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Selection Process in HR - Unitedworld School of Business
 

Selection Process in HR - Unitedworld School of Business

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This Presentation is all about Human Resource Management. It deals with the selection criteria and procedures of selection of right candidates.

This Presentation is all about Human Resource Management. It deals with the selection criteria and procedures of selection of right candidates.

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    Selection Process in HR - Unitedworld School of Business Selection Process in HR - Unitedworld School of Business Presentation Transcript

    • SELECTION
    • ANNOTATED OUTLINEINTRODUCTIONSelection is the process of picking individuals who have relevantqualifications to fill jobs in an organization. Selection is much morethan just choosing the best candidate. It is an attempt to strike ahappy balance between what the applicant can and wants to do andwhat the organization requires.Selection
    • ESSENTIALS OF SELECTIONSelection Picking individuals possessing relevant qualifications Matching job requirements with the profile of candidates Using multiple tools and techniques to find the most suitablecandidates capable Of achieving success on the job
    • SelectionThe ProcessThe Process of Selection Reception Screening Interview Application blank Selection Tests Selection Interview Medical Examination Reference Checks Hiring DecisionSelection is usually a series of hurdles or steps. Each one must besuccessfully cleared before the applicant proceeds to the next
    • Selection ReceptionA warm, friendly and courteous reception is extended to candidateswith a view to create a favourable impression. Employmentpossibilities are also communicated honestly and clearly Screening interviewThe HR department tries to screen out the obvious misfits through thiscourtesy interview. A prescribed application form is given tocandidates who are found to be suitable. Application blankIt is a printed form completed by job aspirants detailing theireducational background, previous work history and certain personaldata.The Process of Selection
    • Contents Of Application BlankSelection Personal data (address, sex, identification marks) Marital data (single or married, children, dependents) Physical data (height, weight, health condition) Educational data (levels of formal education, marks, distinctions) Employment data (past experience, promotions, nature of duties, reasons forleaving previous jobs, salary drawn, etc.) Extra-curricular activities data (sports/games, NSS, NCC, prizes won,leisure-time activities) References (names of two or more people who certify the suitability of anapplicant to the advertised position)
    • SelectionSample Application BlankN a m e : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _A d d r e s s : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _P h o n e N u m b e r ( R e s ) : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _E d u c a t i o nC o l l e g e / U n i v e r s i t y A t t e n d e d : _ _ _ _ _ _ _ _ _ _ _ _ H i g h e s t D e g r e e ( a ) B A / B S c / M A / M S c / M B A / M C o m( b ) B E / B Te c h / M T e c h( c ) A n y o t h e rH i g h S c h o o l A t t e n d e d : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _W o r k E x p e r i e n c e ( L i s t m o s t r e c e n t j o b s f i r s t )N a m e o f t h e O r g a n i s a t i o n :G r o s s S a l a r y : _ _ _ _ _ _ _ _ _ _ _ _ _ _ ( a n n u a l ; b e s u r e t o i n c l u d e a n y b o n u s e s o r c o m m i s s i o n e a r n e d )J o b T i t l e : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _N a m e o f L a s t S u p e r v i s o r : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _M a y w e c o n t a c t t h i s s u p e r v i s o r ? Y e s / N oR e a s o n ( s ) f o r L e a v i n g : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _N a m e o f O r g a n i s a t i o n : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ D a t e o f E m p l o y m e n t : _ _ _ _ _ _ _ f r o m t o _ _ _ _G r o s s S a l a r y : _ _ _ _ _ _ _ _ _ _ _ ( a n n u a l ; b e s u r e t o i n c l u d e a n y b o n u s e s o r c o m m i s s i o n e a r n e d )J o b T i t l e : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _N a m e o f L a s t S u p e r v i s o r : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _M a y w e c o n t a c t t h i s s u p e r v i s o r ? Y e s / N oR e a s o n ( s ) f o r L e a v i n g : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _N a m e o f O r g a n i s a t i o n : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ D a t e o f E m p l o y m e n t : _ _ _ _ _ _ _ f r o m t o _ _ _ _G r o s s S a l a r y : _ _ _ _ _ _ _ _ _ _ _ ( a n n u a l ; b e s u r e t o i n c l u d e a n y b o n u s e s o r c o m m i s s i o n e a r n e d )J o b T i t l e : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _N a m e o f L a s t S u p e r v i s o r : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _M a y w e c o n t a c t t h i s s u p e r v i s o r ? Y e s / N oR e a s o n ( s ) f o r L e a v i n g : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _W o r k s k i l l s1 . L i s t a n y j o b - r e l a t e d l a n g u a g e s y o u a r e a b l e t o s p e a k o r w r i t e : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _2 . L i s t a n y j o b - r e l a t e d c l e r i c a l ( e . g . , t y p i n g ) o r t e c h n i c a l s k i l l s ( e . g . , c o m p u t e r p r o g r a m m i n g ) t h a t y o uh a v e :A . _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ B . _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _C . _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _A d d i t i o n a l I n f o r m a t i o nI n c a s e o f a n e m e r g e n c y , p l e a s e c o n t a c t .N a m e : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _A d d r e s s : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _T e l e p h o n e : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _I u n d e r s t a n d t h a t f a l s i f i c a t i o n o f i n f o r m a t i o n i s g r o u n d s f o r d i s m i s s a l .I u n d e r s t a n d t h a t m y e m p l o y m e n t a t t h e c o m p a n y m a y b e d i s c o n t i n u e d a t a n y t i m e f o r a n y r e a s o ne i t h e r b y m y s e l f o r b y t h e c o m p a n y .I a g r e e t o s u b m i t t o a d r u g a n d / o r a l c o h o l t e s t a s a c o n d i t i o n o f e m p l o y m e n t .S i g n a t u r e D a t e
    • Selection Weighted application blankThe items that have a strong relationship to job performance aregiven numeric values or weights so that a company can cross-compare candidates with more or less similar qualifications onpaperThe Process of SelectionWeighted Application Blank It is a printed form completed by candidate wherein each item is weighted andscored based on its importance as a determinant of job success It helps a company to cross-compare candidates having more or less similarqualifications and reject those not meeting the job criteria strictly On the negative side, it is difficult to develop an appropriate WAB, the exercisecould be quite costly, and it needs frequent updating so as to be in line withchanging job requirements.
    • SELECTION TESTINGA test is a standardized, objective measure of a sample of behaviour.Selection tests are increasingly used by companies these days becausethey measure individual differences in a scientific way, leaving very littleroom for Individual bias.Selection
    • SelectionSelection TestsIntelligence testAptitude testPersonality testProjective testInterest test (Strong-Campbell inventory)Preference test (JDS: Hackman & Oldham)Achievement test (E.g. a Shorthand test)Simulation testAssessment centreThe in basketThe leaderless group discussionBusiness gamesIndividual presentationsGraphology testPolygraph testIntegrity test
    • A. Intelligence tests: They measure a candidate’s learning abilityand also the ability to understand instructions and makejudgements. They do not measure any single trait but severalmental abilities (memory, vocabulary, fluency, numerical ability,perception etc)B. Aptitude tests: They measure a candidate’s potential to learnclerical, mechanical and mathematical skills. Since they do notmeasure a candidate’s on the job motivation, they are generallyadministered in combination with other tests.C. Personality tests: They measure basic aspects of a candidate’spersonality such as motivation, emotional balance, selfconfidence, interpersonal behaviour, introversion etc. Projective tests: These tests expect the candidates to interpretproblems or situations based on their own motives, attitudes, valuesetc (interpreting a picture, reacting to a situation etc)SelectionSELECTION TESTING
    •  Interest tests: These are meant to find how a person in testscompares with the interests of successful people in a specific job.These tests show the areas of work in which a person is mostinterested. Preference tests: These tests try to compare employee preferenceswith the job and organisational requirements.SelectionSELECTION TESTINGD. Achievement tests: These are designed to measure what theapplicant can do on the job currently, ir., whether the testeeactually knows what he or she claims to know.E. Simulation tests: Simulation exercise is a test which duplicatesmany of the activities and problems an employee faces while atwork.F. Assessment centre: It is a standardised form of employeeappraisal that uses multiple assessment exercises such as inbasket, games, role play etc and multiple raters.
    •  The in-basket: From out of reports, memos, letters etc placed in thein-basket, a candidate is supposed to initiate relevant actions within alimited period of time. The leaderless group discussion: This exercise involves groups ofmanagerial candidates working together on a job related problem soas to measure skills such as oral communication, tolerance, self-confidence, adaptability, etc. Business games: Here participants try to solve a problem, usually asmembers of two or more simulated companies that are competing inthe market place Individual presentations: In this case the participants are given alimited amount of time to plan, organise and prepare a presentation on agiven topic.SelectionSELECTION TESTING
    • SelectionEvaluation of the assessmentcentre technique+points - pointsThe flexibility of form and content --expensive to designThe use of a variety of techniques --difficult to administerStandardised ways of interpreting behaviour --blind acceptance of data mayPooled assessor judgements not be advisableContent validity and wider acceptancePerformance ratings are more objective
    • G. Graphology tests: Here a trained evaluator tries to examine thelines, loops, hooks, strokes, curves etc in a persons handwritingto assess the persons personality and emotional make-up.H. Polygraph : It is a lie detection test. During the test, the operatorrecords the respiration, blood pressure and perspiration of thesubject as he or she responds to s series of questions posed toelicit the truth.I. Integrity tests: these are designed to measure employeeshonesty to predict those who are more likely to indulge inunacceptable behaviourSelectionSELECTION TESTING
    • Tests help uncover qualifications and talents that cannot be predictedotherwise. They offer unbiased information regarding potentiallysound candidates. However, they suffer from sizeable errors ofestimate. It is difficult to elicit truthful responses from testees.Standards for Selection TestsTo be useful, tests must meet certain requirements such as reliability,validity, suitability, preparation, standardisation etc.SelectionTests as Selection Tools
    • Standards For Selection TestsReliability: the ability of a selection tool to measure an attribute consistently;When a test is administered to the same individual repeatedly, he should getApproximately identical scores.Validity: the extent to which an instrument measures what it intends to measure;In a typing test, validity measures a typist’s speed and accuracy.Suitability: a test must fit the nature of the group on which it is appliedUsefulness: exclusive reliance on any single test should be avoidedStandardisation: norms for finalising test scores should be establishedQualified people: tests demand a high level of professional skillsSelection
    • Selection testing is quite popular in India and several global giantshave been using the same to good advantage, such as SiemensIndia, LG Electronics, and PepsiCo India etc.SelectionSelection Testing in India
    • Selection Practices Of Global GiantsSelection1. Siemens India: It uses extensive psychometric instruments to evaluate short-listed candidates. The company uses occupational personality questionnaire tounderstand the candidate’s personal attributes and occupational testing tomeasure competencies.2. LG Electronics India: LG Electronics uses 3 psychometric tests to measure aperson’s ability as a team player, to check personality types and to ascertain aperson’s responsiveness and assertiveness.3. Arthur Anderson: While evaluating candidates, the company conducts criticalbehavioural interviewing which evaluates the suitability of the candidate for theposition, largely based on his past experience and credentials.4. Pepsico India: The company uses India as a global recruitment resource. Toselect professionals for global careers with it, the company uses a competency-based interviewing technique that looks at the candidate’s abilities in terms ofstrategising, lateral thinking, problem solving, managing the environment.These apart, Pepsi insists that to succeed in a global posting, these individualspossess strong functional knowledge and come from a cosmopolitan background.
    • Interview is an important source of information about job applicants. Severaltypes of interviews are used , depending on the nature and importance of theposition to be filled within an organisation.SelectionSelection Interview
    • Types Of Selection InterviewsThe nondirective interview: the recruiter asks questions as they come to mindThe directive or structured interview: the recruiter uses a predetermined set ofQuestions that are clearly job-relatedThe situational interview: the recruiter presents a hypothetical incident and asksThe candidate to respondThe behavioural interview: the focus here is on actual work related incidents andThe applicant is supposed to reveal what he or she did in a given situationStress interview: the recruiter attempts to find how applicants would respond toAggressive, embarrassing, rule and insulting (at times) questionsThe panel interview: three or four interviewers pose questions to the applicant andExamine the suitability of the candidateSelection
    • These include: favouritism, failure to establish rapport with candidates, notbeing Able to ask right questions, resorting to snap judgements, showingleniency, being Influenced by cultural noise, stereotyping,, bias, halo effect,being influenced by The body language of the candidate, candidate—ordererror etc.SelectionInterviewing Mistakes
    • Selection Snap judgements: deciding the applicants suitability quickly based on theearly impression Leniency: the tendency to rate employee high or excellent on all criteria Stereotyping: attributing characteristics to individuals based on their inclusionor membership in a particular group Bias: allowing the ratings to be influence by the personal likes and dislikes Halo effect: a single important trait of a candidate affects the judgement of therater ( like “athletes make good sales people”) Candidateorder error: the order in which a rater interviews candidates couldinfluence ratings sometimesInterviewing Mistakes
    • Interview ProcessSelectionInterviewing is an art and involves a number of sequential stepssuch as adequate preparation, proper reception, democraticexchange of information, termination of interview in an appropriatemanner and objective evaluation of responses, records and otherrelevant facts. Preparation Reception Information exchange TerminationThe Interview Process
    • SelectionMedical Examination AndReference CheckingMedical evaluation and reference checking are routinely undertakenby leading companies these days to learn more about thecandidate’s general health, social behaviour, interpersonal skills,punctuality and honesty etc.