The document discusses the process of selecting human resources (HR) for employment. It defines selection as predicting which candidates will make appropriate contributions and differentiating between applicants to identify those most likely to succeed. The goals of selection are to gather relevant information, organize it, evaluate candidates, and assess their potential performance and fit. Selection methods include application reviews, tests of abilities, interviews, background checks, and physical exams. The document outlines strengths and weaknesses of each method and emphasizes using a combination for comprehensive evaluation.
Recruitment and Selection in Canada 7th Edition Catano Solutions ManualLancere
Full download : http://alibabadownload.com/product/recruitment-and-selection-in-canada-7th-edition-catano-solutions-manual/ Recruitment and Selection in Canada 7th Edition Catano Solutions Manual
This chapter discusses personnel selection and placement methods. It covers five standards for selection methods: reliability, validity, generalizability, utility, and legality. Nine common selection methods are described: interviews, references, physical ability tests, cognitive ability tests, personality inventories, work samples, and honesty/drug tests. The chapter aims to minimize employee selection errors and improve organizational competitiveness by familiarizing students with effective selection methods.
The document discusses the importance of employee selection and testing for an organization. It states that careful selection is important for performance, costs, and legal reasons. Poor hiring can negatively impact an individual's and company's performance, and it is costly to recruit, hire, and train employees. There are also increasing legal implications if employees are not properly screened and evaluated. The document then covers various types of tests that can be used for selection, including cognitive ability, motor skill, personality, and interest tests. It emphasizes the importance of validating tests and providing legal and ethical guidelines for testing procedures.
staffing chapter no 8 external selection part 1, by henemanfareeha zanib
This document provides an overview of external selection methods used to evaluate external job applicants. It discusses preliminary issues like developing a selection plan and sequence. It then describes initial assessment methods like resumes, application blanks, biographical information, reference checks, literacy testing, and initial interviews. These initial methods are used to screen and reduce the number of applicants before more substantive assessment methods. The document provides details on each method, including what information they provide, their advantages and limitations, and available research on their validity and reliability when possible.
The document summarizes the process and methods used for internal selection within organizations. It discusses preliminary issues, initial assessment methods like skills inventories and peer assessments, substantive assessment methods such as job knowledge tests and assessment centers, and discretionary assessment methods for selecting final candidates. Legal and ethical considerations are also outlined to ensure a fair internal selection process.
The document discusses various methods for internal selection, including initial assessment methods like skills inventories, peer assessments, and self-assessments. It also covers substantive assessment methods such as using seniority and experience, job knowledge tests, performance appraisals, promotability ratings, and assessment centers. Assessment centers involve exercises and evaluations by trained assessors over multiple days. The document evaluates the advantages and disadvantages of the different internal selection methods.
Introduction : Employee testing and selectionMicha Paramitha
Employee testing and selection involves using various tools and techniques to select the best candidates for jobs. This includes assessing candidates through selection processes, basic testing techniques, background and reference checks, and work samples or simulations. Careful employee selection is important for performance, costs, and legal obligations. Employers must take reasonable steps to investigate candidates' backgrounds through methods like reference checks, databases, and social media to avoid negligent hiring claims. Common tests and techniques include cognitive and physical ability tests, personality tests, work samples, honesty tests, drug screens, and assessing immigration eligibility. The goal is to fairly and legally evaluate candidates' qualifications and suitability for positions.
The document discusses the selection process in organizations. It defines selection as the process of choosing the most suitable candidate for a job from available applicants. The key steps in the selection process discussed are job analysis, developing job specifications, recruitment, preliminary screening interviews, tests and evaluations, core interviews, reference and background checks, and making a final job offer. The document also discusses different types of interviews like preliminary, selection and decision-making interviews conducted during this process.
Recruitment and Selection in Canada 7th Edition Catano Solutions ManualLancere
Full download : http://alibabadownload.com/product/recruitment-and-selection-in-canada-7th-edition-catano-solutions-manual/ Recruitment and Selection in Canada 7th Edition Catano Solutions Manual
This chapter discusses personnel selection and placement methods. It covers five standards for selection methods: reliability, validity, generalizability, utility, and legality. Nine common selection methods are described: interviews, references, physical ability tests, cognitive ability tests, personality inventories, work samples, and honesty/drug tests. The chapter aims to minimize employee selection errors and improve organizational competitiveness by familiarizing students with effective selection methods.
The document discusses the importance of employee selection and testing for an organization. It states that careful selection is important for performance, costs, and legal reasons. Poor hiring can negatively impact an individual's and company's performance, and it is costly to recruit, hire, and train employees. There are also increasing legal implications if employees are not properly screened and evaluated. The document then covers various types of tests that can be used for selection, including cognitive ability, motor skill, personality, and interest tests. It emphasizes the importance of validating tests and providing legal and ethical guidelines for testing procedures.
staffing chapter no 8 external selection part 1, by henemanfareeha zanib
This document provides an overview of external selection methods used to evaluate external job applicants. It discusses preliminary issues like developing a selection plan and sequence. It then describes initial assessment methods like resumes, application blanks, biographical information, reference checks, literacy testing, and initial interviews. These initial methods are used to screen and reduce the number of applicants before more substantive assessment methods. The document provides details on each method, including what information they provide, their advantages and limitations, and available research on their validity and reliability when possible.
The document summarizes the process and methods used for internal selection within organizations. It discusses preliminary issues, initial assessment methods like skills inventories and peer assessments, substantive assessment methods such as job knowledge tests and assessment centers, and discretionary assessment methods for selecting final candidates. Legal and ethical considerations are also outlined to ensure a fair internal selection process.
The document discusses various methods for internal selection, including initial assessment methods like skills inventories, peer assessments, and self-assessments. It also covers substantive assessment methods such as using seniority and experience, job knowledge tests, performance appraisals, promotability ratings, and assessment centers. Assessment centers involve exercises and evaluations by trained assessors over multiple days. The document evaluates the advantages and disadvantages of the different internal selection methods.
Introduction : Employee testing and selectionMicha Paramitha
Employee testing and selection involves using various tools and techniques to select the best candidates for jobs. This includes assessing candidates through selection processes, basic testing techniques, background and reference checks, and work samples or simulations. Careful employee selection is important for performance, costs, and legal obligations. Employers must take reasonable steps to investigate candidates' backgrounds through methods like reference checks, databases, and social media to avoid negligent hiring claims. Common tests and techniques include cognitive and physical ability tests, personality tests, work samples, honesty tests, drug screens, and assessing immigration eligibility. The goal is to fairly and legally evaluate candidates' qualifications and suitability for positions.
The document discusses the selection process in organizations. It defines selection as the process of choosing the most suitable candidate for a job from available applicants. The key steps in the selection process discussed are job analysis, developing job specifications, recruitment, preliminary screening interviews, tests and evaluations, core interviews, reference and background checks, and making a final job offer. The document also discusses different types of interviews like preliminary, selection and decision-making interviews conducted during this process.
This document discusses applicant perspectives and outcomes in recruitment and selection. It explores four main themes: candidate reactions to different selection methods, attribution theory and research in selection, organizational justice, and applicant decision-making. Selection methods like interviews, work samples, and assessment centers tend to be viewed more favorably by candidates compared to personality tests or cognitive ability tests. Models of applicant reactions emphasize factors like perceived job relevance, fairness, and transparency of the selection process. Attribution theory also plays a role, as candidates will attribute selection outcomes to internal or external causes like personality versus situational factors.
This document discusses the importance of selection and placement of employees in educational organizations. It outlines the process of establishing selection criteria, screening applicants, conducting interviews and background checks, making a final selection and offer, and notifying unsuccessful candidates. The goal is to identify candidates that are the best fit for open positions and will help the organization achieve its goals. An effective selection and placement process is important to ensure high quality employees and avoid costly hiring mistakes.
This document discusses employee testing and selection. It covers the importance of careful selection, basic testing concepts like reliability and validity, different types of tests including cognitive, personality, and honesty tests. It also discusses test validation methods, legal guidelines regarding equal employment opportunities, and considerations for background checks, reference checks, and substance abuse screening in the selection process. The overall purpose is to provide an overview of how testing and assessment can be used to select the right employees.
This document discusses criteria and job analysis. It defines criteria as standards used to evaluate objects, people, or events. Job analysis is defined as a formal procedure to define a job's content in terms of tasks and qualifications. The objectives are to clarify selection criteria and processes, list uses of job analysis information, describe how to collect such data, discuss different analysis methods, and explain how evaluation sets salary levels. It also covers criteria classification, deficiency, relevance, and contamination as well as illegal criteria and types of discrimination.
This document discusses the personnel selection process used by organizations to hire new employees. It covers the objectives of selection, sources of information used, types of employment tests administered, and different interview approaches. The selection process involves screening applicants, preliminary interviews, tests and assessments, in-depth interviews, background and reference checks, and making a final hiring decision. Emerging technologies have also introduced new screening methods like phone and video interviews. Selecting managers may involve assessment centers where candidates participate in exercises evaluated by trained assessors. Overall personnel selection aims to identify the most qualified candidates who are likely to successfully perform job duties.
The document discusses employee testing and selection. It covers topics such as reliability and validity, how to validate tests, guidelines for testing programs, legal and ethical considerations, examples of common tests used for selection like cognitive abilities tests and personality tests, work sample tests, background checks, substance abuse screening, and how applicant tracking systems can help with recruitment. The overall purpose is to explain key concepts and best practices for using tests and assessments legally and effectively during the employee selection process.
The document discusses key aspects of human resource management (HRM) including its objectives, functions, job analysis process, recruitment, selection, placement, and separation. It notes that HRM deals with staffing the organization through processes like recruitment, training, and development. Recruitment includes identifying and attracting job applicants through various internal and external sources. Selection involves assessing candidates and hiring the most appropriate individuals. Placement refers to assigning employees to new roles, and separation covers leaving the organization. Reliability and validity are important for effective selection.
Selection Process In Human Resource Management - HRMFaHaD .H. NooR
Selection In Human Resource Management HRM. Selection Process in hrm
DIFFERENCE BETWEEN RECRUITMENT AND SELECTION:
1. Recruitment refers to the process of identifying and encouraging prospective employees to apply for jobs.
2. Recruitment is said to be positive in its approach as it seeks to attract as many candidates as possible.
Selection:
1. Selection is concerned with picking up the right candidates from a pool of applicants.
2. Selection, on the other hand, is negative in its application in as much as it seeks to eliminate as many unqualified applicants as possible in order to identify the right candidates.
MEANING OF SELECTION:
Selection is the process of picking up individuals (out of the pool of job applicants) with requisite qualifications and competence to fill jobs in the organization. A formal definition of Selection is as under
Definition of Selection: Process of differentiating
“Selection is the process of differentiating between applicants in order to identify and hire those with a greater likelihood of success in a job.”
1. Background investigations and reference checks are important selection methods used by employers to verify applicant information and uncover potentially damaging information.
2. When conducting background checks, employers must be careful of legal issues like defamation and privacy laws. They should obtain authorization from applicants and provide copies of reports.
3. Employers can check backgrounds through sources like former employers, supervisors, written references, social media, commercial companies, and preemployment information services. However, they still need to comply with EEO laws.
The document discusses the development of a competency model for faculty members at IMT. It involved conducting a behavioral event interview of an assistant professor to identify competencies. Literature was also reviewed on competency modeling and teaching competencies. Key competencies identified for faculty included empathy, being proactive, research orientation, effective pedagogy, sense of purpose and openness to learn. The competency model and organizational SWOT analysis will help IMT evaluate faculty performance and development needs.
The document discusses the different types of tests that are commonly used during the selection process when an organization is choosing a person for a position. These include personality tests to assess psychological traits, interest tests to evaluate job preferences, physical ability tests to measure strength and other physical attributes, job knowledge tests to evaluate technical expertise in a specific field, and cognitive ability tests to assess learning ability, reasoning, and other mental skills relevant to job performance.
Session6 gary dessler ch06 testing and selection (1)ahmad_mohd
The document discusses employee testing and selection. It covers the importance of selecting the right employees, as organizational performance depends on having employees with the right skills. It also discusses the costs of recruiting and legal implications of negligent hiring. The document provides guidance on screening applicants, including carefully checking references and records. It discusses different types of tests, including reliability, validity, personality tests and work samples. It also discusses conducting background checks, with recommendations such as obtaining written authorization and using open-ended questions.
The document discusses various methods that can be used to make hiring decisions based on test scores, including unadjusted top-down selection, passing scores, cutoffs, the multiple hurdle approach, and banding. It also covers types of selection tests, personality tests like the Big 5 and Myers-Briggs, and other predictors such as interviews, references, and biodata. Overall, the document provides an overview of different approaches organizations can take to incorporate test scores and other factors into the employee selection process.
This chapter discusses selection and placement in human resource management. It outlines standards for evaluating selection methods, including reliability, validity, generalizability, utility, and legality. Common selection methods are also described such as interviews, references, cognitive and physical ability tests, personality inventories, and drug tests. Guidelines are provided for ensuring selection methods are reliable, valid, useful and legal.
The document discusses internal recruitment strategies and processes. It covers planning internal recruitment, choosing between closed, open, and hybrid recruitment strategies, potential recruitment sources like job postings and talent management systems, metrics for evaluating recruitment methods, communicating job opportunities internally, addressing applicant reactions, and complying with legal regulations like affirmative action programs.
Technology in Employee Recruitment and SelectionIoannis Nikolaou
This document summarizes technology used in employee recruitment and selection processes. It discusses how internet-based tools like company career sites, job boards, and social networking websites have changed recruitment. It also examines applicant tracking systems, video CVs, resume parsing, and screening tools used to evaluate applicants. For selection, it outlines digital interviewing, automated testing, simulations, and how big data and analytics are used. Critical issues discussed include the equivalence and validity of these tools as well as privacy and legal concerns. The document concludes by proposing areas for future research.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Selection and Appointment".
Before the interview: How to successfully screen candidatesMarina Dawson
The document outlines an online training module on screening candidates for hiring. It discusses the importance of screening and legal considerations. It also covers developing rating guides and grids to rate candidates in a standardized, unbiased manner. The training is divided into three modules which discuss the impact of hiring, using organizational inputs to develop hiring criteria, and how to create rating tools to evaluate candidates.
group presentaion on 17 sept 2012 at karachi university subject Humen resource managment........ Hassan Khokher,Muhammad Waqas Rafiq,Muhamad waqas Raza.Waqar Ahmed.Husnain.......
Sellick Partnership is a recruitment firm that specializes in finance roles. They aim to exceed expectations through a consultative approach and have strong relationships with clients, with 85% of clients returning. They recruit for both temporary and permanent roles across various sectors, including finance directors, accountants, and procurement roles. They also offer executive search services and value building relationships with both clients and candidates.
Proconnect Consulting is an IT and analytics manpower consulting firm that provides strategic manpower consulting, HR analytics and market research, recruitment process outsourcing, and recruitment event management. The document outlines Proconnect's services such as databank selection, contingency hiring, turnkey recruitment, RPO, and recruitment back office solutions. It also details their 10-step candidate selection methodology focusing on understanding client needs, sourcing strategies, candidate screening, skills testing, reference checks, and post-offer follow up.
At Sellick Partnership, they believe their consultative approach and strong client relationships make them stand out. They have worked with over 85% of clients for multiple recruitments. The company recruits for both temporary and permanent finance roles across the UK in both the public and private sectors, including roles from finance directors to accounts assistants. They also have an executive search team that recruits senior level roles across departments.
This document discusses applicant perspectives and outcomes in recruitment and selection. It explores four main themes: candidate reactions to different selection methods, attribution theory and research in selection, organizational justice, and applicant decision-making. Selection methods like interviews, work samples, and assessment centers tend to be viewed more favorably by candidates compared to personality tests or cognitive ability tests. Models of applicant reactions emphasize factors like perceived job relevance, fairness, and transparency of the selection process. Attribution theory also plays a role, as candidates will attribute selection outcomes to internal or external causes like personality versus situational factors.
This document discusses the importance of selection and placement of employees in educational organizations. It outlines the process of establishing selection criteria, screening applicants, conducting interviews and background checks, making a final selection and offer, and notifying unsuccessful candidates. The goal is to identify candidates that are the best fit for open positions and will help the organization achieve its goals. An effective selection and placement process is important to ensure high quality employees and avoid costly hiring mistakes.
This document discusses employee testing and selection. It covers the importance of careful selection, basic testing concepts like reliability and validity, different types of tests including cognitive, personality, and honesty tests. It also discusses test validation methods, legal guidelines regarding equal employment opportunities, and considerations for background checks, reference checks, and substance abuse screening in the selection process. The overall purpose is to provide an overview of how testing and assessment can be used to select the right employees.
This document discusses criteria and job analysis. It defines criteria as standards used to evaluate objects, people, or events. Job analysis is defined as a formal procedure to define a job's content in terms of tasks and qualifications. The objectives are to clarify selection criteria and processes, list uses of job analysis information, describe how to collect such data, discuss different analysis methods, and explain how evaluation sets salary levels. It also covers criteria classification, deficiency, relevance, and contamination as well as illegal criteria and types of discrimination.
This document discusses the personnel selection process used by organizations to hire new employees. It covers the objectives of selection, sources of information used, types of employment tests administered, and different interview approaches. The selection process involves screening applicants, preliminary interviews, tests and assessments, in-depth interviews, background and reference checks, and making a final hiring decision. Emerging technologies have also introduced new screening methods like phone and video interviews. Selecting managers may involve assessment centers where candidates participate in exercises evaluated by trained assessors. Overall personnel selection aims to identify the most qualified candidates who are likely to successfully perform job duties.
The document discusses employee testing and selection. It covers topics such as reliability and validity, how to validate tests, guidelines for testing programs, legal and ethical considerations, examples of common tests used for selection like cognitive abilities tests and personality tests, work sample tests, background checks, substance abuse screening, and how applicant tracking systems can help with recruitment. The overall purpose is to explain key concepts and best practices for using tests and assessments legally and effectively during the employee selection process.
The document discusses key aspects of human resource management (HRM) including its objectives, functions, job analysis process, recruitment, selection, placement, and separation. It notes that HRM deals with staffing the organization through processes like recruitment, training, and development. Recruitment includes identifying and attracting job applicants through various internal and external sources. Selection involves assessing candidates and hiring the most appropriate individuals. Placement refers to assigning employees to new roles, and separation covers leaving the organization. Reliability and validity are important for effective selection.
Selection Process In Human Resource Management - HRMFaHaD .H. NooR
Selection In Human Resource Management HRM. Selection Process in hrm
DIFFERENCE BETWEEN RECRUITMENT AND SELECTION:
1. Recruitment refers to the process of identifying and encouraging prospective employees to apply for jobs.
2. Recruitment is said to be positive in its approach as it seeks to attract as many candidates as possible.
Selection:
1. Selection is concerned with picking up the right candidates from a pool of applicants.
2. Selection, on the other hand, is negative in its application in as much as it seeks to eliminate as many unqualified applicants as possible in order to identify the right candidates.
MEANING OF SELECTION:
Selection is the process of picking up individuals (out of the pool of job applicants) with requisite qualifications and competence to fill jobs in the organization. A formal definition of Selection is as under
Definition of Selection: Process of differentiating
“Selection is the process of differentiating between applicants in order to identify and hire those with a greater likelihood of success in a job.”
1. Background investigations and reference checks are important selection methods used by employers to verify applicant information and uncover potentially damaging information.
2. When conducting background checks, employers must be careful of legal issues like defamation and privacy laws. They should obtain authorization from applicants and provide copies of reports.
3. Employers can check backgrounds through sources like former employers, supervisors, written references, social media, commercial companies, and preemployment information services. However, they still need to comply with EEO laws.
The document discusses the development of a competency model for faculty members at IMT. It involved conducting a behavioral event interview of an assistant professor to identify competencies. Literature was also reviewed on competency modeling and teaching competencies. Key competencies identified for faculty included empathy, being proactive, research orientation, effective pedagogy, sense of purpose and openness to learn. The competency model and organizational SWOT analysis will help IMT evaluate faculty performance and development needs.
The document discusses the different types of tests that are commonly used during the selection process when an organization is choosing a person for a position. These include personality tests to assess psychological traits, interest tests to evaluate job preferences, physical ability tests to measure strength and other physical attributes, job knowledge tests to evaluate technical expertise in a specific field, and cognitive ability tests to assess learning ability, reasoning, and other mental skills relevant to job performance.
Session6 gary dessler ch06 testing and selection (1)ahmad_mohd
The document discusses employee testing and selection. It covers the importance of selecting the right employees, as organizational performance depends on having employees with the right skills. It also discusses the costs of recruiting and legal implications of negligent hiring. The document provides guidance on screening applicants, including carefully checking references and records. It discusses different types of tests, including reliability, validity, personality tests and work samples. It also discusses conducting background checks, with recommendations such as obtaining written authorization and using open-ended questions.
The document discusses various methods that can be used to make hiring decisions based on test scores, including unadjusted top-down selection, passing scores, cutoffs, the multiple hurdle approach, and banding. It also covers types of selection tests, personality tests like the Big 5 and Myers-Briggs, and other predictors such as interviews, references, and biodata. Overall, the document provides an overview of different approaches organizations can take to incorporate test scores and other factors into the employee selection process.
This chapter discusses selection and placement in human resource management. It outlines standards for evaluating selection methods, including reliability, validity, generalizability, utility, and legality. Common selection methods are also described such as interviews, references, cognitive and physical ability tests, personality inventories, and drug tests. Guidelines are provided for ensuring selection methods are reliable, valid, useful and legal.
The document discusses internal recruitment strategies and processes. It covers planning internal recruitment, choosing between closed, open, and hybrid recruitment strategies, potential recruitment sources like job postings and talent management systems, metrics for evaluating recruitment methods, communicating job opportunities internally, addressing applicant reactions, and complying with legal regulations like affirmative action programs.
Technology in Employee Recruitment and SelectionIoannis Nikolaou
This document summarizes technology used in employee recruitment and selection processes. It discusses how internet-based tools like company career sites, job boards, and social networking websites have changed recruitment. It also examines applicant tracking systems, video CVs, resume parsing, and screening tools used to evaluate applicants. For selection, it outlines digital interviewing, automated testing, simulations, and how big data and analytics are used. Critical issues discussed include the equivalence and validity of these tools as well as privacy and legal concerns. The document concludes by proposing areas for future research.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Selection and Appointment".
Before the interview: How to successfully screen candidatesMarina Dawson
The document outlines an online training module on screening candidates for hiring. It discusses the importance of screening and legal considerations. It also covers developing rating guides and grids to rate candidates in a standardized, unbiased manner. The training is divided into three modules which discuss the impact of hiring, using organizational inputs to develop hiring criteria, and how to create rating tools to evaluate candidates.
group presentaion on 17 sept 2012 at karachi university subject Humen resource managment........ Hassan Khokher,Muhammad Waqas Rafiq,Muhamad waqas Raza.Waqar Ahmed.Husnain.......
Sellick Partnership is a recruitment firm that specializes in finance roles. They aim to exceed expectations through a consultative approach and have strong relationships with clients, with 85% of clients returning. They recruit for both temporary and permanent roles across various sectors, including finance directors, accountants, and procurement roles. They also offer executive search services and value building relationships with both clients and candidates.
Proconnect Consulting is an IT and analytics manpower consulting firm that provides strategic manpower consulting, HR analytics and market research, recruitment process outsourcing, and recruitment event management. The document outlines Proconnect's services such as databank selection, contingency hiring, turnkey recruitment, RPO, and recruitment back office solutions. It also details their 10-step candidate selection methodology focusing on understanding client needs, sourcing strategies, candidate screening, skills testing, reference checks, and post-offer follow up.
At Sellick Partnership, they believe their consultative approach and strong client relationships make them stand out. They have worked with over 85% of clients for multiple recruitments. The company recruits for both temporary and permanent finance roles across the UK in both the public and private sectors, including roles from finance directors to accounts assistants. They also have an executive search team that recruits senior level roles across departments.
Sellick Partnership is a recruitment agency that focuses on placing finance professionals in both public and private sector roles. They take a consultative approach to understand individual candidate and client needs. They have strong relationships with over 85% of clients returning regularly due to their dedicated team and unbeatable service. Sellick Partnership recruits candidates for all levels of finance roles from finance directors to accounts assistants across both temporary and permanent positions in the UK.
Sellick Partnership is a recruitment firm that specializes in finance roles. They aim to exceed expectations through a consultative approach and have strong relationships with clients, with 85% of clients returning. They recruit for both temporary and permanent roles across various sectors, including finance directors, accountants, and procurement roles. They also offer executive search services and value building relationships with clients and candidates.
The document discusses recruitment, selection processes, methods, and psychological testing used in hiring. It defines recruitment as activities that provide applicants for open positions. Selection involves evaluating applicants' qualifications and characteristics for suitability. Common steps include interviews, tests, reference checks, and making a job offer. Psychological testing aims to objectively and validly assess personalities and competencies relevant to jobs. The document also discusses advertisements used in recruitment and the roles of recruitment consultants.
The document discusses recruitment, selection processes, methods, and psychological testing used in hiring. It defines recruitment as activities that provide applicants for open positions. Selection involves evaluating applicants' qualifications and characteristics for suitability. Common steps include interviews, tests, reference checks, and making a job offer. Psychological testing aims to objectively and validly assess personalities and competencies relevant to jobs. The document also discusses types of tests, their history and appropriate uses in the hiring process.
Recruitment, Selection Process Methods And Steps,rajeevgupta
The document discusses recruitment, selection processes, and psychological testing used in hiring. It covers the key steps in recruitment including identifying job requirements, attracting candidates, screening applications, interviews and assessments. Selection methods like testing, interviews and background checks are explained. The uses, types, advantages and disadvantages of psychological testing in selection are also summarized.
The document provides information about a student group called "Defenders" who are presenting on the topic of recruitment and selection. It lists the group members and dedicates their project to their parents and teacher. It then provides definitions and stages of the recruitment process, including job analysis, sourcing candidates, screening and selecting candidates, and onboarding. It discusses sources of internal and external recruitment and the advantages and disadvantages of each. The next presenter is listed as Iqra.
Recruitment selection process,methods and stepsMayur Khatri
The document discusses recruitment and selection processes. It defines recruitment as organizational activities that provide a pool of applicants to fill job openings. Selection is the process of discovering job applicants' qualifications and suitability for positions.
The document outlines factors that influence recruitment, sources for finding applicants, the selection process, and uses of psychological testing in candidate evaluation. It also discusses challenges in recruitment and selection, differences between the two processes, and provides a case study on practices at Wipro Technologies.
Common Employee Selection Tools: Trends and Recommendationsphauenst
Retention rates, individual productivity, and business competitiveness all hinge on effectively matching individuals to jobs. This white paper provides an overview of common employee selection tools, identifies current trends that are impacting how employees are selected and matched to jobs, and provides recommendations for tool use.
Sprylogic Technologies is a private software company established in 2006 that follows a defined recruitment and selection process. The process begins with recruitment to acquire qualified applicants, followed by screening and selection tests to identify the best candidates. Selection involves preliminary interviews, tests to assess abilities, employment interviews, background and reference checks, and making a final selection decision. The company has an opportunity to adopt additional assessment tools like psychometric testing to better understand candidates. Overall, Sprylogic Technologies has sound recruitment and selection policies to acquire skilled employees and expand its business operations.
Selecting applicants is an integral part of sales force planning and requires matching company needs with applicant potential. Companies use a variety of selection tools such as application blanks, interviews, tests, reference checks and assessment centers to evaluate applicants. Hiring decisions must be based on objective, job-related criteria that are validated to predict job performance in order to comply with anti-discrimination laws. The optimal selection process evaluates applicants using multiple validated tools and compares results to job requirements to make the best hiring decisions.
Selecting applicants is an integral part of sales force planning and requires matching company needs with applicant qualifications. Companies use a variety of selection tools such as application blanks, interviews, tests, reference checks, and assessment centers to evaluate applicants. Hiring decisions must be made using objective, job-related criteria and follow legal guidelines to avoid discrimination. The optimal selection process incorporates validated tools and compares applicants comprehensively to make the best hiring decisions.
The document discusses human resource management processes including recruitment, selection, induction, and placement. It defines recruitment as finding and attracting capable applicants, and selection as differentiating between applicants to identify those most likely to succeed. The summary outlines the key steps in recruitment which include determining needs, analyzing jobs, creating descriptions, advertising positions, shortlisting, and selecting candidates. Selection involves initial screening, testing, interviews, background checks, conditional offers, and final decisions. Induction orients new employees through explaining company information and facilities. Placement matches employees' qualifications to jobs to improve fit and performance.
Sprylogic Technologies is a private software company established in 2006 in India. It follows a thorough recruitment and selection process to hire qualified employees. The recruitment process begins with planning job requirements and sources of candidates. Candidates are screened and evaluated through tests, interviews, background checks and assessments. A selection decision is made to extend a job offer contingent on a physical examination. The process aims to identify the most suitable candidates who will help the company achieve its goals. While Sprylogic has solid practices, adding psychometric testing could provide further insights into candidate skills and qualities needed for success.
Recruitment Selection Process Methods And StepsBalakrisna
The document discusses recruitment, selection processes, and the use of psychological testing in organizations. It provides details on the key steps in recruitment including identifying job requirements, attracting candidates, screening applications, interviews and assessments. The selection process involves preliminary interviews, tests, employment interviews, reference checks and making a final job offer. Psychological tests are used to objectively and validly measure candidate abilities and personality traits relevant to job performance. The role of recruitment consultants is also outlined along with common challenges they may face.
The document discusses employee testing and selection. It emphasizes the importance of selecting the right employees, as organizational performance depends on having subordinates with the right skills. Careful selection is important to avoid legal issues from negligent hiring. There are many types of tests that can be used in selection, including cognitive, personality, and work sample tests. It is important to validate any tests used to ensure they accurately measure the skills needed for the job. Background checks and reference checks should also be conducted carefully and legally.
The document discusses the 5 steps in the personnel planning and recruitment process: 1) determine personnel needs through workforce planning, 2) recruit internal and external candidates, 3) screen applicants through application forms and interviews, 4) use selection tools like tests and interviews to evaluate candidates, 5) make job offers after interviews. It then provides details on workforce planning, sources of candidates, selection methods, and effective interview practices.
Recruitment, Selection, Process, Methods And StepsMohsin Azad
The document discusses various aspects of the recruitment and selection process, including:
1) It describes the key steps in recruitment such as developing job descriptions, advertising openings, screening applicants, interviewing candidates, and making a job offer.
2) It also discusses the selection process, including using tests and interviews to evaluate a candidate's qualifications and determining their suitability for the role.
3) The roles of recruitment consultants, types of advertisements, and challenges in recruitment are also covered. The document provides an overview of best practices and considerations in recruiting and selecting new employees.
The document discusses the employee selection process. It describes factors that influence selection like organizational characteristics and government laws. The selection process aims to hire the best candidates by using tools like interviews, employment tests, background checks, and physical exams. These tools should be reliable, valid, and legally compliant. The goal is to select individuals who are the best fit for the job and organizational needs.
The document provides notes on human resource management. It discusses selection process, why careful selection is important, the differences between recruitment and selection, selection procedures and types of tests used in selection like ability, aptitude, intelligence, creativity and personality tests. It also summarizes different selection techniques such as background investigations, preemployment information services, interviews, physical exams, substance abuse screening and applicant tracking systems. The document outlines different types of interviews and interview processes.
The document discusses various topics related to employee selection such as reliability and validity, different types of tests used for selection, validation of tests, interviews, and assessment centers. It provides definitions of reliability and validity and describes different types of each. Various selection tests are listed including intelligence, personality, and cognitive ability tests. The document also discusses validating a test, different types of interviews like structured and unstructured, and the structure of a behavioral event interview. Finally, it touches on unique forms of testing and different exercises used in assessment centers.
The document discusses various staffing activities including recruitment, selection, and onboarding processes. It covers topics such as determining hiring needs, attracting candidates, screening applicants, interviewing, assessing skills, and integrating new employees. Recruitment sources include internal referrals, job boards, agencies, and campus recruiting. The use of electronic recruiting and talent management systems is also addressed.
The document provides an overview of human resource management principles and concepts through a training agenda and presentation. The training agenda covers topics such as HR management, planning and recruitment, employee selection, training and development, and performance management. The presentation then delves into each of these topics in more detail, discussing concepts such as the HR management cycle, manpower planning, recruitment sources, selection tests, training needs analysis, and performance appraisal.
The document provides tips for printing Excel worksheets, including:
1. How to view a print preview and change the page orientation to landscape.
2. How to fit the worksheet to a certain number of pages by adjusting the width, scale, and margins.
3. How to center the worksheet data horizontally and vertically on each printed page.
4. How to print row and column titles on every page to identify column data on each sheet.
1. The document provides tips for printing worksheets in Excel 2003, including how to preview prints, adjust page setup options like orientation, margins and scaling, and print specific parts of the worksheet.
2. Key tips include using print preview to view the printout, adjusting page setup options on the Page, Margin, and Sheet tabs to control formatting and content included, and selecting print options to choose what to print.
3. An optional exercise demonstrates how to add custom headers and footers or use built-in options for headers and footers.
The document is an introduction to Microsoft Excel 2007. It explains that Excel is an electronic spreadsheet used to perform calculations rapidly and accurately. An Excel file is called a workbook containing worksheets. The document describes the different parts of the Excel window including the worksheet, ribbon, formula bar, and status bar. It provides step-by-step instructions for creating a basic student payroll worksheet, entering labels, values, formulas, and formatting the data.
This document provides instructions for using Microsoft Excel 2003. It covers how to open and format dates using the NOW function, enter and format data, calculate totals using formulas, sort data, copy and format worksheets, create and format column and pie charts, and more. The document encourages visiting www.thecodexpert.com for additional educational resources.
This document provides a tutorial on using Microsoft Excel 2007. It covers topics such as entering formulas, formatting cells, sorting data, and creating charts. The tutorial includes step-by-step instructions on how to perform budget calculations, payroll calculations, and chart a dataset to visualize sales data by month and pizza flavor. Users are encouraged to practice these skills by opening sample Excel files included with the tutorial.
This document provides an overview of Excel formulas and functions including MAX, MIN, AVG, IF, and nested IF functions. It includes examples and step-by-step instructions for using these functions to calculate statistics and conditional values. Hands-on exercises guide the user through entering formulas to find averages, maximums, minimums, assign letter grades, and conditionally sum values. The document also introduces more advanced statistical functions and the Analysis ToolPak add-in.
This document provides an intermediate-level handout on various Microsoft Excel functions and features, including aligning text, adding/moving/deleting sheets, IF formulas, external references, naming ranges, creating subtotals, conditional formatting, and absolute references. It includes step-by-step instructions for exercises using these functions on sample payroll and student data worksheets to calculate values like overtime pay, weekly totals, averages, and applying a percentage raise with absolute referencing. The document is intended for users familiar with basic Excel skills.
This document provides an intermediate Microsoft Excel handout covering various Excel functions and features such as aligning text, adding/moving/deleting sheets, IF formulas, external reference formulas, naming ranges, creating subtotals, wrapping text, conditional formatting, and absolute references. Exercises are included to practice these skills using sample Excel files. The document encourages visiting www.thecodexpert.com for more educational documents and technological information.
The document provides an introduction to Microsoft Excel 2003. It describes Excel as an electronic spreadsheet used for numeric calculations. It outlines the basic Excel window including the worksheet, active cell, title bar, menu bar, toolbars, name box, formula bar, sheet tabs, status bar, and tooltips. It then provides a step-by-step tutorial on how to create a basic student payroll projection worksheet in Excel, including entering labels and values, using formulas, formatting, inserting rows, saving, printing, and other basic functions.
This document provides an overview of formulas and functions in Excel 2003, including MAX, MIN, AVG, IF, and nested IF functions. It explains terminology like formulas, functions, arguments, cell references, and ranges. Hands-on exercises walk through using the AVERAGE, MAX, MIN, IF, and SUMIF functions to calculate statistics and values based on conditional criteria for datasets in Excel worksheets. The document encourages visiting another site for more educational documents and technological information.
This document provides instructions for creating various charts and graphs in Microsoft Excel 2003, including column graphs, pie charts, organization charts, and flowcharts. It describes how to select and format data, use the chart wizard to generate different chart types, customize chart elements, and insert charts into Word documents. Steps are outlined for selecting data ranges, adding titles and labels, changing background and text formatting, and printing or sharing charts. Organization charts and flowcharts can also be created using shapes and connectors on the drawing toolbar.
This document provides instructions for formatting cells and numbers in Microsoft Excel 2003. It discusses formatting numbers, fonts, borders, cell alignment, cell shading, and workbook protection. The formatting options can help draw attention to important data and customize the appearance of a spreadsheet. Specific steps are outlined for applying number formats, fonts, borders, merging and centering cells, and adding cell shading and protection to cells.
This document discusses various formatting options in Microsoft Excel 2003, including formatting numbers, fonts, cell alignment, borders, cell shading, and worksheet protection. Key points covered include using the number format tab to display numbers in accounting format with two decimals and a dollar sign, formatting cell text with fonts, sizes, and styles from the font tab, merging and centering cells to span column headings, adding borders and shading, and protecting worksheets with passwords to prevent changes to cells and formulas. The document provides steps to apply these various formatting options to a sample budget summary worksheet.
This document discusses several ethical issues that can arise in human resource activities and functions. It outlines areas where misconduct can occur, including in employment, compensation, performance reviews, diversity and inclusion practices, privacy, health and safety, and restructuring. It also describes specific ethical dilemmas that can confront HR managers in areas like incentives and pay, appraisals, discrimination, hiring, privacy, layoffs, and corporate policies. Addressing these issues requires HR to act with fairness, integrity, and with the dignity and well-being of employees in mind.
Hinduism believes in one eternal god called Brahman that has no form and is the creator, preserver, and transformer of all things. Brahman exists within every person as the atman or soul. Hindus also recognize Brahma, Vishnu, and Shiva as different aspects of Brahman related to creation, preservation, and destruction. Central to Hindu ethics is the concept of karma, which is the belief that a soul passes through reincarnation and its next life depends on how ethically it lived in the previous life.
This document discusses the ethical motivations and benefits of promoting an ethical culture within an organization. It notes that an ethical culture can help appeal to employee loyalty, balance stakeholder needs, address global challenges, reduce risks and costs, improve employee retention, prevent criminal penalties, lead to market leadership, and set an example for an industry. Developing a successful business ethics program can help grow a business while establishing a culture that rewards making decisions aligned with a company's values.
The document provides an introduction to the concept of ethics. It states that ethical statements can make judgements about actions, characters, principles, and that they express degrees of ethical views. It notes that ethics involves determining what is right and wrong, and doing what is right, though determining right and wrong is complex with many ethical dilemmas having no clear answers. It concludes by citing Mackie's definition of ethics as the "Science of Conduct."
Ethics Of Conserving Depletable Resourcessimply_coool
This document discusses the ethics of conserving depletable resources for future generations. It covers the arguments for and against the idea that future generations have rights to these resources. While some argue future generations cannot have rights since they do not exist, others argue we have an obligation to conserve to ensure future generations have access to comparable resources and quality of life. However, strict conservation could impose unfair burdens. Overall, the document suggests a balanced approach, aiming to conserve enough resources so future generations are not worse off, but without requiring extreme sacrifices from the present.
Job discrimination can be estimated by looking at statistical indicators showing how underrepresented groups are distributed within institutions. Three types of comparisons provide evidence: 1) Comparing average benefits between groups, 2) Comparing low-level representation between groups, and 3) Comparing high-level representation between groups. Studies of American society show racial and gender discrimination in average incomes, occupational distributions, and glass ceilings. While some choice factors contribute to differences, studies find only a portion of earnings gaps can be explained by choice, and discrimination in the labor market must also be a factor. Upcoming demographic changes may exacerbate issues if current trends are not addressed.
The document discusses the employer's duties toward employees, including providing fair compensation (wages and salaries) and working conditions. It notes that determining fair wages can be challenging as it requires balancing the employer's interest in minimizing costs and the employees' need for a decent living. The document then lists several factors that should be considered when determining wages and salaries, such as prevailing wages in the industry, the firm's financial capabilities, the nature of the job, minimum wage laws, and fairness of wage negotiation processes. It also discusses the importance of providing healthy and safe working conditions for employees.
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Lesson: 15
Selecting HR
Contents:
o Definition
o The aims of selection process
o Types of selection device
o Selection process
We all want to avoid rejection, so why not familiarize ourselves with the
process of Selection.
It involves predicting which candidates will make the most appropriate
contribution to the organisation - now and in the future.
Selection is the process of gathering information about applicants for a
position and then using that information to choose the most appropriate
applicant.
Stone has provided a more formal definition of selection as follows:
"Selection is the process of differentiating between applicants in order to
identify (and hire) those with a greater likelihood of success in a job".
Selection process assumes and rightly so, that there are more number of
candidates available than the number of candidates actually selected. These
candidates are made available through recruitment process.
Aims of the selection process
o Gather as much relevant information as possible
o Organise and evaluate the information
o Assess each candidate in order to:
- Forecast performance on the job, and
- Give information to applicants, so that
- They can judge whether or not they wish to accept an offer of
employment.
So now we can say that selection is about collecting evidence to enable
you to make an accurate judgment about a candidate’s strengths and
weaknesses in relation to the job.
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Types Of Selection Device
Managers can use a number of selection devices to reduce accept and reject
errors. The best-known devices include an analysis of the applicant's completed
application form, written and performance-simulation tests, interviews,
background investigations, and in some cases, a physical examination. Let's
briefly review each of devices. Following chart lists the strengths and weaknesses
of each.
1. The Application Form
Strengths:
- Relevant biographical data and facts that can be verified have been
shown to be valid performance measures for some jobs.
-When items on the form have been weighted to reflect job relatedness,
this device has proved to be a valid predictor for diverse groups.
Weaknesses:
- Usually only a couple of items on the form prove to be valid predictors of job
performance and then only for a specific job.
- Weighted-item applications are difficult and expensive to create and maintain.
2. Written Tests
Strengths:
- Tests of intellectual ability, spatial and mechanical ability, perceptual
accuracy, and motor ability are moderately valid predictors for many semiskilled
and unskilled lower-level jobs in industrial organizations.
- Intelligence tests are reasonably good predictors for supervisory
positions.
Weaknesses:
-Intelligence and other tested characteristics can be somewhat removed
from actual job performance, thus reducing their validity.
3. Performance-Simulation Tests
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Strengths:
- Based on job analysis data and easily meet the requirement of job relatedness
- Have proven to be valid predictors of job performance.
Weaknesses:
- Expensive to create and administer.
4. The Interview
Strengths:
- Must be structured and well organized to be effective predictors.
- Interviewers must use common questioning to be effective predictors.
Weaknesses:
.
- Interviewers must be aware of legality of certain questions.
- Subject to potential biases, especially if interviews are not well structured and
standardized.
5. Background Investigations
Strengths:
. Verifications of background data are valuable sources of information.
Weaknesses:
-Reference checks are essentially worthless as a selection tool.
6. Physical Examination
Strengths:
- Has some validity for jobs with certain physical requirements.
- Done primarily for insurance purposes.
Weaknesses:
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- Must be sure that physical requirements are job related and do not discriminate.
Selection Process
Let us all go through the process of selection that involves a number of steps. The
basic idea is to collect maximum possible information about the candidates to
ascertain their suitability for employment. Below is a discussion of the various
steps:
1. Screening of Applications
Prospective employees have to fill up some sort of application form. These forms
have a variety of information about the applicants like their bio-data,
achievements, experience, etc.
2. Selection Tests
Many organizations hold different kinds of selection tests to know more about the
candidates or to reject the candidates who cannot be called for interview, etc.
Selection tests normally supplement the information provided in application
forms. Such forms may contain factual information about candidates. Selection
tests may give information about their aptitude, interest, personality etc, which
cannot be known by application forms.
Types of Test
I. Achievement Test It is also called performance test or trade test. Achievement is
concerned with what one has accomplished. When candidates claim that they
have done certain things and know these, the achievement test may be
conducted to measure how well the candidates know these. A candidate's
knowledge may be measured through his answers to certain questions or his
performance at a practical test. For example, a typing test may measure the
typing performance of a typist in terms of speed, accuracy and efficiency.
Performance test may be administered for selecting employees at operative level
as well as junior management level
II. Intelligence Test Intelligence test tries to measure the level of intelligence of a
candidate. This test generally includes verbal comprehension, word fluency,
memory, inductive, reasoning, number facility, speed of perception, spatial,
visualization, etc. The scores on the test are usually expressed numerically as
Intelligence Quotient (IQ), which can be calculated as follows
IQ = Mental age x 100
Actual age
It means that the IQ is derived by converting actual age into mental age and
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multiplying it by 100 in order to facilitate comparison. Higher is the figure;
higher is the level of intelligence. Intelligence test is designed on the basis of
age groups. Thus, each age group may have different intelligence tests. The
basic idea behind intelligence test is that if the organization is able to get people
with higher intelligence, its training and learning process will be easier because
intelligent employees learn faster than dull employees.
III. Personality Test. The personality test is administered to predict performance
success for jobs that require dealing with people, or jobs that are essentially
supervisory or managerial in character. Dimensions of personality such as
interpersonal competence, dominance-submission, extroversion-introversion,
self-confidence, leadership ability, patience, and ambition can be measured
through personality tests. Personality test is essentially a projective test because
it projects the personality of the individual who may be employed by the
organization. Among the most widely used personality test is Thematic
Apperception Test (TAT) and its more improved version Thematic Evaluation
of Management Potential (TEMP).
IV. Aptitude test is used for measuring human performance characteristics related to
the possible development of proficiency on specific jobs. These basic
characteristics can be thought of as aptitudes. As such, aptitude test measures the
latent or potential characteristics to do something provided proper environment
and' training are provided to the individuals. This test is more valid when the
applicants have no experience or very little experience along the lines of the jobs.
Specific tests have been developed for jobs that require clerical, mechanical,
spatial relationships, and manual dexterity, abilities and skills. However, aptitude
test does not measure motivation. Since on-the-job motivation is found to be more
important than aptitude for the job, aptitude test is supplemented by interest tests.
V. Interest Test Interest test is designed to discover a person's area of interest, and to
identify the kind of jobs that will satisfy him. It is assumed that a person who is
interested in a job can do much better than the person who is not interested.
Interest test generally measures interest in outdoor activities, mechanical,
computational, scientific, persuasive, artistic, literary, musical, clerical, social
services, etc.
The above discussion shows that different tests are used for different purposes.
Each of them has the usefulness and limitations in specified areas. Therefore, a
combination of tests should be used for selection purpose. Moreover, these tests
should be related with the nature of posts to be filled up.
Advantages of Selection Tests
Various steps of selection process including selection tests are meant to solicit
information about the candidates so as to arrive at a decision to select the most
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desirable candidates out of the several available. Since only some information is
available from other sources like application forms, references, etc., selection tests
are used to solicit more information about the candidates. Therefore, the use of
selection tests has many advantages:
1. Selection tests are standardized and unbiased methods of soliciting information
about the prospective employees. Thus, a person who does not get selected on the
basis of selection tests cannot argue for the partiality in selection process. It is to
be noted that in many organizations, impartiality in selection process is of prime
importance like public sector organizations.
2. Selection tests can be used to weed out the large number of candidates who
may not be considered for employment in the organization. Normally,
organizations receive applications from large number of candidates seeking jobs
in the organization. They all meet the basic requirements of the jobs, but all
cannot be called for interview because it is a very time-consuming process.
Selection tests will provide the cut-off point above which candidates can be called
for interview. Thus, the tests will save lot of time and money.
3. The tests are able to uncover the qualities and potentials of prospective
employees, which cannot be known by other methods including personal
interview. Since the people are taken in the organization not only for the present
jobs but they are promoted over the period of time, tests provide good
opportunities to test their potentials for such promotions also. Thus, tests are more
reliable source for predicting the overall suitability of candidates for the
employment.
Limitations of Selection Tests
Selection tests may provide useful information but they suffer from some
limitations also. Two such limitations are quite important which suggest that use
of tests should be supplemented by other means of soliciting information about
the candidates:
1. Selection test cannot make a 100% prediction of an individual’s on the job
success. At best, they just reveal about those who have scored above cut-off
points and those who have scored below cut-off points. Hence it is desirable to
use test as only as supplementary method of selection.
2. If the number of candidate is small the use of test is not economical. In such a
case it is desirable to select persons on the basis of interview only.
3. Interviews
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Selection tests are normally followed by personal interview of the candidates. The
basic idea is to find out overall suitability of candidates for the jobs. It also
provides opportunity to give relevant information about the organization to the
candidates. In many cases, interview of preliminary nature can be conducted
before the selection tests.
Role of Interview:
We must try and understand that interviews are so essential in the selection
process that many times, selection of the candidates is made on the basis of}
interview alone. If handled properly, interview contributes in, the following,
ways:
1. It is the only method of direct contact between the candidates and the employer in
which the employer can see a candidate in" action-how he looks, his manner, his
wearing, his appearance, etc., method of interaction and answering, etc.
2. Many of the information can be sought through the interview, which may not be
available in application form, or cannot be disclosed by the selection tests, such
as: family background, future plans; etc.
3. The 'interview can be used as a tool for giving information about the organization,
its policies, nature of the work to be performed by the candidate salary and other
benefits to be offered. Negotiations, if any, about the salary and- perks to be
offered to the candidate can also be undertaken.
Hence we should remember that interview can be used 'as a method to promote
goodwill among the candidates by offering courtesy, by providing vocational
literature, by constructive suggestions, and by showing interest in them.
4. Checking Of References
Many organizations ask the candidates to provide the names of referees from
whom more information about the candidates can be solicited. Such information
may be related to character, working, etc. The usual referees may be previous,
employers, persons associated with the educational institutions from where the
candidates have received education, or other persons of prominence who may be
aware of the candidates' behaviour and ability. In our country, references are not
given adequate importance because of their biasness but these can give very
useful information, which may not be available otherwise.
5. Physical Examination
Physical examination is carried out to ascertain the physical standards and fitness
of prospective employees. The practice of physical examination varies a great
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deal both in terms of coverage and timing. While many organizations do not carry
physical examinations at all, others carry on a very comprehensive basis. Some
organizations only have general check up of applicants to find the major physical
problems, which, may come in the way of effective discharge of duties. In the
context of timing also, some organizations locate the physical examination near
the end of the selection process, others place it relatively early in the process. This
latter course is generally followed when there is high demand for physical fitness.
6. Approval by Appropriate Authority
On the basis of the above steps, suitable candidates are recommended for
selection by the selection committee or personnel department. Though such a,
committee or personnel department may have authority to select the candidates
finally, often it has staff authority to recommend the candidates for selection to
the appropriate authority. Organizations may designate the various authorities for
approval of final selection of candidates for different categories of candidates.
Thus, for top-level managers, Board of Directors may be approving authority; for
lower levels, even functional heads concerned may be approving authority. In
university, it may be syndicate/executive committee. When the approvals
received, the candidate are informed about their selection and asked to report for
duty to specified persons.
7. Placement.
After all the formalities are completed, the candidates are placed on their jobs
initially on probation basis. The probation period may range from three months to
two years. During this period, they are observed keenly, and when they complete
this period successfully, they become the permanent employees of the
organization. After a candidate is selected for employment, he is placed on the
job. Initially, the placement may be on probation, the period of which may range
from six months to two years.
After selecting a candidate, he should be placed on a suitable job. Placement is the
actual posting of an employee to a specific job. It involves assigning a specific
rank and responsibility to an employee. The line manager takes the placement
decisions after matching the requirements of a job with the qualification of a
candidate. Most organizations put new recruits on probation for a given period of
time, after which their services are confirmed. During this period, the
performance of the probationer is closely monitored. If the new recruit fails to
adjust himself to the job and turns out poor performance, the organization may
consider his name for placement elsewhere. Such second placement is called
'differential placement. Usually the employees' supervisor, in consultation with
the higher levels of line management, takes decisions regarding the future
placement of each employee. Placement is an important human resource activity.
If neglected, it may create employee adjustment problems leading to absenteeism,
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turnover, accidents, poor performance, etc. The employee will also suffer
seriously. He may quit the organization in frustration, complaining bitterly about
everything. Proper placement is, therefore, important to both the employee and
the organization. The benefits of placements may be summarized thus,
Major Benefits of Proper Placement
The employee is able to:
Show good results on the job.
Get along with people easily.
Keep his spirits high, report for duty regularly.
Avoid mistakes and accidents.
Dear friends, let us go through the following articles for better understanding
of the topic.
Article - 1
Manpower Introduces Web-Based Employment Prescreening Tool
July 16 2003 - Manpower has added NetSelect(SM), a Web-based
employment-prescreening tool, to its range of North American human
resources services. The company considers that NetSelect is able to
efficiently prescreen thousands of job candidates, thereby significantly
reducing the amount of time hiring managers need to spend reviewing
resumes and identifying the most suitable candidates.
"Manpower designed NetSelect in response to customer demand for new
technology that facilitates faster hiring while improving quality," said
Barbara J. Beck, executive vice president of U.S. & Canadian operations
for Manpower Inc. "This tool strengthens Manpower's lineup of staffing
and HR services, creating added convenience for customers seeking a
single partner who can bring a range of services to the table."
NetSelect's web-based prescreening ability is achieved by means of an
online questionnaire. A customized questionnaire is developed by
Manpower in consultation with the hiring client. This determines if
candidates possess the desired prerequisites for a position. When
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candidates express an interest in that open position, they are directed to the
questionnaire that is posted at a unique Web address. Employers can
establish a link within an online job posting leading directly to the custom-
built questionnaire. NetSelect is completely Web-enabled - it requires no
downloads, network configuration or IT integration.
Candidates can access the questionnaire when it suits - it is available 24
hours a day, 7 days a week. When a candidate has completed the
questionnaire, NetSelect assigns a score based on how closely that
person's background and preferences match the job profile. NetSelect then
organizes the results in a database. This allows employers to:
- See at a glance how many people completed the questionnaire;
- view their scores;
- determine who will move on to the next step in the hiring process.
Additionally, hirers can send e-mail messages to applicants directly
through NetSelect, which keeps a record of correspondence.
"NetSelect brings unprecedented efficiency to the hiring process, and
employers will appreciate the impact this tool has on the bottom line," said
Mark Gambill, vice president of marketing for Manpower North America.
Manpower considers that employers will save time and money because
only candidates with the highest scores proceed to the more time- and
cost-intensive screening procedures.
Article - 2
Why should I hire you?
September 24 2003 - It's a standard interview question, but the answers
employers receive can be far from ordinary. The Creative Group, a
specialized staffing service providing marketing, advertising, creative and
web professionals on a project basis, recently asked 250 advertising and
marketing executives to describe the strangest responses candidates have
given when asked why they should be hired.
Those surveyed were asked, "What is the most unusual or creative reason
you have ever heard a candidate give for why he or she should be hired?"
Here are some of their responses:
- "The candidate said he could be an asset to our company softball team."
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- "The applicant said she was bored watching TV at home."
- "The job seeker pointed out that he had a great smile."
"When discussing why they should be hired, applicants should focus on
their strengths most relevant to the position and how those qualifications
ultimately will benefit the company," said Tracey Turner, executive
director of The Creative Group.
Employers are less likely to be interested in the following points made by
job seekers:
- "The candidate noted that there were no redheads in the company and
said we should hire one."
- "The job seeker said we should hire him because he just won big at the
casino and was on a roll."
- "One person said we should hire her because she was a cheerleader in
high school."
- "An applicant explained that his brother-in-law was successful in the
industry, so he would be, too."
- "Someone said she was a good reader at church, and that's why she ought
to be hired."
Candidates should be sure to focus on the potential employer's needs, not
their own, during the interview. These next applicants might have
benefited from this advice:
- "One person said I should hire him because he was tired of living with
his parents."
- "The applicant said he'd been rejected by all the good agencies."
- "A guy said he was the sole source of support for his puppy."
Threats rarely inspire a job offer. To wit:
- "The candidate said that unless we hired him, our corporate identity
would disappear."
- "One person said she wouldn't stop calling us until she was hired."
- "The applicant said our company wouldn't survive without him."
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While job seekers should show enthusiasm about the position, excitement
about the company locale may not go over well, as these next examples
show:
- "He said we should hire him so he could ride his bike to work."
- "The candidate said she'd always wanted to work in our building."
- "The applicant said we should hire her because she lived close by."
"With numerous qualified professionals competing for jobs, a candidate's
power of persuasion plays a greater role in his or her success," said
Turner. "Applicants need to really sell themselves during the interview,
emphasizing specific expertise and highlighting career achievements."
Turner offered the following tips to help candidates showcase their
strengths during the interview process:
- Curtail clichés. Avoid overused terms or phrases such as "hardworking"
and "results-oriented." Instead, focus on your unique qualifications.
- Get specific. Provide examples that highlight your positive attributes. For
instance, if you're able to meet tight deadlines, tell a brief story that
demonstrates this quality. The more memorable the anecdote, the better.
- Focus on achievements. Instead of simply describing your
responsibilities in previous roles, try to quantify your accomplishments,
such as bringing in 15 new clients in one year.
- Do your homework. Research the firm thoroughly so you can discuss
how your expertise relates to the particular position and company.
Wendy Gillis, Toronto division director for The Creative Group, said,
"Asking intelligent questions during the interview and following up with a
compelling thank-you note that reiterates key strengths and qualifications
can help applicants stand out from the competition."
The survey was developed by The Creative Group and conducted by an
independent research firm. It includes 250 responses - 125 from
advertising executives and 125 from senior marketing executives. The
Creative Group has offices in major markets across the United States and
in Canada and offers online job search services at.
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Selecting HR
Definition
“Selection is the process of
differentiating between applicants
in order to identify ( and hire )
those with a greater likelihood of
success in a job”.
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Selection Process
• Screening of Applications
• Selection Tests
• Interviews
• Checking of References
• Physical Examination
• Approval by Appropriate Authority
• Placement