The Module, ‘Selecting the Right People’ provides the delegates with a ‘step-by-step’ selection model, which literally takes them from initial job definition to the actual appointment of the most suitable candidate. Every effective management system must have a structure, which the selection model provides. However, the greater part of the available time is spent on those key interpersonal skills needed to select the right person for the job.
The Module is structured around an ongoing case study, which employs a ‘learn then do’ teaching dynamic. It enables delegates immediately to apply their newly learnt skills and knowledge in a ‘live’ situation at each step in the selection process. The Module Tutors carefully monitor the delegates’ activities and provide individual feedback.
Learning Outcomes
By the end of the Module, delegates will:
- Have been provided with a ‘step-by-step’ selection model, including a documentation pack, and be familiar with its operation.
- Be able to analyse and define the skills, knowledge and attributes of the person most suited to fill any job vacancy that needs to be filled.
- Have received detailed instruction and carefully tutored experience of effective interviewing techniques.
Module Content
The Job Description – Different types and techniques of job definition.
The ‘Person’ Specification – interpreting the job into the essential/desirable skills, knowledge and attributes of the best person to fill the vacancy.
Canvassing People to Apply – Design style and copy for advertisements; getting the best from the budget; use of other agencies.
The Selection Interview – Interview objectives; preparation; social context; interview structure; use of psychometric and other testing; questioning and probing techniques; use of ‘silence’ and summaries; annotating the interview; individual and team interviewing.
Making the Decision – Reviewing applications and interview notes; comparison with the ‘person’ specification; making the final decision.
Follow-up – The job offer to the successful candidate; keeping other possible candidates ‘on ice’; writing to unsuccessful candidates; transition into induction for the new employee.