Selection ch 7.
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This document discusses the selection process for hiring employees. It begins by outlining the key points that will be covered, including the concept and methods of selection, application forms, selection tests, and interviews. It then provides details on each step of the selection process, from initial application to job offer and placement. Various selection methods like application forms, tests, and interviews are explained. Common types of tests for measuring intelligence, aptitude, interests and personality are defined. The document concludes by giving examples of selection procedures used by different companies.
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SELECTION PROCESS
The document describes the selection process used by organizations to hire qualified applicants. It involves multiple steps: preliminary interviews, application forms, various selection tests to assess skills and aptitudes, employment interviews, medical examinations, reference checks, and finally extending offer letters. Selection tests evaluate abilities like intelligence, aptitude, proficiency, personality, interests, and integrity. The goal is to identify the best candidates by dividing applicants into those suitable for employment versus those unsuitable.
BT8010 : Human resource
This document discusses recruitment and selection as part of human resource management. It covers the recruitment process, sources of recruitment including internal and external sources, selection criteria and methods. Selection methods include testing, information gathering through applications and interviews. Different types of interviews like structured, unstructured, situational and behavioral interviews are described. The recruitment process involves generating candidate pools, evaluating candidates and making job offers.
Jyoslides 120322045024-phpapp01
Human resource refers to the quantitative and qualitative assessment of human beings within an organization, including their skills, knowledge, abilities, and more. The recruitment process involves 9 key steps: preliminary interviews to screen applicants, selection tests to assess abilities, employment interviews, reference and background checks, making a selection decision, physical examinations, a job offer, establishing an employment contract, and evaluating the effectiveness of the selection program. The goal is to procure and recruit the most efficient and capable employees in order to determine the success or failure of the organization.
Selection & interview methods in HRM
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.
Selection
The document discusses the employee selection process. It describes selection as discovering an applicant's qualifications and suitability for a job. A good selection requires a methodical approach, including preliminary interviewing, application screening, employment testing, interviews, reference checks, and physical exams. The document also discusses different selection methods like structured interviews which use standardized questions for all applicants, and unstructured interviews which use open-ended questions.
Selection Process in HRM
Selection process in HRM , initial screening in HRM, application completing in HRM, pre employement test in HRM, Comprehensive or Major interview in HRM, background and medical investigation in HRM
HR interview slideshow
The document discusses the employee selection process and interviewing. It covers why interviews are used, the typical four stage interview process, six common interview types, and two types of interview errors. It also outlines an eight step process for evaluating candidates, which includes preliminary application reviews, testing, reference checks, interviews, job previews, and making a hiring decision.
Selection Process
I m a student of University of Lahore (Islamabad. Pakistan). I have presented this presentation and it was well appreciated by my Teacher as well as by my Class Mates so that's why i m uploading it for all of you. It might help you to understand what selection actually is..
Regards.
Syed Shaz Gilani
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SELECTION PROCESS
The document describes the selection process used by organizations to hire qualified applicants. It involves multiple steps: preliminary interviews, application forms, various selection tests to assess skills and aptitudes, employment interviews, medical examinations, reference checks, and finally extending offer letters. Selection tests evaluate abilities like intelligence, aptitude, proficiency, personality, interests, and integrity. The goal is to identify the best candidates by dividing applicants into those suitable for employment versus those unsuitable.
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This document discusses recruitment and selection as part of human resource management. It covers the recruitment process, sources of recruitment including internal and external sources, selection criteria and methods. Selection methods include testing, information gathering through applications and interviews. Different types of interviews like structured, unstructured, situational and behavioral interviews are described. The recruitment process involves generating candidate pools, evaluating candidates and making job offers.
Jyoslides 120322045024-phpapp01
Human resource refers to the quantitative and qualitative assessment of human beings within an organization, including their skills, knowledge, abilities, and more. The recruitment process involves 9 key steps: preliminary interviews to screen applicants, selection tests to assess abilities, employment interviews, reference and background checks, making a selection decision, physical examinations, a job offer, establishing an employment contract, and evaluating the effectiveness of the selection program. The goal is to procure and recruit the most efficient and capable employees in order to determine the success or failure of the organization.
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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.
Selection
The document discusses the employee selection process. It describes selection as discovering an applicant's qualifications and suitability for a job. A good selection requires a methodical approach, including preliminary interviewing, application screening, employment testing, interviews, reference checks, and physical exams. The document also discusses different selection methods like structured interviews which use standardized questions for all applicants, and unstructured interviews which use open-ended questions.
Selection Process in HRM
Selection process in HRM , initial screening in HRM, application completing in HRM, pre employement test in HRM, Comprehensive or Major interview in HRM, background and medical investigation in HRM
HR interview slideshow
The document discusses the employee selection process and interviewing. It covers why interviews are used, the typical four stage interview process, six common interview types, and two types of interview errors. It also outlines an eight step process for evaluating candidates, which includes preliminary application reviews, testing, reference checks, interviews, job previews, and making a hiring decision.
Selection Process
I m a student of University of Lahore (Islamabad. Pakistan). I have presented this presentation and it was well appreciated by my Teacher as well as by my Class Mates so that's why i m uploading it for all of you. It might help you to understand what selection actually is..
Regards.
Syed Shaz Gilani
Selection process
The document describes the selection process used by organizations to hire qualified applicants. It involves multiple steps: preliminary interviews, application forms, various selection tests to assess skills and aptitudes, employment interviews, medical examinations, reference checks, and finally extending offer letters. Selection tests evaluate abilities like intelligence, aptitude, proficiency, personality, interests, and integrity. The goal is to identify the best candidates by dividing applicants into those suitable for hire versus those unsuitable.
Selection process in human resource management for MBA
This document discusses the importance of careful selection and provides guidance on developing and implementing a selection process. It outlines key considerations for developing valid tests, conducting effective interviews, and ensuring legal compliance. The document emphasizes analyzing jobs to determine requirements, selecting valid tests that measure relevant criteria, structuring interviews to obtain predictive information, and periodically revalidating the selection program. A variety of tests, interviews, background checks and other procedures are described to inform comprehensive selection.
Selection
The document discusses the employee selection process. It defines selection as the process of differentiating between applicants to identify the best candidates. The key steps in selection include application forms, interviews, tests, reference checks, medical examinations, and induction training. The goals of selection are to evaluate applicants fairly, hire competent employees, and reduce recruitment costs by making the best hiring decisions.
1 selection procedure
he process of interviewing and evaluating candidates for a specific job and selecting an individual for employment based on certain criteria. Employee selection can range from a very simple process to a very complicated process depending on the firm hiring and the position.
Selections
This document discusses the selection process for hiring individuals into an organization. It defines selection as differentiating between job applicants to identify those most likely to succeed. The key steps in the selection process are: preliminary interview, selection tests, employment interview, reference and background checks, selection decision, physical examination, job offer, and final selection. Selection tests assess applicants' aptitude, personality, proficiency, and interests. The goal of selection is to fill jobs with qualified candidates who have the required competencies.
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The document describes the selection and appointment process for hiring employees. It involves 9 main steps: 1) inviting applications, 2) receiving applications, 3) scrutinizing applications, 4) written tests, 5) psychological tests, 6) personal interviews, 7) medical examinations, 8) final selection, and 9) placement. Selection techniques used include interviews, tests to evaluate capabilities, and salary negotiations. Tests can assess intelligence, cognitive ability, personality, and problem-solving skills. The interview process may include unstructured, stress, behavioral, panel, and problem-solving interviews. Appointment refers to being placed into a position indefinitely or for a finite period of time.
Selection in hrm
The document discusses the process of human resource selection. It defines selection as the process of dividing applicants into suitable and unsuitable categories based on matching qualifications to job requirements. The key stages of selection are receiving applications, scrutiny, preliminary interview, tests including aptitude, intelligence, proficiency, interest and personality tests, final interview, checking references, medical examination, appointment, probation, and confirmation of services. Selection aims to choose the most qualified candidates and reject the unsuitable by following a systematic process.
Selection
The document discusses the process of employee selection which involves multiple steps:
1. Application forms are used to collect candidate information and reject those who are not qualified.
2. Interviews allow candidates and the organization to learn about each other. Tests are also used to evaluate skills.
3. Reference and background checks provide more information about a candidate's qualifications, experience, and past work.
4. Physical exams ensure candidates can fulfill job requirements and qualify for insurance programs.
5. The final decision is made after extensive consultation, focusing on the candidate's ability to perform the job.
Selection process
The selection process involves identifying candidates with the relevant qualifications, skills, and competencies to fill jobs. It is critical because an organization's performance depends on its employees. Hiring the right employees is important and costly, while incompetent hiring could significantly impact an organization. The selection process generally includes initial screening of applications, employment tests, interviews, background and reference checks, medical examinations, and making conditional and permanent job offers. It is better to not select a candidate than select a bad candidate, so organizations should systematically verify applicant information and reject those with false statements or criminal convictions related to the job.
5 io employee selection
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.
Selection techniques
The document discusses different selection techniques used in hiring, including interviews and psychological testing. It notes that structured interviews using job-related questions are better predictors than unstructured interviews. Psychological testing can measure a candidate's knowledge, skills, intelligence, trainability, and personality traits. The Big Five personality factors that can be assessed include extraversion, neuroticism, conscientiousness, agreeableness, and openness to experience.
recruitment and selection process
The document discusses the recruitment and selection process. It defines recruitment as finding potential job candidates and selection as deciding which candidates should be hired. The selection process involves defining job requirements, identifying potential candidates, examining application materials, sorting applications, conducting interviews and assessments, making a selection, and extending a provisional offer subject to reference checks. Structured interviews and competency-based interviews are commonly used selection methods. The best results come from combining intelligence tests with structured interviews.
Selection
The document discusses the employee selection process. It describes selection as identifying qualified candidates to fill jobs by eliminating unqualified applicants. It then outlines the importance of selection for organizational effectiveness and work performance. Several selection steps are provided, including preliminary interviews, selection tests assessing different skills and traits, and employment interviews to evaluate applicant acceptability through a two-way exchange of information.
Selection/Human Resource Management
The document discusses the process of selection which involves receiving applications, preliminary interviews, selection tests, employment interviews, background verification, physical examinations, job offers, and employment contracts. The goal is to reduce a large pool of applicants to select the most suitable candidates for open positions through various screening methods. Tests evaluate applicants' skills, abilities, personality, and fitness for the role. Reference and background checks verify applicant information before making a final job offer.
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Selection involves choosing the most suitable candidate through a process including information gathering, prediction, decision making, and informing candidates. Tests used in selection include intelligence, aptitude, achievement, performance, and personality tests. Situational tests observe how candidates react to realistic problems requiring group collaboration, allowing assessment of leadership skills.
Selection..ppt..
The document discusses the process of employee selection. It begins by defining selection as picking qualified individuals to fill organizational jobs through sequential steps. It then outlines basic selection criteria like education, experience, physical/personality characteristics. The selection process is described involving initial screening, applications, interviews, tests and making offers or rejecting applicants. Common selection methods are then defined as testing, gathering information, interviewing, and using a comprehensive multi-step approach. Specific testing and interview types are also detailed.
Mafer interview
The document discusses the importance of job interviews in the hiring process and best practices for conducting effective interviews. It notes that structured interviews following a standardized format are more reliable and valid than unstructured interviews. It also recommends training interviewers to minimize biases, ask relevant questions, evaluate candidates consistently based on job requirements, and avoid making quick judgments. Specific tips for job seekers include preparing a simple but complete resume, being honest, maintaining eye contact, and emphasizing one's values and potential contributions to the employer.
Human resource management
This document discusses the process of selection for hiring employees. It defines selection as differentiating between job applicants to identify those most likely to succeed. The goals of selection are to find qualified candidates, reduce costs, and evaluate recruitment. Methods discussed include preliminary interviews, tests of skills/abilities, reference checks, and employment interviews. Common tests mentioned are intelligence, aptitude, proficiency, interest, and personality. The document also describes different types of interviews like structured, situational, and behavioral interviews.
Selection Meaning, selection methods/process, types of interview
selection is said to be a negative process because here the candidates who are unfit for the job are eliminated. it is a tedious process, the managers must be very much careful in selecting the right candidate for right job and for right position. Here the author have Provided you information regarding selection. hope this would be very much useful to you. Happy learning.
Important steps in the selection process
The document outlines the key steps involved in the selection process according to the checklist provided. It discusses 10 main steps: 1) Preparation, 2) Selection Committee, 3) Selection Criteria, 4) Advertising, 5) Shortlisting, 6) Referees, 7) Structuring the Interview, 8) Conduct of the Interview, 9) Reaching a Selection Decision, and 10) Conclusion. For each step, it lists various factors and considerations that should be addressed to ensure a fair and thorough selection process is followed. The goal is to apply merit-based selection principles and comply with equal opportunity requirements at all stages.
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The document describes the selection process used by organizations to hire qualified applicants. It involves multiple steps: preliminary interviews, application forms, various selection tests to assess skills and aptitudes, employment interviews, medical examinations, reference checks, and finally extending offer letters. Selection tests evaluate abilities like intelligence, aptitude, proficiency, personality, interests, and integrity. The goal is to identify the best candidates by dividing applicants into those suitable for hire versus those unsuitable.
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This document discusses the importance of careful selection and provides guidance on developing and implementing a selection process. It outlines key considerations for developing valid tests, conducting effective interviews, and ensuring legal compliance. The document emphasizes analyzing jobs to determine requirements, selecting valid tests that measure relevant criteria, structuring interviews to obtain predictive information, and periodically revalidating the selection program. A variety of tests, interviews, background checks and other procedures are described to inform comprehensive selection.
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The document discusses the employee selection process. It defines selection as the process of differentiating between applicants to identify the best candidates. The key steps in selection include application forms, interviews, tests, reference checks, medical examinations, and induction training. The goals of selection are to evaluate applicants fairly, hire competent employees, and reduce recruitment costs by making the best hiring decisions.
1 selection procedure
he process of interviewing and evaluating candidates for a specific job and selecting an individual for employment based on certain criteria. Employee selection can range from a very simple process to a very complicated process depending on the firm hiring and the position.
Selections
This document discusses the selection process for hiring individuals into an organization. It defines selection as differentiating between job applicants to identify those most likely to succeed. The key steps in the selection process are: preliminary interview, selection tests, employment interview, reference and background checks, selection decision, physical examination, job offer, and final selection. Selection tests assess applicants' aptitude, personality, proficiency, and interests. The goal of selection is to fill jobs with qualified candidates who have the required competencies.
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The major motto of this ppt is to ignite entrepreneurship skills and manifestation of corporate skills among the students lacking in entrepreneurial skills.
Selection
The document describes the selection and appointment process for hiring employees. It involves 9 main steps: 1) inviting applications, 2) receiving applications, 3) scrutinizing applications, 4) written tests, 5) psychological tests, 6) personal interviews, 7) medical examinations, 8) final selection, and 9) placement. Selection techniques used include interviews, tests to evaluate capabilities, and salary negotiations. Tests can assess intelligence, cognitive ability, personality, and problem-solving skills. The interview process may include unstructured, stress, behavioral, panel, and problem-solving interviews. Appointment refers to being placed into a position indefinitely or for a finite period of time.
Selection in hrm
The document discusses the process of human resource selection. It defines selection as the process of dividing applicants into suitable and unsuitable categories based on matching qualifications to job requirements. The key stages of selection are receiving applications, scrutiny, preliminary interview, tests including aptitude, intelligence, proficiency, interest and personality tests, final interview, checking references, medical examination, appointment, probation, and confirmation of services. Selection aims to choose the most qualified candidates and reject the unsuitable by following a systematic process.
Selection
The document discusses the process of employee selection which involves multiple steps:
1. Application forms are used to collect candidate information and reject those who are not qualified.
2. Interviews allow candidates and the organization to learn about each other. Tests are also used to evaluate skills.
3. Reference and background checks provide more information about a candidate's qualifications, experience, and past work.
4. Physical exams ensure candidates can fulfill job requirements and qualify for insurance programs.
5. The final decision is made after extensive consultation, focusing on the candidate's ability to perform the job.
Selection process
The selection process involves identifying candidates with the relevant qualifications, skills, and competencies to fill jobs. It is critical because an organization's performance depends on its employees. Hiring the right employees is important and costly, while incompetent hiring could significantly impact an organization. The selection process generally includes initial screening of applications, employment tests, interviews, background and reference checks, medical examinations, and making conditional and permanent job offers. It is better to not select a candidate than select a bad candidate, so organizations should systematically verify applicant information and reject those with false statements or criminal convictions related to the job.
5 io employee selection
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.
Selection techniques
The document discusses different selection techniques used in hiring, including interviews and psychological testing. It notes that structured interviews using job-related questions are better predictors than unstructured interviews. Psychological testing can measure a candidate's knowledge, skills, intelligence, trainability, and personality traits. The Big Five personality factors that can be assessed include extraversion, neuroticism, conscientiousness, agreeableness, and openness to experience.
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The document discusses the recruitment and selection process. It defines recruitment as finding potential job candidates and selection as deciding which candidates should be hired. The selection process involves defining job requirements, identifying potential candidates, examining application materials, sorting applications, conducting interviews and assessments, making a selection, and extending a provisional offer subject to reference checks. Structured interviews and competency-based interviews are commonly used selection methods. The best results come from combining intelligence tests with structured interviews.
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The document discusses the employee selection process. It describes selection as identifying qualified candidates to fill jobs by eliminating unqualified applicants. It then outlines the importance of selection for organizational effectiveness and work performance. Several selection steps are provided, including preliminary interviews, selection tests assessing different skills and traits, and employment interviews to evaluate applicant acceptability through a two-way exchange of information.
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The document discusses the process of selection which involves receiving applications, preliminary interviews, selection tests, employment interviews, background verification, physical examinations, job offers, and employment contracts. The goal is to reduce a large pool of applicants to select the most suitable candidates for open positions through various screening methods. Tests evaluate applicants' skills, abilities, personality, and fitness for the role. Reference and background checks verify applicant information before making a final job offer.
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Selection involves choosing the most suitable candidate through a process including information gathering, prediction, decision making, and informing candidates. Tests used in selection include intelligence, aptitude, achievement, performance, and personality tests. Situational tests observe how candidates react to realistic problems requiring group collaboration, allowing assessment of leadership skills.
Selection..ppt..
The document discusses the process of employee selection. It begins by defining selection as picking qualified individuals to fill organizational jobs through sequential steps. It then outlines basic selection criteria like education, experience, physical/personality characteristics. The selection process is described involving initial screening, applications, interviews, tests and making offers or rejecting applicants. Common selection methods are then defined as testing, gathering information, interviewing, and using a comprehensive multi-step approach. Specific testing and interview types are also detailed.
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The document discusses the importance of job interviews in the hiring process and best practices for conducting effective interviews. It notes that structured interviews following a standardized format are more reliable and valid than unstructured interviews. It also recommends training interviewers to minimize biases, ask relevant questions, evaluate candidates consistently based on job requirements, and avoid making quick judgments. Specific tips for job seekers include preparing a simple but complete resume, being honest, maintaining eye contact, and emphasizing one's values and potential contributions to the employer.
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This document discusses the process of selection for hiring employees. It defines selection as differentiating between job applicants to identify those most likely to succeed. The goals of selection are to find qualified candidates, reduce costs, and evaluate recruitment. Methods discussed include preliminary interviews, tests of skills/abilities, reference checks, and employment interviews. Common tests mentioned are intelligence, aptitude, proficiency, interest, and personality. The document also describes different types of interviews like structured, situational, and behavioral interviews.
Selection Meaning, selection methods/process, types of interview
selection is said to be a negative process because here the candidates who are unfit for the job are eliminated. it is a tedious process, the managers must be very much careful in selecting the right candidate for right job and for right position. Here the author have Provided you information regarding selection. hope this would be very much useful to you. Happy learning.
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SELECTION.pptx
The document discusses the selection process for hiring employees. It defines selection as the process of making "hire" or "no hire" decisions for job applicants based on their qualifications. The objective of selection is to choose the most suitable candidate.
Some key aspects of the selection process covered include establishing selection criteria like education, experience, and personality; common selection methods like testing, gathering application information, and interviewing job candidates; and potential biases that can occur during interviews like snap judgments, halo effects, and cultural noise. Testing methods evaluate traits like cognitive ability, integrity, personality, and physical fitness for the job. Information is also gathered from application forms, resumes, references, and background checks.
RSTD
This document summarizes key aspects of recruitment, selection, training, and development processes. It defines recruitment as the process of finding and attracting job candidates, and outlines the main stages in the recruitment process. It also discusses different sources of recruitment and factors that affect recruitment. Selection methods like interviews, tests, and assessments are described. The importance and objectives of training and development are explained. Different training models like the systems model and instructional systems development model are summarized. The roles of training consultants and HR professionals in training are highlighted.
Recruiting and selection
The document discusses the process for recruiting and selecting sales personnel. It involves several steps: 1) planning which includes job analysis to understand the role, defining qualifications and writing a job description, 2) recruitment by searching both internal and external candidates, 3) screening candidates by reviewing resumes, conducting initial interviews, and testing, 4) selection through intensive interviews, reference and background checks, testing, and potentially a physical exam, and 5) making a job offer to the selected candidate. The goal is to find the best qualified individuals who are a good fit for the sales role and organization.
Interviewing Practices
Dow University of Health Sciences conducts different types of interviews for selection, appraisal, and promotion purposes. Selection interviews involve behavioral and situational questions asked by an interview panel, while appraisal interviews discuss employee performance with supervisors. Structured interviews are more valid than unstructured at predicting job performance because they keep interviewers focused on relevant behaviors and answers. The study assessed Dow University's interview practices to understand how interviews are used and what factors influence outcomes.
Behavioral Interviewing Guide for Early Career Candidates.pdf
This document provides guidance on conducting effective behavioral interviews for early career job candidates. It discusses why behavioral interviewing is important, how to develop behavioral interview questions and rating scales, how to conduct the interview, and what to do after the interview. Sample behavioral interview questions are also included covering common competencies such as communication, leadership, and critical thinking. The document aims to help hiring managers identify candidates whose skills, experiences and behaviors are well-aligned with the job requirements.
selection process in HR
The document outlines the key steps in an employee selection process. It begins with creating a person specification that defines the ideal candidate profile. The selection process then typically involves preliminary interviews to screen candidates, psychometric testing, application forms, assessments centers, interviews, written tests, and reference checks. The final step is making a job offer by issuing an appointment letter. The objectives of selection are to identify competent applicants, attract qualified people, evaluate personalities and behaviors through interviews, and confirm evaluation results through references.
Chapter 4 selection of human resource
The document discusses the employee selection process. It defines selection as determining applicants who meet job requirements and can fill vacant positions. The selection process involves establishing criteria, gathering applicant information, and making hiring decisions. Human resource departments screen applicants and submit qualified candidates to operating departments for final hiring decisions. The selection process aims to match applicant qualities to job requirements through tools like tests and interviews.
week 9 - interview
Here are some behavioral responses to those questions:
What do you do if you disagree with your boss?
In my past role, there was a time when I disagreed with my manager's approach to a project. I asked to meet with them to discuss my concerns and provide an alternative solution with evidence to support it. We had a respectful discussion where we both provided input and ultimately found a compromise that worked better for the team and customers.
What does it mean to be a team player?
For me, being a team player means putting the success of the team above individual goals. It's about supporting my colleagues, respecting different viewpoints, taking on extra work when needed, and celebrating wins as a group. Past
SELECTION_pptx
The document discusses the selection process in human resource management. Selection involves dividing candidates into two groups - those offered employment and those not offered. The process includes initial screening of applications, testing candidates' abilities, conducting interviews, checking references, and medical exams. If selected, a candidate receives a job offer letter and enters an employment contract. Selecting suitable employees is important as it reduces costs, improves morale and performance, and lowers accident rates.
Human Resources for beginners
- HR History
- HR Function
- HR Role in 3 words
- Recruitment
- Job Analysis
- Purpose of interviews
- Types of interviews
- Interview's questions
- Training & development
- Performance Management
- HR needed qualifications
- HR job titles
Hrm selecting employees
The document discusses the employee selection process, including defining the steps as job analysis, identifying job requirements, selecting assessment methods, evaluating reliability and validity, and using assessments to evaluate applicants. It also covers interviewing candidates, reference checks, tests of cognitive and physical abilities, and personality assessments. The goal is to outline an effective, legally compliant selection process.
slection and assessment of employee
The document discusses various aspects of employee selection and assessment. It begins by defining key terms like human resources, job analysis, and job requirements. It then outlines common employee selection processes like application blanks, interviews, reference checks and appointment letters. The document also discusses different types of assessments used in selection like psychometric tests, assessment centers, and competency-based assessments. It notes the benefits of assessments for evaluating candidates' suitability for jobs and improving hiring decisions. Overall, the summary provides a high-level overview of the key topics and processes covered in the document relating to employee selection and assessment.
Recruitment.New.Gemba
This document discusses the recruitment process and outlines key steps including determining requirements, shortlisting candidates, interviewing, and assessing candidates post-interview. It defines recruitment as discovering suitable job candidates. The hiring process involves analyzing job descriptions and specifications as well as identifying competencies. Shortlisting focuses on evidence matching criteria. Interviews should be properly prepared for and involve open-ended questions to collect evidence without bias. Bad recruitments can be costly and are caused by factors like bias, poor analysis, and inadequate screening.
Presentation on selection for uploading
Hiring the right people for the right position at the right time - the process of recruiting and selection
CHAPTER 6_selection - Copy.pptx
Selection involves differentiating between job applicants to identify those most likely to succeed. It is the process of choosing individuals with the required qualifications and competence to fill jobs. The purpose of selection is to assess a candidate's suitability for employment by using various methods such as application forms, interviews, reference checks, and tests that measure abilities, skills, knowledge, and personality traits.
Interviewing
The document discusses selection and the selection process. It defines selection as picking candidates with relevant qualifications for jobs in an organization. The selection process involves multiple steps like resume screening, interviews, tests, and reference checks. Global companies use various tools and techniques during selection like psychometric tests, behavioral interviews, and competency-based interviews. Assessment centers are also used which involve exercises like discussions, simulations, and presentations evaluated by multiple assessors.
Hrm
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.
Hrm
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.
Ninja Partners Hiring Process
The document outlines Ninja Partners Inc.'s recruitment and selection process, which consists of 7 key elements: identifying hiring needs, preparing job descriptions, sourcing and advertising vacancies, screening and shortlisting applicants, testing and interviewing candidates, finalizing and approving offers, and onboarding new hires. It describes the company's employment classifications, sources of recruitment both internal and external, selection methods including testing, information gathering, and structured interviews, and provides a step-by-step overview of the recruitment process from sourcing to onboarding.
Similar to Selection ch 7. (20)
Behavioral Interviewing Guide for Early Career Candidates.pdf
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Vc.funds
Venture capital funds provide financing to new companies that are too risky for traditional lenders. They make investments through limited partnerships with investors and actively monitor their portfolio companies. Successful venture capital investments can provide high returns, though there is also risk of failure. Venture capital plays an important role in financing innovation and new business formation.
Mutual fund
The document discusses the regulatory structure and key constituents of mutual funds in India. It states that mutual funds are structured as trusts with a sponsor, board of trustees, and asset management company (AMC). The trustees are responsible for protecting investors' interests, appointing the AMC, and overseeing operations. The AMC manages the day-to-day activities of the fund such as launching schemes, marketing to investors, and portfolio management. Other constituents include custodians, registrars, brokers, and distributors. The key regulators are SEBI, RBI, and the Ministry of Finance.
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Employee retention and separation are important aspects of managing human resources. Retention involves keeping valuable employees through engagement, compensation and benefits. Separation can occur voluntarily through resignation or involuntarily through termination or layoffs due to poor performance or lack of work. Organizations aim to retain productive workers through training, career development, and ensuring compensation is competitive. Proper procedures and support such as exit interviews and outplacement assistance help make separations efficient and fair for both parties.
Performance appraisal module iii
The document discusses performance appraisal in organizations. It outlines the key points to be covered in a lecture on performance appraisal, including the concept and objectives. Some of the main objectives listed are setting goals, evaluating employee performance, identifying training needs, and rewarding performance. The document also discusses the appraisal process, methods of appraisal like management by objectives, graphic rating scales, and balanced scorecards. It covers potential pitfalls in performance appraisals like halo effects, leniency effects, and issues around recent and past performance impacting ratings.
Job analysis module ii
The document discusses job analysis and design. It explains that job analysis is the process of determining and recording all pertinent information about a specific job, including tasks, skills, responsibilities, and abilities required. Information from job analysis provides inputs for HR activities like evaluating candidates, identifying key responsibilities, and developing job descriptions and specifications. The document also outlines different methods for conducting job analysis like observation, interviews, questionnaires, and reviews its various uses like employment, training, performance appraisal, and compensation management.
Introduction to hrm
This document provides an introduction to the topics that will be discussed in a lecture on human resource management (HRM). It will cover the definition of HRM, the history and functions of HRM, HR policies and procedures, the emerging role of HRM, the role of HR executives, and challenges for HR professionals. It will also discuss strategic HRM.
Hrm module iv-grievance procedure
This document discusses grievance handling and grievance redressal procedures. It defines grievances and their common causes in the workplace. It stresses the need for a formal grievance procedure to resolve issues fairly and maintain good employee relations. The document outlines sample grievance procedures, including steps and involved parties. It describes legislative requirements for grievance processes in India, such as specifying procedures and grievance committees. Overall, it provides an overview of effective grievance systems and resolving workplace complaints.
Hr tale.
A highly successful HR manager died and was sent to the pearly gates, where St. Peter told her she must spend a day in hell and a day in heaven before choosing where to spend eternity. In hell, she enjoyed golfing with friends and a nice dinner. In heaven, she relaxed on clouds and played music. When asked to choose, she picked hell. However, when she returned to hell, she found her friends miserable amidst garbage instead of the country club from before. The Devil explained that yesterday they were recruiting her, but today she was staff.
Hr planning o
Human resource planning involves forecasting an organization's future human resource needs and determining how to meet those needs. The objectives of HR planning are to maintain sufficient staffing levels and quality while utilizing human resources effectively. The HR planning process involves forecasting demand, comparing it to current supply, analyzing gaps, and developing strategies to address surpluses or shortages. Key aspects of HR planning include determining staffing needs at different organizational levels, using various forecasting techniques, and managing excess or insufficient labor through actions like redeployment, layoffs, or hiring.
Future trends in shrm module v
This document discusses career management and development approaches. It begins by introducing the importance of career development for creating a continuous learning environment while balancing advancing current employees and attracting new talent. Career management is defined as a process where employees become aware of their interests/skills, identify goals, and take action. The document then discusses why career management is important for both companies and employees. It also explores traditional vs protean careers and presents a model of four career stages. The career management process and roles of managers, HR, and companies are outlined. The document concludes by covering mentoring relationships and their advantages/disadvantages as well as the concept of work-life balance.
Employee training and mdp
This document discusses employee training and management development. It outlines topics that will be covered in lecture sessions, including the concept and purpose of training, assessing training needs, understanding different training methods, and evaluating training programs. It defines training as systematically developing an individual's knowledge, skills, and attitudes for a given task. The objectives of training are to improve performance, update skills, avoid obsolescence, enable promotion, retain employees, and create an efficient organization. The document also discusses assessing training needs, importance of learning experiences, factors affecting training methods, common training methods, evaluating training, and assessing management development programs.
Current issues in hrm module vi
The document discusses several current issues in human resource management (HRM). It covers increased concerns for sound industrial relations, dual career couples, and flexible work arrangements. It also examines international HRM, defining it as employing and developing a global workforce across national borders. The document outlines different types of employees in an international context and common international HRM strategies like ethnocentric, polycentric, and geocentric approaches. It identifies reasons why international managers can fail and what strategic HRM entails, emphasizing aligning HR practices with business strategy. Finally, it defines talent management as how companies strategically source, attract, select, train, and develop employees through an organization.
Wage and salary module iv
The document discusses compensation management and outlines topics that will be covered in lecture sessions, including: job evaluation techniques and processes; wage and salary administration concepts; incentive plans; and employee benefits. Job evaluation is defined as systematically analyzing and evaluating jobs to determine their relative worth. Key techniques include point rating, factor comparison, and decision band methods. Wage administration considers attracting talent, retention, legal requirements, and different wage plans. Reward and recognition programs include financial and non-financial incentives.
Hrm module iv- Grievance procedure
This document discusses grievance handling and grievance redressal procedures. It defines grievances and their common causes in the workplace, like economic, psychological, and structural issues. It outlines the need for a formal grievance procedure to resolve issues fairly and maintain good employee relations. Finally, it provides examples of grievance redressal procedures, including steps and required representatives at each stage, for both unionized and non-unionized organizations. Legislative aspects that guide these procedures in India are also summarized.
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Selection ch 7.
- 1. SELECTION Points to be discussed in the Lecture Sessions. Concept and process of Selection. The methods of Selection. Application Forms. Selection Tests. Interviews. The Interview Process. Placement.
- 2. From RECRUITMENT to SELECTION Specific Request of Managers JOB Job analysis information OPENING IDENTIFIED Manager’s comments SATISFACTORY JOB REQUIREMENTS Human Resource Planning RECRUITS METHODS OF RECRUITMENT MAKE FORMAL APPLICATION Selection
- 3. SELECTION is the process of choosing the right candidate for the right job from the pool of applicants who have applied for the vacancy. ……It is the process of ascertaining the qualifications , experience, skill, knowledge, etc of an applicant with the purpose of determining his suitability for a job. Principles: Selection is based on two principles: Individual difference and Prediction ….Selection as a two way process: …..Selection criteria: Organizational criteria, Functional criteria, Individual job criteria.
- 4. STEPS IN THE SELECTION PROCESS. Resumes/CVs Review. Initial Screening Interview. Analyze the Application Blank. Conducting Tests and Evaluating Performance. Preliminary Interview. Core and Departmental Interviews. Reference Checks. Job Offer. Rejection by the candidate. Acceptance by the candidate. Medical Examination. Placement Offer to the Next suitable Candidate.
- 5. Application Form: ……….It is formal record of individual appeal or intention for employment. ………..Items in the application form are : Personal profile, Educational Qualification, Work experience, Salary, Personality items, Reference checks. ……..Methods for evaluating the information: Clinical Method and Weighted Method. Selection Tests: ……… Testing is the process of measuring the aptitude of the candidate in the job ………Types of Tests: Intelligence tests, Aptitude tests, Achievement tests, Situational tests, Interest tests, Personality tests, Polygraph tests, graphology.
- 6. Types of Tests What do they measure?? I Intelligence Tests measures the general mental ability of individuals in intelligent behaviours. Q test , Wechsler Bellevue Intelligence scale. Aptitude Tests Measure individual’s ability to learn a Psychomotor, given job , when given adequate training. clerical Aptitude. Measure the job related proficiency and Work Sample test, knowledge of the applicants. Experiential test, Job Knowledge test. Achievement Tests. Situational Tests. Interests test Personality Tests. To test the applicant’s likely responses to real life business situations. Group discussion, Simulated business games, In basket exercises. Understand the degree of interests a candidate has in a job. Assess an individual’s value system, emotions, maturity and other personal characteristics. Kuder Preference Record.
- 7. Polygraph Tests Graphology test the validity and truthfulness of an applicant’s answers by monitoring the physical changes in his body as he answer a series of questions. examining individual’s handwriting to assess the personality, emotional Characteristics and honesty.
- 8. Selection Interviews. Types of interviews. Preliminary First round interviews that aim to eliminate the applicants who are obviously unqualified for the job. Interviews. Core Interview. The interaction between the line manager or experts and the job applicant. Formal & Structured Interview. predetermined and planned interview to comprehensively discuss the areas . Unstructured Interview. No predetermined plan of questions; Open ended questions. Stress Interview. under Test the applicant’s ability to perform and deliver stress . Group Interview Panel Interview. group of applicants interviewed by a panel of interviewers. Departmental representatives interview the candidates. Decision Making Interview. Informal discussion where the applicant’s interests in the job and the organization , his reaction
- 9. Preparation : objectives, relevant questions, mode of evaluation, time . Setting: Conduct of Interview: Open ended questions, attentively listen, take notes and mark relevant points. Closing an Interview: Evaluation.
- 10. SELECTION PRACTICES IN COMPANIES Selection Procedure at L& T Selection Procedure at HLL. Advertisement for vacancy Completion of the Application Form Evaluation of applications. Panel interview. The preliminary interview The final Board Procedure. Tests Final selection. Selection at ACC Ltd. Local Recruitment for lower level employees. Central recruitment committee and a personnel Department Interviews.
- 11. R H T . E L A