The document discusses selection and the selection process. It defines selection as picking candidates with relevant qualifications for jobs in an organization. The selection process involves multiple steps like resume screening, interviews, tests, and reference checks. Global companies use various tools and techniques during selection like psychometric tests, behavioral interviews, and competency-based interviews. Assessment centers are also used which involve exercises like discussions, simulations, and presentations evaluated by multiple assessors.

1. Prof. Preeti Bhaskar
Symbiosis Centre for Management studies,
Noida
SELECTION

2. Determine the ideal "fit"
Match
Overqualified
Underqualified

3. SELECTION
Selection is the process of picking
individuals who have relevant
qualifications to fill jobs in an
organization.
Selection is much more than just
choosing the best candidate. It is an
attempt to strike a happy balance
between what the applicant can and
wants to do and what the
organization requires.
According to Weihirch
and Koontz,
”Selecting manager is
choosing among the
candidates the one who
best meet the position
requirements.”

4. Resume/ CV’s review
Screening Interview
Application blank
Selection Tests
Selection Interview
Medical Examination
Reference Checks
Hiring Decision
Selection is usually a series of hurdles or steps. Each one must be successfully
cleared before the applicant proceeds to the next
Steps in the
Selection Process

5. Selection Practices Of Global Giants
1. Siemens India: It uses extensive psychometric instruments to evaluate short-
listed candidates. The company uses occupational personality questionnaire to
understand the candidate’s personal attributes and occupational testing to
measure competencies.
2. LG Electronics India: LG Electronics uses 3 psychometric tests to measure a
person’s ability as a team player, to check personality types and to ascertain a
person’s responsiveness and assertiveness.
3. Arthur Anderson: While evaluating candidates, the company conducts critical
behavioural interviewing which evaluates the suitability of the candidate for the
position, largely based on his past experience and credentials.
4. Pepsico India: The company uses India as a global recruitment resource. To
select professionals for global careers with it, the company uses a competency-
based interviewing technique that looks at the candidate’s abilities in terms of
strategising, lateral thinking, problem solving, managing the environment. These
apart, Pepsi insists that to succeed in a global posting, these individuals possess
strong functional knowledge and come from a cosmopolitan background.

6. Selection Interview
 It is a one to one interaction between the interviewer and the
potential candidate. It is used to find whether the candidate is
best suited for the required job or not. But such interviews
consume time and money both.
 Moreover the competencies of the candidate cannot be
judged. Such interviews may be biased at times. Such
interviews should be conducted properly. No distractions
should be there in room. There should be an honest
communication between candidate and interviewer.

7. Types Of Interviews
 The nondirective interview: the recruiter asks questions as they come to mind
 The directive or structured interview: the recruiter uses a predetermined set of Questions that are
clearly job-related
 The situational interview: the recruiter presents a hypothetical incident and asks The candidate to
respond
 The behavioural interview: the focus here is on actual work related incidents and The applicant is
supposed to reveal what he or she did in a given situation
 Stress interview: the recruiter attempts to find how applicants would respond to Aggressive,
embarrassing, rule and insulting (at times) questions
 The panel interview: three or four interviewers pose questions to the applicant and Examine the
suitability of the candidate
 Depth Interview: This is designed to intensively examine the candidate’s background and thinking and
to go into considerable detail on a particular subject to special interest to the candidate. The theory
behind it is that if the candidate is found good in his area of special interest, the chances are high that if
given a job he would take serious interest in it.
 Group Interview: This is designed to see how the candidates react to and against each other. All the
candidates may be brought together in the office and they may be interviewed. The candidates may,
alternatively, be given a topic for discussion and be observed as to who will lead the discussion, how
they will participate in the discussion, how each will make his presentation and how they will react to
each other’s views and presentation.

10. BarrierstoEffective
selection
Ineffective Recruitment Strategy
Stereotyping
Gender Issue
Age/Race Issue.
Halo Effect
Quota System
Validity
Reliability
Pressure
Nepotism/ FavouriTsm
Cost and time

11. Assessment
Centers

12. Overview of
Assessment Centers
• Elaborate method of employee selection
• Involves using a collection of predictors to forecast success,
primarily in higher-level jobs
• Objective
– Predict an individual’s behavior and effectiveness in critical roles,
usually managerial
• Incorporates multiple methods of assessing multiple KSAOs
using multiple assessors

13. 10-13
Assessment Center
Rating Form
• Participants take part in
several exercises over
multiple days
– In-basket exercise
– Leaderless group discussion
– Case analysis
– Trained assessors evaluate
participants’ performance

14. 10-14
Other Substantive
Assessment
Methods
• Interview simulations
– Role-play: candidate must play work related role with
interviewer
– Fact finding: candidate needs to solicit information to
evaluate an incomplete case
– Oral presentations: candidate must prepare and make an
oral presentation on assigned topic
• Promotion panels and review boards: use multiple
raters, which can improve reliability and can broaden
commitment to decisions reached

15. • Psychometric Tests
• Interviews
• Leaderless Group Discussions
• Inbasket Techniques
• Management Games/Simulation Exercises
• Role Plays
• Presentations
Tools used in
Assessment Centers

16. Psychometric Test
Aptitude Test Personality TestAbility Test
Attempt to measure
awareness, knowledge
and other such aspects.
Attempt to evaluate
verbal and numerical
reasoning ability
are those tests which are
aimed at studying various
dimensions of personality
rather than the ability. (MBTI
and 16 PF)

17. Interviews
• Generally structured interviews are used.
Types of Interviews
• Background Interviews
• Critical Incident/situational Interview
• Behaviour Enter Interview

18. • Background Interviews If the
participant’s performance on his
current and previous jobs would be an
indicator of his success.
• Situational Interviews Three types of
questions are asked:-
– Situational (Hypothetical)
– Job Knowledge
– Willingness to comply with job
requirements.

19. • Behaviour Event Interviews (BEI) – It
is an unstructured interview, which
focuses on asking specific incidents
that reflect behaviour, thoughts,
actions that the interviewee has
shown in actual situations.

20. Leaderless Group Discussions
(LGD)
• An LGD consists of a group of four to six
participants who are given a problem to solve
and are instructed to arrive at a group decision
within a specified period of time.

21. In basket Techniques
• It represents day-to-day decision
making situation which a manager is
likely to face in the written form from
various sources. The in basket
contains a variety of material in the
form of memos, correspondence,
telephone messages, notes, requests,
etc. s

22. Management games/Simulation
Exercise
• The interactive nature of the
business game provides
opportunities to assess dimensions
such as strategic planning, team
work, team skills, leadership,
analytical ability, etc.

23. Role Plays
• It helps gain insights into various processes of
human relations and also the person’s attitudes
and behaviour in a particular role.
Dimensions judged through Role Plays:-
• Conflict management
• Leadership skills
• Group Problem Solving
• Team Skills
• Verbal and non-verbal communication
• Interpersonal skill
• Flexibility etc.

24. Presentations
• Presentations could be on vision, various
organizational issues, case studies etc.

25. 360 degree feedback as an
instrument
• Feedback can be sought on various managerial
and behavioural dimensions. Such multirater
feedback can then be compiled to prepare a
profile of the assessee.
• It highlights:-
– Performance
– Strengths and areas needing improvement.

26. Benefits of 360o feedback
• It is more objective and not so much
affected due to individual biases.
• Very involving and participative.
• Enables better planning of
performance.
• Provides opportunity to improve quality
of inputs.
• Helps discover unknown and blind
spots.
• Provide scope to get new ideas.