Dony Eko Prasetyo, S.IP.
Quiz (30 menit)
What is HRP?
 Apa tujuan dari HRP?
 What is recruitment?
 Explain steps on recruitment??
 Which one is better, internal or external
recruitment??? Explain!!

Apa itu Seleksi
Proses memilih diantara calon
tenaga kerja tsb, yaitu yang paling
sesuai dengan kebutuhan
organisasi/yang terbaik bagi
organisasi (perusahaan)
• Yang dinilai paling tepat dalam
memenuhi
persyaratan jabatan.
• Merupakan
proses
untuk
menyesuaikan (“matching”) antara
kualifikasi calon
tenaga
kerja
dengan persyaratan jabatan.
Ketergantungan Aktifitas Sdm
Pada Proses Seleksi
INPUTS
HUMAN RESOURCE
ACTIVITIES
CHALLENGES
Orientation
Training
Job analysis
Development
Career planning
Human
Resource
Plans
Recruits
Challenge
s
Selection
Process
Performance
evaluation
Compensation
Unionmanagement
relations
Assessment
Source : Wherther & Davis
Reliability
Derajat (ketepatan) sebuah alat seleksi mengukur
sesuatu yang sama secara konsisten
Dapat berupa test atau wawancara
Beberapa pertanyaan perlu dilontarkan (ke kandidat)
Validity
Hubungan antara alat seleksi dengan kriteria yang telah
ditetapkan (apakah alat tersebut memang mengukur kriteria
tersebut?)
Teknik seleksi apakah saja yang dapat digunakan dan
bagaimana efektifitas pengukurannya?
Harus teruji dan sesuai dengan pekerjaannya (misal
ketrampilan menggunakan komputer untuk petugas data entry.
Langkah-langkah / Metode
seleksi
1.
2.
3.
4.
5.
6.
7.
8.
Preliminary reception of applications
Employment test
Selection Interview
References and Background checks
Medical evaluation
Supervisory interview
Realistic Job Preview
Hiring Decision
Employment-Related tests
PSYCHOLOGICAL TEST
Name
Application
Minnesota Multiphasic Personality Measures personality or temperament
Inventory
(executives, nuclear power, security)
California Psychological Inventory Measures personality or temperament
(executives, managers, supervisors)
Guilford-Zimmerman
Temperament Survey
Measures personality or temperament (sales
personnel)
Watson-Glaser Critical Thinking
Appraisal
Measures logic and reasoning ability
(executives, managers, supervisors)
Owens Creativity Test
Measuring creativity and judgement ability
(enggineers)
Myers-Briggs Type Indicator
Measures personality component
Continued
KNOWLEDGE TEST
Name
Application
Leadership Opinion
Questionnaire
Measures knowledge of leadership practices
(managers and supervisors)
General Aptitude Test Batery
Measures verbal, spatial, numeric, and other
aptitudes and dexterity (job seekers at
unemployment offices)
ATTITUDE TEST
Name
Application
Honesty Test
Measures attitudes about theft and related
subjects (retail workers, securities
employees, banks)
Work opinion questionnaire
Measures attitudes about work and values
(entry-level, low-income workers)
Continued
GRAPHIC RESPONSE TEST
Name
Application
Polygraph (Lie Detector)
Measures physiological responses to
questions (police, retail store workers)
PERFORMANCE TEST
Name
Application
Stromberg Dexterity Tesy
Measures physical coordination (shop
workers)
Revised Minnesota Paper from
Board Tests
Measures spatial visualization (draftsmen
and draftswomen)
Minnesota Clerical Test
Measures ability to work with number and
names (clerks)
Job Simulation Test
Measure a sample of “on-the-job” demands
(managers, profesionals)
One-to one
interviews for
management
application forms for
management
psychometric test for
management
assessment centre
for management
graphology
references for
management
United
Kingdom
France
Germany
Turkey
Australia
USA
Tunisia
Interview panel used
for Management
Selection Techniques
78.1
22.1
56.8
29.2
77.2
59.6
9.0
51.7
92.1
60.2
53.2
53.3
68.5
65.6
66.7
75.7
13.5
47.4
44.4
59.2
50.8
47.6
23.6
6.1
15.8
37.1
10.0
34.9
26.7
12.9
23.3
11.1
5.8
7.3
5.3
1.1
19.3
2.0
1.8
1.2
0.4
3.7
79.7
46.4
45.8
60.8
77.6
64.6
29.6
How
Many
Face u
can
found
in the
picture
?????
Selection criteria





13
Electoral popularity – policy-making jobs
Patronage – designating officials or employees
without a requirement for a formalized application
process
Merit based-system – using processes that
analyze job competencies and require open
applicaton procedures
Seniority – internal candidates; provides sense
loyalty
Representativeness – minorities should get
positions in areas of underrepresentation
Selection criteria


14
Selection criteria should be expressed in terms of:
 Essential – requirements that are critical to
successful performance in the position without
which a person could not be appointed; and
 Desirable – requirements that would enable the
person to perform at a higher level in the
position, but without which the person could still
be appointed.
The total number of essential and
desirable criteria shall not exceed
10.
Selection criteria
Selection criteria shall:
 be written in simple and clear language;
 be specific and not overlapping or repetitive;
 be based on the real requirements of the position;
 not be excessive in number (i.e. not more than 10
in total)
 not discriminate unlawfully either directly or
indirectly against applicants
 not favour either internal or external applicants;
and
 be consistent with the classification standards of
the position.
15
Screening


16
Retention Survey found that nationally small agencies
took an average of 6.84 weeks to conduct the screening
processes, while large agencies took an average of 11.51
weeks (U.S. Department of Justice, Office of Justice
Programs, Hiring and Keeping Police Officers)
GOAL: reduce this time so that valuable candidates are
still available
Screening
Discriminating among the qualified and
the unqualified
Identifying most highly qualified
candidates
Screening particular candidates;
results in offering position to the best
candidate
Confirming the qualifications and ability
of the chosen candidate; it may include
the first period of employment
17
Principles of the screening
A fair set of screening criteria
The criteria must be in line with the job content and
appointment as well as advertised requirements
 Applicants should be clear on the criteria that apply
 The criteria should apply to all applicants in a consistent
manner
 Any waivers should be fully motivated and approved
 Declarations should be made of whether any candidate is
related to or friends of an official in the component where
the vacancy exists
 The various activities of the screening process should be
documented and put on record


18
Initial reviewing and testing





19
Education and experience
evaluations
Letters of recommendation
Self-assessment
General aptitude and
trait test
Performance test for
specific jobs
Reducing the pool: interview
1.
2.
Plan how it should proceed: persons, place, roles
Prepare list of written questions asked of all
candidates
3. Use a work sample as part of the process
 Critique or evaluate sth
 Solve a problem
 Deliver oral presentation, etc
4. Explain basic facts about the position
5. Use the job description and advertisement guides to
ensure that the focus is on essential job functions
20
Reducing the pool: interview
6.
7.
8.
9.
21
Set up interviews in private
job-settings where distractions
are unlikely
Concentrate on listening to
applicant’s answers and take
notes during the interview
Be careful that no oral commitments or
suggestions about employment prospects are
made
Complete your evaluation notes when
impressions are fresh
Reducing the pool: interview

Subjects to Avoid
 Marital status
 Children and other dependants
 Religion
 Politics
 Ethnic origins
22
Peran Wawancara dalam
seleksi
Proses wawancara dalam seleksi
harus memenuhi kebutuhan kedua
belah pihak (organisasi dan calon
tenaga kerja)
Sasaran Wawancara :
1. Mendapatkan sebanyak mungkin
informasi tentang calon tenaga kerja,
untuk bisa menentukan kecocokannya
dengan jabatan yang lowong
2. Memberikan informasi umum tentang
perusahaan kepada calon tenaga kerja,
agar calon tenaga kerja tersebut dapat
membuat keputusan untuk menolak atau
menerima
3. Membina hubungan baik antara calon
tenaga kerja dengan pihak perusahaan
Macam-macam bentuk dan jenis wawancara
1. Wawancara terstruktur
2. Wawancara tidak terstruktur
(unstructured interview)
3. Problem solving interview
4. Stress interview
5. Wawancara individual-kelompok
Typical Interview
Errors
1.
2.
3.
4.
Halo effect
Leading questions
Personal biases
Interviewer domination
A SUMMARY OF
TYPICAL INTERVIEWERS ERRORS
HALO EFFECT
INTERVIEWERS WHO USE LIMITED INFORMATION ABOUT AN APPLICANT TO
BIAS THEIR EVALUATION OF THAT PERSON’S OTHER CHARACTERISTICS ARE
SUBJECT TO THE “HALO EFFECT”
LEADING QUESTIONS
INTERVIEWERS WHO “TELEGRAPH” THE DESIRED ANSWER BY THE WAY
THEY FRAME THEIR QUESTIONS ARE USING LEADING QUESTIONS
PERSONAL BIASES
INTERVIEWERS WHO HARBOR PREJUDICE AGAINST SPECIFIC GROUPS ARE
EXHIBITING A PERSONAL BIAS
INTERVIEWER DOMINATION
INTERVIEWERS WHO USE THE INTERVIEW TO OVERSELL THE APPLICANT,
BRAG ABOUT THEIR SUCCESSES OR CARRY ON A SOCIAL CONVERSATION
INSTEAD OF AN INTERVIEW ARE GUILTY OF INTERVIEWER DOMINATION
Guidelines for becoming a more effective
interviewer
1. Active listening to what and how the
applicant communicates
2. Be aware of non-verbal cues
3. Remain aware of the job requirements
(untuk menghilangkan halo effect)
4. Balance between open and overly
structured questions
5. Avoid premature decision (do not evaluate
on the basic of a first impression)
Psychological Foundations for
Interviewers
1. Empathy
2. Barriers to
communication
3. Interviewer bias
4. Past is clue to future
SAMPLE QUESTIONS USE IN
EMPLOYMENT INTERVIEW
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
HOW DO YOU SPEND YOUR SPARE-TIME ?
WHAT COMMUNITY OR SCHOOL ACTIVITIES HAVE YOU
BEEN INVOLVED IN ?
DESCRIBE YOUR IDEAL JOB. IN WHAT TYPE OF WORK ARE
YOU INTERESTED ?
WHY DO YOU WANT TO WORK FOR OUR COMPANY ?
WHAT WERE YOUR FAVOURITE CLASSES ?
DO YOU HAVE ANY GEOGRAPHIC PREFERENCES ?
WHY DID YOU SELECT YOUR COLLEGE MAJOR ?
WHAT DO YOU KNOW ABOUT OUR COMPANY’S PRODUCTS
OR SERVICES ?
DESCRIBE THE IDEAL BOSS !
HOW OFTEN DO YOU EXPECT TO BE PROMOTED ?
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
WHAT IS YOUR MAJOR WEAKNESS ? STRENGTH ?
WHY DO YOU THINK YOUR FRIENDS LIKE YOU ?
DO YOU PLAN TO TAKE ADDITIONAL COLLEGE COURSES ?
WHICH ONES ?
WHAT JOBS HAVE YOU HAD THAT YOU LIKED THE MOST ?
LEAST ?
DESCRIBE YOUR LEAST FAVOURITE BOSS OR TEACHER !
WHAT ARE YOUR CAREER GOALS ?
IF YOU COULD GO BACK FIVE YEARS, WHAT WOULD YOU
DO THE SAME ? DIFFERENT ?
WHY SHOULD YOU BE HIRED BY OUR COMPANY ?
BESCRIBE YOUR LAST JOB !
HOW MANY HOURS DO YOU THINK YOU WILL HAVE TO
WORK AT YOUR JOB ?
WHAT JOB SKILLS DO YOU HAVE ?
WHAT IS YOUR FAVOURITE SPORT ?
Final selection
1. Keep a list of all applicants considered for final selection.
2.Identify fair selection criteria for the final selection phase.
3.Ensure that the criteria are in line with the advertised
requirements as well as the job content.
4. Ensure that each selection committee member is
provided with all the relevant information pertaining to
each short-listed applicant.
32
Final selection
5. Ensure that the interviews are conducted in a fair and
effective manner and that each candidate is weighed
comprehensively
against
the
requirements
as
advertised.
6. Ensure that a comprehensive motivation is compiled in
respect of all the applicants interviewed.
7. Ensure that all applicants are informed about the
outcome of the final selection phase.
8. Ensure that all relevant information is put on record.
33
Closing Closing
selectionselection
1.Phone call and further clarification
2.Letter of intent
3.Completing employment forms
4.Protocols may be available for
intetested individuals
5.Number of candidates
6.Names, surenames and adresses
of 5 top candidates
7.Recruitment and selection criteria
34
1.Develop
a Recruitment Plan
2.Conduct Research
3.Personalize the Recruitment Process
4.Select and Train the Right People as
Recruiters
5.Build Strong Partnerships
6.Develop an Employee Referral Program
7.Improve the Selection Process
8.Develop an Advertising Plan
9.Develop an Internet Presence
10.Employ Effective Recruitment Strategies