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"Recruitment and selection is a stressful and traumatic time for both applicant and organisation, where futures are decided and destinies set. How does it feel to be involved in this process? Experiencing Recruitment and Selection offers readers a unique insight into this life-changing event and gives a voice to both applicants and recruiters. Using real-life stories, this book explores applicants' and selectors' experiences of the recruitment and selection process." "Each chapter focuses on a key topic in recruitment and selection and features at least three related stories. The stories are interwoven with analyses that demonstrate the key lessons for practitioners and students. Each chapter concludes with a series of provocative questions and a guide to further reading."."With its practical, easy-to-use format, Experiencing Recruitment and Selection is essential reading for undergraduate and postgraduate students in organisational psychology, organisational behaviour, management studies and HRM, as well as personnel or HR managers and occupational psychologists."--BOOK JACKET.Contents"

"PT. Presisi Cimanggis Makinur est une société a responsabilité limitée avec une spécialisation sur les domaines d?injection plastique et de moulage. Elle a debute comme une p etite affaire puiselles?est developpée en une entreprise auniveau nationale . Avec 20 employees au debut en 1983, aujourd?hui elle en emploie 320. Le Departement de Ressources Humaines aussi été developpé, avec un chef de departement et cinq subordonnées. Ce n?est pas facile de maintenir 320 employées qui travaillent 24 heures sur 24. C?est pourquoi, l?entreprise doit developper imperativement les competences de ses employées de Department de Ressources Humaines. Cette These parle des activites de la Gestion de Ressources Humaines á PT. Presisi Cimanggis Makmur qui sont:a. Le proces de recrutement.Concerne la definition, les niveaux de recrutement, les methodes, les sources des candidats jusqu? au j ob preview.b. Le process de selection.Concerne la mission et les facteurs qui l?influencent, l?interview, la methode, la mesure de la perfonnance des employees jusqu?a la gestion d?entrajnement des personnels.c. L'entrainement et le plan du developpement.Concerne l?entrainement des employées jusqu ' au developp ement du personnel. Chaque sujet sera discutée en chapitre separée.Finallement, il y á une conclusion et une recommendation sur le systeme de Ressotwces HUmaines a PT. Presisi Cimanggis Makniur. Bien que, il existe une quantite insuffisante de la théorie, mais il est clair que PT. Presisi Cimanggis Makmur á essayeé d?applique au maximum son systeme et ses activites de ressources humaines.

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PT. Presisi Cimanggis Makmn is a national company with line business in plastic injection and mold making. It started from a small business to become a national level company. With 20 employees in initial stage in 1983, today PCM has 320 employees. Human Resources Department is being developed as well from two employees in the beginning to five employees today includes the manager himself. It is not easy to maintain day-to-day activities with limited personnel. That is the reason why HRD has to upgrade its staff capabilities. This report speaks about some activities of Human Resources Department of PCM which are: a. Recruitment process.Concern in the definition, recruitment level, methods, sources of the candidates until job preview.b. Selection process.Concern in the mission and influenced factors, method until interview.c. Performance management system.Concern in mission and planning, training and development.Each topic is discussed in separate chapter. Finally, there are conclusion and recommendation of human resources activities in PCM. Even though, the real application is not always in accordance with the based theory, we can see with its limitation PCM has tried to maximize the real application in accordance with the theory."

"Program pemagangan adalah suatu proses pendidikan dan latihan secara sistematis, terorganisir yang dilakukan secara terpadu dan berjenjang di lembaga latihan dengan bekerja secara lansung dalam proses produksi atau jasa di perusahaan, agar peserta memiiiki keterampilan dan kompetensi bagi suatu profesi tertentu sesuai dengan kebutuhan dunia usaha, dimana peserta pemagangan dan dunia usaha terikat dalam kontrak pemagangan. Salah satu faktor penting bagi keberhasilan pelaksanaan program pemagangan tersebut adalah melalui kebijakan rekruitmen peserta latihan program pemagangan berjenjang. Kebijakan memuat pemberlakuan persyaratan atau aturan yang melekat di dalamnya. Mustahil suatu kebijakanakan mencapai tujuan dan sasaran kebijakan, kalau tidak diikuti dengan implementasi kebijakan. Oleh sebab itu kebijakan merupakan hal yang sangat penting dari landasan kegiatan, begitu pula tentang kebijakan rekruitmen yang diberlakukan untuk peserta program pemagangan berjenjang ini. Dengan demikian untuk mengetahui sejauh mana kebijakan telah diberlakukan dan bagaimana kebijakan dibuat dan diimplementasikan. Faktor-faktor yang mempengaruhi serta sejauh mana relevansi kebijakan rekruitmen terhadap kelanjutan program, digunakan proses evaluasi implementasi kebijakan dengan metode Meter dan Horn, serta proses dampak kebijakan dengan metode Analisa Dampak Sosial (ASD). Temuan penelitian mengungkapkan bahwa : Sistem penyebaran informasi belum merata keseluruh lapisan masyarakat peminat, dari penelitian menunjukan dari 23 personil petugas rekruitmen hanya 4 orang (17,39 %) yang mengerti dan paham, serta 6 orang (26,08 %) cukup tentang pengelolaan program pemagangan. Dari etos kerja 11 orang (100 %) petugas TAS / JPL, 2 orang (18,18 %) dinyatakan baik, 3 orang ( 27,27 %) cukup dan 6 orang (54,55 %) kurang. Jadi terlihat masih lemah dan kurangnya penyebaran informasi, atau memasyarakatkan program pemagangan, sehingga terdapat ratio yang diterima 80 orang peserta, dengan pendaftar 150 orang atau 1 : 1,875. Sedangkan besarnya persentase drop out peserta 45 orang (56,25 %) dari 80 orang (100 %) sebelum berakhirnya program sehingga mengancam kelanjutan program. Berikut belum terlibatannya dunia usaha dalam proses rekruitmen calon peserta program pemagangan berjenjang."

"Banyak permasalahan yang terjadi dalam proses rekrutmen dan seleksi CPNS, baik yang menyangkut aspek transparansi, kompetisi, obyektivitas, maupun kompetensi. Tujuan penelitian ini untuk mendiskripsikan pelaksanaan rekrutmen dan seleksi CPNS dan menganalisis berbagai hambatan penerapan prinsip-prinsip merit dalam proses rekrutmen dan seleksi CPNS. Penelitian ini menggunakan paradigma post-positivisme dan metode kualitatif. Proses pengumpulan data dilakukan dengan wawancara mendalam, FGD, dan data dokumentasi yang selanjutnya dianalisis dengan menggunakan analisis data interaktif. Hasil penelitian menunjukkan bahwa proses rekrutmen dan seleksi CPNS belum berdasarkan pada prinsip-prinsip merit, hal ini ditandai dengan: pengajuan formasi tidak didasarkan pada kebutuhan birokrasi, ada indikasi korupsi, kolusi dan nepotisme, pelamar yang lulus tes tidak didasarkan pada passing grade. Berpijak pada analisis makro, kondisi tersebut disebabkan kerangka kebijakan sebagai dasar pelaksanaan rekrutmen dan seleksi CPNS belum secara tegas dan jelas menjelaskan tentang system merit dalam pasal-pasalnya. Berdasarkan analisis messo disebabkan karena terjadinya overlapping kewenangan antara Kementerian Pendayagunaan Aparatur Negara dan Reformasi Birokrasi dengan Badan Kepegawaian Negara selaku lembaga pengelola kepegawaian. Selanjutnya berdasarkan analisis mikro ditemukan adanya tiga hambatan yang menyebabkan rekrutmen dan seleksi CPNS tidak berjalan berdasarkan pada prinsip-prinsip merit, yaitu: hambatan administratif, hambatan politik dan budaya, dan hambatan teknis. Berkaitan dengan temuan penelitian di atas maka perlu dilakukan beberapa tindakan. Pertama, pembenahan kerangka kebijakan dan harmonisasi peraturan dengan cara perbaikan isi dari kebijakan (content of policy), kejelasan kewenangan lembaga pengelola kepegawaian (pattern of interaction), dan perlu kerja bersama antara Kemenpan RB dan BKN dibawah koordinasi Menteri Pendayagunaan Aparatur Negara dan RB (managing of people) dalam mengeluarkan kebijakan. Kedua, perbaikan mekanisme pelaksanaan rekrutmen dan seleksi CPNS dengan menggunakan CAT (Computer Assisted Test) untuk Tes Kemampuan Dasar (TKD), dan lembaga pengelola kepegawaian harus membuat kisi-kisi untuk Tes Kemampuan Bidang (TKB) agar ada indikator dan standar penilaian yang obyektif.

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A lot of problems that occured in the process of recruitment and selection of civil servant candidate (CPNS) that concerned the aspects of transparency, competition, objectivity, and competence. The purposes of this study were to describe the implementation of the recruitment and selection of civil servant candidate (CPNS) and analyze various obstacles applying the principles of merit in recruitment and selection of CPNS. This study used the paradigm of post - positivisme and qualitative method. The process of data collection was done by interviews deeply, FGD, and the data documentation to be further analyzed using interactive data analysis.

The result of this study showed that the recruitment and selection process of civil servant candidate (CPNS) was not based on the principles of merit yet, it was characterized by : formation submission which is not based on the bureaucracy needs, there are indications of corruption, collusion and nepotism, and applicants who pass the test were not based on a passing grade. Based on the macro analysis, the conditions were caused by the policy framework as the basis for the implementation of the recruitment and selection of civil servant candidate (CPNS) which not explained explicitly and clearly about the merit system in its articles.

Based on the messo analysis which was caused by overlapping of authority between the Ministry of Administrative and Bureaucratic Reform by the State Personnel Board as personnel management institutions. Furthermore, based on micro- analysis found that there were three barriers that lead to the recruitment and selection of CPNS which was not implemented based on the merit principles, namely: administrative barriers, political and cultural barriers, and technical barriers.

Related to the above research findings, it is necessary to do some actions. First, fixing policy framework and harmonizing regulatory by improving the content of policies, clarifying the authority of personnel management institution (patterns of interaction), and performing cooperative program between the Ministry of Administrative Reform and Bureaucratic Reform (Kemenpan RB) and the National Employment Agency (BKN) under the coordination of the Minister of Administrative Reform and Bureaucratic Reform ( managing of people ) in issuing the policy. Second, improving the implementation mechanisms of recruitment and selection of civil servant candidate (CPNS) by using CAT (Computer Assisted Test) for Basic Ability Test (TKD), and personnel management institution must make the lattice for Ability of Field Test (TKB) in order to get an objective assessment indicator and standard."