This document discusses human resource management and personnel selection. It begins by introducing the importance of selection systems and outlining the goals of an effective system. These include decreasing turnover by selecting satisfied employees, decreasing training costs by selecting high performers, and having more productive workers overall. The document then describes advantages like standardization, clear decision points, and ensuring all relevant applicant information is collected. It proceeds to outline various selection methods like applications, interviews, tests, assessments, and background checks. It provides details on types of tests and interviews and how to conduct the selection process effectively. The overall summary is that this document outlines and describes the key components and goals of an effective personnel selection system.

1. Human Resource Management
Personnel Selection

2. Introduction
 Key to organizational effectiveness
 Organizational systems (well established
procedures and systems)
 Process involves inviting applications,
reference, background check, testing and
interviews
 External hiring is expensive
 Definition:
The process of gathering and assessing
information about job candidates and
ultimately making decisions about personnel.

3. Goals of a Good Selection System
 Turnover is decreased, since people are
successful and satisfied on the job.
 Initial training and development
expenditures are decreased. Management
can devote time to making good employees
better rather than focusing the majority of
time on a few employees who are below par.
 The organization has a larger proportion of
high-producing employees.

4. Advantages of Selection System
 Selection systems are standardized. Every
individual who goes through the selection
system is exposed to the same number and
type of interviews and other selection
elements.
 Selection systems provide clearly defined
decision points. Managers have common
standards regarding applicant qualifications
needed to pass the decision points and move
on in the system.

5.  Selection systems ensure full coverage of
applicant information required for job
success. It ensures that sufficient information
is collected from each applicant on all
relevant dimensions.

6. Methods/ elements of Selection
 Job applications (graphology)
 Job application forms/application blanks
 CV
 Resume
 Tests
 Interviews
 Assessment Centres
 Use of Psychologists
 Background check/reference

7. Job Application Form
 Enables the recruiter to:
 Assess basic qualifications and technical
skills required for a job
 Assess relevant work experience
 Assess applicant’ suitability
 Assess cultural and social fit of the candidate
 Reach a decision to process the case further
or not

8. A well conceived Selection Test
should have the following qualities:
 A high degree of validity – that it should be
capable of measuring attributes which it
seeks to evaluate in the candidate.
 A high degree of reliability – that it should
provide results which have a high degree of
consistency among the various candidates.

9. Tests
 Cognitive ability test (Cognitive ability tests
measure verbal, numerical and abstract
reasoning and the resulting score reflects the
person's ability to acquire, retain, organise
and apply information)

10. Intelligence Tests
 Intelligence Tests are administered to
measure the candidate’s ability to think
logically, analyze the pros and cons of
problems and make rational decision.
Intelligence Tests may also be used to
determine the candidate’s understanding of
social values and customs.

11. Proficiency Test
 Proficiency Tests are designed to evaluate
the candidate’s level of skills, expertise and
competence to perform the particular task for
which the individual is being considered for
recruitment.

12. Aptitude Test
 Aptitude Tests are conducted to ascertain the
candidate’s ability to work with others in a
team environment, handle work-related stress
and cope with the various demands of the
job.

13. Specific ability test
(to check specific abilities of potential candidates)
 Hands coordination test
 Communication skills test
 Determination test
 Movement detection test
 Differentiation attention test
 Labyrinth test

14. Personality test
 A personality test is a questionnaire or other
standardized instrument designed to reveal
aspects of an individual's character or
psychological makeup
 MBTI
 16 Personality Types
 Two major Types A & B

15. Motivational test
A motivation questionnaire can be used to
understand which situations may increase or
decrease your motivation and can assist in
securing your job satisfaction. These types of
questionnaires try to rate how conditions found
in the workplace could affect your motivation
(i.e. whether you would work harder or not in a
given situation). As with the personality
questionnaire, there are no right or wrong
answers.

16. Dispositional Test
(to assess mood and temperament of potential candidates)
 Stress
 Anxiety
 Self-esteem
 Locus of control
 Generalised self-efficacy
 Emotional stability

17. Interviews
 One basis used by all organization
 Stand alone or used with/followed by tests
 Time and cost
 Reliable or unreliable
 Preparation
 Interview itself
 After the interview

18. Types of interviews
 One to one
 Serial
 Panel
 Structured
 Advantages and disadvantages

19. Limitations of interviews
1. Tossing a coin
2. Can do will do
3. Stereo typing/ halo effect
4. Error of judgment
5. Scaling/ rating a candidate
6. Chance response

20. Assessment Centers
 Trained assessors
 Make judgments about behavior
 Simulations
 IBM, Ford, AT&T, Office Depot
 In-Basket
 Leaderless Group Discussion
 Oral presentation
 Role play
 RJP

21. Negotiation
Induction
Orientation program
 ‘Welcome aboard’ and introduction to immediate
colleagues and other workers.
 Briefing on the job and its requirements. Job description
could be useful.
 Policies, procedures and practices at workplace. An
employee handout can be given to the new recruit.
 HR manual and other terms and conditions of
employment.
 Sharing of vision and core values.
 Briefing on training and development procedures.
Ethical issues