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Selection

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  • 1. Selection Kirti Agnani
  • 2. Recruitment & Selection
    • Recruitment refers to the process of identifying & encouraging prospective employees to apply for jobs. It is positive in its approach.
    • Selection is concerned with picking the right candidate from a pool of applicants. It is negative in its approach as it involves rejection & elimination.
  • 3. Meaning & Definition
    • After creating a pool of applicants, the process of choosing the most suitable candidate from all, for the current or future position.
    • Two approaches of selection:
    • Select candidate for a specific job
    • Select specific candidate & match a job
  • 4. Role of Selection
    • Role of selection is crucial because:
    • 1. Work performance depends on individuals. Hire competent & willing people to improve performance.
    • 2. It is an expensive affair.
  • 5. Four Selection Outcomes
    • True Positive Decisions – select good candidates
    • True Negative Decisions – Reject bad candidates
    • False Positive Error – Predict success, but fails.
    • False Negative Error – Predict failure of a good candidate.
  • 6. Organisation For selection
    • Selection is now centralized & handled by HR Dept. Advantages:
    • Easier for applicants as they can send applications to a single dept.
    • Facilitates contact with applicants as doubts & issues can be sorted.
    • Operating managers can concentrate on their responsibilities.
    • Better selection as hiring is done by specialists trained in staffing techniques.
    • Applicant can be considered for many jobs.
    • Hiring cost is less as duplication is minimized.
    • Compliance with government regulations.
  • 7. Selection Process
    • Ideally, its mutual decision-making where organisation decides whether or not to make an offer and candidates decide whether or not to take it.
    • In reality, it’s a highly one-sided process.
  • 8. Steps in selection Process
    • Analyse Environmental Factors
    • Preliminary Screening
    • Selection test – Intelligence Test, Personality Test, Knowledge test, Work sample.
    • Comprehensive Interview – Structured, Semi-structured, Unstructured.
    • Reference Check – Mail, Phone, Personal
    • Physical Examination
    • Making the Offer
    • Audit of the Process
  • 9. The Selection Process Initial screening Completed application Comprehensive interview Employment test Background examination if required Medical/physical examination if required Permanent job offer Reject applicant Conditional job offer passed passed passed passed passed Able to perform essential elements of job Failed to meet minim qualifications Failed to complete application Failed test Failed to impress interviewer or meet job expectation Problems encountered Units to do essential elements of job
  • 10. Barriers to Effective Selection
    • Our inability to understand others accurately.
    • Our limited perceptual ability is stumbling block to the objective & rational selection of people.
    • Our inability to be indiscriminate on the basis of religion, region, race or gender.
    • Our inability to validate tests.
    • Our inability to avoid pressure from politicians, bureaucrats, relatives, friends & peers to select particular candidate.
  • 11. Orientation
    • Also known as Induction, is designed to provide employee with the information he or she needs to function comfortably & effectively in the organisation.
    • “ Planned introduction of employees to their jobs, their co-workers & the organisation.”
    • Conveys three types of information:
    • General information about the daily work routine.
    • A review of the organization's history, objectives, operations & products/services, employee's job contribution.
    • Organisational policies, rules, work rules, employee benefits.
  • 12. Purpose of Orientation
    • To make the employees feel less anxious, and ‘at home’ in the new environment.
    • Will I be able to perform in my new job?
    • Reduces anxiety by providing them information on job environment, supervisors, introducing them to co-workers & encouraging them to ask questions.
    • This makes expectations realistic & adjustment easy.
  • 13. Orientation Programme
    • Informal Orientation – Brief, directly on the job
    • Formal Orientation – Structured Program
    • Individual Orientation – Extensive/Time Consuming
    • Group Orientation
    • Decision on whether to keep new hire’s identity, freedom to select work environment & team. Top level only.
    • Divestiture strategy for Military, sports teams, Police academy, Religious cults, self realization groups.
  • 14. Formal Orientation
    • Elaborate, spread over a couple of weeks or months.
    • Three stages:
    • General intro to the org given by HR dept.
    • Specific orientation to the dept & the job given by employee’s supervisor.
    • Follow up meeting to verify if imp issues discussed & queries answered. A week or so after work has started.
  • 15. Requisites of Effective Programme
    • Orientation program, to be effective must be based on serious consideration to attitudes, behaviors & information that new employees need.
    • Prepare for new employees
    • Determine Information new employees want to know.
    • Determine how to present information.
    • Completion of paperwork.
  • 16. Problems of Orientation
    • Supervisor not trained or too busy.
    • Too much information in too little time.
    • Employee is overloaded with forms to complete.
    • Given only material tasks…discouraged employee & less loyalty.
    • Asked to perform when failure is sure.
    • ‘ Trial by Fire’ approach.
    • Broad orientation by HR but narrow orientation by Dept.
    • Thrown into action too soon.
    • Employee’s mistakes can damage the company.
    • Employee may develop wrong perceptions because of short time spent on each job.
  • 17. Placement
    • After an employee has been hired & oriented, he/she must be placed in the right job.
    • Placement is the allocation of people to jobs.
    • Assignment or reassignment of an employees to a new or different job.
    • Includes initial assignments, promotion, transfer or demotion.
  • 18. Placement Activity
    • Understand & capitalize on each person’s individuality since human attributes may differ.
    • Create a unique profile based on ability, interest, biographical sketch & personality dimensions.
    • Match jobs optimally within the constraints set by available jobs & available people.
    • No of people>jobs available=select & place best
    • Jobs available>No of people=optimal placement
  • 19.
    • Thank You!

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