How To Recruit, Interview & Select The Right Employee

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( Recruit, Interview & ( Recruit, Interview & SelectSelect the right employee )the right employee )

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Organization of Organization of Human Resources ManagementHuman Resources Management

•• Organization Development & Manpower Planning Organization Development & Manpower Planning

•• Recruitment and StaffingRecruitment and Staffing

•• Personnel AdministrationPersonnel Administration•• Personnel AdministrationPersonnel Administration

•• Compensation and Employee BenefitsCompensation and Employee Benefits

•• Training and Development Training and Development

•• Labor and Employee RelationsLabor and Employee Relations

•• Safety and Health of WorkSafety and Health of Work


POSISI DALAM POSISI DALAM ORGANISASIORGANISASI

HR & GA HR & GA

RECUITMENT & RECUITMENT &

STAFFINGSTAFFINGOD & MPOD & MP

PERSONNEL PERSONNEL

ADMIINISTRATIONADMIINISTRATION

COMPANSATION & COMPANSATION &

EMP BENEFITSEMP BENEFITS

TRAINING AND TRAINING AND

DEVELOPMENTDEVELOPMENT

INDUSTRIAL INDUSTRIAL

RELATIONSRELATIONS


I.I. Individual and JobIndividual and Job

•• How important is the Job Satisfaction?How important is the Job Satisfaction?

•• Technology and Job Satisfaction in the Factory Technology and Job Satisfaction in the Factory

and Estate/Plantand Estate/Plantand Estate/Plantand Estate/Plant

•• Technology and Job Satisfaction in the Office Technology and Job Satisfaction in the Office

and Factoryand Factory

•• Unions and Labor RelationsUnions and Labor Relations


II.MotivationII.Motivation and Leadershipand Leadership•• Motivating people to work.Motivating people to work.

–– Be Strong, be Good, Implicit Bargaining, Competition, Internalized Be Strong, be Good, Implicit Bargaining, Competition, Internalized Motivation, PathMotivation, Path--Goals Analysis.Goals Analysis.

•• Delegation.Delegation.

–– The meaning, Substitutes for DecisionThe meaning, Substitutes for Decision--Making by the boss, General Making by the boss, General Supervision in Practice.Supervision in Practice.

•• The Exercise of Authority.The Exercise of Authority.

–– Developing effective relations, personalDeveloping effective relations, personal--relationships, Jobrelationships, Job--oriented oriented –– Developing effective relations, personalDeveloping effective relations, personal--relationships, Jobrelationships, Job--oriented oriented relations, fair treatment, handling mistakes.relations, fair treatment, handling mistakes.

•• ManagerManager--Group Relations and ParticipationGroup Relations and Participation..

–– Building a Work Team, Developing Group Participation, Leadership Building a Work Team, Developing Group Participation, Leadership

–– Action steps.Action steps.

–– Materials needed.Materials needed.

–– Training needed.Training needed.

–– Schedules.Schedules.

–– Costs.Costs.


III. Managerial SkillsIII. Managerial Skills

•• CommunicationsCommunications -- Dealing With Barriers to Dealing With Barriers to CommuniCommuni-- cationcation

•• Interviewing Interviewing -- the Fine Art of Listeningthe Fine Art of Listening: : -- InterInter

viewing techniques, Listening as a Management Tool, Nonviewing techniques, Listening as a Management Tool, Non--

directive Approach, Things to Avoiddirective Approach, Things to Avoid

•• Introducing ChangeIntroducing Change -- Type of Resistance to Change Type of Resistance to Change

and the Causes, Reducing Resistance to Changeand the Causes, Reducing Resistance to Change

•• DisciplineDiscipline -- Types of DisciplineTypes of Discipline


IV. The OrganizationIV. The Organization

•• HierarchyHierarchy -- Characteristics of Hierarchies, Pattern of Downward Characteristics of Hierarchies, Pattern of Downward

and Upward Communicationand Upward Communication

•• SpecializationSpecialization -- Specialization and Job Satisfaction, the Need for Specialization and Job Satisfaction, the Need for

Coordination, Organizational Implications of Increasing Coordination, Organizational Implications of Increasing SpecializationSpecialization

•• Minimizing the Human Problems of Large Minimizing the Human Problems of Large •• Minimizing the Human Problems of Large Minimizing the Human Problems of Large OrganizationsOrganizations -- Fewer Levels of Management, Building Fewer Levels of Management, Building

Integrated Work TeamsIntegrated Work Teams

•• The Role of Personnel AdministrationsThe Role of Personnel Administrations -- the Scope of the Scope of

Personnel AdministrationPersonnel Administration


V. V. Manpower Manpower and and Employee Employee DevelopmentDevelopment

•• Manpower PlanningManpower Planning -- Forecasting, Mobility & Promotion Forecasting, Mobility & Promotion

Problem, Career Ladders & PromotionProblem, Career Ladders & Promotion

•• Recruitment & SelectionRecruitment & Selection -- Selection Instrument, Formal Test, Selection Instrument, Formal Test, •• Recruitment & SelectionRecruitment & Selection -- Selection Instrument, Formal Test, Selection Instrument, Formal Test,

Development of Testing Procedures.Development of Testing Procedures.

•• Technical TrainingTechnical Training -- The Nature of Training, Types of Training, The Nature of Training, Types of Training,

How Much Training?How Much Training?


VI. Management and VI. Management and Organization DevelopmentOrganization Development

•• Management DevelopmentManagement Development -- Planning for Development, Career PatternPlanning for Development, Career Pattern

•• Performance AppraisalPerformance Appraisal -- the Evaluation Interviewthe Evaluation Interview

•• Management Training & DevelopmentManagement Training & Development -- Effective Training, Effective Training,

Organization Development, Training EvaluationOrganization Development, Training Evaluation


VII. Reward SystemsVII. Reward Systems

•• Wage & Salary AdministrationWage & Salary Administration -- Determining the OverDetermining the Over--all Wage all Wage

and Salary Level, Aspects of Wage and Salary Administration, Salary and Salary Level, Aspects of Wage and Salary Administration, Salary StructureStructure

•• Benefit ProgramBenefit Program -- Why benefit programs, Major benefit programsWhy benefit programs, Major benefit programs

•• Incentives and Performance StandardsIncentives and Performance Standards -- Measurement, the Measurement, the

Challenge of Incentives, Blue and White Collar incentivesChallenge of Incentives, Blue and White Collar incentives


Course Director - Achmad Sablie

Lulusan Fakultas Psikologi Universitas Indonesia,

dan beberapa pelatihan/courses di Inggris, Amerika, Singapore,

Thailand dan Malaysia. Karir dalam bidang Human Resources

Management dan Marketing, PT Raja Garuda Mas, PT Semen

Cibinong, Huffco/VICO Indonesia, Deputy GM Human

Resources di Bank dan kemudian menjabat Human Resources

Director dari Hero Group of Companies dan Head of Human

Resources Division Rajawali Citra Televisi Indonesia (RCTI).Resources Division Rajawali Citra Televisi Indonesia (RCTI).

Menjadi instruktur pengembangan pribadi John Robert Powers, pelatihan

dibidang Psikologi, Komunikasi, Public Relations, Manajemen Sumber

Daya Manusia (Human Resources Management), Leadership, Customer

Behaviour dan lain-lain. Saat ini menjabat sebagai

Public Relations Director Parliament Watch Indonesia (ParWI), juga sebagai

senior konsultan Gede Prama’s Dynamics Consulting.


TerimaTerima KasihKasih


How To Recruit, Interview & Select The Right Employee

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