The Process of Recruitment and Selection of Human Resources Specialist—Take P Company as an Example

• Main Authors: Hsiao-Hsuan Hsu, 徐曉萱
• Other Authors: 張仁家
• Format: Others
• Language: zh-TW
• Published: 2009
• Online Access: http://ndltd.ncl.edu.tw/handle/zg65u6

碩士 === 國立臺北科技大學 === 技術及職業教育研究所 === 97 === The goal of this study was to discuss the process of recruitment and selection of human resources specialist. Company P was used as a study to investigate the current situation regarding to the process of recruitment and selection, and some influential factors and importance of employment decision-making. According to the research purpose, this study was done through qualitative research method. Firstly, the theme and scope of research were chosen through literature reviews, including a broad collection of the process of recruitment and selection related literature, and relevant the recruitment and selection documents of Company P. Subsequently, a snowball sampling was conducted, focusing on semi-structured interviews with the human resources division’s employment decision maker and the human resources specialist candidates. Coding analysis was carried out after the interviews, and the following conclusions were made: 1. There were a total of six selection criteria as a human resources specialist of Company P which are not listed in the job description: (1) University graduate and above in related discipline, (2) At least 2 to 3 years of relevant working experience, (3) with a high degree of working enthusiasm, (4) Basic English proficiency, (5) Possess basic computer capabilities in Word, Excel and Powerpoint, Chinese typing input of 50 words/min or more, and (6) Possession of relevant human resources management certificates was preferred. 2. The process of human resources specialist of Company P were: (1) apply for recruitment, (2) recruitment, (3) selection, (4) employment decision making, and (5) notice the candidate. 3. The recruitment and selection tools of Company P include personality test, English test, logic reasonable test, workshop, and interview. 4. The ‘personality test’ was bought from an external publisher, the ‘English test’ and ‘logic reasonable test’ were designed by Company P, which have never carried out analysis of validity and reliability, and it also lacked of a computer ability test. 5. The company conducted non-structured style face-to-face interviews, which has limited validity in forecasting working performance and achievements. 6. There was a lack of professional competence test to understand the actual capability of the candidates. 7. Employment decisions were based on scores in the selection process: 20%-30% on both educational qualification and working experience, and 50%-60% from the interview. 8. There were 4 criteria that affect the employment decision of human resources specialist of Company P, including: (1) Reference of the candidate, (2) The candidate’s professional competencies, (3) The first impression during the interview and the attitude during the process, and (4) Whether someone was a current staff of Company P or not.