The document discusses selection as the most important function of HR to ensure the right candidate is hired. It notes it is better to not select than select the wrong candidate. The objective of selection is to choose the most suitable candidate. There are two basic testing concepts - reliability, which is consistency of measurement, and validity, which is the extent to which a test measures what it claims to measure. The selection process involves preliminary interviews, selection tests, employment interviews, reference and background checks, a selection decision, physical examinations, a job offer, and contract of employment.

1. Muqadam Butt

2. Selection has been regarded as the most important
function of HR department. It ensures the organization
that; it has right number, right kind of people at the
right place and at the right time.

3. Its better not to
select
then selecting a
bad candidate.

4. Selection.
Selecting
Rejecting
POSITIVE OUTCOME
e right candidate
the wrong candidate
Selecting
Rejecting
NEGATIVE OUTCOME
the correct candidate
e wrong candidate
CTING THE MOST SUITABLE CANDIDATE IS OBJECTIVE OF SELECTIO

5. 1)
2)
3)
Performance
Cost
Legal obligation

6. There are basically two basic testing
Concepts
1) Reliability
2) Validity

7. Relation b/w Reliability And
Validity:

9. 1)
2)
3)
4)
5)
6)
7)
8)
9)
Preliminary Interview.
Selection Tests.
Employment Interview.
Reference and Background Checks.
Selection Decision.
Physical Examinations.
Job Offer.
Contract Of Employment.
Evaluation of Selection program.

12. EXAMPLES
I always say my mom that……….
When I was in school I was very……….
I have regret of………….
For online personality test there is website
www.phychtests.com

14.  Preliminary
interview
 Selection interview
 Formal and structured interview
 Unstructured interview.
 Stress interview
 Group interview
 Panel interview
 Decision making interview

15. Anderson and Shackleton1
1) The self-fulfilling prophecy effect
2) The stereotyping effect
3) The contrast effect
4) The similar-to-me effect
5) The personal liking effect

16. 1)
2)
3)
Carefully planned questions.
Rating system
Focus on the attributes and
behaviours needed in the job.

18. 
process of identifying potential leaders

painful mistake of tapping the wrong person for a key
position.

To help overcome these problems

evaluation process in which a candidate is assessed by a
group of people, including the individual’s manager and other
executives

process enables the group to probe a wide range
of leadership criteria and obtain balanced and complete
information

thorough and systematic evaluations will help senior
executives avoid the pitfall of promoting the wrong people.

19. Any method used to evaluate whether a
person has skills to perform a job

20.  Written
exam
 Eye test
 Driving Skills
 Parking
 Traffic
 Signals
 Simulators

21. Job Performance = How + What
 How= having the right KSA’s for the job
 What = clear expectations, results,
products

22. What = Win majority of sets
How = Hard serve, accuracy, endurance, agility,
forehand return, backhand return, game strategy

23. Assessments evaluate the candidate’s job
“how’s”…

24. 1)






Cognitive:
Learning,
Problem solving,
Inductive reasoning
Deductive reasoning
Spatial reasoning
Memory
2) Interpersonal: interacting, behaving,
persuading, presenting
3) Motivational: likes and dislikes

25.  Handwriting
 Age
 Education
 Interview
 Grade
point avg.
 Recommendation
 Personality
test
 Motivation test
 Reference check
 Situational int.
 Behavioral int.
 Mental ability
 Simulation

26. Interviews/ impressions
Job Attitudes
Job Skills

27. Attitudes
Interests
Motivations
Details
Spelling
Communication
Problem Solving
Learning

30. 1)
2)
3)
Clearly identify
what to evaluate
Only use
assessments
developed to
predict
performance
Make sure
assessments are
accurate and
trustworthy