questions to guide researchers to proceed interviews (Saunders et al., 2009). It tends to be more flexible because researchers do not need to follow the developed schedules. For example, interview questions and the order of questions could vary for each interview (Bryman and Bell, 2011). The last type of interview is the unstructured interview. As its name suggests, an unstructured interview has no existing schedules and developed questions. It allows researchers to talk freely with interviewees about topics they are interested in (Saunders et al.,

employee with the required skills as well as fresh ideas. In an external hiring function, the Google human resource team can attract more qualified applicants. The employee selection process in Google mostly includes notifying, reviewing, screening, interviewing, testing and selecting the well-qualified applicants.

This is facilitated through e-selection methods allowing candidates to self-assess a determine interest and attitude towards the job based on a list of skills or competencies that have been outlined in the job description (Raymond & Winkler, 2012, pp. 455). This is a further positive as it greatly reduces the time and money spent on filling through a possible large group of applications.

Once applicants with realistic job expectations are recruited the actual selection process starts. Selection is the process of choosing from a group of applicants the individual best suited for a particular position and organization (Mony, Noe & Premeaux, 2002, p. 175). The recruitment process is very important for this because