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.
This list sets the stage for the final choice with the first interviews with the candidates, any administration of psychometric tests, followed by interview (s) with the prospective supervisor and the person in charge of recruitment. The final decision is most often the result of a collective consultation. Once the decision is made, it implies an employment contract with usually a trial period, after which the job will be final. The reception in company must be treated in order to facilitate integration. It is made by a company presentation, a tour of facility, contact with colleagues, delivering a welcome booklet.
Cooptation, encouraged by certain forms of networking and sourcing (eg via alumni networks of colleges or professional), generates social reproduction that can slow adaptive innovation. Discriminatory practices - that undermine equality of opportunity - must also be rejected. Any person who feels discriminated against may file a complaint in civil (Labour Court) and / or criminal (prosecutor, police).
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.
External recruitment can be made in whole or in part by internal organization. The company may also use a recruitment agency to delegate some or all of recruitment process. Depending on the mission entrusted by company and the expertise of firm selected, the methods may be different: It may be the simple replacement of a profile identical or upgrading or created position, which may require an organizational audit and the drafting of a function definition.
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.
This list sets the stage for the final choice with the first interviews with the candidates, any administration of psychometric tests, followed by interview (s) with the prospective supervisor and the person in charge of recruitment. The final decision is most often the result of a collective consultation. Once the decision is made, it implies an employment contract with usually a trial period, after which the job will be final. The reception in company must be treated in order to facilitate integration. It is made by a company presentation, a tour of facility, contact with colleagues, delivering a welcome booklet.
Cooptation, encouraged by certain forms of networking and sourcing (eg via alumni networks of colleges or professional), generates social reproduction that can slow adaptive innovation. Discriminatory practices - that undermine equality of opportunity - must also be rejected. Any person who feels discriminated against may file a complaint in civil (Labour Court) and / or criminal (prosecutor, police).
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.
External recruitment can be made in whole or in part by internal organization. The company may also use a recruitment agency to delegate some or all of recruitment process. Depending on the mission entrusted by company and the expertise of firm selected, the methods may be different: It may be the simple replacement of a profile identical or upgrading or created position, which may require an organizational audit and the drafting of a function definition.
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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