The document provides an overview of the selection process in human resource management. It defines selection as the process of differentiating between job applicants to identify those most likely to succeed. The summary includes:
1) Selection involves multiple steps, from screening applications and resumes to conduct tests, interviews, background checks, and medical examinations to narrow the pool of candidates.
2) The goal is to reject unsuitable candidates at each stage through a "successive hurdles technique" until the best candidates remain.
3) An effective selection process reduces errors in hiring by accurately predicting who will and won't succeed in a role.
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.”
Selection process in human resource management for MBAPREETI BATRA
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.
The selection process involves multiple steps to identify the best candidates for a role. It begins with collecting application blanks to gather initial information. Candidates then take various employment tests assessing their aptitude, interests, intelligence, and personality. Top performers proceed to interviews which evaluate their potential, abilities, and personality through different styles like preliminary, extensive, and group interviews. References are checked and physical/medical examinations conducted. The final step is appointing the most qualified candidate who emerges strongest after completing all stages of screening.
This ppt will help you understand the selection meaning, features and process in an easy way and with real corporate examples. Do Like, share and follow. Thank you
The document discusses the selection process at Google Inc. It begins by outlining the different levels in Google's organizational structure from top management to workforce. For selection from outside, the process involves an application, written and aptitude tests, technical and non-technical interviews, case study analysis, and group discussions. For selection from inside, the process focuses on performance, interviews, leadership quality, presentations, and case study analysis. The process concludes with offers and negotiations.
The document discusses the process of selection in hiring employees. It defines selection as choosing applicants that best meet the criteria for open positions based on their capabilities and the job demands. The stages of selection generally involve receiving applications, screening, tests, interviews, background checks, medical exams, and final selection or rejection. Various types of tests, interviews, and considerations in the selection process are also outlined.
Understand and Differentiate between strategic recruitment and selection.
Identify the dual goals of recruiting.
Comprehend recruitment process from organizational as well as individual perspective.
Identify what strategic decisions are involved in recruiting.
Explain the major recruitment methods and analyze their advantages and disadvantages.
Identify the basic selection criteria.
Design and administer an effective selection process.
Evaluate the three methods e.g., information gathering, tests and interviewing used in employee selection.
Appreciate varied contemporary interviewing techniques used by interviewers.
Design interview form and evaluation matrix.
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.”
Selection process in human resource management for MBAPREETI BATRA
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.
The selection process involves multiple steps to identify the best candidates for a role. It begins with collecting application blanks to gather initial information. Candidates then take various employment tests assessing their aptitude, interests, intelligence, and personality. Top performers proceed to interviews which evaluate their potential, abilities, and personality through different styles like preliminary, extensive, and group interviews. References are checked and physical/medical examinations conducted. The final step is appointing the most qualified candidate who emerges strongest after completing all stages of screening.
This ppt will help you understand the selection meaning, features and process in an easy way and with real corporate examples. Do Like, share and follow. Thank you
The document discusses the selection process at Google Inc. It begins by outlining the different levels in Google's organizational structure from top management to workforce. For selection from outside, the process involves an application, written and aptitude tests, technical and non-technical interviews, case study analysis, and group discussions. For selection from inside, the process focuses on performance, interviews, leadership quality, presentations, and case study analysis. The process concludes with offers and negotiations.
The document discusses the process of selection in hiring employees. It defines selection as choosing applicants that best meet the criteria for open positions based on their capabilities and the job demands. The stages of selection generally involve receiving applications, screening, tests, interviews, background checks, medical exams, and final selection or rejection. Various types of tests, interviews, and considerations in the selection process are also outlined.
Understand and Differentiate between strategic recruitment and selection.
Identify the dual goals of recruiting.
Comprehend recruitment process from organizational as well as individual perspective.
Identify what strategic decisions are involved in recruiting.
Explain the major recruitment methods and analyze their advantages and disadvantages.
Identify the basic selection criteria.
Design and administer an effective selection process.
Evaluate the three methods e.g., information gathering, tests and interviewing used in employee selection.
Appreciate varied contemporary interviewing techniques used by interviewers.
Design interview form and evaluation matrix.
The document discusses selection interviews and methods. It defines selection as the process of gathering and analyzing information about a person for a new job. There are two stages: defining job requirements and setting up the selection method accordingly. Important selection factors include education, experience, tests, and interviews. Behavioral interviews based on job criteria are recommended. The document also discusses interview types, common interview mistakes, and effective questioning techniques.
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.
The document discusses different types of interviews used in employment selection. It describes selection interviews used to predict job performance, appraisal interviews to discuss employee performance reviews, and exit interviews for departing employees. Interviews can be structured, using standardized questions, or unstructured, allowing a conversational style. The document also outlines factors that can influence interview outcomes, such as first impressions, misunderstanding the job, and personal characteristics of the interviewer or interviewee. It provides guidance on designing effective structured interviews and conducting interviews professionally.
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.
Selection tests are commonly used to assess job applicants and measure characteristics like intellectual abilities, knowledge, personality, and interests. Properly designed tests are standardized, objective, reliable, and valid. Some common types of tests include cognitive aptitude tests, psychomotor ability tests, job knowledge tests, and work sample tests. Interviews are also a key part of the selection process. Structured interviews with standardized questions are preferable to unstructured interviews. Common mistakes in interviewing include making snap judgments, emphasizing negatives, lacking job knowledge, feeling pressure to hire, and being influenced by nonverbal behaviors.
This document discusses the recruitment and selection process. It begins by defining recruitment and outlining its purpose and importance. It then describes the factors that influence recruitment, both internal and external. The recruitment process is explained as having 5 stages: planning, strategy development, searching, screening, and evaluation/control. Various recruitment sources, both internal and external, are listed. The selection process is then defined and explained as involving reception/interview, testing, employment interview, referencing, selection decision, medical exam, offer, and evaluation. Common selection tests, interviews, reference checks, employment contracts, and induction/orientation programs are also outlined.
The document provides guidance on preparing for and participating in a job selection interview. It discusses the expectations employers have for professional employees, the objectives of interviews for both interviewers and interviewees, how to prepare including researching the employer and position, what to bring, how to conduct oneself during the interview, example questions that may be asked, and how to close the interview. It also offers tips on what to do if not selected, such as analyzing one's performance to improve, and responsibilities towards one's current employer if a new position is accepted.
The document outlines a proposed recruitment policy for Enter that includes 3 phases: 1) Job Requisition which defines the job description and requirements using a Job Description form. 2) Recruitment Cycle which states the interview process and rounds using Interview Panel and Mode of Selection forms. 3) Recruitment Process which is the active sourcing, shortlisting, interviewing and offering process using Candidate Details, Candidates Tracker, and Interview Evaluation forms.
Job analysis is the process of obtaining information about jobs to determine duties, tasks, and activities. It provides data to develop job descriptions and specifications that form the basis for performance appraisal, training, compensation, and other HR functions. A job description outlines the tasks, duties, responsibilities, and requirements of a specific job. Job design uses job analysis data to improve jobs through technological and human considerations to enhance efficiency and satisfaction. Employee teams and empowerment grant workers more autonomy and responsibility over their work.
Selection is the process of choosing job applicants with the relevant qualifications to fill positions in an organization. It involves obtaining information about applicants to determine who should be hired. The selection process generally involves initial screening, application forms, testing, interviews, background checks, and sometimes physical examinations. The goal is to select employees who are the best fit for both the specific job and the broader organization in terms of skills, interests, values, and other characteristics. This ensures high productivity, motivation to stay, customer satisfaction, and the ability to implement the company's strategy.
Job analysis is a systematic approach to collecting information about job tasks, responsibilities, and skills required. It assists HR in determining job necessity, equipment, skills, supervision, conditions, and interactions. Common methods include observation, interviews, questionnaires, diaries, conferences, and critical incident technique. The process involves conducting analyses, gathering employee input, choosing a collection method, drafting descriptions, and obtaining approvals. Job analysis benefits recruitment, selection, appraisal, compensation, and training and development.
This document outlines the recruitment policy and procedures of the University of Derby. It aims to recruit staff with the necessary skills to fulfill the university's objectives in a fair and effective manner consistent with equality and diversity policies. The key steps of the recruitment process include justification for recruitment, filling the vacancy, advertising, candidate selection including shortlisting and interviews, making an appointment offer, maintaining confidentiality, and monitoring equality and diversity statistics. Interview panels must consider all candidates equally and document their selection process.
To select mean to choose. Selection is the process of picking individuals who have relevant qualifications to fill jobs in an organization. The basic purpose is to choose the individual who can most successfully perform the job from the pool of qualified candidates.
The document discusses the process of selecting job applicants. It defines recruitment as attracting applicants and selection as screening applicants to choose the most suitable candidates. The key steps of selection described are preliminary interviews, application forms, screening applications, tests to assess skills/personality, employment interviews, reference checks, medical exams, and making a job offer. The goal is to identify candidates who are qualified and able to perform the job duties while rejecting unsuitable applicants.
This document summarizes the recruitment and selection process. Recruitment involves identifying job openings and attracting potential candidates through internal and external sources. Selection follows recruitment and involves screening candidates through tools like tests, interviews, and background checks to hire the most suitable person. The key steps of selection are receiving applications, screening, tests, interviews, checking references, and making a final selection.
The selection process involves choosing the best applicant for a job based on how well their qualifications match the job requirements and organizational culture. Key parts of the selection process include reviewing applications, preliminary interviews, tests, employment interviews, reference and background checks, and making a selection decision. The goal is to properly match people with jobs and the organization while avoiding legal issues from discrimination.
Human resource management (HRM) involves managing an organization's employees. It includes activities like recruiting and selecting employees, orientation and training, performance evaluation, compensation and benefits, and labor relations. The goal of HRM is to attract, develop and maintain a talented workforce to help achieve organizational objectives. It has evolved over time due to factors like scientific management, the human relations movement, and changes in business needs and the economy.
This document discusses the selection process in human resource management. It defines selection as the process of making hire/no-hire decisions regarding job applicants and dividing candidates into those offered employment and those not. The importance of selection is that it selects suitable candidates, determines abilities, places the right candidate in the right job, generates information about candidates, and saves costs. The key differences between recruitment and selection are that recruitment attracts candidates while selection chooses from among them. The selection process involves screening applications, tests, interviews, medical exams, reference checks, and final hiring decisions.
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.
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.
The document discusses selection interviews and methods. It defines selection as the process of gathering and analyzing information about a person for a new job. There are two stages: defining job requirements and setting up the selection method accordingly. Important selection factors include education, experience, tests, and interviews. Behavioral interviews based on job criteria are recommended. The document also discusses interview types, common interview mistakes, and effective questioning techniques.
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.
The document discusses different types of interviews used in employment selection. It describes selection interviews used to predict job performance, appraisal interviews to discuss employee performance reviews, and exit interviews for departing employees. Interviews can be structured, using standardized questions, or unstructured, allowing a conversational style. The document also outlines factors that can influence interview outcomes, such as first impressions, misunderstanding the job, and personal characteristics of the interviewer or interviewee. It provides guidance on designing effective structured interviews and conducting interviews professionally.
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.
Selection tests are commonly used to assess job applicants and measure characteristics like intellectual abilities, knowledge, personality, and interests. Properly designed tests are standardized, objective, reliable, and valid. Some common types of tests include cognitive aptitude tests, psychomotor ability tests, job knowledge tests, and work sample tests. Interviews are also a key part of the selection process. Structured interviews with standardized questions are preferable to unstructured interviews. Common mistakes in interviewing include making snap judgments, emphasizing negatives, lacking job knowledge, feeling pressure to hire, and being influenced by nonverbal behaviors.
This document discusses the recruitment and selection process. It begins by defining recruitment and outlining its purpose and importance. It then describes the factors that influence recruitment, both internal and external. The recruitment process is explained as having 5 stages: planning, strategy development, searching, screening, and evaluation/control. Various recruitment sources, both internal and external, are listed. The selection process is then defined and explained as involving reception/interview, testing, employment interview, referencing, selection decision, medical exam, offer, and evaluation. Common selection tests, interviews, reference checks, employment contracts, and induction/orientation programs are also outlined.
The document provides guidance on preparing for and participating in a job selection interview. It discusses the expectations employers have for professional employees, the objectives of interviews for both interviewers and interviewees, how to prepare including researching the employer and position, what to bring, how to conduct oneself during the interview, example questions that may be asked, and how to close the interview. It also offers tips on what to do if not selected, such as analyzing one's performance to improve, and responsibilities towards one's current employer if a new position is accepted.
The document outlines a proposed recruitment policy for Enter that includes 3 phases: 1) Job Requisition which defines the job description and requirements using a Job Description form. 2) Recruitment Cycle which states the interview process and rounds using Interview Panel and Mode of Selection forms. 3) Recruitment Process which is the active sourcing, shortlisting, interviewing and offering process using Candidate Details, Candidates Tracker, and Interview Evaluation forms.
Job analysis is the process of obtaining information about jobs to determine duties, tasks, and activities. It provides data to develop job descriptions and specifications that form the basis for performance appraisal, training, compensation, and other HR functions. A job description outlines the tasks, duties, responsibilities, and requirements of a specific job. Job design uses job analysis data to improve jobs through technological and human considerations to enhance efficiency and satisfaction. Employee teams and empowerment grant workers more autonomy and responsibility over their work.
Selection is the process of choosing job applicants with the relevant qualifications to fill positions in an organization. It involves obtaining information about applicants to determine who should be hired. The selection process generally involves initial screening, application forms, testing, interviews, background checks, and sometimes physical examinations. The goal is to select employees who are the best fit for both the specific job and the broader organization in terms of skills, interests, values, and other characteristics. This ensures high productivity, motivation to stay, customer satisfaction, and the ability to implement the company's strategy.
Job analysis is a systematic approach to collecting information about job tasks, responsibilities, and skills required. It assists HR in determining job necessity, equipment, skills, supervision, conditions, and interactions. Common methods include observation, interviews, questionnaires, diaries, conferences, and critical incident technique. The process involves conducting analyses, gathering employee input, choosing a collection method, drafting descriptions, and obtaining approvals. Job analysis benefits recruitment, selection, appraisal, compensation, and training and development.
This document outlines the recruitment policy and procedures of the University of Derby. It aims to recruit staff with the necessary skills to fulfill the university's objectives in a fair and effective manner consistent with equality and diversity policies. The key steps of the recruitment process include justification for recruitment, filling the vacancy, advertising, candidate selection including shortlisting and interviews, making an appointment offer, maintaining confidentiality, and monitoring equality and diversity statistics. Interview panels must consider all candidates equally and document their selection process.
To select mean to choose. Selection is the process of picking individuals who have relevant qualifications to fill jobs in an organization. The basic purpose is to choose the individual who can most successfully perform the job from the pool of qualified candidates.
The document discusses the process of selecting job applicants. It defines recruitment as attracting applicants and selection as screening applicants to choose the most suitable candidates. The key steps of selection described are preliminary interviews, application forms, screening applications, tests to assess skills/personality, employment interviews, reference checks, medical exams, and making a job offer. The goal is to identify candidates who are qualified and able to perform the job duties while rejecting unsuitable applicants.
This document summarizes the recruitment and selection process. Recruitment involves identifying job openings and attracting potential candidates through internal and external sources. Selection follows recruitment and involves screening candidates through tools like tests, interviews, and background checks to hire the most suitable person. The key steps of selection are receiving applications, screening, tests, interviews, checking references, and making a final selection.
The selection process involves choosing the best applicant for a job based on how well their qualifications match the job requirements and organizational culture. Key parts of the selection process include reviewing applications, preliminary interviews, tests, employment interviews, reference and background checks, and making a selection decision. The goal is to properly match people with jobs and the organization while avoiding legal issues from discrimination.
Human resource management (HRM) involves managing an organization's employees. It includes activities like recruiting and selecting employees, orientation and training, performance evaluation, compensation and benefits, and labor relations. The goal of HRM is to attract, develop and maintain a talented workforce to help achieve organizational objectives. It has evolved over time due to factors like scientific management, the human relations movement, and changes in business needs and the economy.
This document discusses the selection process in human resource management. It defines selection as the process of making hire/no-hire decisions regarding job applicants and dividing candidates into those offered employment and those not. The importance of selection is that it selects suitable candidates, determines abilities, places the right candidate in the right job, generates information about candidates, and saves costs. The key differences between recruitment and selection are that recruitment attracts candidates while selection chooses from among them. The selection process involves screening applications, tests, interviews, medical exams, reference checks, and final hiring decisions.
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.
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.
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.
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.
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.
The recruitment process typically begins with screening applicants to remove those who are unqualified. Shortlisted candidates then complete an application, participate in interviews and employment tests, receive conditional job offers contingent on passing background checks and medical exams, and successful candidates receive permanent offers. The onboarding process for new employees includes orientation to familiarize them with company policies and culture as well as induction into their new roles and initial training.
HUMAN RESOURCE MANAGEMENT | THE METHOD/PROCESS OF SELECTION | OKOYE DAVID IKE...DAVID OKOYE
A presentation on THE METHOD/PROCESS OF SELECTION:
Human resource management is the effective management of people at work. HRM examines what can or should be done to make working people more productive
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
Sources of recritment selection and selection process Bobby Kalluri
The document discusses the recruitment and selection process. It defines recruitment and describes internal and external sources of recruitment. Internal sources include promotions, transfers, and internal advertisements, while external sources include public advertisements, campus recruitment, and recommendations. The benefits and drawbacks of internal and external recruitment are also outlined. The document then discusses the selection process, including interviews, evaluating candidates, reference checks, making offers, and the responsibilities of interviewers in selecting the most qualified candidates.
Recruitment and selection are important human resource functions for attracting qualified candidates and hiring the most suitable individuals. The summary is:
1. Recruitment involves advertising job openings, screening applicants, and creating a pool of qualified candidates using methods like internal promotion, job postings, agencies or job fairs.
2. Selection chooses the best candidates and involves applications, interviews, testing, reference checks and making a final hiring decision.
3. Onboarding new employees includes orientation to familiarize them with the company and socialization to align their expectations with organizational values.
The document discusses the HRM processes of recruitment, selection, and induction. It defines recruitment as searching for prospective job candidates and stimulating them to apply. Selection is the process of choosing the best candidate for a role. Induction, also called orientation, is the process of welcoming new employees and providing them essential information about the organization, their role, and workplace. The document outlines various recruitment methods like campus recruitment, internships, and advertisements. It also describes the selection steps of application screening, interviews, tests, reference checks, and making a final hiring decision. The objectives and types of induction processes are explained as well.
The document summarizes the modern recruitment process in 3 main steps:
1. The recruitment process typically begins with an initial screening of applicants and completion of an application form. Successful candidates then progress through a series of selection tests and interviews.
2. The selection process may include preliminary interviews, application submissions, selection tests, employment interviews, reference and background checks, and a company physical examination. Several factors influence the selection process.
3. The typical recruitment steps are initial screening, application completion, employment tests, job interviews, conditional job offers, background investigations, medical examinations, and permanent job offers. Onboarding new employees involves orientation, induction, and on-the-job training.
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.
STEPS OF SELECTION IN MANAGEMENT
source selection steps
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project management selection process
project management step by step
5 steps of management process
steps of planning in management
what is process selection
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process selection for product production
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The document provides an overview of the employee selection process, including defining selection, environmental factors that affect selection, selection criteria and typical steps in the selection process. It discusses selection tests and their characteristics as well as common types of employment tests. The document also covers conducting employment interviews, including types of interviews and how to avoid common mistakes. Guidelines are provided for interviewing. An overview of the selection process is given along with purposes and stages of the socialization process for new employees.
The document discusses various aspects of the recruitment and selection process for sales personnel. It begins by outlining the key steps in recruitment, including evaluating potential recruiting sources, tapping into identified sources, and selecting candidates with the highest probability of success. It then discusses developing job descriptions and person specifications to identify the ideal candidate. Important considerations for recruitment sources, selection methods, and components of the selection process like interviews, references checks, and testing are explained. The goal of the selection process is to identify the candidate that best fits the job specifications and organizational needs through a structured evaluation.
Presentation about human resources and management I.pptxfawadKazmi3
The document discusses recruitment, including defining recruitment, the recruitment process, and sources and methods of recruitment. It provides definitions of recruitment, outlines the typical steps in the recruitment process, and describes different types of recruitment needs. It also discusses internal and external sources of recruitment, common recruitment methods like advertising and agencies, and different types of interviews used in the recruitment process like behavioral interviews and panel interviews.
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.
This document provides an overview of human resource management and staffing. It discusses estimating manpower requirements, recruitment, selection methods like screening and interviews, placement and orientation, training and development, promotions, compensation, and the advantages of proper staffing. Organizational culture is key to ensuring a good fit when staffing. A strong culture with widely shared values allows employees to know what is expected and act quickly.
The document discusses the process of recruitment and selection of sales personnel. It begins by outlining the key steps in recruitment which include evaluating potential recruiting sources, tapping into identified sources, and selecting candidates with the highest chance of success. It then examines various aspects of the selection process such as developing job descriptions and person specifications, screening applications, conducting interviews using different styles, checking references, administering tests to assess abilities, personality, interests and knowledge, conducting physical examinations, and making final hiring decisions by rating and comparing candidates to job requirements.
Your Guide To Finding The Perfect Part-Time JobSnapJob
Part-time workers account for a significant part of the workforce, including individuals of all ages. A lot of industries hire part-time workers in different capacities, including temporary or seasonal openings, ranging from managerial to entry-level positions. However, many people still doubt taking on these roles and wonder how a temporary part-time job can help them achieve their long-term goals.
AI Considerations in HR Governance - Shahzad Khan - SocialHRCamp Ottawa 2024SocialHRCamp
Speaker: Shahzad Khan
This session on "AI Considerations in Human Resources Governance" explores the integration of Artificial Intelligence (AI) into HR practices, examining its history, current applications, and the governance issues it raises. A framework to view Government in modern organizations is provided, along with the transformation and key considerations associated with each element of this framework, drawing lessons from other AI projects to illustrate these aspects. We then dive into AI's use in resume screening, talent acquisition, employee retention, and predictive analytics for workforce management. Highlighting modern governance challenges, it addresses AI's impact on the gig economy as well as DEI. We then conclude with future trends in AI for HR, offering strategic recommendations for incorporating AI in HR governance.
Building Meaningful Talent Communities with AI - Heather Pysklywec - SocialHR...SocialHRCamp
Speaker: Heather Pysklywec
Digital transformation has transformed the talent acquisition landscape over the past ten years. Now, with the introduction of artificial intelligence, HR professionals are faced with a new suite of tools to choose from. The question remains, where to start, what to be aware of, and what tools will complement the talent acquisition strategy of the organization? This session will give a summary of helpful AI tools in the industry, explain how they can fit into existing systems, and encourage attendees to explore if AI tools can improve their process.
Accelerating AI Integration with Collaborative Learning - Kinga Petrovai - So...SocialHRCamp
Speaker: Kinga Petrovai
You have the new AI tools, but how can you help your team use them to their full potential? As technology is changing daily, it’s hard to learn and keep up with the latest developments. Help your team amplify their learning with a new collaborative learning approach called the Learning Hive.
This session outlines the Learning Hive approach that sets up collaborations that foster great learning without the need for L&D to produce content. The Learning Hive enables effective knowledge sharing where employees learn from each other and apply this learning to their work, all while building stronger community bonds. This approach amplifies the impact of other learning resources and fosters a culture of continuous learning within the organization.
The Rules Do Apply: Navigating HR ComplianceAggregage
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
HR Compliance is like a giant game of whack-a-mole. Once you think your company is compliant with all policies and procedures documented and in place, there’s a new or amended law, regulation, or final rule that pops up landing you back at ‘start.’ There are shifts, interpretations, and balancing acts to understanding compliance changes. Keeping up is not easy and it’s very time consuming.
This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
Objectives:
• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
• Best practices for developing, implementing, and maintaining effective compliance programs
• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements
Watch this expert-led webinar to learn effective tactics that high-volume hiring teams can use right now to attract top talent into their pipeline faster.
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2. SELECTION
Dale Yoder says, “Selection
has long held a high rank in the
priority of problem areas in
management. Investments in
good people produce a very high
rate of return. A good choice of
people can provide a basis for
long, sustained contributions.”
3. Introduction
The process of
choosing the most
suitable persons out of
all the applicants.
The purpose of
selection is to pick up
the right person for
every job.
Selection involves
picking up the fits and
rejects the unfits.
Therefore, sometimes,
it is called a negative
process in contrast to
positive programme of
recruitment.
4. Some Definition by Management Thinkers
According to Dale
Yoder
• “Selection is the
process in which
candidates for
employment are
divided into
two classes-those who
are to be offered
employment and
those who are not”.
According to Keith
Davis
• “Selection is the
process by which an
organisation chooses
from a list of
screened applicants,
the person or persons
who best meet the
selection criteria for
the position
available.”
According to
Thomas Stone
• “Selection is the
process of
differentiating
between applicants
in order to
identify (and hire)
those with a greater
likelihood of success
in a job”.
5. Difference between Recruitment and Selection
Recruitment is a positive process
of searching for prospective
employees and
stimulating and encouraging them
to apply for jobs in an
organisation
Selection on the other hand tends
to be negative because it rejects a
good number of those who apply,
leaving only the best to be hired.
Edwin Flippo describe difference as:
6. Basis Recruitment Selection
Meaning It is an activity of
establishing contact
between employers and
applicants.
It is a process of picking
up more competent and
suitable employees.
Objective It encourages large
number of Candidates for
a job.
It attempts at rejecting
unsuitable candidates.
Process It is a simple process. It is a complicated process.
Hurdles The candidates have not to
cross over many hurdles.
Many hurdles have to be
crossed.
Approach It is a positive approach. It is a negative approach.
Sequence It proceeds selection. It follows recruitment.
Economy It is an economical
method.
It is an expensive method.
Time Consuming Less time is required. More time is required.
7. Selection Procedure
Selection procedure consists of a series of steps. Each step must be successfully
cleared before the applicant proceeds to the next.
Technique is called “Successive Hurdles Technique”
The selection process is a series of successive hurdles or barriers which an
applicant must cross.
These hurdles are designed to eliminate an unqualified candidate at any point in the
selection process .
Selection is a long process, commencing from the preliminary interview of the
applicants and ending with the contract of employment (sometimes).
8. Major factors which determine the steps involved in a
selection process are as follows:
Selection process depends on the number of candidates that are available for
selection.
Selection process depends on the sources of recruitment and the method that
is adopted for making contact with the prospective candidates.
Various steps involved in as selection process depend on the type of
personnel to be selected.
Selection procedure for the senior managers will be long drawn and rigorous,
but it is simple and short while hiring lower level employees.
9. • Base for selection process
Application pool from
recruitment process
• Eliminate those who does not fulfil job requirementPrimary screening
& interview
• Unfavourable personnel dataApplication
Blank
• Eliminate those who obtain unfavourable test scoreSelection tests
• Eliminate those not meeting job and organisational
requirements
Interviews
• Eliminate those with adverse remarksBackground
investigations
• Eliminate those not meeting physical standardsPhysical examination
• Adopt objectivityApproval by appropriate
authority
• CongratulateFinal Employment
decision
• Check the reliability and validityEvaluation
10. Application Blank or Application Form
Biographical
Data
Educational
Attainment
Work
Experience
Salary and
Benefits
Other Items
Name, father’s name, data and place of birth, age, sex, nationality,
height, weight, identification marks, physical disability, if any, marital
status, and number of dependants.
Education (subjects offered and grades secured), training acquired
in special fields and knowledge gained from professional/technical
institutes or through correspondence courses.
Previous experience, the number of jobs held with the same or other
employers, including the nature of duties, and responsibilities and the
duration of various assignments, salary received, grades, and reasons
for leaving the present employer.
Present and expected.
Names and addresses of previous employers, references, etc.
11. Selection Tests
Aptitude Tests
• measure whether an
individual has the
capacity or talent
ability to learn a
given job if given
adequate training
Personality
Tests
• Determine personality
traits of the candidate
like cooperativeness,
emotional balance
individual’s motivation,
adjustment to the
stresses of everyday
life, capacity for
interpersonal relations
Interest Tests
• Determine the
applicant’s interests.
The applicant is asked
whether he
likes, dislikes or is
indifferent to many
examples of school
subjects, occupations,
amusements,
peculiarities of people,
and particular activities
12. Contd.
Performance Tests
• In this test the
applicant is
asked to
demonstrate his
ability to do the
job.
Achievement
Tests
• Achievement is
concerned
with what one has
accomplished.
When applicants
claim to know
something, an
achievement test
is given to
measure how well
they know it.
Intelligence
Tests
• Aim at testing the
mental capacity of
a person with
respect to
reasoning,
word fluency,
numbers, memory,
comprehension,
picture
arrangement,etc.
Projective Tests
• In these tests the
applicant projects
his personality
into free responses
about
pictures shown to
him which are
ambiguous.
13. Interview
Interview is the heart of the employment process
Interviewer does a formal in-depth conversation with the applicant, to evaluate his
suitability.
This tool is used when interviewing skilled, technical, professional and even
managerial employees. It involves two-way exchange of information
Objectives of Interviews: Interview helps:
To obtain additional information from the candidate.
Facilitates giving to the candidate information about the job, company, its policies,
products etc.
To assess the basic suitability of the candidate
14. Types of interviews
Degree of
Structure
Unstructured or non directive:: In which you ask questions as they
come to mind. There is no set format to follow.
Structured or directive: In which the questions and acceptable
responses are specified in advance. The responses are rated for
appropriateness of content.
Structured interviews are generally more valid. However structured
interviews do not allow the flexibility to pursue points of interests as
they develop.
15. Contd.
Purpose
of
Interview
Depth Interview : :Designed to intensively examine the candidate’s
background and thinking and to go into considerable detail on a
particular subject to special interest to the candidate.
Stress Interview: Designed to test the candidate and his conduct and
behaviour by putting him under conditions of stress and Strain.
Group Interview: This is designed to see how the candidates react to
and against each other. All the candidates may be brought together in
the office and they may be interviewed.
Panel Interview: This is done by members of the interview board or a
selection committee.This is done usually for supervisory and
managerial positions.The candidate may be asked to meet the panel
individually for a fairly lengthy interview
16. Background Investigation
The next step in the selection process is to undertake an investigation of
those applicants who appear to offer potential as employees. This may include
contacting former employers to confirm the candidate’s work record and to obtain their
appraisal of his or her performance/contacting other job-related and personal
references, and verifying the educational accomplishments shown on the
application
17. Physical Examination
After the selection decision and before the job offer is made, the candidate is
required to undergo physical fitness test.
Dale Yoder writes, “Modern policy used the physical examination not to eliminate
applicants, but to discover what jobs they are qualified to fill.The examination should
disclose the physical characteristics of the individual that are significant from the
standpoint of his efficient performance of the job he may enter or of those jobs to
which he may reasonably expect to be transferred or promoted. It should note
deficiencies, not as a basis for rejection, but as indicating restrictions on his transfer to
various positions also.”
18. Approval by Appropriate Authority
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.
Top level managers, board of directors may be approving authority; for lower levels,
even functional heads concerned may be approving authority.
19. Final Employment Decision
After a candidate is finally selected, the human resource department recommends his name for
employment.
The management or board of the company offers employment in the form of an appointment letter
mentioning the post, the rank, the salary grade, the date by which the candidate should join and
other terms and conditions of employment.
Usually an appointment is made on probation in the beginning. The probation period may range
from three months to two years. When the work and conduct of the employee is found
satisfactory, he may be confirmed.
The personnel department prepare a waiting list and informs the candidates. In case a person does
not join after being selected, the company calls next person on the waiting list.
20. Evaluation
The selection process, if properly performed, will ensure availability of competent and
committed personnel.
A period audit, conducted by people who work independently of the human resource
department, will evaluate the effectiveness of the selection process.
The auditors will do a thorough and the intensive analysis and evaluate the employment
programme.
21. Selection Decision Outcomes
Any selection decision can result in four possible outcomes.
Two of these outcomes would indicate correct decisions, but two would indicate errors.
Correct decisions are those where the applicant was predicted to be successful and later
did prove to be successful on the job, or where the applicant was predicted to be
unsuccessful and would have performed accordingly if hired.
Problems occur when we make errors-by rejecting candidates who would later perform
successfully on the job (reject errors) or accepting those individuals who subsequently
perform poorly on the job (accept errors).
The major thrust of any selection activity, therefore, is to reduce the probability of
making reject or accept errors while increasing the probability of making reject or
accept errors while increasing the probability of making correct decisions.
23. Employee selection process at few companies
Siemens India: It uses extensive psychometric instruments to evaluate short-listed
candidates. The company uses occupational personality questionnaire to understand the
candidate’s personal attributes and occupational testing to measure competencies.
LG Electronics India: LG Electronics uses 3 psychometric tests to measure a person’s
ability as a team player, to check personality types and to find a person’s responsiveness and
assertiveness.
PepsiCo India: The Company uses India as a global recruitment resource. To select
professionals for global careers with it, the company uses a competency- based interviewing
technique that looks at the candidate’s abilities in terms of strategizing, lateral thinking,
problem solving, managing the environment. This apart, Pepsi insists that to succeed in a
global posting, these individuals possess strong functional knowledge and come from a
cosmopolitan background.