4. Plan the interview
Establish an easy and informal relationship
Encourage the candidate to talk
Cover the ground as planned
Probe where necessary
Analyse career and interests
Maintain control over the direction and time
5. Start the interview unprepared
Plunge too quickly into demanding questions
Jump to conclusions on inadequate evidences
Pay too much attention to isolated strengths or
weaknesses
Talk too much
6. • May I see your resume?
• What attracts you to us?
Openers
• What caused you to enter your
job field?
Regarding
motivation
• Describe your educational
qualifications
Regarding
education
• Why should I hire you?
• Why did you leave your
previous job?
Regarding
experience
7. Criminal
record
Previous
employment
Educational
record
Credit record
Civil record
Union
affiliation
Character
reference
8. The final decision becomes a daunting task, as happened to HR
people in Infosys. In 2003, the Bangalore based software giant
received one million application of which only 10,000 were
finally selected.
9. Reasons behind physical examination :
To detect if the individual carries any infectious disease.
Whether an applicant is physically fit to perform the work.
The information may be used to determine if there are certain
physical capabilities which differentiate successful and less
successful employees.
Protects applicants with health defects from undertaking work
that could be detrimental to themselves.
10. Job offer is made through a
letter of appointment(date of
reporting mentioned on it).
Rest of the applications may be
preserved for future use, if any.
11. The basic information that
should be included :
Job title
Duties
Date of joining
Rate of pay, allowances
etc.
Hours of work
Holiday arrangements
Sickness
Grievance procedure
Disciplinary procedure
Work rules
Employer’s right.
12. Contrary to popular perception, the selection process will not end
with executing the employment contract. There is another step,
Reassuring those candidates
who have not been selected.
Yet another development has
taken place-
13. The main objective of effective selection is to hire people
having competence and commitment. This objective is often
defeated because of :
Limited
perceptual
ability -blocks
the objective
and rational
selection of
people
No
discrimination
Validity helps
predict job
performance
Pressure is
brought on the
selectors by
politicians,
bureaucrats,
relatives,
friends.
14. Selection is said to be right when right people are hired for right
jobs and at right time. Four criteria have been used by
organisations to ensure that selection meets the three ‘Rs’ :
Cost per
hire (CPH)
Time to hire
(TTH)
Quality of
hire
Selection
programme
audit
15. Competency based hiring
techniques
Training interviewers
Assessing culture fitment
Selection team
16. Refers to allocation of people to jobs.
It includes initial assignment of new
employees, promotion, transfer, or demotion of
present employees.
17. When a candidate has been selected, it is logical that he or
she is placed in the position that was advertised earlier.
But the task is not as simple as it looks.
Changes in the work ethics reflecting the demand for
meaningful work-
I. Increased government pressure to hire and promote
women and the disadvantaged, and
II. Heightened awareness of the fact that firms have many
jobs but each individual has only one career.
18. The difficulty with
placement is that we
tend to look at the
individual but not at the
job.
Jobs in this context may
be classified into three
categories-
Independent
Pooled Sequential
19. Independent jobs are becoming rarer and rarer, as most
jobs are are dependent (sequential or pooled).
In order to match individuals with jobs, firms use the
assessment-classification model.
• Skills, interest ,
past performance
collected
Employee details
Placed in subgroup
• Match
characteristics of
individual and
respective
subgroup
• Each subgroup
having identical
characteristics
Jobs characterised
into subgroups
20. Match
subgroup
profiles
with job
family
profiles
Which job
profile
does
subgroup
profile best
fit?
Assign the
individual
to job
family
Assign the
individual
to specific
job after
further
counselling
and
assessment
Editor's Notes
Regardless of the type, several problems are inherent in interviews.
Interviewers do not seek applicants information dimensions needed for successful job performance. They do not have a complete job description or an accurate appraisal of the critical job requirements. They do not know the conditions under which the job is performed.
They may make snap judgements early in the interview, block out further potential information.
Interviewers permit one trait or job- related attitude to influence their evaluation of the remaining qualities of an applicant.
Some interviewers place more weight on certain attributes than others.
Interviewers have a tendency to be swayed away by negative information about the applicants.
Interviewers judgement are often affected by the pressure to favour a candidate or fill the position, hence they lower the standards.
Interviewers judgement regarding an applicant is often affected by the list of available applicants. A good person looks better in contrast to a group of average or below-average applicants.
Sex, race and attitudes similar to those of the interviewer may lead to favourable evaluations.
Companies normally seek letter of reference or telephone reference.
Background checks have become important because of terrorists working for a bpo and cases of money being frauded. They have become easy because of companies like KPMG, PWC.
Reference checks serve two important purposes – one purpose is to gain insight about the potential employee from the people who have had previous experience with him or her.
Second is to check the potential success of a prospect.
After obtaining information through the preceeding steps, selection decision- the most critical of all steps- must be made.
After the selection decision and before the job offer Is made, the candidate is required to undergo a physical fitness test.
The next step in the selection process is job offer to those applicants who have crossed all the previous hurdles.
Such a letter generally contains a date by which appointee must report on duty. The appointee must be given a reasonable time for reporting.
Decency demands that the rejected applicants must be informed about their non-selection.
After the job offer has been made and the candidates accept the offers, certain documents need to be executed by the employers and the candidates. There is also a need for preparing a contract of employment.
Yet another development has taken place- a development that has become a serious concern for HR managers. The issue relates to no shows by selected candidates. These are the individuals who pass through the selection rigour, receive employment offers, but fail to report to duties. Every competent individual sits on multiple job offers, picks up one and disappoints the remaining employers.
The impediments which check effectiveness of selection are perception, fairness, validity, reliability and pressure. Our inability to understand others accurately is probably the most fundamental barrier to selecting the right candidate.
Fairness in selection requires that no individual should be discriminated against on the basis of religion, region, race or gender.
Validity is a test that helps predict the job performance of an incumbent.
Candidates selected because of compulsions are obviously not the right ones.
Any wrong committed at the recruitment stage can be rectified at selection phase, but wrong selection is extremely difficult to set right.
Time to hire is the lapsed time between notification of vacant position and new hire in the organisation.
Hiring is said to be qualitative when the three r’s are fulfilled.
Audit must be conducted by people who work independent of the hr depaartment.
Since employee selection is a critical function, organisations should do whatever is required to make the activity effective.
Using the competency framework to assess job-seekers is an effective way to hire the right candidates.
Role of interviewer is obviously critical in the staffing process.
The prevailing trends in the organisations is to hire for the organisations and not for the job alone.
The selection team ensures that right procedures are in place and the same are implemented in right spirit.
After an employee has been hired and oriented, he/she must be placed in his/her right job.
Independent are the ones where non-overlapping routes or territories are alloted to each worker.
In sequential jobs, activities of one worker are dependent on the activities of a fellow worker.
Where jobs are pooled in nature, there is high interdependence among activities.
