The most important challenge today for human resources professionals is to incorporate and maintain good employees.

Perhaps the biggest challenge today for human resources professionals is to incorporate and maintain good employees. Although many of the patterns and tactics used to achieve these objectives will be specific depending on the industry and some basic ideas apply to most companies. It may take into consideration the following:

STRUCTURE OF THE COMPANY

1. SET THE CORPORATE HIERARCHY

The quick internal promotion can help keep your employees and is also a clear reason to stay.

2. DEVELOP A FORMAL AGENDA AND WRITING OF FLEXIBLE SCHEDULE

If your company has begun offering a flexible schedule for some types of employees, ensure that this policy is formalized for each department, division and job.

3. IMPROVING THE EFFICIENCY OF ITS EMPLOYEES

Is your company taking full advantage of their technology investments? If you have not participated in discussions and meetings on productivity in your company’s IT staff is a good time to start. Try to understand everything possible about the capabilities of the system and software of your company, then you can help heads of departments and sections to take advantage of resources.

Why HR professionals should be involved in this issue?

Just because it adds value to the HR function and business in general, to help all departments of the company to adapt to a lack of staff and improving productivity through technology.

At the same time increases the attractiveness of your company as an employer to each new generation of young graduates with an interest in new technologies.

SELECTION AND INCORPORATION

1. GATHERING OF THE COMPETITION

Although you may feel morally against the recruitment of staff from their competitors, companies are increasingly leveraging the use of “headhunters” to do so.

2. MAINTAIN CONTACT WITH FORMER EMPLOYEES

People who have left your company for referring others and in some cases wish to return to the business after one season. You should have a program to track former employees from 6 months to a year and a half after his departure. Conduct exit interviews of employees leaving the firm to learn about problems that can be solved immediately.

3. BE REALISTIC

In other words, be prepared to accept that people whose skills and abilities are less broad than a few years ago and is willing to select people with development potential.

4. REWARD FOR REFERENCES

Give bonuses to people who recommend new hires and pays for these bonds at the time, not after six months and / or an evaluation period.

5. CREATE MORE OPPORTUNITIES PART TIME

According to your company, this option may be the answer to the lack of people. It can also help reduce social costs.

6. PLEASE DO NOT EVEN WHEN RECRUITING NEEDS

This is good common sense in a competitive market.

7. PROVIDE PRACTICE

In addition to getting personal “cheap” is a way to test before offering a permanent position. If your company can use trainees, UD. and other officials should maintain a continuous dialogue with them.

Also, try to give them enough work to experience the truth as it is your business. Finally, a specific training program will help fellows.

8. INTERNET USE

Your web pages may be the source of candidates today, especially if their employees are twentysomethings. In addition to including job advertisements it is advisable to maintain updated information on the Web since many people are using the Internet to find potential employer companies.

9. RETAIN CONSULTANTS SEARCH AND SELECTION

Keeping a close relationship with “headhunters” will ensure the continued search for the desired profiles.

10. LINK WEB PAGES OF YOUR COMPANY WITH UNIVERSITIES AND BUSINESS SCHOOLS

Many schools are willing to do so. So potential candidates access their information more conveniently and rapidly.

11. COMMUNICATE

The employees know what is happening in his department and the company are generally happier, and happy employees stay longer. Some of the ways to keep your staff informed programs include mentor, evaluation systems, feedback and internal newsletters.

12. MAINTAIN THE HIGH STANDARD

You have to maintain quality but suffer from a lack of employees. Besides the obvious reasons, also demoralized the staff.

13. DOMESTIC POLICY EXTINGUISHING

14. PACKAGES KEEP Plus

Should keep them as competitive as possible

15. TRAINING

Especially with young people. No way to offer much training.

16. DAR ORIENTATION

Template Furnish the tools and information needed to perform their jobs.

17. RESPONDING TO THE NEEDS / CONCERNS OF QUALITY OF LIFE

You can not fix everything but the information collected to improve the environment try to make it more pleasant and all.

Summary: Werther

Elect people who will be part of our Institutional Education Project is not an easy task. It is essential that new members coincide with the goals and values we hold, and also bring new ideas to our daily work. Below are some guidelines that will help us achieve a selection of school personnel more effectively, as a way to minimize the risk involved to bring someone who does not have the necessary profile for our organization. We begin to know the institution to which we belong, focusing on the analysis of the current job and then face the recruitment process with all its methodological steps. End this trip report concerns the possible development of the existing workforce and the great challenge of evaluating their efforts.

1. Institutional Diagnostic

The people make the difference between one organization and another, so meeting them and preserving them is strategic. When performing a selection of staff, are betting on continued improvement of educational services brindado.Para elect a new member of the school will need to begin by drawing up an institutional diagnosis. By the same knowledge:

– The organizational culture
- Strengths of the institution.
- The weaknesses of the organization and the possibilities of dealing with conflicts.
- The powers of the organization and skills that would be interesting to develop.
- Training needs.

A) Strengths of the organization

Every organization has areas in which stresses or strengths.

If we know will be vital to make a list of the successful periods in school and justify why we believe they are or were. It is also useful makers to investigate the educational service we provide: parents and students.

So, we know what behaviors, projects, norms, attitudes are what make us a school for which you can choose.

In order to achieve these aspirations we have people of certain features. Although each job is unique, all members pointing to the objectives of the school, share a large part of their culture values.

B) Skills required in organizations today

In these times of great and rapid changes organizations need to be capable of learning to take a flexible and dynamic challenges of today’s reality. In organizations that are concerned about providing excellent service and fail to adapt to the demands of this complex world, is valued at persons who:

· Is committed to the institution
· Possess personal initiative
We understand through the organization
· Have willingness to relearn
· Take the error as an opportunity to grow
· It has a sense of self
· Manage time effectively
· Express their opinions and disagreements
· We take care of the problems and are capable of providing solutions
· Possess ability to work as a team
• Understand the needs and expectations of a partner
· It is updated continually
· They are responsible for
· Shows flexibility
· We adapt quickly to change, being open and positive to the same
· Have a multidisciplinary perspective
· Maintains positive interpersonal relationships
· Manage pressure for new responsibilities
° establishes ability to communicate effectively
· They are sensitive to the information received
· They can agree
· Make decisions in a short time
· Manage skilfully
· Achieve a capacity to stream
To know different cultures
· Although it is impossible for an employee to successfully resolve all issues, today we take into consideration these personal characteristics and through them achieve better organizational performance. This list may help us to know what skills we have and what not. What would be useful to achieve? What aspects of reach lately? What others should strengthen our training?

C) job analysis

When choosing a new member of the school will be helpful to have clear how structure comprises posts and current functions we know who and how it links the vacancy with the institution as a whole.

It is essential that employees know what the school expects of them, because in a situation where there is fit between the individual and the organization, they tend to perform well, receiving the expected payoff and increase their skills and satisfaction work, improving their motivation, encouraging them to keep a positive attitude.

If we seek to have individual welfare, social welfare and efficiency in the organization need to achieve:

– A positive development of skills of employees, its potential
- Its commitment to the institution
- The highest level of congruence between individual goals and the organization
- An appropriate cost-effectiveness ratio

These findings apply to the employee entrant who must know the culture and structure of the school that begins to function and how it will be monitored and assessed in their daily work.

As a way to get a definition of the desired employee profiles will be appropriate to evaluate the performance of the current members of the organization and know what questions are valued there.

Selection of Staff

This is a process that involves planning, organizing and coordinating the various stages of recruitment. People are selected to take a job either:

· From candidates outside the organization.
· Among candidates belonging to the organization and moving from one position to another.

The recruitment process involves a complex search. It means identifying the best people to fill specific positions and also to obtain greater efficiency in office.

Select is chosen for both parts to: managers and people who participate as candidates.

The decision on the candidate to fill the position always lies with the directors of the institution. The intervention of an external switch can clarify and help to ensure both parties (both managers and candidates) make a good decision.
The selection is to find people to perform certain tasks, ie to solve the problems inherent in this task.

Rymberg (1998) difference:

Choosing a counterpoint to others. APPARENT
It seems that one person is chosen over others that appear as an option.
Evaluation of each of the desired profile for REAL

But in reality, you choose the person who meets the requirements closer to the definition that has made the desired profile for the person occupying the job.

A) Advantage of the recruitment process

A poor recruitment results:

Future legal Disadvantages: if it includes a person who does not work as expected, perhaps due without it, resulting in problems with a good selection will not be triggered.

Inefficiency in the performance: the not caring aspects of developing a profile and choice of people on the basis of it can be integrated into the institution to someone who does not possess the skills, knowledge and skills required for the position, which leads to poor performance in office.

Waste of time and money to the institution: these problems involve the need to begin a new selection process, to return to perform the tasks of incorporating another person in the organization, issues that can be avoided by following the methodological steps of the process recruitment.

B) Profile

People are selected according to a profile position. But we consider that everyone always gives the organization a dose of their own personal contribution.

The profile is the result of:

– The understanding of corporate culture: nature, style, table of values, communication network, people who are successful organization.
- The need arises.
- The post through which you want to meet that need. The post is the place assigned to a task or function in the organization.
- The person: personality characteristics required to cover the post
- The environment factor: labor market characteristics for the post to be occupied.

Richino (1996
) suggested that we ask ourselves:

What requirements has the task?
What characteristics do you have?
Who is accountable?
Who are your peers?
Do you have people in charge?
What is the hierarchical level
What is expected of your role?

To be accepted and tolerated by the institutional environment, the person must have much in common with the school.

The profile presents formal and informal requirements always have to do with the position to occupy and personality characteristics valued by the organizational culture:

Formal requirements: data classification and socio-cultural characteristics. (Sex, age, place of residence, own transportation, etc.)
Personality Requirements: skills, abilities and skills.

C) Stages of recruitment process:

Richino (1996) suggests the following steps:

POPULATION RANKINGDECISION CVENTREVISTASEVALUACION INICIALSELECCIÓN OF INCORPORATION AND MONITORING

D) recruitment sources

García (1998) discriminates between sources of internal recruitment and external recruitment sources.
Internal: when vacancies are filled with company personnel.
External: When vacancies are filled with personnel from outside the enterprise.

Internal sources

By relocating: promotion of post
Transfer: the same function from one sector to another

External Sources

Introduction spontaneous resumes.
Publication of classified ads.
Posters on related institutions to take references as school employees or people known by management.
The external selection allows the contribution of new ideas and techniques of work by staff is incorporated and the possibility of renewing unmotivated staff.
The information collected must be verified by submitting requested documentation and references which show the candidate’s work record.

E) Selection of curriculum vitae

The curriculum vitae is a document that contains the background of any candidate for a job.
In the selection of resumes will try to identify those candidates who, due to their “objective”, meet the minimum requirements of adaptability to the job for which they are selected.

F) The recruitment interview

We will maintain selection interviews with those candidates closer to the desired profile. The interview will clear the doubts we have been reading your work history in the curriculum vitae.

Richino (1996) defines: The interview is a two-person situation between the selector and the candidate, with the intention of establishing a relationship, shortened in time and space. For the selector is the opportunity to “know” the candidate. For the candidate, is an assessment situation. Appropriate to deploy the best personal resources to meet the expectations of the evaluator and get the job for which you are applying.

The first interview

The first interview is usually exploratory work travel incurred by the candidate. It assesses how the candidate says in the interview which raised in the curriculum vitae.

As Alvaro de Ansorena Cao (1996) seeks to know the characteristics, needs and specific behavioral skills available to the person interviewed for the position to occupy.

The interviewer will provide information to the interviewee on the job for which you select, so the applicant to assess their interest in him. It established the coincidence between the taste of the candidate and what the institution offers.

The in-depth interview

In a second interview in depth, ask about the respondent’s educational history, work its way in more detail, his personal history, family and social abilities and weaknesses of candidates and their motivations to serve as the school offers .

G) Ranking

Generally choose two or three candidates for the post, who met with most of the expectations raised in the assembly of the profile of the post. Information about these candidates obtained through the observation of their curriculum vitae and interviews. It is advisable that two or three people to interview more than a manager or the person who would be your immediate supervisor at the time of admission. Then among all persons with decisional authority evaluating the final candidates will be elected who will take the job eventually.

References

· Ansorena Cao, Alvaro de: “15 steps to successful recruitment. Method and instruments. ” Paidós Publishing Company. Madrid. (1996)
· Deal and Kennedy: “Companies such as cultural systems.” Editorial Sudamericana. Buenos Aires (1985)
Full · and Strategies. Selection and Training of Human Resources. Manual Training Day “Personnel Selection Directives.” Teacher: Mr. Gustavo Rymberg. Buenos Aires. (1998)
· Garcia, Apolinar E.: “Management Technologies. Human Resource Management. ” Editorial Sainte Claire. Buenos Aires. (1998)
· Gomez Llera and Pin: “Directing is to educate” Editorial Mc Graw Hill
· Program for Young Professionals. Techint Company. Modules folder. Personnel Management. Training. (1997)
· Richino, Susana V.: “Recruiting.” Editorial Paidós. Buenos Aires. (1996)
· Ulrich, Dave: “Human Resource Champions.” Editorial Granica
· University of Palermo. Ms. Beatriz Checchia. “Towards the repositioning of Professional Development.” Buenos Aires. (1997)

Introduction

In recruitment people are not made: are made. Our task is to understand both needs and opportunities, to advise clients on the best possible way to solve your request.

PROFILE shared design, which often must be preceded by the design of POST shared, is the beginning of an arduous task that must be combined as desired with the possible. Make recruitment is a task where we attend to other craft in the delicate task of knowing who will share their working hours and, ultimately, build the social structure of the company.

The contribution of the psychologist to the task of recruitment is to broaden the vision of the resources that people can make in the performance of a specific position and in a specific context.

1. APPROACH TO PERSONNEL SELECTION PROCESS FROM THE PERSPECTIVE OF A PSYCHOLOGIST. TASK AND CONTEXT

The task of recruitment means having knowledge about two areas: on the organization or company, and the social context in which it occurs, in order to satisfy the first according to the opportunities available in the second. From there, the psychologist will perform a reading diagnostic and prognostic of potential candidates, considering their current and potential issues.

The recruiter must have knowledge and skills in two basic areas: contextual and specific.

The contextual knowledge are related to knowledge on the business system (the culture) and on the social system (labor market, sources of call). The ability shortcut is made up of interactional skills.

The focus on specific skills and knowledge capacity to perceive and understand human behavior in their interests, abilities and skills. Includes technical resources to interpret business needs and identify the characteristics of the “position”.

2. THE ROLE OF THE PSYCHOLOGIST IN THE SELECTION PROCESS. ROLE OF BUSINESS DEVELOPMENT

From the psychological point of view, the role is an extension of himself, which operates as a bridge between the individual and the social environment. It is the interconnection between individual and society, and therefore is an operational tool to link with each other.

The scheme represents the repertoire of roles roles of an individual. At the base of a core role I find unique and exclusive of each individual has a personal stamp, and is the form as expressed in their different roles. All role operates in a complementary relationship: for example, if the role is to be a clinical psychologist, is a complementary role which is to the patient.

Any role begins as an emerging role, where the person has been informed about the role but not yet fully developed. For example, the role of student in the first day of class. As you develop your role, be yourself procrastinating and incorporating more and more social interaction. When a person can think, feel and act against the demands of their role, yet in a position of danger, has achieved a good level of professional maturity.

The outline of roles serves as a theoretical framework to read and understand human behavior in employment status, and professional development situations. The roles are dependent not only of itself but the context: the role is built to work with their own expectations and those of others, combining both. It is important then consider the joint construction of the link and expectations as a basis to define task goals. For example, in the role of recruiter, it must strengthen its link with the company.

The professional role is developed in three stages: first you define a project about what you want to do, second, a role is selected on the basis of this project, and third it develops from an emerging role specific role and developed.

3. THE RELATIONSHIP OF THE PEOPLE WITH THEIR HOMEWORK. HISTORICAL PERSPECTIVE

From the occupational psychology, TASK defined as those actions in order to obtain certain results on the basis of agreed procedures, using knowledge, skills and personal contribution, subject to certain contractual arrangements in relation to variables such as time, space, and payment or reward. If no pay, no work.

This concept has evolved over time. In the early twentieth century, industrial society was the central task, and was understood as an action or procedure needed to obtain a result. At that time it was important to produce.

The industrial form of production had already begun to be questioned since the early nineteenth century, when there is concern about the social consequences of industrialization. The twentieth century Taylorist current imposes the idea of man machine, but then, the current Human Relations, May revalued the human factor and interactional work.

A mid-twentieth century there is a great concern for the instrument, tool and technology in general, whereas in the years from 1970 to 1990 the focus shifts again, this time to environmental issues, trying to understand the from the systemic work, as part of a social system and troubled asset, companies acknowledge receipt of the changing environment and rules, which must also be reflected in our task as selectors. In recent times, in the era of knowledge and information, the emphasis is on skills humanas.Tal is the evolving relationship between the individual and the task.

The study of the problem of the task requires an interdisciplinary contribution, and the key issue is still investigating today why people choose to work with and the evaluation techniques used for selection.

4. THE ROLE OF WORK AND PROFILE

The workplace is the place assigned to accomplish a task or function. This post is composed of five essential elements:

1) Problems to be solved: aims at the level of complexity of the task, for which it requires certain skills, knowledge and skills.
2) Tasks: routines and skills needed to solve in a practical and simple problems.
3) Role to cover: a set of social expectations, institutional and personal for the exercise of the function. Location involves psychosocial worker.
4) Position within the formal structure: position within the hierarchy of the company (manager, boss, employee, etc).
5) Cultural characteristics of the organization: type of business, their beliefs, values, degrees of freedom, and so on.

PROFILE .- For the development of a profile we need two types of information: the selector and the applicant. A first task to develop a profile is to determine which task should be to the candidate. It is what is called the requirements, and for example are as shown in advertisements seeking personnel with identified functions. Then, we study the candidate to see if you can accomplish this task. When a candidate responds to the agreed profile, the task is to keep working on something already begun with the candidate.

The aspects that need to know to better carry out the task of selecting the characteristics, conditions, knowledge and skills required, and constitute the backbone of the position to be filled.

Jaques distinguishes seven levels of complexity in the demands of a post, which correspond to levels of human capacity development. There are seven levels of complexity of a diferenbtes TASK:

Level 1: Trial direct or sensory-motor: for positions that require working with materials or people, as a cadet, receptionist, operator, janitor, etc..
Level 2: Accumulation diagnostic or imaginative-symbolic: includes tasks that require the handling of concepts and words, such as an appraiser, an analyst laboratories. The selector here investigate intellectual functions of analysis and synthesis. It is necessary to imagine the task (you can not ‘see’ as in level 1).
Level 3: Alternative Paths: when the task requires facing some complex problems for which there may be alternative paths. Ex: a negotiator.
Level 4: Parallel Processing: Tasks where you should take several things simultaneously. For example, a zonal manager must meet several branches of a bank.
Level 5: Total consolidated systems: These are tas
ks of high complexity, composed of unified wholes (marketing, production, administration) to be addressed as a whole. For example, the task of a general manager.
Level 6: Accumulation global diagnosis: highly complex and abstract tasks, which analyzes the business units in the international context, which is an analysis of the world in relation to variables and taking into account the configuration of each country.
Level 7: Requires working with parallel alternatives and choose the most appropriate for each situation, which is capacity for analysis, synthesis, abstraction, generalization, anticipation and decision. It is the highest level of complexity and corresponds to a large corporation executives, multinational or transnational.

The profile is constructed by reviewing the task, determining the level of complexity required according to their characteristics, and expectations of the company with respect to the position and the hierarchical structure to be included.

To evaluate a person on the level I need one day to three months, while assessing the past performance levels required sometimes even five years.

Evaluation of potential .- It is those who can afford to explore the future possibilities of an applicant. A potential assessment takes into account aspects considered in a psychological evaluation and assessment of performance, and projected into the future. It is not testing people, but their conditions.

In summary: one of the tools available to the recruiter is the psychological evaluation .. For this assessment to be effective, we need a profile that allows to compare the data with a frame of reference (the profile itself). This profile is made with the person requesting the evaluation. The psychological evaluation is the final screen in a quality control process.

5. PROFILE essential tool to discriminate RELEVANT INFORMATION

The task of the selector is to develop a profile from the data that provide the context, clarify the position in light of the responsibilities it faces and the problems to be solved, if you know the market well, has more elements to define a profile as possible. The three sources of basic information to develop a profile, are then:

Position Company Profile Market =

As you see, you must also know the business, such as incorporating people with very rigid to a very strict organization, accentuating traits that favor the development of both parties. However, the person incorporate it should have enough in common with the company.

In summary, in developing the profile, the information is based on the characteristics of the task and context (company) where she performed.

6. STEPS IN THE PROCESS OF SELECTING

The selection process will be performed by a selector or a team of professionals. The whole process of recruitment of the following stages: analysis of necessity, define the profile, screening, interviewing, psychological evaluation, development of the ranking, and the final presentation of the most suitable candidates. The two initial stages are exploratory: we explore the nature of the tasks, interests and personal affinity.

Preset: all resumes received, we selected those that are most relevant in terms of knowledge and experience of candidates. This screening may be made by the company or the selector based on criteria that you provided.

Interview and psychological assessment: The interview may include a pre-interview or interview preliminary brief exchange can check information on the curriculum. Also a technical interview, which discusses knowledge, skills and abilities required for the job and in-depth interview, two-person situation based on knowledge of the candidate, their history, traits, attachment style, interests, cultural traits, values and projects for post, etc.

Preparation of the ranking: After the psychological evaluation, performed a thorough review of each candidate to present the finalists, on comparative weight of the sample. It is desirable to provide two or three finalists.

7. INTERVIEW

The interview is a two-person situation between selector and applicant with the intention of establishing a relationship, bounded in time and space, through which everyone can get his purpose: the selector is to know the candidate and identify appropriate characteristics to profile sought, and the applicant, a chance to display their personal resources to meet the expectations of the evaluator and get the job.

Types of interview: The interview can be structured (based on an agenda or pre-established questionnaire on certain tracks), semistructured (provides greater degrees of freedom from disparate subjects. Are considered areas for exploration: work, family, links , etc), and free or unstructured (where the shutter can be a very general slogan like ‘tell me about you’, etc).

The interview consists of three stages: pre-interview (eg, telephone) interview itself, and post-interview (reflecting on what was seen in the interview, making a report). The interview itself covers turn three stages: warm-up, development, and closing comments.

Warm-: It consists in preparing the climate for the interview to develop properly: anxieties down, tuning in with the candidate, removal of obstacles, define rules of the game, create a relaxed atmosphere. The interviewer has a leading role here.

Development: significant inflow of information from the applicant, then here plays an active and leading role. The interviewer goes into the background, but interferes with clarifying questions, etc.. The interviewer should be one hand in the place of others, and secondly should be setting up and organizing the data it receives.

Conclusion and closing: The interviewer resumes its active role and bbrinda information satisfying the curiosity of the applicant within the limits agreed reserve. It is a synthesis step and return.

8.The PSYCHOLOGICAL EVALUATION PROCESS. UNDERSTANDING AND INTEGRATION OF DATA

The psychological assessment involves the administration of a battery of tests, including objective and psychometric techniques, and other less structured techniques, projective tests like Rorschach. Every test gives different information, and that information should be compared with the profile.

It is recommended that any battery containing at least two components: 1) a test or performance level that reproduces the work situation. You must perform an assigned task. 2) Projective techniques: such as construction of stories from spots or films unstructured.

9. THE REPORT

When you have completed the process of psychological evaluation, the evaluator has sufficient information to process two different types of communication:

1) The report written to the company or applicant.
2) The return verbal: the candidate.

The report is the result of the development of the material obtained and expresses the supposed knowledge that the assessor has made about the candidate. Should facilitate the reading and understanding who will read it, or the applicant.

You must include an initial presentation with data and relevant information. Then he makes the case of the assessor to relate the characteristics of the applicant with the required profile. It should include reasons why the candidate is unfit for office, and also the reasons that might be an obstacle to it. Then, you must include a summary of the findings.

The reports are confidential, so you should read only those who make the final decision. It is advisable to have a report model that favors the presentation and readability.

The information must include a report are: 1) the intellectual aspects of the candidate, 2) the overt behavior that emerges from interviews and psychological assessment, 3) The dynamics of personality, based on a diagnostic opinion from technical resources (battery of tests), 4) Conclusion: A synthesis with the aspects considered relevant to characterize the candidate in terms of target profile.

A repor
t should help to generate alternatives to think about a candidate, in relation to the institutional circumstances in which participation is offered.

10. THE RETURN

The drawback is the information that the assessor provides the candidate, beyond the company’s decision taken in relation to your application.

The return comes at the closing stage of candidate assessment process, and takes place at the end of the psychological interview. What is returned is the information collected and compiled by the assessor, and focuses on mutual expectations, the respective roles (assessor and candidate), the characteristics of the message (understandable by the candidate, not technical terms), and fears and modalities of interaction.

The drawback is oral, is made in a work session and has a variable length depending on the link that has been generated and of mutual benefit. It legitimizes the role of the evaluator to allow you to do a task for guidance beyond the diagnosis. It offers a way to be evaluated, think, feel and provide him an opportunity to relate to some aspect unrecognized or idealized self.

Al evaluator allows you to make a synthesis, which confront their assumptions about the candidate, thus avoiding falling into a fanciful construction.

11. MONITORING. What happened next?

When the employee has been accepted by the company begins a period of cultural adjustment: experiences two worlds of contact (which brings the worker and the business world), need to recognize and begin to amalgamate. Almost always the new member is highly valued image of the organization, or whether they have positive expectations.

The new member begins to explore the organization and its trends, and the company will deliver the items to the idea that form is accurate and functional. What about your projects internalize general, their position in the market, who are his peers and who its competitors, management of time and space, and so on.

The finalist candidate selector making it prepares to meet the organization, and also prepares the client (manager, etc) report on the characteristics of the new member.

This first stage of the life of the member in the company is called induction period, which means knowing the culture of the company and establish links with it. In this period both employee and company, they discover aspects of each other.

The whole point of this initial period points to the mutual recognition of parts from a sociocultural perspective, the means that the link can be established and the opportunity to find mutual expectations of satisfaction. Therefore, the selector, which will guide the new member must be familiar with corporate culture.

The monitoring is carried out by two ways: a) monitoring the same organization does internally through its human resources department, and b) monitoring done by the selector who conducted the search. In the latter case, the selector must first monitor the cultural decoding is done by the new member, and second, to take cognizance of the observations and opinions of their immediate superiors.

So, the task of monitoring must be performed on three levels: in relation with the built-in relation to his immediate superior, and in relation to Humanao Resources department, in the case of an external switch (ie a recruitment firm contracted by the company).

The follow-up phase should provide elements to the process of selection, a process of feed-back or feedback without which the selection would be incomplete and would run the risk of repeating mistakes with new applicants.

APPENDIX: TECHNICAL EVALUATION GROUP

I. Definition and characterization

The purpose of the evaluation group techniques is to obtain information on personal characteristics, abilities and skills that people can put into play in situations of interaction with others, and the responses they engender or encourage in others.

The evaluation is done through an ‘as if’, that is, there are obstacles and problems for the participant to resolve by itself and in relation to the others.

There are several group techniques of evaluation, but all have in common: working with a group of people convened to evaluate, place and time default, the task proposed, coordinator, observer (optional), theoretical framework, parameters from which to consider the phenomena, and agreement on what criteria reviewers will use to make judgments.

The three stages are:

1. Preparation (warm-)
2. Realization (skit)
3. Lock (comment) with conclusions and return.

II. The context of the experience

The context of the experience is none other than the same company, conceived as an interdisciplinary field where action is taken and used resources to obtain favorable results. The company is the context in which to apply the different techniques of evaluation group.

It is a place of interdisciplinary while working in a situation even, symmetrical, with partners that handle different concepts, terminology and categories of analysis. Since the company is a place of interdisciplinarity, the possibility of a field is more evident, which can not be done in an office or work in the laboratory. In investigating the company while operating for profit.

Define organization as a group of people, with different allocation of responsibilities and tasks, usually from a hierarchical model, and employed to solve problems. For special problems, you can hire an outside consultant, specialist in your field.

When the company grows, it no longer has direct control over personnel, and needs to incorporate a personnel department to administer it. A specialist in Human Resources advises the department. These specialists are lawyers, for legal risks involved in managing people, and sometimes they hire engineers on staff, who tend to see man as a machine to work and how it can perform better. The last professional psychologists are incorporated, little versed in a labor camp but connoisseurs of the behavior and motivations of staff.

In addition, Human Resources within the organization to the area that deals with care and manage what happens to people, whose main task is to bring outsiders to replace those who left or was promoted. Tasks include selection, training and people development.

It is this area of Human Resources where evaluations are conducted in groups, which always begins with the definition of a profile and then applying the evaluation technique.

III. WHY TO EVALUATE AND

Is evaluated with three basic purposes: to select, relocate or develop employees.

.- Selection Process by which a person joins a company. Involves choosing who or who the candidates are most likely to enter. Generally, there are more candidates than seats.

Relocation .- It is done when you want to take advantage of existing resources for a new project, capturing the history and experience of existing staff (the accent is on the past). So, has fewer degrees of freedom than in the case of the selection, then the choice is between those who are.

Development .- When people choose to build close tomorrow (promotion) or far (racing, pictures of replacement).

It is referring to future elections. The aim is usually a hotbed of young professionals who are capable people with good academic, curiosity, flexibility, etc.. to cover more positions of responsibility in the future.

In selecting the accent is on the present, in the relocation in the past, and development in the future.

The profile is the first thing to be drawn, as it allows assessing the features chosen and valued.

IV. THEORETICAL FRAMEWORK CHOSEN

The theoretical framework that we use must be continuously enriched with regular practice, and may be a synthesis made by ourselves of various theories. In this book we use as a framework approach psychodramatic Jaime Bermudez, allowing us to work with group situations.

Psychodrama theory implies the possibility of acting various r
oles in a group. And the roles are defined by relations or links with others. People learn roles and exercise from childhood onwards.

You can establish complementary relationships where both parties are satisfied, but there are hardly complementary relationships. The roles are learned and developed in the action, and as it has more experience, it has a greater range of alternatives to address and resolve internal situations.

For example, it may happen that a person may face situations for which is not prepared, as when a company enters. Has a repertoire of poor alternatives, resulting in high anxiety. The resource is used more trained acting roles (the self-same dilated) but no longer relevant, so that the gap is widening. Psychodrama allows exercise roles here where you can think, feel and act simultaneously, without any of these experiences tape to another (for example, act without thinking).

The situation assessment group should encourage development of natural anxieties facing the unknown, provide security for potential roles emerge, and provide an opportunity to exercise those roles. The psychologist is a promoter of health conditions.

V. SOMETHING MORE ABOUT THE PERSPECTIVE psychodramatic AND LEVELS OF OBSERVATION

The outline of roles is the instrument that allows us to investigate the interactional potential of a candidate. This includes current and potential roles roles, as the subject may have underdeveloped roles increase their anxiety, which in turn influences the task to be performed. The evaluator’s task is to create the security conditions to enable the candidate to develop emerging or underdeveloped roles, making their potential aspects emerge.

It also explores the pseudo – roles. These are roles that may look very precarious social, as if they were well developed, but lack the consistency required to exercise personal. Roles are artificial. They can play as support if they favor learning. For example, an evaluator that is protected behind the tests administered as if it were a psychologist evaluator.

The roles are developed in the action and from contact with the complementary role (eg assessor evaluated, etc).

The aim of the group techniques that individuals can develop their potential roles through interaction with other group members. All these concepts of the role of the theory we psychodrama.

The evaluation is being developed as psychodrama technique in three stages or phases: warm-up, drama, and closure.

In the warm-up seeks to promote the security, to produce a favorable environment for the emergence of the repertoire of roles with which they can reach the members involved. Evaluator and participants are looking for ‘tune’.

At the time of the skit, performed the task itself. It is the core of the activity, which begins with the proposal on the activity that was chosen to perform.

In the third period, closing, attention is concentrated on the work done, and may have different characteristics: invite the group to share comments or feelings without specific slogan, review the work done by a joint assessment, make a process synthesis and release by the coordinator, etc.

What happened in the group context is the context of the company, and this in turn is immersed in a social context. The idea is that what is learned in the group can be transferred to the business and social life in general.

I. OBJECTIVES

1.1. GENERAL PURPOSE

Identify major recruitment techniques used in the national company.

1.2. SPECIFIC GOALS

A. Making a theoretical diagnosis of the process and techniques of recruitment in companies.
b. Determine the main tools used by businesses in the selection of staff.
c. Compare the selection process according to the National PMI with reality.

II. METHODOLOGY

2.1. STEP 1. Theoretical diagnosis of the process and techniques of recruitment

To make the diagnosis were consulted articles and books by experts in the field of recruitment. This phase lasted one week.

2.2. STEP 2. Sample design

The sample was obtained from the companies, was systematic, as it was based on three criteria defined by the researchers. The criteria are as follows:

A. Company activity: The activities are as follows:

• Shops
• Industries
• Government Institutions
• Institutions Semiautonomous
• Services
• Financial
• Consulting
• NGO’s

B. Number of employees

C. Formal enterprises that meet the characteristics to implement a recruitment process.

2.3. STEP 3. Questionnaire Development

The questionnaire was made based on the theoretical framework. This instrument is divided by three aspects to be evaluated (see appendix):

1. COMPANY OVERVIEW
2. RELATIONSHIP OF THE COMPANY WITH THE PERSONNEL SELECTION PROCESS ACCORDING TO PMI
3. FIRST STAGE OF THE SELECTION PROCESS STAFF
4. SEGUNTA SELECTION PROCESS STEP STAFF
5. END OF STAFF SELECTION PROCESS

2.4. STEP 4. Fieldwork

The field stage was conducted by researchers in the projects. Each of them met with a number of managers or human resource managers of companies personally or through other means as the Internet.

2.5. STEP 5. Stage of processing and data analysis

The processing step has three preliminary steps that are described below:

A. Coding of questionnaires:
This refers mainly to the listing of major variables assessed in the questionnaire.
B. Typing of the questionnaires:
It refers to the fingering of the codes that were established in the coding stage.
C. Processing and analysis of data from the survey:
The data were coded and typed were processed in order to begin a stage of analysis of information obtained in the investigation .. The analysis incorporated crosses between variables, which identified highly relevant results.

2.6. STEP 6. Conclusions Identification

At this stage, described the main conclusions of the study, obtained from the key outcomes identified in the study.

ANNEX: PROJECT: SURVEY TO DETERMINE THE TYPE OF PERSONNEL SELECTION TO BE USED IN THE NATIONAL COMPANY “

1. COMPANY OVERVIEW

A. Name of interviewee:

__________________________

B. Job Title:

__________________________

C. Company activity:

__________________________

D. Number of employees working:

__________________________

D.1. Administrative Area

___________%

D.2. Operational Area

___________%

E. Geographic Location of business:

__________________________

2. RELATIONSHIP OF THE COMPANY WITH THE PERSONNEL SELECTION PROCESS ACCORDING TO PMI

2.1. They have staff management plan

SI _______

NO _______

2.2. They have some recruitment practices

YES _______ (Go to 2.2.1.)

NO _______

2.2.1. What?:

A.___________________________

B.___________________________

C.___________________________

D.___________________________

E.___________________________

2.3. They have some recruitment techniques

YES _______ (Go to 2.3.1.)

NO _______

2.3.1. What?:

A.___________________________

B.___________________________

C.___________________________

(To see all the graphs in this document, you need to use the download version.)

THEORETICAL FRAMEWORK FOR THE RESEARCH:

STAFF SELECTION TECHNIQUES USED IN THE NATIONAL COMPANY “

I. Introduction

The selection of staff in project management is basically refers to the taking of human resources. As with any project, it is difficult to find staff that meets all the requirements and for this reason that the team should select the resource properly and that from here depends on the successful development of the project.

In order to explain the selection of staff, continued to make a collection of information contained in a series of techniques and methods for a good selection of human resources. Here are the main results of the data collection.

II. BACKGROUND

From ancient times can be known through history that man was selected congeners by certain qualities, such selective procedures were of course very rudimentary. For example in ancient Rome was a preference for rough work to the slaves of color strength. Over time it evolved into a more appropriate selection based on objective observation of the qualities and characteristics of individuals, but it is only in the origins of applied psychology, when you begin to make the first psychometric evaluation of men . Applied psychology is all that procedure and method used in the practical application of the results and experiences provided provided by psychology.

The sicotecnia or psychometrics is the branch of applied psychology, aimed at practical results of quantification in any domain of human activity. The selective media persons for their use can be highlighted in two main groups:

A. Procedures Traditional methods of selection are based on custom, within these issues are the following:

• Recommendations: These are the product of cronyism, friendship and compromise, hence not a proper form of selection.
• Letters of reference: Inappropriate because they always fit reality.
• References orally: Better than the above, you can delve into certain aspects that you wish to know.
• Personal Print: The simple assessment may be wrong, but can simply involving involuntary feelings of sympathy or antipathy for the election to be ineffective.
• Curriculum Vitae: Has difficulty that the applicant’s ability is not verified in practice.
• Interview: There are many personality traits, but are not discussed in practical aspects.
• Probation: Effective, but if the admission was erroneous becomes a waste of time for both parties.

B. The scientific process: It consists of a selective system as an essential part is the application of psychometric tests, through which the individual may be observed in regard to their personality, intelligence, knowledge and skills. The selective system contains traditional methods due partly improved and has the following sequence:

• Recruitment of candidates through appropriate sources.
• Filling the application containing the information required by the company.
• Preparation of interview based on data from the application.
• Conducting the interview prepared.
• Implementation of adequate consideration to the work to perform.
• Check references.
• Practice socio-economic survey.
• Medical examination appropriate to the post.
• one or more interviews if required.

It is evident then that this method is superior to the traditional, in that obtained characteristics essential for the development of each job, and incurs no little objective parameters that lead to selection errors.

The selection of personnel is without doubt one of the most significant problems facing organizations today. This is because the human resource of a company is directly linked to productivity or downtime of the same. Because of the overflow of the unemployment rate affecting the country, the number of candidates for each vacancy has increased considerably and
therefore the work of recruiters are becoming increasingly time-consuming and demanding (Article Anonymous of gestiópolis . com, 2002).

Those responsible for this work within organizations have a great responsibility about whether, why can not fall into the vices commonly developed in our society, such as cronyism, compromises and influence peddling; services to those who have sunk state and its institutions in a total downtime, as people who work in it do not have the capabilities to efficiently develop their work.

The recruitment should be done by a previous study of the post you wish to be occupied, you must define the objectivity of the work and the features that should satisfy the individual who will do it.
After this study should proceed to issue information about the vacancy in the appropriate means, if you want you can search agencies and job boards in schools or transfer and training within the same company. In addition, a study should have an approximate salary paid in other companies for the same office, not to fall into excesses or defects.

In conclusion, we see the importance of recruitment at all levels of an organization, as the worker-productivity relationship is direct, irresponsible selection involves both economic and loss of time. (Enterprise Zone, 2002)

III. STAFF SELECTION BY THE PMI (Project Management Institute)

The PMI, describes the process of staff selection in schematic form, based on three basic aspects (FIG.1), where the former refers to inputs (inputs) that support the process, secondly the techniques and tools (Tools and Techniques) to be used for its development, and finally OUTPUTS (outputs), which relate specifically to the results of the selection process.

3.1. TICKETS TO THE SELECTION PROCESS STAFF

A. PERSONAL MANAGEMENT PLAN

The first part deals chiefly with the description of when and how it will distribute the project staff. This information is broken down into a work plan, which can be formal or informal and very detailed or very general. It is important to detail the moments in this plan that will participate in each of the members of the project, and that will happen to these people as they are not playing a role.

B. FEATURES STAFF

For the recruitment process will be successful is important to take into account some characteristics of these people as:

· Previous experience
Staff · Interest in participating in the project
• The ability to work in a group
· Availability

C. RECRUITMENT PRACTICES

Generally many of the organizations involved in the projects have policies, which apply a guide for recruitment. In this case it is important to take this guide to the selection of staff.

3.2. TECHNIQUES AND TOOLS FOR THE SELECTION PROCESS STAFF

The three techniques mentioned by the MIP are: negotiation, preliminary selection and the attorney or acquisition.

A. NEGOTIATION

The negotiation plays a major role in personnel selection. The team manager must negotiate with many parties in the project to match the personnel going to hire the necessary requirements established by the project.

B. PRELIMINARY SELECTION

This technique is mainly applied in projects where the requirements are asked make a competitive selection. As the screening avoids contracting a hasty and unfounded.

C. ENDEAVOURING

The attorney or acquisition is the stage that goes to a shortlist. This technique is applied at the time that no security equipment or personnel to be selected.

3.3. STARTING THE PROCESS OF SELECTING THE STAFF

A. ALLOCATION OF PERSONAL PROJECT

The project team has been completed at the time which is assigned to personnel who work in it. These staff may be assigned full time or part time, depending on the role you want to play.

B. PROJECT MANAGEMENT TEAM

The direction of the train project team members and stakeholders of the key. The address will be formal or informal, detailed or general, depending on project needs.

IV. THE SELECTION PROCESS OF THE STAFF

4.1. Introduction

Once you have a qualified group of applicants obtained through the call, starts the selection process. This phase involves a series of steps that add complexity to the decision to hire and consume some time. These factors can be irritating, both for candidates who wish to start immediately, as for managers of the departments with vacancies.

The selection process consists of a series of specific steps that are used to decide which applicants should be hired. The process begins when a person applies for a job and ends when the decision is to hire an applicant.

RECRUITMENT

In many departments are integrated staff recruitment and selection functions in a single function that can be called recruitment. In the personnel departments of large dimensions is assigned the procurement function to a specific manager. In the smaller, the department manager performs this task.

The role of contracting is associated with the personnel department, but also the selection process is important radical in human resource management. Therefore, proper selection is essential in personnel management and even the success of the organization. (Paul Bertoli, 2002)

4.2. STAGES OF THE SELECTION PROCESS

The recruitment is a process whereby through the use of appropriate techniques, determine which of several people are best suited for their skills and personal qualities, to perform the functions and activities on the vacancy to satisfaction of both the worker himself and the company that hires (Enterprise Zone, 2002)

The selection of personnel is an integral process, which consists of the following steps (Fig. 2):

1. Analysis and description of the job to be filled.
2. Profesiographic profiling or job profiles.
3. Recruiting.
4. Preset.
5. Preliminary interviews.
6. Tests.
7. Depth interview.
8. Reporting of final candidates.
9. Interview with the directors of the company. Recruitment.
10. Welcome Plan.
11. Integration into the company. Socialization.

A. ANALYSIS AND DESCRIPTION OF MADE COVER

The personnel departments use the selection process to the recruitment of new staff. The information provided by the analysis provided as

A. The job description, specifications and human performance levels required for each post

B. The human resource plans in the short and long terms, which allow future vacancies with some precision, and also allow drive the selection process in a logical and orderly.

C. Candidates who are essential to having a group of people among which to choose.

These three elements largely determine the effectiveness of the selection process. There are additional elements in the selection process, which also should be considered: the limited supply of employment, ethical, organizational policies and legal framework for the registration of all activity. (Bertoli, 2002)

B. O profiling Profesiographic Job description.

The information obtained in the job description will allow us to infer the demands and requirements of the person to fill the post or what is the same get the ideal candidate profile.

“The Job description is the document that reflects those characteristics that a candidate must meet to be selected to fill a position we have described previously using the corresponding analysis and job description.” (Enterprise Zone, 2002)
The basic information of this instrument is described in four points:

· Specific Features: This section will be located those characteristics that the individual should have noted in this case its existence or lack thereof. Usually included in this section: Age (not above, not below), military service, sex, place of residence, drivers license, etc..

· Concepts: This section will reflect the components associated with the study and received by the individual learning in bot
h its theoretical phase (lessons learned), as in the practical phase (experience). Usually included in this section: academic training, specific training related to the post, level of foreign languages, computer skills. In terms of the experience are aspects such as time worked, experience in similar position, experience in managing people’s jobs.

Skills and Personality Traits: appear in that paragraph on the one hand all the skills or abilities that the individual must possess and may allow you to effectively develop the assigned work, and on the other personality traits deemed appropriate to allow proper performance of the job. In the area of skills often occur: level of intelligence, verbal aptitude, numerical ability, aptitude for spatial relations, capacity for analysis, synthesis, mechanical aptitude, abstract reasoning, etc.. As to personality traits should appear to be considered directly relevant to the future performance of the job to be filled. Appear aspects such as emotional control, self-confidence, extroversion, introversion, creativity, responsibility, leadership, etc.

· Motivation specified in this section are those personal strengths that will make the knowledge, experience, skills and attitudes that the person has become effective in carrying out the work to be done. Included here are the reasons for salary, job, business, promotion opportunities, power, status, etc.

C. RECRUITMENT (SOURCE: BUSINESS ZONE 2002)

Before the selection of staff, is a recruitment stage, which aims to provide the greatest possible number of candidates interested in the position to be met. Is the whole set of activities whose purpose is to provide potentially valuable enough candidates from among which to choose those initially considered more appropriate to start the selection itself.

In its proper performance depend on the success or otherwise of the selection, as if untrained recruits candidates, the selection will fail. In addition, a greater number of potentially qualified candidates recruited to play up a greater guarantee of finding the candidate (s) ideal (s).

Having previously defined the need to hire a person to fill a particular position, and once developed the profile of the occupant Profesiographic raises the following question: Do we have in our company the right person, or should we seek it out? If the answer to this question is yes, we make an internal recruitment, whether on the contrary is negative external conscription.

The following explains the two options:

A. Internal Recruiting: Recruiting people to belong to the company, being able to produce a raise or promotion, either rotation or transfer from another department. The search and selection of the candidate within the company itself has several advantages:

· Fast detection of potential candidates, so the investment of time and effort is less.
· Increased reliability of the decision, taken prior knowledge of candidate performance.
• Process of integration easier and faster.
· Motivation of staff.

In order to recruit internally is necessary to have an objective and updated knowledge of staff, ie, having clearly identified the staffing of the company in a database of Human Resources Management.

In many cases it is not possible to find the candidate sought from among those that already belong to the company, this is mainly for three reasons:

• The profile you are looking for something unusual in the company: It happens when the size of the company is limited and the staff is not abundant even minimally fit to what is required in the vacancy. It also occurs in companies with a very specific activity and little variation of functions among its employees.
· Requests for special training: It happens when we look for very specific specialists who usually are not abundant in the market or that they must possess special studies enrolled only in certain provinces.
· Need specific experience: This is usually for positions of ranks, which require a thorough knowledge of the functions performed and market environments in which the activity of the company.

The main sources of internal recruitment are:

· Own Bag nominations, to be at large causing the applications and resumes received by the company on its own.
• The bag of people booking. To be furnished by those who previously passed after a selection process and, having joined the company, abandoned when his temporary appointment.
· Candidates selected without square. Those are the people who once participated in a recruitment process and were considered suitable candidates for the post but were never hired no longer be needed to cover as many places as candidates were valid.

B. External Recruitment: People are targeted for recruitment outside the enterprise. The external recruitment has the following advantages:

· Promotes openness to change positions, new approaches and methodologies and, ultimately, an open business environment.
• draw on the training investments made by other companies or by the candidates themselves.

The main sources of external recruitment are:

· Valencia Employment Service.
· Institute of Bachillerato.
· Institute for Vocational Training.
· Schools Officers.
· Schools University.
· University Faculties.
· School Professionals.
· Associations or Foundations Business University.
· Schools Private graduate school.
· Specialized academies.

The job interview is a face to face that proves the suitability of a candidate for a post in concrete. It’s about seeing if you have certain powers that shape the profile required for the position offered. It is also important to find out the personal style, temperament and social skills that are or have the candidate, their strengths and weaknesses to the other candidates.

It aims to establish a bridge of communication that enables open dialogue between both parties.

Job interview

As a play, in life we are all the time representing roles. Social roles are defined itself early and everyone expects us to fall within them. This does not mean lack of security or falsehood, but an adaptation to social demands.

For this specific case there are two actors interview:

· Interviewer
· Interviewed

In both cases may be one or more individuals, who are going to meet a goal, which is the cornerstone of any action.

The aim of the interviewer will capture the qualities and capabilities of the respondent and this, in turn, will try to communicate their potential in the most clear.

From the above, we can infer that the goal is a very important aspect in the interview process, in this sense that their achievement will depend on establishing a bridge of communication between them.

Communication

Can be described as the process to describe or to express to the other something of ourselves. Understood this way, we see that it is impossible to be in front of another person without getting in touch, whether it through words, gestures or simply silence. When we say that we have failed to communicate with the person we are in contact, usually what we say is that its language is clear to us, or use the signals were not clear enough to accomplish this action.

When we want to express affection or match a person can achieve if we listen. He always says what he sees, feels and thinks, and what we need too do is understand the other in his own reality.

Active listening

The trust has to do with “understanding of the world” when two people see the world the same way (the perception of reality itself).

The way to perceive any situation depends on the mood and the experience based on the information before the event. This information is what gives the keys to orient themselves in each new place where you can find one at the time of his life. This is the natural way to use memory, and without this mechanism, it could not work. However, it can be misleading but it is open to receive what each situation is new, or especially if it is to encase all the molds that bring the past.

In the process of listening to this openness means that voluntarily must be left to the interpretation of messages received and focus on understanding how the person perceives the situation you are talking. To accomplish this we must listen with respect and attention, placed in the bow of reference of the other and join him in the experience is telling.

It helps to listen to settle at the present. When it puts the attention in the past, the situation may be to refuse to accept anything that is not according to past experience: “things can only be so, I know because I have passed my”, “you ‘ve always been so. ” If you are concerned about the future, does not address what is happening now be wondering what is going to say or do or what to say or do the other.

Communication barriers

1. Social and cultural differences between sender and receiver (when one is aware, recognizes the ethnocentrism)

2. The passions: one of the two parties are disinterested or violent.
3. The complexity of the message.
4. Channels: they can be complex, bureaucratic or even confusing.
5. Time factor: we can consider some niches or interruptions during the conversation and the time scale appropriate to the communication.
6. The context, the physical environment: these are usually extremely large barriers to communication.
7. Intentional conduct to disrupt communication:
· Pause (stop talking and when done, break firmly: “Do you get tired of interrupting … ?”)
· Confront (let him speak and counterattack: asking calmly foundations)
· Gossips (emphasis on who said what he heard)
· Mastering: speaking up tired.
· Questioning: bombarded with questions
· Recommend
· Judging
· Interpret, to put words into the mouth of another.

Behaviors that facilitate communication

1. Quiet atmosphere. It must be the best example of interest but should not reach strain.

2. Body language. Is heard from the front, not in profile or half profile, my body can follow your movements smoothly, my face reflects the feelings of the other person (behavior “mirror “).
3. Eye contact. I establish a friendly eye contact showing interest but at the same time not hustling.
4. Sounds friendly. Noises, expressions (if … aha …) that mark the track of the conversation.
5. Summarize or paraphrase. In circumstances is very convenient to summarize what the other person said, showing that attended and understand everything that was said.

When I communicate

It is so important to facilitate communication with others as the communication itself. While we take the same principles and foundations to facilitate communication seen, there are some that are specific to our communication.

To talk to myself also need time and space to open up to my experience. A climate of acceptance and respect to hear my emotions and my need to know about a review that is fully constructive and while I get used to achieve this communication the development of a rigid behavior.

The most salient aspects to be considered as conditions that can bring clarity to my post are:

· Find the right time and right place

• Maintain a topic
· Fill a reasonable time for what I mean, trying to be concise.
• Do not give double message (in the world there is only one person can not deceive: ourselves)
· Speaking in the first person to share my experience and information with no hidden agenda to manipulate or pressure others.
· Use simple language
· Only if necessary, use a tone of voice that is audible only to myself, otherwise speak out.
· Strive to learn to listen

About empathy

Achieving empathy in specific cases such as the achievement of communication between speaker and audience is a complex task, because the degrees of responsiveness are not similar in all members of the audience. The message is not always perceived in the same way, with the same intensity or with the same receptivity among all listeners.

Is where the fiber appears communicator, who must receive and route the message to where it achieves the highest perceived empathy.

A very particular application of the development achievement of empathy is precisely the interview. This can be individual or group but is a skill of the interviewer to create and maintain that empathy.

As we see, is in the interview when all these details are developed views about communication and not to be missed, it is important to note the following:

Objectives of the interviewer and interviewee

The interviewer:

· Detect whether the candidate possesses the characteristics required by the profile of the position.

• Identify if the applicant is motivated to their performance.
· Search many weaknesses as strengths have the interviewee.
· Find the candidate with the greatest potential and ability to fill the post.
· Provide candidate information and clarification of the organization and the vacancy.
· Achieve hiring.

The interviewee:

· Demonstrate that it is the right person to hold that office.

· Meeting the needs and expectations of the interviewer, providing useful and relevant information.
· Get information about the position and company.
•
Verify if the job they offer meets your expectations.
· Get hired.

Selection process

The strategic tool par excellence is the KNOWLEDGE of the people, which begins at the recruitment and selection process.

To get to define a selection process really becomes a tool for efficiency within my organization, we will order and give you a frame within which actions mean HR.

The ARH is a process that consists of five subsystems:

1. Food

2. Application
3. Maintenance
4. Development
5. Control
Mechanics of Selection
1. Analysis of the position (DP and EP)
2. Definition of the profile
3. Vacancy Information
4. Classification CV
5. Exams
6. Final selection

1. The job analysis is the procedure which determines the duties and nature of the position and the type of person who should occupy it. The data relating to the post will be used later for the formulation of the DP and the EP.

A. Job Description: The process by which lists the tasks or functions that shape and that, therefore, differ from other jobs. Lists the functions (which does), frequency (when it does), tools (with which it does) and goals (why do). In addition, fixed duties and responsibilities. A DP will indicate what should be done, when, how and why. It is the sum of conclusions to be arrived to contribute to the achievement of the objectives of the organization.

B. Position Specification: is referred to staff skills and the definition of human characteristics coupled with the experience that must have to function correctly a person in office. This is a detail of the requirements intellectual, physical, responsibilities and experience that each person has to play different positions. When all these issues are set out views, we are able to define the profile.

2. It is a description of the various roles and responsibilities in accordance with the consensus and business organization, will determine the characteristics and abilities of the person able to perform successfully in the job requirements.

3. This is done after the definition of the post and there are two ways to do this:

A. Internal Recruitment

b. External Recruitment

4. Selection of the CV: it is a step that you should never stop doing. Doing this means having an advantage as is prior knowledge of the person to be interviewed. It is important to read and interpret the curriculum, taking the important aspects of it and knowing the fill rule.

Most common causes of failure in the selection process

· Poor design of profile sought

· Insufficient number of alternatives (too many directions)
· Making mistakes in the selection interview
· Neglect of the findings of references.
• Do not retain or lose sight of the ultimate goal of the interview

The emotional

The group consensus, the strength of corporate policy, all procedures for determining the profile and the prejudices against the negativity that may affect the profile definition are processes that are designed to ensure an objective understanding of the applicant and come to the election final three candidates we support solidly in technical expertise and fighting an emotional decision.

Development of Table of Adequacy

This table should contain data that allow us the following:

• Identification of the event: name of the person, date, position, circumstance, summary of the interview. Must contain two aspects that may no longer be:

Or statement of the criteria of the position: Analysis and Job Description, which is the key to the interview is good.

o Preparation of the interview taking into account the time it will take me (between 20 and 30 minutes)

• Identification of symbols: experiences and attitudes of the candidate and observations

Another important detail is the determination of time, ie the assignment of a well established time between:

• Separation of an interview to another to avoid candidates can meet and anticipate the interviewer.

· Allocation of time for the interview, which should be 70% pure for the interview, 15% for the start and the remaining 15% for last.
· Assigning a time for holding the interview, immediately following the completion of it.

Aspects to be developed for the implementation of the interview

A. Create a good environment

Do not forget that we are the company’s image and the first contact with the organization is interviewed by us and the environment we’ve created.

Once selected the candidates to be interviewed, we take them to an environment that is optimal for achieving the best use of the interview. The area selected should provide adequate facilities in order to be functional and reduce the maximum discomfort.

It is recommended that the waiting room is comfortable, lighted and ventilated. The site chosen for the interview should avoid normal work areas of the organization. The furniture for the conduct of the interview should be commensurate to it, ie, for example must never sit in the interview in a seat that is lower than the interviewer.

For a formal interview, the furniture should be arranged so that the interviewer is face to face with the interviewee, by bringing a surface (desktop) as a benefit for the interviewee, so you can keep your knees covered.

For an informal interview is more desirable that the candidate will sit on the side of the interviewer, as the lateral arrangement implies warmth.

B. Creating a good climate

Avoid the candidate suffers any kind of distraction and try to feel calm and relaxed as this will help you make the best of themselves, should seek to rule anything that causes distraction, such as telephones, the PC monitor, people come and go, and so on.

C. Listen attentively

The ability to listen carefully is one of the skills they must possess the interviewer (rule from 1980 to 1920: 80% listening, 20% speak)

If you look closely, the interviewee will feel encouraged to continue talking. Learn to concentrate and be aware of your body language.

Top of the interview

The first moments of an interview are very important, as it is when forming first impressions. Greet each candidate with the same layout, exuberance and warmth to everyone equally.

It is important that the greeting is adequate. When the interview stand up, go out to meet him, make eye contact, smile and shake hands. Greet your login name and immediately sure you understand clearly who you are.

If the interview panel would present to other people and say their names clearly, if needed again later to repeat the names to ensure that the respondent registered them, tell him to sit back and invite him something to drink.

Remember that the more nervous you are as an interviewer, the interviewee is so much more.

At the present time, talent is the differential value excellence and competitiveness of enterprises will be directly related to the ability they have to attract, retain and develop talent.

You can summarize the whole concept of talent management in a phrase from Bill Gates, founder of Microsoft: “If 20 people leave specific Microsoft, the company would break.” This phrase alone conveys the growing importance of talent in modern management.

At the present time, talent is the differential value excellence and competitiveness of enterprises will be directly related to the ability they have to attract, retain and develop talent.

The increasing importance of talent is due to four major factors:

The increasing complexity and uncertainty in the business world.

Social and demographic changes: the low birth rate in Europe, the end of the “baby boom” in Spain, changes in the relationship between the company and person, the highest level of education, the growing dynamism, entrepreneurship, etc.

Dealing with the new reality. Although the talent has been very important for decades, now is when this situation has become more visible to managers.

There are new technology-related jobs. In most of the work related to technology, demand far exceeds supply.

Clearly, one can say is currently in the “war for talent” and that companies that understand this profound change will be the leaders of tomorrow.

Some cases of this situation is what happened in the days of Internet companies. Com where, employees of companies ‘traditional’ left their jobs to move to new firms related to technology. In sectors such as consultancy and financial sector turnover rates soared to levels unthinkable in recent years.

Another clear example is that of soccer stars. In football, the stars are the people (players) by turning the organization (club) around them. Although football clubs may have very clear the battle for attraction (with the big signings that do), you may not have as clear a battle for retention: hence explains the high turnover.

This is what happens in companies in the coming years. The organizations will focus on talented people and their needs and not vice versa, as happens now.

This new situation of “power of the employee” has many implications for both businesses and workers as it moves from a situation in which the company “in control” to a situation where the worker who is in control . Therefore, in this respect will be the same phenomenon has occurred in the area of customer relations.

Currently all employees are treated equally, as if everyone had the same needs and expectations. But this is not true, so will the concept of employee segments, each different from the others, and value propositions tailored to them as happens in the area of customer management. With this change, the problems appear for the “internal differences” challenge that businesses face.

For all these reasons, there has been a dramatic change in the powers of the human resources department, from traditional recruitment and administrative processes (payroll, advances, etc.) To a more global vision ranging from recruitment to loyalty, through remuneration, internal communication, career planning, coaching, training, performance management, etc.

In terms of retention, citing the study of APD and Hay Group, the main reasons for attraction of talent are the professional development (20%), working in a leading (14%) and work in an innovative (13% .) However, the high reward factor is a major reason only 7% of cases.

But the reality of every day is different. Although most organizations say that the greatest asset of their business are the people (a study of APD and Hay Group shows that attracting, developing and retaining talent is considered a strategic priority for 44% of companies surveyed) daily reality very different from this.

It’s very different and this is reflected in corporate communications or by the human resource coordinators of the reality of day to day business. Cultural change is needed at all levels of the organization, and this will take several years to fully succeed.

Some questions to ask the directors are:

*

What grounds a person to work with us instead of competition?
    *

Value the human capital value as sales or cost reduction?
    *

What mechanisms are used to attract talent?
    *

Is there a real concern for developing and retaining talent? What mechanisms are used?
    *

Do you really have analyzed the performance (and therefore the profitability) of the people?
    *

Are all these concerns aligned with the strategic objectives?
    *

Are there two-way communication procedures within the organization?
    *

Customer Rating

Score Talent

Can people from the organization dedicated to finding clients?

Can people from the organization dedicated to the search for talent?

A method for analyzing investments in physical assets

Method for analysis of investment in human assets

Can people from the organization dedicated to customer retention

Can people from the organization dedicated to retaining talent?

The number of times questions the billing

Number of times asked about the climate surveys

Can people from the organization dedicated to customer tracking

Can people from the organization devoted to developing talent?

Forecasts and plans that will make sales

Forecasts and plans that are made of human resources

What is the budget to attract customers

What is the budget for attracting talent

After this table, compare the two columns that contain the answers.

Our experience tells us that in many cases, this simple questionnaire clarifies many concepts. In many cases it has to reflect on whether we really believe all the contents of the “philosophy”.

In future articles we will discuss best practices to succeed in attracting, retaining and developing talent.

What are the trends in talent management?

Both companies and individuals have and will have great challenges in talent management.

As for the people, need to get used to new work environments where job instability and mobility are constant.

As companies will have major challenges with a growing body of work: the telework (work from home employee using new technologies like the internet). Companies should establish procedures other than those present to consider the figure of telework: tele communicating with workers, to feel integrated into the enterprise for performance management, etc.

In addition, as noted above, the proposed design concept of value for the segments of employees will be a revolutionary concept.

Introduction

At present, we have seen the need to be in a globalized world in the use of systems, these in turn help provide more effective responses to our customers.

This research will help future generations as the primary basis for understanding the integrated processes in human resources management, specifically in the recruitment process. This study was conducted at the Directorate of Labour Relations, specifically in the Recruitment process.

Background

In support of this research were taken as background previous studies, theses and opinions, theories related to Management Information Systems.

The background mentioned below, provide a theoretical basis for research that supports the issues raised.

Proposal for a Management Information System for Decision Making in Human Resources Management, Granados Andrés, Universidad de Carabobo – Valencia Venezuela (2000). This research work had as main objective to propose a Management Information System for Decision Making in Human Resources Management to facilitate the integration of data, stored and made available to assist in decision making Managers Human Resources, through a comprehensive management information system for decision-making called WAREHOUSE. The research design consisted of 20 persons working as Human Resource Managers, which are involved with a use of information systems using a sample census. The data collection technique was the application of a structured survey of 10 questions for closed and open responses. The analysis technique was based on the percentages obtained for each factor that has the instrument and complementation analysis of open questions and strengthened with the construction of graphs from the results derived from the findings, which allowed to submit a proposal for a system Integrated Information Management Human Resources for her facilitating the integration of information in making decisions on the basis WAREHOUSE Data Sistem.

Design of an Automated Information System for Planificaci6n Strategic Management of Human Resources Mavesa, SA, Migdalia Martell, University Bicentennial Aragua – Venezuela Valencia (1999). The overall objective of this study was to propose a design of an Automated Management Information System for facilitating the Strategic Planning Decision Making in the Human Resources Administration Mavesa. This system sought to evaluate and select the staff who were able to occupy a given position, controlling the information on the training and / or expertise of the staff of the company, maintain a file of eligible staff, and obtain, through consultation, reports and graphics all the information needed to develop a strategic plan and make better decisions, thereby allowing to solve the problems in the system studied. The result obtained was to minimize response times in the selection of staff and training control was performed to measure the man-hours used in training among others, which contributed to obtaining accurate information adequate and timely decision making In conclusion, the proposed system contributed to a radical change in the development of activities to achieve better strategic planning of human resources, having resulted in the proposal technically feasible economically and psychosocially.

Design of a Management Information System that will support Decision Making in Senior Management Chemical Group, Naranjo A. Yubiry G. Bicentennial University of Aragua – Venezuela Valencia (1998). In this research, we proposed an automated system that would allow the management of information in graphical form and summarized to support the decisions made by senior management of the chemical group to improve the management of the business to achieve its objective study the operation of the current system which he held (their strengths and weaknesses, the requirements of information by management, areas that form part of the management support system). The research is descriptive in the form of feasible project, which recommended to finalize the design of management information system, its implementation in order to tell senior management with a powerful tool in managing information, building Area of other business models and consider installing a Management Information System, to middle management to help them in their daily work.

Computerized Information System Area Management Recruitment & Selection Human Resources Management Company Elecentro, M. Orta Bicentennial University of Aragua, 1998, which aimed to streamline the recruitment process and selection of staff. This research was developed as a viable project with a description of descriptive field, using a compilation of the methodology used by the authors and Montilva Kendall, building the company Elecentro population. This work, gave his contribution to this research in how automated the processes involved in the study, increasing the performance of activities and providing reliable information.

Design of an Automated Information System for use in the different departments of the Management of Human Resources Development of Small and Medium Industries (Corpoindustria), Villano, Marco, Universidad de Carabobo, 1998, the main objective of the was to design an automated system that contributes to the efficiency of Human Resources, through the provision of timely and accurate information concerning the staff. In relation to research design was conceived in the form of project feasible, based on field research and according to their type is a descriptive study. The population consisted of sixteen people who work in Human Resource Management, the sample was the census. The technique of data collection, involved the application of an instrument which contains three parts. The contribution of such research for the company, was according to the results and conclusions and recommendations made by.

Designing an Information System for Normalizing Process Recruitment, Personnel Selection and Performance Evaluation in the Enterprise CA Coated Papers, V. Mora, University of Aragua Bicentennial, 1996, being the overall objective, the development of a system to standardize the processes of recruitment, personnel selection and performance evaluation of the company, to integrate and maintain the system the reliability of the access codes to the automated system. This research was descriptive in the form of feasible project, using the methodology of Senn, building the company poblaci6n CA. Coated Papers. Thus, the contribution of this research work is to study underscores the importance of standardizing administrative processes to integrate them, thus helping to improve processes effectively the other hand, lets you view the importance of controlling access automated systems.

Management Information System Ia Oriented Decision-Making in the Financial Sector Clover International CA, Barreto, Ignacio Bicentenana University of Aragua – Venezuela Valencia (1994). This investigation arose as a general objective to develop and implement a management information system, especially designed to give greater support to the process of making financial decisions that make up that total management system to streamline this process with a view to improving the quality of decisions for a better service and increase customer satisfaction. This study contributed to research relevant knowledge regarding the tools and techniques to be used as the basis for selecting those to be used.

RANGE

The Labour Relations Division, is one of the addresses that have direct influence on the quality of life of all personnel that make up the university community, since it performed all the procedures related to all subsystems of Human Resources , which include socioeconomic aspects of the integrated staff.

The Labour Relations Department, through its processes, communications, counseling and disciplinary practices, manages and generates a lot of information through each of its units, departments and sections.

The Labour Relations Division, there is no effective management of
information, as there are in day to survive and make decisions necessary to manage relevant information from various sources both internally and externally. At present this Directorate does not have an Information System, enabling it to generate, process, store and later retrieve the information necessary for its efficient operation management. Then the problem arises is that the information that flows into the subsystems that compose it, are often lost, distorted or delayed, and the subsystems do not use it properly.

So, a good management information system designed will allow the Bureau of Labor Relations that all its subsystems, intertwine through the information generated in each one and also can provide information faster, less expensive and more complete managerial decisions and additionally allow the use of two key elements: timely, accurate, and efficient decision-making staff that she works. As this study is limited to an analysis of the processes taking place in the Labour Relations Division, specifically the selection process for staff entering the institution, as this process allows the collection of data or information that feeds the subsequent processes.

GOALS

1. Identify the existence of a Management Information System at the Directorate of Labour Relations.

2. Diagnosing the current situation of each of the units within the Directorate of Labour Relations on the basis of the processes at work in each of them.

3. Determine the model to design a Management Information System for the Directorate of Labour Relations.

4. Propose the implementation of a standard management information system to improve personnel selection process in the Directorate of Labour Relations at the University of Carabobo.

JUSTIFICATION

The actual use of an accurate, timely and accurate information will enable these organizations a more accurate decision making and therefore contributes to the success of the organization, taking into account that the Management Information Systems, are crucial elements for achieving efficiency in modern organizations.

It is therefore that this research will establish a proposal for the implementation of a standard management information system for the selection process that allows the Department of Workplace Relations, make decisions, aimed at the successful and timely development of processes and systems to meet the requirements for procurement, development, maintenance and control of staff, responding to the demands of the university community and the environment in which they are embedded, in terms of effectiveness and efficiency, as guarantor of quality and permanence.

Given that commitment, there is the initiative to propose a model of management information system to facilitate the selection process and in turn that it interacts with other subsystems of Human Resources, in order that all information will be stored and updated for the entire drive to continuously address the information and guidance to the future in making the right decisions to anticipate and solve problems, and thus be able to respond to the demands of the staff that makes up the University of Carabobo.

ANALYSIS OF SYSTEMS

Systems Analysis is the process which is subdivided into its constituent parts, in order to deepen the functionality and features.

What is important to integrate the management systems related to the use of models, a model is a representation of reality using variables that are considered relevant and ignoring others that are not relevant, in order to facilitate the handling of a problem.

When considering the organization as a system, it is necessary to take into account the surrounding environment because the inputs provide inputs or human resources, material, financial and technical which enable the goods or services primarily for the interrelations with their environment as anything served a magnificent process of drafting their final products or services unless they are accepted by him or if the media does not provide the necessary inputs to the process, hence the importance of providing models through the behavior of the immediate and general environment surrounding the organization.

It also means the organization must have information that will allow them to understand and adapt their processes to any change in the environment that might influence, for example: political, economic, social, technological, etc. Through systems analysis gives an overview of the interacci6n the system with its environment through feedback.

Also, who uses the analysis of systems can choose the level of analysis required to study the internal system of the organization, for example, from the fact that a set of subsystems, which have their own inputs, process and product, you can see the organization as a subsystem of the economic sector to which it belongs and their relations are able to analyze the behavior of the sector in terms of performance, and comparing the organization with this indicator to judge, or study a subsystem in isolation, for example, compares the subsystem receives inputs which will be processed and the results of delivery orders, will be used by other subsystems of the organization.

To analyze the interrelationships between the elements of the system can propose alternative organizational structure and select the one that best meets the achievement of objectives.

With Systems Analysis can explain and predict the performance of the systems under varying conditions so we can provide timely and appropriate administrative measures.

The Systems Analysis has to do only with a particular type of system, information systems in a business environment and organizational management and within the computer information systems or computer-based electronics

Systems Analysis and Development of an Information System

The application of systems analysis to the development of an information system covers a period longer than is needed for the resolution of problems in general. The development of an information system can be termed as the solution to a problem: the need to know.

During the development of an information system can identify the process or activity into three stages:

1. Systems Analysis

2. System Design
3. Systems Implementation

In the systems analysis covers the definition and description of the goals, objectives and requirements of the system.

The System Design phase activities include: development of design alternatives, construction of a model to formalize the alternative designs, determination of the ratio cost / efficiency of alternative designs, presentation of recommendations.

Activities that make up the stage called implementation of systems can also be called the implementation of the selected alternative.

These stages of systems development are shown in Figure N0 1, which are constituents of the Systems Life Cycle. The same can also be seen the main activities of systems analysts involved in each stage. Through the use of the concept of Life Cycle, you can show viable and dynamic nature of the information system. Furthermore, the concept of Vital Cycle is an overview of the methodology of systems development.

Figure N ° 1

Illustration of the life cycle of an information system and the main activities associated with each stage of the cycle

The cycle is equivalent to reason with the System Life Cycle is repeated again and again. According to Burch (1988, p.32) “Many experts estimate that a normal life cycle for a system is two to ten years before needing a major redesign or total compensation.” But it is important to note that these estimates of the Information Life Cycle is subject to many conditions and is required separately for each information system or subsystem.

In any dynamic entity, the usefulness of the information system output, the efficiency of its operations and reliability in the overall operation of the system can vary considerably over time.

<
/p> Information systems are exposed to deterioration, obsolescence and ultimately to the replacement, however, rarely happens that at a given moment, you make improvements to the comprehensive information system. It is therefore clear that part of the system of the organization, continually need repair or reconstruction

Levels of Information Systems

The information system of an organization is not always the same level and even within it you can find several levels or categories of systems.

At one level Information Systems, is the operational or transactional, it exists in all organizations and that has to do with the daily operations at this stage members of the organizations have manuals where so closed explain the procedures or standards for each operation or transaction.

On a second level, there are the Management Information Systems, or companies start to think, the same help higher-level users in companies to take certain decisions on matters that may occur with some regularity. They are not transactions, but if structured queries from a data manipulation language that allows you to get more or less complex reports.

A third level constitute Systems for Decision Support. His goal is to help decision-making situations somewhat rare, complicated and mostly unstructured.

Information Systems Management

According to Senn (1990, p.12) The Management Information Systems “will focus on support for decision making when data requirements can be identified in advance.”

Also Gordon and others (1987) defines a Management Information Systems as:

An integrated user-machine, which means that some tasks are better done by humans, while others are very well done by machine, to provide information to support operations, administration and decision-making functions in a company. The system uses computer equipment and software (referred to facilities systems and computer programming), manual procedures, models for analysis planning and control decision making and also a database. The fact that it is an integrated system does not mean a simple, monolithic structure, on the contrary means that the parts fit into the overall design (p. 7)

The management information system can be information such as a pyramidal structure. (See Figure 2)

Figure # 2

In Figure 2, the bottom is covered by the information related to the processing of transactions, status questions, etc, the next level comprises information resources to support the daily operations of control, the third level groups resources information system to assist the tactical planning and decision making related to administrative control, the highest level includes the information resources needed to support strategic planning and policy making for the highest levels of administration. Each level of information processing can use the data supplied by the lower levels but can also enter new data.

In a systematic order we can say that human resource management is composed of several subsystems which are taught in schematic form below:

Diagnostic

Rules and Procedures for the Selection Process for Administrative Staff and Workers (Contract).

By the direct observation of the Selection Process of the Fundraising Departments of Human and Senior Management of the Directorate of Labour Relations, we collected information about policies and procedures, to regulate and guide the Personnel Selection Process Institution.

The information gathered Results indicated that at present do not exist or are unaware of any written standards and procedures for this process, and that failing this is governed by the guidelines dictated by managers of Human Resources yet.

However, regarding the procedure followed for the selection process can organize the information collected in the procedure described below:

1. The agencies and / or Faculties request to the Office of Labor Relations (DRT) the recruitment, renewal of contract and go to regular workers and administrative staff to fill vacancies by: death, retirement, disability, promotion, creation of posts, etc , Annex filling the requisition of personnel and budget verification.

2. Through the Directorate of Labour Relations (DR.T.) Departments of Human Resources and Recruitment of Senior Management, there are the candidates eligible to file its own offer of service.

3. The School or Unit receives the credentials of the candidates, he proceeds to quote for the interview and select a suitable person for the position.

4. The Unit reports to the Labor Relations Division (DRT), results of the interview and the candidate.

5. The Labour Relations Division (DRT) claims that the Health Care Center at the University of Carabobo (CAMUC), the medical evaluation to the candidate.

6. Office sends the candidate for the application of the test.

7. Automatically sent to a psychologist to administer the test. Psychological testing, aplicaci6n every 15 days, depending on the groups engaged. Two (2) people apply the tests (Psychologist and Assistant HR).

8. The Labour Relations Division (DRT) is awaiting the results of medical and psychological testing evaluaci6n, based on these results the decision to hire or not.

9. In case of proceeding, to request the Office of the Rector’s approval for employment, the Labour Relations Directorate (DRT) takes pictures of their respective holders authorization (Personal analysis, Requisition, Evaluaci6n Medica, psychological assessments, budget approval, etc.)

Note: “The picture for approval must be signed by the Director of Budget and Labor Relations Director.

10. Sent to the Office of the Rector recruited categories of staff for approval.

11. The Labour Relations Division (DRT) is authorized by the Office of the Rector and proceeds to make the appropriate arrangements.

* If recruitment is necessary to cancel (Order extra payment or payroll).

* If renewal of contract (Order of payment and / or Payroll Movement)
* If you go to regular staff (Appointment Payroll and Movement).

DATA FLOW DIAGRAM PROCESS FOR SELECTION OF STAFF OF THE DEPARTMENT OF HUMAN RESOURCES AND RECRUITMENT OF SENIOR MANAGEMENT RELATIONS MANAGEMENT OF WORK OF THE UNIVERSITY OF CARABOBO

FLOW DIAGRAM OF ADMINISTRATIVE PROCEDURES FOR SELECTION OF PERSONNEL (Current)

The following is the flow of administrative procedures for the selection process currently underway in the Departments of Human Resources and Recruitment of Senior Management, Bureau of Labor Relations at the University of Carabobo.

Symbols used to design flowcharts flow administrativos.Diagrama procedures administrative procedures

LEGEND

Paper

Process

Decision

Multiform

Connector inside page

Connector separate page

Information Flows

Flowchart administrative procedures Uptake Department of Human Resources and Senior Management

(To see all the graphs in this document, you need to use the download version.)

Management Information System (Current)

The following describes the current status of the selection process that takes place in the Departments of Human Resources and Recruitment of Senior Management:

1. The Selection Process in the Bureau of Labor Relations is limited because the agencies or schools that comprise the University of Carabobo postulate directly to the candidate they want to fill the vacancy.

2. It incorporates the employee or candidate without checking if resource availability.

3. The short listed candidate is integrated into the functions inherent in the position to take without having completed the selection process, that is, without obtaining the results of medical examination and psychological testing to endorse the final entry of the same.

4. The accuracy of the information provided by the Agencies and Colleges and the credentials entered by the candidates in the Selection Process is obvious verificati
on of authenticity, that is, no-control mechanisms to ensure the authenticity of data provided .

5. The absence of standards and procedures are subject to change in the selection process, be subject to the guidelines established by the management on duty and not objective parameters.

6. The formats used in the selection process carried out in the Departments of Human Resources and Recruitment Senior Management Labor Relations, have irrelevant information.

7. The multiplicity of formats applied in the selection process makes the data or information obtained repetitive candidates to be selected.

8. The physical space and the provision of equipment are insufficient to make the selection process so it does not guarantee the optimization of results. This was evident because it was detected that there is no place to apply the tests and conduct interviews regarding office equipment could detect that they are saturated with information causing delay in the process.

9. There is qualified staff that fulfills the functions assigned to ensure that the processes are completed on an average level of effectiveness.

10. The secondees feel identified with the process that ensures willingness to receive training, training before the implementation of a management information system to improve the selection process.

11. Even if do not have ideal working conditions the provision of equipment and tools are available to workers to make the selection process.

12. The existence of Human Resources Sectoral Offices in the various Agencies and Departments, allow decentralization and deconcentration policies of the University of Carabobo.

13. There is the availability of resources allocated for the automation of the Bureau of Labor Relations.

14. The existence of the fee structures in each of the Faculties and Units allows the truly important vacancies, and as a result the Departments of Recruitment and senior management to know which is the requisition of Human Resources and therefore update the file readable.

15. Ignorance of the Unit or faculties of the precautions or procedures to be processed or sent to the Office of Labor Relations for the selection process.

16. On some occasions Units or Schools do not use the advisory body such as the Labour Relations Division which regulates, sailing, guarantees, Rules and Procedures for the Selection Process for Administrative Staff and Workers (Contract), but is channeled directly the application and approval of the recruitment of staff to the Office of the Rector.

17.

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7.

8.

The external sources of recruitment vary with the type of job.

For example, it is unlikely to recruit a computer programmer from the same source as the operator of a machine.

Specialized schools can provide candidates for basic hierarchical level, while not as useful in the case of highly skilled employees.

The status of the job market to determine the sources of recruitment. During periods of high unemployment, it is possible for organizations to maintain an adequate supply of qualified applicants based on resumes that arrive alone. A tight labor market, low unemployment, may compel the employer to advertise more, or seek support from local employment agencies or both.

Announcements:

One of the most common methods of attracting applicants are the ads. While newspapers and magazines are the most aided, also used radio, TV, street ads, posters and email. The ads have the advantage of reaching a larger number of potential applicants. Some selectivity can be achieved by using newspapers and magazines aimed at a specific group.

The journals, other journals and magazines of various unions and nonprofit organizations fall into this category.

Public employment agency:

These agencies, link to unemployed applicants and vacancies, public employment agencies can help employers with the selection test, job analysis, assessment programs and surveys of income levels in the community .

Private Employment Agency:

Charging a fee allows private employment agencies to customize their services according to the needs of its customers.

These agencies differ in their services, professionalism and the level of his advisers. If they work on commission, perhaps their desire to do a professional job to be overridden by the desire to earn the commission. It is possible to invite applicants to accept positions for which are not appropriate.

Agency for executive recruitment:

In contrast to most agencies, the executive search agencies, assist the employer to find the right person for the job. Looking for candidates with skills that match the job requirements that seek to cover the client.

These agencies do not advertise in the media in search of candidates for a position, or accept money from the person who located.

Educational Institutions:

Applicants are a source of young people with formal education, but relatively little experience in consecutive hours.

Recommendations of employees:

You can help the recruitment efforts of an organization. Managers have found that the quality of applicants recommended by employees is quite high, and who hesitate to recommend to people who perhaps do not work. It is possible to improve the effectiveness of this recruitment effort by paying a fee to employees who engaged in “sales draft” successful. Other organizations use incentives that include a dinner of thanks, discounts on merchandise, travel with all expenses paid and free insurance.

Applicants and resumes that come alone:

Many employers receive resumes from applicants and people who may be good employment opportunities. Although the percentage of applicants accepted in this source is not high, not be ignored.

Professional Organizations:

Many organizations and professional societies offer a placement service to its members as one of its benefits. You may include a list of members seeking employment in its publications, or perhaps advertise in national meetings. In them, usually imposing a placement center for the mutual benefit of employers and job seekers.

Unions:

Some unions, have job vacancies that can provide applicants, particularly for short-term needs.

Source: www.unamosapuntes.com

1. Selection process

Once you have a qualified group of applicants obtained through the call, starts the selection process. This phase involves a series of steps that add complexity to the decision to hire and consume some time. These factors can be irritating, both for candidates who wish to start immediately, as for managers of the departments with vacancies.

The selection process consists of a series of specific steps that are used to decide which applicants should be hired. The process begins when a person applies for a job and ends when the decision is to hire an applicant.

Recruitment

In many departments are integrated staff recruitment and selection functions in a single function that can be called recruitment. In the personnel departments of large dimensions is assigned the procurement function to a specific manager. In the smaller, the department manager performs this task.

The role of contracting is associated with the personnel department, but also the selection process is important radical in human resource management. Therefore, proper selection is essential in personnel management and even the success of the organization.

2. Objectives and challenges of recruitment

Three key elements

The personnel departments use the selection process to the recruitment of new staff. The information provided by the analysis of post provides a description of tasks, human specifications and performance levels required for each job, human resource plans in the short and long terms, which allow future vacancies with some precision, and can also drive the selection process in a logical, orderly, and finally, candidates who are essential to having a group of people among which to choose. These three elements largely determine the effectiveness of the selection process. There are additional elements in the selection process, which also should be considered: the limited supply of employment, ethical, organizational policies and legal framework in which all activity is part of

3. Recruitment: overview

The selection process consists of specific steps you follow to decide which applicant will cover the vacancy. Although the number of steps that follow different organizations varies, almost all modern companies come to a selection process. The role of human resource manager is to help the organization identify the candidate who best meets the specific needs of the post and the needs of the organization.

Internal Selection

International Search

The internal challenges generated by the organization presented the following dilemma: in general, managers of various departments wishing to fill vacancies quickly, with the most qualified to perform the function. Managers tend to wait for a vacancy to proceed to fill out an application for new staff. It is likely that the internal politics of the company determine, for example, that the post should be offered to internal staff for a minimum of two weeks, before offering it in the foreign market. At the same time, make quick decisions in this area implies a decrease in the number of qualified candidates. It is very likely that the human resource manager is submitted to strong pressures.

Reason for Selection

Have a large group of well qualified candidates to fill vacancies is the ideal location of the selection process. Some jobs are harder to fill than others. Particularly those that require special skills. When a position is difficult to fill, there is talk of low selection ratio. When filling is simple, is defined as a ratio as high selection.

The reason for selection is the relationship between the number of candidates finally engaged and the total number of applicants.

4. Formula of the reason for selection

The reason of selection is determined by the formula:

Number of candidates recruited
           = Ratio of total number of applicants selection

When in an organization are often of the selection available, we can infer that the level of suitability for the position of applicants and persons hired will be low.

The ethical aspect

Unethical behavior

Given the central role played by specialist staff in the hiring decision, the awareness of the importance of their work and the certainty that any unethical action will be reversed against him is fundamental. The special favors granted to the “recommended”, the rewards and gifts, exchange of services and all other similar practices are not only ethically reprehensible, but also high risk. The human resource manager must remember that a contract obtained through bribery introduce the organization to a person not only not be adequate and will appear refractory to all personnel policies, but also the administrator will refer the contempt deserves a corrupt

Challenges of the Organisation

Internal Limiting

The selection process is not an end in itself, is a means for the organization to achieve its objectives. The company will impose limits, such as budgets and policies that influence the process. Limitations on occasion, these elements contribute to long-term effectiveness of the selection. The company goals are better achieved when clear guidelines are imposed, specific to the specific circumstances in which they work, and contribute not only to the financial success of the company but also the general welfare of the community.

Flexibility

It would be a best interest of a business plan flexible policies, modern and intelligent complement factors other than short-term profit. The professional human resource management in the field facing one of the most significant challenges of their business and the companies expect that the contribution work more social and human approach to their selection policies.

5. Overall concept selection

System Selection

The whole concept of selection is a series of steps. Sometimes the process can be very simple, especially when employees of the organization selected to fill internal vacancies. By internal selection systems can be equated with potential human capital to promote the one hand, and the vacancies available, on the other. The employees with more features consistent with the position (and therefore, with the highest score) are considered suitable candidates. Despite some limitations, for example, that programs do not consider such factors as the desire of the employee to accept the position, these systems have been widely disseminated.

6. Preliminary desk applications

Employees And Enterprises

The selection process is done in two ways: the organization elects its employees and potential employees choose between several companies. The selection begins with a meeting between the candidate and the office staff or to request a job application. The candidate begins to form an opinion of the organization since that time. Many worthy candidates may be discouraged if not attended to properly from the beginning.

It is often presented spontaneous requests personally deciding to apply for a job. During this initial interview, you can start the process of obtaining information about the candidate as well as a preliminary and informal evaluation.

The candidate then delivered a formal request for work (provided during the preliminary interview). The next steps of selection consist largely in the verification of the information contained in the application, as well as collected during the interview.

7. Suitability tests

Procedimento

The suitability tests are tools for assessing the compatibility between candidates and job requirements. Some of these tests involve psychological testing, others are exercises that simulate the working conditions.

The managerial positions are often too complex and difficult to measure the suitability of applicants. Results are computed, we obtain the averages and the candidate achieves a score. It is not necessary to add that the process is considerabl
y expensive and desirable only in certain circumstances.

Validation Test

Valid

The validity of a mean intelligence test scores remain significantly related to the performance of a function with other relevant aspect.

To demonstrate the validity of a test can be used two approaches: the rational and practical demonstration.

Field demonstration and rational approach

The focus of the practical demonstration: it is based on the degree of validity of the predictions that the test allows establishment.

The rational approach: based on the content and test development. This is used when practical demonstration can not be applied due to the insufficient number of subjects tested does not allow validation.

Administrative Tools for Testing and a Word of Caution

There is a wide range of psychological tests to support the selection process, but it is important to note that each test has limited utility and can not be considered a universal instrument.

The focus on psychological tests of personality. They are among the least reliable. Its validity is questionable, because the relationship between personality and performance is often very vague and suggestive.

The knowledge tests are more reliable because they determine information and knowledge held by the examiner.

The performance tests measure the ability of candidates to perform certain functions of his office.

The graphic answer tests measure physiological responses to certain stimuli.

The fitness tests used in the selection process, ultimately only one of the techniques used. Its use is limited to measuring examinable and verifiable factors. In the case of a teller a numerical test attitude and concentration neighborhoods to report on measurable aspects of his personality.

8. Selection interview

Key Questions

The selection interview is a formal and in-depth talks, conducted to assess the suitability for the job having the applicant. The interviewer sets the order to answer two general questions: Can the candidate perform the job? How does it compare against other people who have applied for duty?.

The selection interviews are the most widely used technique, its use is universal among Latin American companies.

The interviews allow two-way communication: the respondents obtained information about the applicant and the applicant obtains the organization.

Types of Interview

The interviews were conducted between a single representative of the company and an applicant (respondent).

The questions asked by the interviewer can be structured, unstructured, mixed solution of problems or causing stress.
In practice, the composite structure is the most used, although each of the other plays an important role.

Interviews unstructured

It allows the interviewer to ask questions not covered during the conversation. The interviewer asks about different issues as presented in the form of a common practice.

What is even more serious, in this approach may be overlooked certain areas of skills, knowledge or experience of the applicant.

Structured interviews

Structured interview based on a framework of predetermined questions. The questions are set before you start the interview and all applicants should answer.

This approach improves the accounts of the interview, but does not allow the interviewer to explore the interesting or unusual responses. So the impression of the interviewee and interviewer is to be subjected to an extremely mechanical. They may even feel discouraged many applicants to participate in this type of process.

Interviews mixed

In practice, the interviews display a mixed strategy, with structural questions and questions are not structural. The structural part provides a database that allows comparisons between candidates. The unstructured part of the process adds interest and allows an initial knowledge of the specific characteristics of the applicant.

Interview troubleshooting

It focuses on an issue that is expected to rule on the applicant. Often this is hypothetical interpersonal solutions, presented the candidate to explain how the face.

Interview of causing tension

When a peer must perform in conditions of great tension may want to know how the applicant react to that element.

9. The Interview Process

It consists of five stages:

Preparation of the interviewer

The interviewer should be prepared prior to the commencement of an interview. This preparation required to develop specific questions. The questions to these questions indicate the suitability of the candidate. At the same time, the interviewer should consider the questions that probably will make the applicant.

As one of the goals is to convince the interviewer suitable candidates to accept offers from the company.

Creating an environment of trust

The work of creating an atmosphere of mutual acceptance is for the interviewer. He should represent your organization and leave its visitors a pleasant, human, friendly. Start with simple questions. Avoid interruptions. Offer a cup of coffee. Keep documents unrelated to the interview. It is important that your attitude does not show through approval or rejection.

Information Exchange

It is based on a conversation. Some interviewers start the process by asking the candidate if you have questions. This establishes a two-way communication and allows the interviewer can begin to assess the candidate based on the questions asked.

The interviewer asks in a way that enables it to become the most information. It is advisable to avoid vague questions, open. The figure includes a display of any specific questions, which an imaginative interviewer can increase considerably.

End

When the interviewer considers that it is approaching the point where they have completed their list of questions and time expires planned for the interview, it is time to end the session. It is not appropriate to tell what prospects have to get the job. The following candidates can make an impression better or worse, and the other steps of the selection process could completely alter the overall assessment of the candidate.

Evaluation

Immediately after completion of the assessment, the interviewer should record the specific responses and their general impressions about the candidate. The figure illustrates a form called post-interview checklist that is used for the evaluation carried out by the interviewer. In a brief interview can be obtained considerable information.

Errors Interviewer

The figure summarizes some of the most common misstatement in an interviewer. An interview is weak when there is no confidence, is omitted key questions. There is another source of errors which arise from the acceptance or rejection of the candidate by factors other than potential performance. An interview with errors can result in the rejection of suitable persons or (equally serious) in hiring the wrong people for the job.

Errors Interviewed

The five most common errors committed by the interviewers are trying distraction techniques, too much talking, bragging about past achievements, not listening and not being properly prepared for the interview.

10. Verification of data and references

The specialists to answer some questions about the candidate rely on data verification and references. Many professionals who show great skepticism about personal references, the objectivity of these reports is questionable.

Employment references differ from personal describing the trajectory of the applicant in the field of work. But it also put into question because the reference is former superiors, may not be totally objective. Some employers may even engage in such reprehensible practices such as communication with rumors or facts that belong entirely to the realm of individual privacy.

The HR professional must
develop a refined technique that depends largely on two leading facts: one, the degree of reliability of the reports received in the medium in which he finds himself two, the fact that the practice of require reference work is widespread throughout Latin America.

11. Medical examination

It’s desirable that the selection process includes a medical examination of the applicant. There are powerful reasons to take the business to verify the health of their personal future: from the desire to prevent the entry of an individual suffering from a contagious disease, to prevention of accidents, through the case of persons who leave often because of his constant health problems.

12. Results and feedback

The final result of the selection process resulting in new hires. If the items prior to screening were carefully considered and the steps of the selection is carried properly, it is likely that a new employee is suitable for the job and productive performance. A good employee is the best proof that the selection process was conducted properly.