單元二：員工招募與甄選講義

單元二單元二

「員工招募與甄選」「員工招募與甄選」

王榮春

104 人力銀行研發中心協理國立政治大學工商心理學博士東吳大學、北教大、國防大學心理相關系所兼任助理教授

[email protected]

課程重點一、招募 v.s 甄選

二、招募的管道與吸引人才的方法

三、人才甄選評鑑的核心概念： FIT

四、確認人才甄選評鑑的條件： ASKVIP

五、人才甄選評鑑工具的發展與運用

六、人才甄選評鑑時的常用工具與方法七、人才甄選評鑑工具實作與討論八、甄選決策的方法

美女與野獸JBC 新聞台鑽石新聞台

採訪記者戶渡

製作人鷹宮

新聞編輯永瀨

攝影記者阪本其他同事

製作人OOO


王榮春


[email protected]







王榮春


[email protected]

課程重點

一、招募 v.s 甄選二、招募的管道與吸引人才的方法






Definition of Selection

• The process of collecting and evaluating information about an individual in order to extend an offer of employment.

– Such employment could be either a first position for a new employee or a different position for a current employee.

– The selection process is performed under legal and environmental constraints and addresses the future interests of the organization and of the individual.

The Value in Studying Selection

• Future developments in selection will be based on what is previously known about the field.

• The techniques and measurement instruments used in individual selection may likely continue to be used in team-based selection.

• Selection will still be based on measurement principles—rules about how to assign numbers to work activities and to individuals.

• While the philosophy of work may change, the legal environment for selection decisions will not change as fast or as radically.

Selection and Strategic HRM• Strategic Human Resource Management (SHRM)

– Activities that align the number of employees and their performance with the goals of the firm

• Requires that the human resource (HR) systems of the firm are coordinated and interact smoothly with one another.

• Forecasting HR1. Future labor demand

2. Future labor supply

3. Aligning demand to supply

FIGURE 1.1 Interaction of Selection and Other HRM Systems

Selection and Recruitment• Purposes of Recruitment

– To develop an appropriate number of applicants (e.g., ten for each open position) while keeping costs reasonable.

– To meet the organization’s legal and social obligations regarding the demographic composition of its workforce.

– To help increase the success rate of the selection process by reducing the percentage of applicants who are either poorly qualified or have the wrong skills.

FIGURE 1.2 The Recruitment Process

王榮春


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二、招募的管道與吸引人才的方法三、人才甄選評鑑的核心概念： FIT





TABLE 1.1 Recruitment Sources

• Advertising• Associations and Unions• Colleges and Secondary Schools• Employee Referral Programs• Employment Agencies• Walk-ins• Internet• Job Posting• Review of Employee Files

Using the Internet for Recruiting• Use individuals who know your firm

– Keep in touch with current and former employees

• Develop a recruiting website– Create a dedicated job information/career center site

• Find the best active candidates– Search specialized job board for recruits

• Find passive candidates– Identify potential applicants employed by other

firms

Factors in Choosing a Recruiting Source

Nature of Nature of the Jobthe Job

External Image of External Image of the Companythe Company

Current EmployeeCurrent EmployeeAttitudesAttitudes

DemographicDemographicMix of ApplicantsMix of Applicants

Content of Recruiting Messages• Realistic Job Preview

– Avoids creating unfulfilled job expectations

– May reduce subsequent employee turnover

– Is “a right thing to do”

• Specificity and Detail in Company Information

– Can favorably influence applicant’s perception

– Helps applicant in self-selection decision to become an applicant, stay in the recruitment process, or to remove themselves from further consideration.

Recruiting Personnel• Recruiters

– Influence early opinions and behaviors of recruits.

– are regarded favorably when perceived as warm, enthusiastic, personable, and concerned.

– Can have a strong, negative influence on applicants.

– With race and gender in common with recruits have some influence on applicants.

– Have less influence than job and organization characteristics on recruits.

– Are seen as less trustworthy than members of the intended work group.

吸引千里馬的方法

Dream

＄

薪酬設計理論要素與實務制度之整合性模式理論要素實務制度

保健要素職務要素績效要素技能要素

本薪制度

．根據保健需要決定薪資水準

( 薪資曲線的截距及其斜率 )

．根據職務價值，決定各項職務所適用的薪等

．在固定的薪資全距範圍內 ( 薪等不變下 ) ，視績效決定員工薪資．決定是否調整適用的薪等 ( 視績效調整職務 )

．在固定的薪資全距範圍內 (薪等不變下 )，視技能決定員工薪資

特定性質的薪酬制度

．眷屬津貼．房租津貼．交通津貼．伙食津貼．偏遠地區津貼．派外津貼．生活成本調整

．主管加給．專業加給

．加班費．生產獎金．銷售獎金．功蹟獎金．年終獎金．紅利．員工認股

．技術加給．學位加給

資料來源：諸承明 (1997) ：〈台灣地區電子業與紡織業薪資設計現況之比較性研究－以「薪資設計四要素模式」為分析架構〉，《中原學報》， 25（ 4）， p.25-33 。諸承明 (2001) ：〈薪酬設計理論與實務之整合性模式－台灣大型企業實證分析〉，《人力資源管理學報》， 1(1) ， p.1-25 。

「招募→甄選」模式「招募→甄選」模式（以（以 UU 公司為例）公司為例）

招募：招募：吸引優秀人才吸引優秀人才

專業測試：專業測試：智能、語文智能、語文

評量中心評量中心（ Assessment Center ， AC ）

團隊活動、討論、演講、方案企劃、序列面談

WWW ，校園徵才，實習參訪校友返校，競賽活動、企管課程分享

工作申請表（工作申請表（ BBIODATAIODATA ））

專業測試專業測試

ACAC

資料審查：資料審查： 10 10 項核心才項核心才能能

王榮春


[email protected]



三、人才甄選評鑑的核心概念： FIT四、確認人才甄選評鑑的條件： ASKVIP




王榮春


[email protected]




四、確認人才甄選評鑑的條件： ASKVIP五、人才甄選評鑑工具的發展與運用



你認為一個稱職的運鈔保全人員

需要哪些條件？

價值觀：一個人衡量人、事、物對己的意義性與重要程度的主觀評價，做為協助自己選擇方向和安排人生的「指導原則」。

興趣：感覺自己受哪些事物吸引、喜歡哪些活動，做哪些事覺得快樂、滿足，喜歡和誰在一起，當怎樣的角色很舒服。

性格：個體在其生活歷程中對人、對事、對己以及對整體適應時，所顯示的獨特個性。

性向：一個人在學習某種事物前，對學習該事物潛在的能力。

智力：抽象思考和推理、學習、適應環境、解決問題的能力。

成就：一個人接受過教育或訓練，經過學習，所獲得的知識和技能。

王榮春


[email protected]





五、人才甄選評鑑工具的發展與運用六、人才甄選評鑑時的常用工具與方法七、人才甄選評鑑工具實作與討論八、甄選決策的方法


FIGURE 1.3

Steps in the Development of a Selection Program

Job Analysis

Identification of Relevant Job Performance Dimensions

Identification of Knowledge, Skills, and Abilities (KSAs)

Necessary for Job

Development of Assessment Devices to Measure KSAs

Validation of Assessment Devices1. Content2. Criterion

Use of Assessment Devices in the Processing of Applicants

Spring

Developing a Selection Program

• Job Analysis Information

– Job analysis

• Gathering of information about a job in an organization

– The tasks, results (products or services) equipment, material used, and environment (working conditions, hazards, work schedule, etc.) that characterize the job

– Purposes of information

• Inform applicants about the nature and demands of the job

• Provide a database for the other steps in the developmental process

Developing a Selection Program (cont’d)

• Identifying Relevant Job Performance Measures

– What determines how job performance is measured and what level of performance is regarded as successful?

• Physical outputs

• Interactions with customers

• Contributions to team efforts

– What length of time (performance interval) to measure?


• Identifying Worker Characteristics

– KSAs and other characteristics that a worker should possess in order to perform the job successfully are potential selection evaluation measures:

• Work (Job) requirements

• Worker attributes

• Worker characteristics


• Development of Selection Devices– Device must measure the KSAs identified as needed for the job.

– Device must able to differentiate among applicants.

• Validation Procedures– Empirical validation

• A representative sample of individuals and correlation measures of how well the individuals are performing the job.

– Content validation• Systematically taking data (the judgments of workers and managers), and

using them to determine the relationship between the selection test and job performance.

FIGURE 1.3

Steps in the Development of a Selection Program

Job Analysis

Identification of Relevant Job Performance Dimensions

Identification of Knowledge, Skills, and Abilities (KSAs)

Necessary for Job

Development of Assessment Devices to Measure KSAs

Validation of Assessment Devices1. Content2. Criterion

Use of Assessment Devices in the Processing of Applicants

甄選工具編製流程圖

工作分析工作分析※ 分析層次組織分析任務分析人員分析

※ 分析方式面談、觀察實作、 SMEs 問卷 (FJA,PAQ) DOT 、 O*NET

ASKOsASKOs專業知識技術能力性向潛力興趣性格價值觀其

他

選擇評估效標選擇評估效標※客觀效標生產力、銷售量流動率、缺勤率意外率、失竊率年資、測驗成績

※主觀效標績效、工作態度 360 才能回饋建構預測指標建構預測指標傳記式問卷心理測驗甄選面談自我評量同儕評量評量中心

收收集集效效標標資資料料

進進行行預預試試

建立信效度常模

建建立立標標準準化化程程序序

衍生假設衍生假設

驗證假設驗證假設

分析效標分析效標關聯效度關聯效度

建建立立指指導導手手冊冊

後後續續運運用用

收收集集預預測測指指標標資資料料

外向、開創、助人外向、開創、助人Starbucks 服務員Starbucks 服務員心理系、心理所心理系、心理所

確認專業與特質符合職務要求

找到適合學經歷與特質的職務

Lesson 2 ：跨出職涯第一步

2. 確認專業與特質符合職務要求：職務分析


1.

2.

3.

4.

5.

1.

2.

3.

4.

5.






1.

2.

3.

4.

5.















?

找出甄選條件的好利器：關鍵事例法一、請受訪者各找出： 1~2 位表現優異的員工與 1~2 位表現差勁的員工二、請寫下這些員工的代號或暱稱三、先從第 1位表現優異的員工 ( 甲 )開始，請受訪者舉出具

體的事例，說明為何他認為甲是是表現優異的員工。：

大前研一：思考的技術

專業主義：麥肯錫成功之道Mutually Exclusive, Collectively Exhaustive

MECE彼此獨立，互無遺漏




KSAOsKSAOs專業知識技術能力性向潛力興趣性格價值觀其

他












資料來源： Muchinsky （ 2005 ）


王榮春


[email protected]












他













一、假如一位顧客說他能在別家商店更便宜買到這種貨品時，你（妳）將會怎麼說？

(A) 很抱歉，我們沒有那樣便宜的價格。(B) 您錯了，我們曾在您說的店裏買過這樣東西。(C) 我相信您會發現，像我們這樣質料的東西賣這

樣的價格是非常公道的。(D) 我們從不減價出售。

二、

77 75 71 65 57 。

(A) 50 (B) 48 (C) 47 (D) 45

三、有 Peter 、 Simon 、 James 、 David 、 Evon 五個來自不同國家的人想要溝通，其中： Peter可以說中文與法語 Simon可以說英語與中文 James可以說俄語與中文 David可以說法語與俄語 Evon可以說俄語與英語

1. 請問那兩人之間的溝通，需要翻譯人員協助雙方的溝通。 (A) Peter 與 James (B) David 與 Evon (C) Peter 與 Simon (D) Simon 與 James (E) Simon 與 David

2. 請問這五個人最常用的語言是： (A) 中文與法語 (B) 中文與俄語 (C)法語與俄語 (D)英語與法語 (E)英語與俄語

五、

大多數的人們將空紙盒扔掉，其實他們忽略了許多有關紙盒有趣且又不平凡的用途。

現在你盡量想一些能讓紙盒既有趣又不平凡的用途，並且將它們列在空白處。

你可以隨心所欲的用你所需的紙盒，不要考慮它們的大小及數目。

你自己想一些新奇的用途，最好不要只限於你以前看過或是聽說過的。

求學期間，您曾擔任過哪些社團的負責人：

高中 ( 職 ) 時期（請寫下社團名稱）：。大專、研究所時期（請寫下社團名稱）：。您負責實際撫養的親屬有：（可複選）□1. 父 □ 2. 母 □ 3. 兄 □ 4. 弟 □5. 姊 □ 6. 妹 □ 7. 子 □ 8. 女 □9. 配偶 □ A. 其它 □ 0. 無。

您覺得自己未來一年的年收入應該有萬元。

您希望「兩年後」的年收入有萬元。

七、


十、


十一、

各種甄選工具的比較一覽表各種甄選工具的比較一覽表人事甄選工具效度公平性應用性成本

智力測驗 Intelligence tests 高中高低

機械性向測驗 Mechanical aptitude tests 中高低低感覺 / 動作能力測驗 Sensory/motor ability tests

中高低低

人格量表 Personality inventory 中高中中

體能測驗 Physical ability tests 高中低低面談 Interviews 中中高中

評量中心 Assessment centers 高高中高

工作樣本 Work samples 高高低高情境活動 Situational exercise 中不清楚低中傳記式問卷 Biographical information 高中高低

推薦信 Letters of recommendation 低不清楚高低藥物測試 Drug tests 中高中中


Job Applications and Résumés• Employment applications are a low-cost way to gather basic data

from many applicants. • Employment applications provide several types of information:

– Contact information– Work experience– Educational background– Applicant’s signature

• Résumés are the usual way applicants introduce themselves to a potential employer.

• Organizations typically use them as a basis for deciding which candidates to investigate further.

• Résumés are most valid when the content of the résumé is evaluated in terms of the elements of a job description.

資料來源： Noe et.al （ 2004 ）

References and Background Checks• References are not always an unbiased source of

information.

• Applicants provide the name and phone numbers of references.

• Organizations typically check references after it has determined that the applicant is a finalist for the job.

• Background checks are a way to verify that applicants are as they represent themselves to be.

• Verifying credentials and conducting background checks is more complicated when candidates are not U.S. citizens.



Employment Tests • Two broad categories of employment tests are:

– Aptitude tests: assess how well a person can learn or acquire skills and abilities

– Achievement tests: measure a person’s existing knowledge and skills

• Other types of employment tests include: – Physical ability tests:

• Evaluates muscular tension, power, endurance, flexibility, balance, and coordination

– Personality tests:• Finds applicants who have desired personality traits


Employment Tests

• Other types of employment tests include:– Integrity tests:

• Weeds out dishonest employees–Drug testing and medical examinations:

• Ensures that candidates meet physical job requirements and will not be impaired on the job

–Cognitive ability tests:• Designed to measure such mental abilities as:

– Verbal skills– Quantitative skills– Reasoning ability


The Big Five Dimensions of Personality

資料來源： Greenberg （ 2005 ）

Interviewing Techniques• Nondirective interview: the interviewer has great discretion in choosing

questions to ask.• Structured interview: uses a set of established questions.

– Situational interview: the interviewer describes a situation likely to arise and asks the candidate to describe how he or she would handle it• Behavior description interview: the interviewer asks the candidate to

describe how he or she handled a type of situation in the past

• Face-to-face interview: one candidate, one interviewer.– Panel interview: several organizational members interview each

candidate– Computerized interview: candidate responds to questions presented by

the computer



Advantages and Disadvantages of Interviewing

AdvantagesCan provide evidence of

communication and interpersonal skills

Can gain insight into candidates’ personality and interpersonal style

Disadvantages Can be unreliable

Low on validity

Costly

Subjective

Can be biased


STAR

• Situation

• Task

• Action

• Result

電話





他















Criterion scores

Predictor scores

王榮春


[email protected]






六、人才甄選評鑑時的常用工具與方法

七、人才甄選評鑑工具實作與討論八、甄選決策的方法


評量工具在招募甄選上的運用以個人風格檢核表為例

王榮春


[email protected]






六、人才甄選評鑑時的常用工具與方法七、人才甄選評鑑工具實作與討論

八、甄選決策的方法


Selection StrategiesSelection Strategies

1. Multiple Regression1. Multiple Regression ：：

Y=b1X1+b2X2

2. Multiple Cutoff2. Multiple Cutoff ：：

3. Multiple Hurdle3. Multiple Hurdle ：：

4. Profile Matching4. Profile Matching ：：

Current Issues in Selection

• Broadly Defined Team-Based Jobs– Emphasize KSAs necessary for teamwork

– Emphasize interpersonal skills and use of incumbent team members in the selection of new members

– Describe jobs in terms of processes rather than specific job activities

– Work analysis methods should allow for considerable flexibility as job incumbents and organization change

• The Growth Of Small Business– Large organizations have been reducing the number of employees,

while small businesses have been increasing their numbers

老酋長霆雷

新酋長卡瑪

小孫子慈仁

二兒子諾布

大兒子拉帕

媳婦

太太

老友ex.竹波

1. 你對本片印象最深刻一幕？

2. 霆雷一開始不願意將領導人的棒子交付給卡瑪的原因？

3. 卡瑪的優缺點為何？最後霆雷願意將棒子交付給卡瑪的原因為何？

4. 挑選一個好的接班人，應該考量的因素有哪些？（用影片內容說明喔）

請用喜馬拉雅一片，討論以下問題

第二次分享作業

一、 1 必選。 2~4 選一題。所以共有二個題目要回答。

二、請將你的想法寫在 Blogger 上。

三、作答方式同第一次作業！

重要參考資料

Muchinsky, P. M. (2008). Psychology applied to work (9th ed.). Pacific Grove, CA: Brooks/Cole Publishing Co.

Greenberg,J. （ 2004 ） . Managing Behavior in Organizations (4th ed.). New Jersey: Pearson Prentice Hall.

Gatewood, R.D. & Feild, H.S. (2008). Human Resource Selection (6th ed.).Orlando, Fl: The Dryden Press.

Noe, R. A., Hollenbeck. J. R., Gerhart. B. G., & Wright, P. M. （ 2004 ） . Fundamental of Human Resource Management.New York: McGraw-Hill.

Documents

單元二：員工招募與甄選講義