220407 633846006147562245
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220407 633846006147562245

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220407 633846006147562245 220407 633846006147562245 Presentation Transcript

  • “Selection” Chapter 8Instructor: Sarwat Afzal
  • Selection• Selection process is a series of specific steps used to decide which recruits should be hired. The process begins when recruits apply for employment and ends with the hiring decision.• Recruiting and selection are combined and called the “employment function” in many HR departments.• Process by which an organization chooses from a list of applicants the person or persons who best meet the selection criteria for the positions available, considering the current environment conditions.
  • Selection: An Overview• Internal Selection• Selection Ratio is the relationship between number of applicants hired and the total number of applicants available.No. of Applicants hired/Total No. of applicants =S R• Uniform Guidelines on Employee Selection
  • Selection Process Initial Screening Employment TestEmployment Interview Reference Verification Panel/Supervisory Interview Employment Offer Medical Test Realistic Job Previews Hiring Decision
  • Reliability and Validity of Selection Criteria• Reliability refers to how stable or repeatable a measurement is over a variety of testing conditions OR Reliability means that the test should yield consistent results each time and individual takes it• Validity refers to what a test measure is and how well it has measured it. OR Validity of a test is the degree to which it measures what it is intended to measure.
  • Steps in the Selection Process• Preliminary reception of applications• Employment test• Selection interview• Reference & background checks• Medical evaluation• Supervisory interview• Realistic job preview RJP• Hiring decision
  • Employment test “Testing Tools & Cautions”Psychological testKnowledge testPerformance testGraphic response testAttitude and honesty testMedical test
  • Selection Interview “Types of Interviews” Unstructured interview Structured interview Mixed interview Behavioral interview Stress interview
  • Hiring Interviews• Structured Interviews: predetermined script and protocol; – Interviews in a proper format – Asked through information gathered from job analysis information
  • • Unstructured Interviews: no predetermined script or protocol – Any thing related or not related to the job – No prescribed format
  • • Behavioral description interviews (BDI): ask participants to relate actual incidents from their past relevant work experience to the job they are applying for. – Think about you past job and tell us a time where you have committed a mistake? What was your response to the mistake? What was the nature of the mistake?
  • • Situational Interviews: encourage applicants to respond to hypothetical situations they may encounter on the job for which they applied. – What if you are in a situation that to achieve your sales target the whole seller are asking for high commission instead of company policy? What will you do under these circumstances?
  • STRESS INTERVIEW• A special type of interview designed to create anxiety and put pressure on the applicant to see how the person responds.• In a stress interview, the interviewer assumes an extremely aggressive and insulting posture.• Those who use this approach often justify its use with individual• who will encounter high degrees of stress on the job, such as a consumer complaint clerk in a department store or an air traffic controller.• The stress interview is a high-risk approach for an employer.• Consequently, an applicant that the organization wishes to hire might turn down the job offer. Even so, many interviewers deliberately put applicants under stress.
  • Who Conducts Interviews? Panel PanelIndividuals Individuals Interviews Interviews Interviews Interviews Video Video Team TeamInterviewing Interviewing Interviews Interviews
  • Problems/Error in the Interview• HALO EFFECT Occurs when an interviewer allows a prominent characteristic to overshadow other evidence. Devil’s horns (a reverse halo effect), such as inappropriate dress or a low grade point average, may affect an interviewer as well.• BIASES Interviewers tend to favor or select people whom they perceive to be similar to themselves. This similarity can be in age, race, sex, previous work experiences, personal background, or other factors.• LEADING QUESTION• “You do like to talk to people, don’t you?”• Do you think you will like this work?• Do you agree that profits are necessary?• INTERVIEWER DOMINATION• Interviewer who use the interview telling the applicant about his success , spending entire interview telling about company plan or benefits.
  • Conducting Effective Interviews • Interviewers should be carefully selected and trained properly • Preparation of Interview Plan • Break ice-Put interviewer at ease • Listen Carefully • Record the facts immediately after interviews • Evaluate effectiveness of interviewing process
  • Eval uati on Terminat ion Information exchange Creation of rapport Interviewer preparationStages in the typical employment interview
  • Background Investigation• Four Goals of Background Screening: – Demonstrates due diligence in hiring – Provides factual information about candidates – Discourages applicants who have something to hide – Encourages applicants to be honest on application forms and in interviews
  • Realistic Job Previews• The purpose of a realistic job preview (RJP) is to inform job candidates of the “organizational realities” of a job, so that they can more accurately evaluate their own job expectations.• By presenting applicants with a clear picture of the job, the organization hopes to reduce unrealistic expectations and thereby reduce employee disenchantment and ultimately employee dissatisfaction and turnover.• A review on research on RJPs found that they do tend to result in applicants having lower job expectations.