Employee And Functions Of Employee Competency Level Of Employees

Documented in an employee survey (2012) conducted by the National Association of Colleges and Employees (NACE) the belief by many of the employers surveyed set a number of employee competencies they felt were essential. The findings resulted in a list of capabilities they felt were needed in order to proficiently desired by organizations. Effective verbal articulation within and outside of the organization’s structure, a team player that will a readily work with others, an administrator and convergent thinker, obtain and process data, while planning, organizing, and prioritizing work.

Assessment of the content validity of various proposed selection techniques by determining how well they match the general requirements of the job

As a human resources manager, the primary task is to ensure that only the best candidates are called for interview. In essence, academic credentials are not enough to determine a candidate’s suitability. During the interview, it is important to ensure that the applicant has required skills to meet the firm’s objectives. For example, a given person might have the best academic qualifications as per the job’s description but lack other important aspects such as ability to work in the team and good communication skills. During the interview, such traits should be noted to disqualify applicants who cannot meet fundamental requirements of a team player.

Once an applicant pool has been created, HR personnel can begin the selection process. Ideal screening devices have fairly high validity for predicting job performance and therefore those with moderate to high validity should be included in the new personnel selection system (Carlson, 2002). Initial screening devices would include application forms, resumes and biodata. Research by De Graaff and Ravenstein (2001) supports the recruitment of new engineers who possess some competencies in the humanities and social sciences subjects, strategic thinking, emotional and social intelligence. Therefore, applicants with education or related experience in these fields should be preferred. Furthermore, management needs to ensure that the persons we hire have both person-job and person-organization fit (Kelloway 2011). These two fits influence the attitudes, decisions, behaviours of employees in their work environment (Kristof-Brown, 2005). In other words, internal factors such as strategic goals are an important consideration in the recruitment process (Kelloway, 2011). Seeing as how the organizational culture encourages corporate social responsibility among employees, applicants with previous community service experience will be preferred in the screening process. HR personnel will

assessment by managing suitable alternatives to the candidate needs. The key being to identify specific

I am going to explain in this paper the profession of Human Resources, the vital

During 2006, the first part of Alan’s plan was to convince bankers into giving Ford Motor Company billions of dollars to complete this company overhaul. Once they were provided with the right amount of money, the plan was able to be executed. With this plan came a timeline; by the year 2009, the company planned to have the ‘One Ford’ mission in action and to see production increase. Because of such a short timeline, HRD was ultimately involved throughout the entire process. As part of the company’s “One Team” approach, certain areas of the plan are discussed and analyzed to examine if anything can be improved; this is accomplished by using everyone in the company. Employees are able to share how they feel about certain areas of their work and give their opinions on how certain things should change or stay the same; after everything is examined, the leaders of the company are the ones held responsible and accountable for making the changes, if any, to whatever was examined (Ford Motor Company, 2010). During this process, new strategies can also be provided by using the employee’s opinions and assessments of their strengths and weaknesses. This ultimately shows the use of human resource development as part of the company’s competitive strategy. Without the employees understanding how to complete their job correctly, the company would plunder. Thus, the company makes

Therefore, when used to help with selection, developmental, or promotional purposes, competencies may offer a more comprehensive description of an individual’s overall strengths and characteristics than KSAOs. However, KSAOs may offer a higher level of rigor when connecting characteristics to job tasks, due to their discrete nature. For example, once competencies are identified for a job, these can be matched to data gathered from tests in order to help with selection or promotional purposes. Additionally, competencies can be used to find individuals with certain skill sets, which would allow them to recognize strengths while simultaneously identifying areas in which additional training may be needed. Competencies have an advantage over single construct KSAOs in that competency tests can measure multiple aspects of a job at once, as opposed to single measure tests, like ability or knowledge tests (Scott & Reynolds,

The fourth chapter then deals with the task of actually trying to improve corporate training and assessment programs. The challenge here is to find a way to determine which current or potential employees have the necessary skills to succeed in an organization. As mentioned before, these skills are not easy to measure and so assessing employees is not easy and the recommended steps are only guidelines to help in this process.

The psychologists have also developed such models for lower-level positions. And in recent years, I have analyzed competency models from 188 companies, most of which were large and global and included the likes of Lucent Technologies, British Airways, and Credit Suisse. In carrying out this work, my objective was to

Credentials Assessment. It is very important to know what experience and skillset a candidate brings with

Selection is a key responsibility for all manager and supervisors involved, rather directly or indirectly, in the hiring process of an organization. Selecting and hiring the wrong candidate can become costly to an organization. Therefore, the selection process should be handled with tedious care and precision to ensure to hire the employees right for the job. Potential candidates should be hired based on their skills, and knowledge relevant to the job. For instance, to ensure suitable hiring for vacant positions, the job description should meticulously be designed to properly reveal the skills necessary and required to perform the job specifically. Using a data-driven selection or hiring approach helps in increasing or enhancing the suitability of the hiring decisions made in companies or organizations. When the selection is based on the data obtained, it ensures that the success rate will be high because the potential candidate has been selected based on precise data, resulting in the likelihood of high performance. However, following a data-driven approach a company’s focus is on the required and mandatory skills and competencies required to perform a particular job.

The goal of selection programs are to capitalize on individual differences in order to select the applicants who possess the greatest amount of particular characteristics that have been assess to be the most important for job success (Cascio & Aquinis, 2011). This goal can be met by utilizing a classical approach to personnel selection. The classical approach to personnel selection starts with the job analysis. From the job analysis sensitive, relevant and reliable criteria are selected on a basis of importance to describe the job specifications that represent knowledge, skills, abilities and other characteristics (KSAOs) that potential applicants are desired to have for the job (Cascio & Aquinis, 2011).

The purpose of this report is of an exploratory nature in which analysis is required within an existing company on an issue concerning the human resources department. A deductive approach is taken in the writing of this report, in which recommendations can be drawn from the outcomes of the primary and secondary data. Therefore, the first step entails finding a company willing to share information and cooperate with the group on this project. After getting into contact with Freerichs KG, an

This project is submitted in response to the case study of module 08 in Professional Qualification in Human Resources Management.