Value Based Recruitment for Gen2015
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Value based recruitment focuses on selecting candidates whose personal values align with the organizational values of the entity. The recruitment process evaluates both values and competencies, using values as the primary filter for talent selection since values are a deeper part of a person's personality. Key aspects of the process include looking for demonstrations of values and competencies in interviews and group dynamics, selecting candidates based primarily on aligned values, and then allocating roles based on competencies which can be further developed. Implementing value based recruitment properly should improve retention rates, member productivity, leadership development, and satisfaction.
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6.18.pdfChapter 1 TopicsThe Next Generation HRCorey .docx
6.18.pdf
Chapter 1 Topics
The Next Generation HR
Corey Wicks
Sara Elnour
MGMT 3010
Summer 2014
Virg
HR Fundamentals (Corey)
• HR (Human Resource) function- Window through which to observe a
business.
Approach: “Tell us about your business”
• Translate external issues into internal actions.
• HR is not the business, HR supports the business (creates value).
• HR professionals need to understand the business.
HR Stage 1-
Administrative duties (Employee Compensation, Attendance,
Pension/Retirement, Employee Recruitment)
HR Stage 2-
Sourcing, Rewards, Training, Communication
HR Stage 3-
Integration (Simultaneously work with different functions
such as Finance, Marketing, Operations).
Heightened Individual Attention (Work Place Environment,
Personality Screening-Myers Briggs)
HR Stage 4-
Realize External Business Conditions “HR from the outside
in”
HR working from the outside, in (Corey)
• Employee Placement/ Promotion- Based on customer expectations
“employees our customers want to work with”
• Training from the outside- customers, suppliers, investors, regulators help
design training programs
• Rewards from the outside- customers (determine best performing
employees) & investors
• Performance Review- customers & investors asses performance standards
• Communication from the outside- Employee messages shared with
customers & investors
• Culture from the outside- identity of business from customer’s perspective
Macro-environment that affects HR (Corey)
• Society (changing LGBT policies)
• Technology (Electric Vehicles, Solar power)
• Economies (U.S. Housing Bubble)
• Politics (Arab Spring 2011)
• Environment (Hurricane Katrina-Damage businesses, affect business
suppliers)
• Demographics (China’s one Child Policy-population control)
Business Stakeholders (Corey)
• Definition: Those that have an interest or concern in a business.
• HR Function: Create and deliver expectations to each stakeholder
http://www.bing.com/images/search?q=business+stakeholders&FORM=HDRSC2#view=detail&id=5C7DAB2DDB20BC5F3666B8959CBB75DF47EF7AE6&selectedIndex=3
Business Strategies (Sara)
• managing risk-operational, strategic and financial
• global positioning- conducting business worldwide
• managing a globally diverse workforce- increase culture, increase
the ideas
• adapting or change
• collaborating across boundaries- increase product ideas and
innovation
HR Transformation (Sara)
• HR is now focusing more on customers, suppliers, managers,
owners and the community
• HR is now more integrated in many business support functions
• HR is focusing more in delivering value to the company
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The document discusses elements that should be included in an effective talent management system according to the group. Key elements identified include talent audits, employer branding strategy, compensation strategy, business strategy, goals and objectives, and an employee engagement strategy. The group believes a holistic approach covering all aspects of the talent lifecycle from acquisition to development and retention is needed rather than just focusing on a select few. Alignment of the talent management system with overall business objectives is also important.
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The document discusses ICICI Prudential Life Insurance Company, including its objectives, components of the recruitment process, and company profiles.
[1] ICICI Prudential Life Insurance is a joint venture between ICICI Bank and Prudential plc to provide leading-edge life insurance solutions in India.
[2] The document outlines the recruitment process components - recruitment and selection, training and development, performance appraisal, pay and rewards, and labor relations.
[3] ICICI Bank and Prudential plc bring strong brands in financial services with ICICI Bank owning 74% stake and Prudential plc owning 26% in ICICI Prudential Life Insurance.
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2010 Seattle SMA Presentation - Conference Room Or Cubicle, What type of recr...
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Competency Based HR Programs
Talent management involves developing and implementing strategies to ensure an organization has employees with the necessary skills, knowledge and traits to achieve business objectives. It includes competency-based hiring, developing talent through training and coaching, performance management, and succession planning. When business and talent strategies are aligned, it can result in exceptional organizational performance.
Competency Based HR Programs
Talent management involves developing and implementing strategies to ensure an organization has employees with the necessary skills, knowledge and traits to achieve business objectives. This includes activities like competency modeling, assessments, performance management, coaching and development planning. When business and talent strategies are aligned, it can result in exceptional performance through having the right people in place.
Human Capital Management for HR MAnagers
Human capital management involves planning, developing, and maintaining an organization's workforce. It includes recruitment, selection, training, performance reviews, compensation, and labor relations. The goal is to attract and retain high-performing employees to meet organizational goals. HR planning forecasts future needs through demand and supply forecasts. Selection tools like interviews, tests, and references determine the best candidates. Training and development build employees' skills for current and future roles. Performance reviews evaluate employees and provide feedback for improvement. Compensation includes pay and benefits to motivate and reward performance.
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This document provides guidance on selecting new members for an organization based on leadership qualities. It recommends observing potential members for characteristics like seeking out challenges and learning opportunities, interest in world issues and desire to act, seeking self-improvement aligned with one's vision and strengths, and effective communication skills. Examples are given of what these characteristics do and do not look like. The document advises training interviewers and reviewing applicants' materials before interviews. Questions to ask are suggested to determine an applicant's potential to develop leadership qualities based on past experiences, activities, and level of investment and purpose. Overall, the summary emphasizes selecting applicants who demonstrate potential for growth and excellence in leadership through their demonstrated characteristics and experiences.
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二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信：A575476】即可
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2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
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Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
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Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
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McKinsey’s Digital Transformation Framework
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Value Based Recruitment for Gen2015
- 1. Value based recruitment Getting the right talents to build Gen2015
- 2. Table of content 1. Why, what and how. 2. Recruitment process. 3. Golden rules. 4. What MY ENTITY should do?
- 3. Why? Committed and motivated members ( as their own values are aligned with „AIESEC why”)- decreasing the rotation True essence of organization is represented to our customers and partners by members demonstrating it in daily behaviors Building
- 4. What is value based recruitment? Personal values Organisational values Value based recruitment is process of talent selection based on values that drives organization. Idea is to select candidates that demonstrate behaviours connect with this values and are aligned with purpose of organization from the beginning.
- 5. Values Competence 1 Competence 2 Competence 3 Competence 4 Competence vs. values Values are filter for Talent Selection (as it is great part of personality difficult to change). Competence (as it can be developed) is a base for Talent Allocation and Learning Plan.
- 6. Recruitment process Application Group dynamics Interview Talent Selection and Allocation Look for demonstration of values& competence Select based on values and allocate based on competence See teamworkCheck motivation
- 7. Use measurable behavioral indicators Communicate values to candidates Look for the past experience (demonstration of behaviors) Train recruiters about the AIESEC way Golden rules
- 8. Key Performance Indicators Retention rate of membership Productivity of members TLP apps (leadership pipeline) Members satisfaction
- 9. What my entity should do? ADAPT CURRENT PROCESS TO GLOBAL TEMPLATE GET TO KNOW GLOBAL PROPOSAL • Check Global Templates for TMP and TLP Recruitment DEFINE NEEDED PROFILE • Values and competence needed the most in the entity (MC or LC) to focus on during process