When recruiting a large number of factors are taken into account in choice of candidates (training, work experience, major professional accomplishments, professional interest, general factor (G) values) and tools (interviews, unstructured interviews, tests of cognitive abilities, personality tests, simulation tests (executive search and recruiting).
Precautions are taken to ensure that risks are minimized "social reproduction". This may indeed be the natural tendency of recruiters or their managers to consciously or unconsciously favor their profiles like (same school, sex, social origin, socio-economic or religious, etc.) and, probably to reduce uncertainty their choice.
Thus, a test on the basis of CV showed that same skills and experience, a man with first and last name of French descent, white skin and whose physical appearance does not present features considered unsightly, has more likely to be invited for an interview. The trend of social reproduction is often opposed to serendipity in recruitment, and the home of various profiles and new, additional or atypical that could enrich the business community or the person seeking a (an) employee (Achievement).
There is a Charter Corporate Diversity recommends a Traceability HR and managerial process as "Traceability for an applicant or employee, the trace of every stage of selection and evolution of career. In context of a discrimination complaint, the traceability is particularly useful for the employer to prove that no decisions regarding the employee has been taken based on discriminatory grounds.
A competency is a knowledge (knowledge, know-how, skills) mobilized, usually drawn from the experience and necessary to exercise of an activity (in this case, professional). We must be aware that notion of competence emerges at different times and in different scientific fields, not just in sphere of work and enterprise.
According to scientific discipline - linguistics, ergonomics, psychology, educational sciences, sociology, and management only (human resource management and business strategy) - the skill is not defined in same way precludes not the same concepts. Widely reported in field of social relations, the notion of competence was widespread in 90s, with a strong drift paradigm technical concept (HRM, strategy, psychology), it has become empty words, soft concept too often from a social compromise it serves.
The concept of knowledge obviously refers to initially and subsequently acquired knowledge essential to practice of profession. The concept of procedural knowledge is related to what is common to trade, to profession. Experience the knack of workman for example is related to uniqueness of individual, his practice in conduct of business and in relation to others within team dealing with customers.
Depending on the nature of position and the hiring criteria determined, the HRM shall, in accordance with the operational manager, whether internal or external recruitment will be used. Internal recruitment favors internal mobility. He is filling the position by appointing a person who is already working in company. When possible, this method is often preferred by HRM because it has certain advantages. Internal recruitment is a low implementation cost, the recruit that way knows the business and is operating much faster (including if a trainee, temporary or external consultant). Wider internal recruitment allows, when practiced regularly, motivate people working for the company thaty can consider promotions and internal transfers. (Play social mobility).
Precautions are taken to ensure that risks are minimized "social reproduction". This may indeed be the natural tendency of recruiters or their managers to consciously or unconsciously favor their profiles like (same school, sex, social origin, socio-economic or religious, etc.) and, probably to reduce uncertainty their choice.
Thus, a test on the basis of CV showed that same skills and experience, a man with first and last name of French descent, white skin and whose physical appearance does not present features considered unsightly, has more likely to be invited for an interview. The trend of social reproduction is often opposed to serendipity in recruitment, and the home of various profiles and new, additional or atypical that could enrich the business community or the person seeking a (an) employee (Achievement).
There is a Charter Corporate Diversity recommends a Traceability HR and managerial process as "Traceability for an applicant or employee, the trace of every stage of selection and evolution of career. In context of a discrimination complaint, the traceability is particularly useful for the employer to prove that no decisions regarding the employee has been taken based on discriminatory grounds.
A competency is a knowledge (knowledge, know-how, skills) mobilized, usually drawn from the experience and necessary to exercise of an activity (in this case, professional). We must be aware that notion of competence emerges at different times and in different scientific fields, not just in sphere of work and enterprise.
According to scientific discipline - linguistics, ergonomics, psychology, educational sciences, sociology, and management only (human resource management and business strategy) - the skill is not defined in same way precludes not the same concepts. Widely reported in field of social relations, the notion of competence was widespread in 90s, with a strong drift paradigm technical concept (HRM, strategy, psychology), it has become empty words, soft concept too often from a social compromise it serves.
The concept of knowledge obviously refers to initially and subsequently acquired knowledge essential to practice of profession. The concept of procedural knowledge is related to what is common to trade, to profession. Experience the knack of workman for example is related to uniqueness of individual, his practice in conduct of business and in relation to others within team dealing with customers.
Depending on the nature of position and the hiring criteria determined, the HRM shall, in accordance with the operational manager, whether internal or external recruitment will be used. Internal recruitment favors internal mobility. He is filling the position by appointing a person who is already working in company. When possible, this method is often preferred by HRM because it has certain advantages. Internal recruitment is a low implementation cost, the recruit that way knows the business and is operating much faster (including if a trainee, temporary or external consultant). Wider internal recruitment allows, when practiced regularly, motivate people working for the company thaty can consider promotions and internal transfers. (Play social mobility).
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