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5. Suggest the best selection tools and process for hiring a professor. It is not uncommon for professors of human resources to hold senior academic positions rather than management positions in businesses. As a result, the "selection strategy" and "process" take the academic setting into consideration. Beginning with a written application that includes the following information, the candidate will be considered. It is primitive yet effective to know about a person through others' recommendations or the testimony, therefore a reference check is extremely necessary. It can also be very beneficial to receive some form of work sample so that you can be sure that their teaching methods are in line with the needs of the student and the University as well as test their skills and knowledge. In the domains of human resource management research and scholarship, as indicated by publications and funding, particular attention is devoted to the quality of peer-reviewed journals and the number of citations. The teaching record includes data on the success of Ph.D. students under supervision, as well as any associated accolades. As a senior academic, you should be able to demonstrate your capacity to mentor and supervise more junior academics and Ph.D. students in the areas listed above, as well as your ability to supervise and supervise quality assurance duties (academic governance). At the university level, an interview and selection procedure is carried out by a selection committee comprised of senior academics (internal and external), as well as the Dean and Provost/President. This committee generally consists of around six individuals. In the workplace, students aren't typically involved in the decision-making process, and this is a problem. Universities have their own set of procedures, which are usually outlined in their Recruitment Policy (or similar document) for academic staff. Academic hiring managers place far less emphasis on the corporate type of selection technique used for senior positions, where candidates are expected to have and talk about their "personal brand" or "elevator pitch," and are expected to demonstrate "executive presence," participate in role plays, or complete psychometric tests, than they do on the corporate type of selection technique used for senior positions (including senior positions like professors). Technical interviewing techniques and corporate recruitment trends have no place in academia, which is more concerned with substance than "performance" during an interview, as proven by following: a strong emphasis on outcomes (publications, grants, and citations), as well as the ability to manage a community of researchers- a formalized Academic people work with substantially more autonomy and less hierarchical command-and-control than they would in a corporate environment, and the techniques and culture are vastly different from those of a corporate environment