This document discusses the selection process for hiring employees. It defines selection as choosing candidates with relevant qualifications to fill organizational roles. The purpose of selection is to identify the individual most capable of successfully performing a job from a pool of qualified applicants. To do so, companies assess candidates' qualifications, skills, experience, and other attributes to match needs with profiles. The most suitable candidate is chosen after eliminating unsuitable applicants through successive selection stages.

2. Selection
Selection is the process of picking
individuals who have relevant
qualifications to fill jobs in an
organization.

3. Purpose of selection
The basic purpose is to choose the individual who
can most successfully perform the job from a pool
of qualified candidates.
 The purpose of selection is to pick up the most
suitable candidate who would meet the
requirements of the job and the organization best
and to find out which job applicant will be
successful if hired

4. To meet this goal
To meet this goal, the company obtains and
assesses information about the applications in
terms of age, qualifications, skills, experience, etc.
the needs of the job are matched with the profile
of the candidates.
The most suitable person is then picked up after
eliminating the unsuitable applicants through
successive stages of selection process.

5. Mismatch in this condition
 How well an employee is matched to a job is very
important because it directly affects the amount and
quality of employee’s work. Any mismatch in this
regard can cost an organization
 a great deal of money,
 time and trouble, especially, in terms of
 training and operating costs.

6. Selection criteria
 Formal education
 Experience and past
performance
 Technical competency
 Physical characteristics
 Personal characteristics and
personality type
 Ability to cope with
environment variables

7. Selection criteria
 Family situation
 Country-specific requirements
 Company-specific requirements
 Language

8. Formal education
 An employer selecting from a
pool of job applicants wants
to find person who has the
right abilities and attitudes
to be successful.
 . A large number of
cognitive, physical, and
interpersonal attributes are
present because of genetic
predispositions and because
they were learned at home, at
school, on the job, and so on.

9. Formal education
 One of the more common cost effective ways to screen
for many of these abilities is by using educational
accomplishment as a summary of the measures of
those abilities.
 It usually is safe to assume that anyone who has
successfully completed high school or university has
basic reading, writing, arithmetic, and interpersonal
skills.

10. Formal education
 For certain jobs, the employer may stipulate that the
education is in a particular area of expertise, such as
accounting or management.
 The employer might also prefer that the degree be
from certain institutions, that certain honors have
been achieved, etc. To be legal, educational standards
such as these must be related to successful
performance of the job.

11. Experience and past
performance
 Many selection specialists believe that
past performance on a similar job might
be one of the best indicators of future
performance.
 In addition , employers often consider
experience to be a good indicator of
ability and work-related attitudes. Their
reasoning is that a prospective employee
who has performed the job before and is
applying for a similar job must like the
work and must be able to do the job well.
Research supports these assumptions.

12. Technical competency
 This criterion is one of the
significant ones for selecting a
manager for a foreign
assignment, since the
expatriates have to operate in
a foreign environment and
have to take full accountability
for his/her decisions.

13. Physical characteristics
 In the past, many
employers consciously
used physical
characteristics as a
criterion. Studies found
that employers were more
likely to hire and pay
better wages to taller
men, and airlines chose
flight attendants and
companies hire
receptionists on the basis
of beauty (or their
definition of it).

14. Physical characteristics
 Many times, such practices discriminated against
ethnic groups, women and handicapped people. For
this reason, they are now illegal unless it can be shown
that a physical characteristics is directly related to
effectiveness at work.
 For example, visual acuity(eyesight) would be a
physical characteristics that could be used to hire
commercial airline pilots. It might not however, be
legally used for hiring a telephone reservations agent
for an airline.
 Candidates for a job cannot be screened out by
arbitrary height, weight, or similar requirements.
These can be used as selection criteria only when the
job involves tasks that require them.

15. PERSONAL CHARACTERISTICS AND
PERSONALITY TYPE
 Personal characteristics include
 marital status,
 sex,
 age and so on.
 Some employers have, for
example, preferred “stable”
married employees over single
people because they have
assumed that married people for
some jobs have a lower turnover
rate.

16. PERSONAL CHARACTERISTICS AND
PERSONALITY TYPE
 On the other hand, other employers
might seek out single people for some
jobs, since a single person might be
more likely to accept a transfer or a
lengthy overseas assignment.
 Age, too, has sometimes been used as a
criterion. While it is illegal to
discriminate against people who are
over the age of 40, there is no federal
law that specifically addresses this
issue for younger people.

17. PERSONAL CHARACTERISTICS AND
PERSONALITY TYPE
Many employers also prefer to hire people with
certain personality types. Some jobs, such as
being a lifeguard, may require essentially no
consideration of an applicant’s personality.
Many jobs fall between these extremes. For
example, one particular aspect of personality-
such as being outgoing-may be useful for
salespeople, caseworkers, or others who work
extensively with the public.

18. ABILITY TO COPE WITH
ENVIRONMENT VARIABLES
 Environmental factors, such
as, government policies, unions’
participation, competitors profile and
operation method , customer behavior
become significant influencing factors
on expatriates’ performance in a foreign
country. Many a time, the issues related
with such factors cannot be predicted and
thus, the expatriates have to cope with
certain unplanned changes in their
business environment.

19. FAMILY SITUATION
 An expatriate manager’s
success in a foreign country
largely depends on the
informal and formal support
from his/her spouse and
family (both at home and
foreign country).
 The degree of willingness of
the family to provide support
varies in the context of fear of
the unknown, apprehension
about children’s education,

20. COUNTRY- SPECIFIC REQUIREMENTS
 Some regions and countries
may be considered as ‘hardship
postings’, in terms of distance
between the home and host
country’ culture, geographical
location, environment, religio
n, culture, and ethical
orientation.

21. COMPANY-SPECIFIC REQUIREMENTS
 Company- specific requirements are also needed to be
considered in the expatriate selection process. Some of
the factors are:
 Operation method of the MNC
 Duration of the assignment
 The nature and degree of responsibility required in
terms of control and coordination with the
headquarters

22. Language
 Differences in language
are recognized as major
barrier to effective cross-
cultural communication.
 The ability to speak
foreign language acts as an
added advantage in an
international
assignments, especially the
language spoken in the
host country

23. References
 Raymond A Noe, John R Hollenbeck, Barry Gerhart and Patrick M
Wright , Human Resource Management- Gaining A Competitive
Advantage, 5th edition, Tata Mc-Graw Hill
 John M. Ivancevich, Human Resource Management, 10th, Tata Mc-Graw
Hill Publishing Company Limited, New Delhi
 Dr. Nilangan Sengupta and Dr. Mousumi S.
Bhattacharya, International Human Resource Management, Excel
Books
 V.S.P Rao and V Hari Krishna, Management text and cases, Excel Books
 Black,J.S Mendenhall (1991), Towards a Comprehensive Model of
International Adjustment: An Integration of Multiple Theoretical
Perspectives. Academy of Management review
 Shaffer (1999). Dimensions, Determinants and Differences in the
Expatriate Adjustment Process. Journal of International Business
Studies.
 T.G. Abram(August 1979), “Overview of Uniform Selection Guidelines:
Pitfalls for the Unwary Employer,” Labor Law Journal