Selection process in human resource management for MBA
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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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Selection Process HRM
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 of Employees
Human Resource Management Subject
by: Art Christian V. Dimla
Master of Arts in Education, major in Education Management
Employee Testing and Selection ( chapter 6 )
After studying this chapter, you should be able to:
1: Explain what is meant by reliability and validity.
2: Explain how you would go about validating a test.
3: Cite and illustrate our testing guidelines.
4: Give examples of some of the ethical and legal considerations in testing.
5: List eight tests you could use for employee selection, and how you would use them.
6:Explain the key points to remember in conducting background investigations.
RECRUITMENT AND SELECTION
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.
Employee 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.
Job evaluation
The document discusses job evaluation and provides definitions, purposes, processes, techniques, factors and benefits of job evaluation. It summarizes that job evaluation is a systematic way to determine the relative worth of jobs in an organization in order to establish fair pay. It involves analyzing jobs and ranking them based on factors like skills, effort, responsibility and working conditions using both quantitative and qualitative techniques. An effective job evaluation helps organizations attract and retain talent through fair compensation.
Selecting employees
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.
Selection Process In Human Resource Management - HRM
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.”
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Selection Process HRM
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 of Employees
Human Resource Management Subject
by: Art Christian V. Dimla
Master of Arts in Education, major in Education Management
Employee Testing and Selection ( chapter 6 )
After studying this chapter, you should be able to:
1: Explain what is meant by reliability and validity.
2: Explain how you would go about validating a test.
3: Cite and illustrate our testing guidelines.
4: Give examples of some of the ethical and legal considerations in testing.
5: List eight tests you could use for employee selection, and how you would use them.
6:Explain the key points to remember in conducting background investigations.
RECRUITMENT AND SELECTION
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.
Employee 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.
Job evaluation
The document discusses job evaluation and provides definitions, purposes, processes, techniques, factors and benefits of job evaluation. It summarizes that job evaluation is a systematic way to determine the relative worth of jobs in an organization in order to establish fair pay. It involves analyzing jobs and ranking them based on factors like skills, effort, responsibility and working conditions using both quantitative and qualitative techniques. An effective job evaluation helps organizations attract and retain talent through fair compensation.
Selecting employees
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.
Selection Process In Human Resource Management - HRM
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
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.
Job evaluation
This document discusses different concepts and methods related to job evaluation. It covers the following key points in 3 sentences:
Job evaluation involves systematically evaluating jobs within an organization based on factors like skills, effort, responsibility, and working conditions to determine their relative worth and establish a pay structure. Common methods of job evaluation include ranking, classification, factor comparison, and point methods which break jobs down and compare them based on compensable factors. The goal of job evaluation is to establish equity and fairness in compensation by objectively assessing the value of different jobs within an organization.
Recruitment & Selection Process By Big Ideas HR
The document discusses the recruitment and selection process at Big Ideas HR Consulting Pvt. Ltd. It defines recruitment as the process of searching and obtaining job applicants, and selection as differentiating between applicants to identify the most likely to succeed. The summary outlines the key steps in both processes, including planning, advertising, screening, interviews, testing, hiring decisions and evaluations. It concludes that the company follows defined recruitment and selection policies to acquire qualified employees, and has opportunities to improve through tools like psychometric testing.
Chapter 5 selection
The document discusses the selection process used by organizations to hire new employees. It describes the typical steps in the selection process as initial screening, application, testing, interview, background check, conditional offer, medical exam, and final offer. It emphasizes the importance of reliability, validity, and avoiding discrimination in the selection process. The goal is to select applicants that will perform well and be legal and fair.
Recruitment & Selection
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.
Selection
Selection involves choosing the most suitable job applicants through a multi-step process including screening applications, testing skills and abilities, interviewing candidates, checking references, conducting physical exams, and making a job offer. The goal is to identify those with the best chance of meeting performance standards while avoiding selection errors by rejecting qualified applicants or accepting those unlikely to perform well. An effective selection system balances ensuring good job fit with controlling costs through structured and valid screening methods.
Recruitment and selection
Selection is the most important function of HR as it ensures an organization hires the right people for the right jobs at the right time. The selection process involves multiple steps including preliminary interviews, tests, employment interviews, reference checks, physical examinations, and job offers. Different selection tools are used such as application forms, interviews, aptitude tests, and personality tests. An effective selection process is important as it provides qualified workers, reduces training costs, and avoids personnel problems.
Job analysis and design
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.
Recruitment & selection
This document discusses recruitment and selection. Recruitment is defined as attracting job applicants and involves determining an organization's present and future needs, increasing the candidate pool at low cost, and meeting legal obligations. The recruitment process has five stages: planning, strategy development, searching, screening, and evaluation. Selection is differentiating between applicants to identify those most likely to succeed, and involves preliminary interviews, tests, references, employment interviews, decisions, exams, and contracts. Sources of recruitment include current employees, referrals, former employees, applications, ads, walk-ins, consultants, and e-recruiting.
Chapter 8 Selecting Human Resources
1. The document discusses the process of selecting human resources, including receiving applications, interviewing, testing, background checks, and placing applicants in jobs.
2. It outlines the typical division of responsibilities in HR for selection and describes legal concerns around equal employment and ensuring selection practices are job-related.
3. The key aspects of selection covered include determining criteria and predictors of job performance, combining multiple predictors, and the overall selection process flow.
Job analyisis
Job analysis is the process of systematically investigating and recording the tasks, duties, responsibilities, skills and knowledge required to perform a job. It involves gathering data on jobs through methods like interviews, questionnaires and observations. This data is used for various human resource functions like recruitment, selection, training, performance appraisal and compensation. The key outputs of job analysis are the job description, which describes the job duties and responsibilities, and the job specification, which outlines the skills, qualifications and attributes required to perform the job. Regular review and updates of job analysis are needed to ensure accuracy of information.
Interviews in HRM
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.
Job Analysis and Rewards
This chapter discusses job analysis and rewards. It covers changing nature of jobs, job requirements analysis including job descriptions and specifications, competency-based analysis, and collecting job information. Key topics include defining job tasks and dimensions, assessing importance, identifying KSAOs, competencies that are job-spanning, and methods for collecting job analysis information from sources like job incumbents and supervisors. Competency models describe workforce requirements beyond specific jobs and are used for staffing, development, performance management and compensation.
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This document provides an overview of job evaluation. It defines job evaluation as a systematic way to determine the value or worth of a job in relation to other jobs in an organization. The document then outlines the typical process for job evaluation, including gaining acceptance, creating an evaluation committee, analyzing jobs, and describing jobs. It discusses two main methods of job evaluation: non-analytical/qualitative methods like simple ranking and grading, and analytical/quantitative methods like point and factor comparison methods. The factor comparison method, which quantifies job comparisons, is described as the most commonly used quantitative method.
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Recruitment and selection
The document discusses the recruitment and selection process. It defines recruitment as searching for qualified candidates and hiring them. The key steps in recruitment are establishing job requirements, sourcing candidates, screening, interviewing, making offers, and onboarding. Selection is defined as differentiating between applicants to identify those most likely to succeed. The main steps in selection are preliminary screening, testing, interviews, reference checks, making a selection decision, medical exams, making an offer, and final selection. Maintaining an effective recruitment and selection process is important for finding qualified candidates and reducing costs from bad hires.
Chapter 3 job analysis, strategic planning, job description and job specifica...
Job analysis is the systematic process of collecting information about jobs within an organization. It involves determining the tasks, duties, responsibilities, skills and qualifications required for each job. This information is then used to develop job descriptions and job specifications. Job analysis data helps inform important human resource functions like recruitment, training, performance management, compensation and safety. Common job analysis methods include questionnaires, observation, interviews and reviewing employee records. The critical information collected through job analysis includes work activities, physical and mental requirements, needed skills and qualifications.
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The document discusses recruitment, selection processes, and psychological testing used in hiring. It covers the key steps in recruitment including identifying job requirements, attracting candidates, screening applications, interviews and assessments. Selection methods like testing, interviews and background checks are explained. The uses, types, advantages and disadvantages of psychological testing in selection are also summarized.
Modern recruitment process
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.
Selection & Recruitment in HRM
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.
Group behaviour
The document discusses key concepts related to group behavior in organizations. It defines what a group is and describes different types of groups like functional, cross-functional, project, and virtual groups. It explains the typical stages of group development from forming to storming, norming, and performing. Important group concepts discussed include roles, norms, status, cohesiveness, communication roles, decision-making styles, and conflict resolution methods.
Market Research Report : ICT in Insurance Industry in India 2012
For the complete report, get in touch with us at : info@netscribes.com
ICT adoption in Insurance Industry is expected to witness a dynamic growth in the ensuing years. Currently, the adoption of ICT in insurance industry is undergoing through a dynamic growth rate owing to the growing complexities arising from huge customer base. Insurers primarily implement technology in the areas of customer service, data analytics and process management.
With the ongoing growth in customer base and daily transactions, insurers in India are gradually shifting their focus towards the adoption of ICT oriented tools, services and platforms. Till now, the ICT adoption in insurance industry has occurred in a phased manner, wherein it has exhibited a steady but impressive growth rate over the years. ‘Judging by the current scenario in the market, ICT spending by insurers in India stood at INR 76.17 bn in 2011 and is anticipated to grow at a CAGR of around 14% till 2015,” says Mr. Kalyan Banga, Product Manager at Netscribes. Maturing along with technology standards, the current ICT landscape within the insurance industry can be associated with rising demand and cut throat competition amongst the ICT vendors. Types and attributes of the solutions that experiences the most demand within the insurance sector have also changed over the years. “Primarily, technologies focused to provide better customer services are preferred the most. Analysis of colossal amount of data and information along with generating insights from these data are also experiencing exponential surge in demand. Advancement in the field of mobile technology and the immense popularity of social networking sites has also grabbed the attention of industry significantly,” noted Kalyan.
The report begins with a snapshot of the insurance industry which briefs about the facts and figures of insurers operating in India. It lists down the number of insurers operating in the sector along with the segmentation of public and private insurers. Hierarchy of the Indian insurance industry is well illustrated for which gives a brief highlight about the operational model of the industry. It also enlists the primary drivers and challenges for the overall insurance industry. “Primary reasons to propel the market forward comprises of young consumer segment, wide range of products, technological advancement and growing middle class, whereas the basic challenges faced by the sector are the tight premium rates and dependence on overseas re-insurers,” says Kalyan. Moving along the report features a section on the ICT in Insurance wherein the growth rate and spending on ICT is enlisted in great details. “IT spending basically comprises the costs associated with hardware, software and services while the telecom services mainly includes support and services,” added Kalyan. The report covers an explicit break up of IT expenses of insurers in terms of hardware, software and services.
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This document discusses different concepts and methods related to job evaluation. It covers the following key points in 3 sentences:
Job evaluation involves systematically evaluating jobs within an organization based on factors like skills, effort, responsibility, and working conditions to determine their relative worth and establish a pay structure. Common methods of job evaluation include ranking, classification, factor comparison, and point methods which break jobs down and compare them based on compensable factors. The goal of job evaluation is to establish equity and fairness in compensation by objectively assessing the value of different jobs within an organization.
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The document discusses the recruitment and selection process at Big Ideas HR Consulting Pvt. Ltd. It defines recruitment as the process of searching and obtaining job applicants, and selection as differentiating between applicants to identify the most likely to succeed. The summary outlines the key steps in both processes, including planning, advertising, screening, interviews, testing, hiring decisions and evaluations. It concludes that the company follows defined recruitment and selection policies to acquire qualified employees, and has opportunities to improve through tools like psychometric testing.
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The document discusses the selection process used by organizations to hire new employees. It describes the typical steps in the selection process as initial screening, application, testing, interview, background check, conditional offer, medical exam, and final offer. It emphasizes the importance of reliability, validity, and avoiding discrimination in the selection process. The goal is to select applicants that will perform well and be legal and fair.
Recruitment & Selection
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.
Selection
Selection involves choosing the most suitable job applicants through a multi-step process including screening applications, testing skills and abilities, interviewing candidates, checking references, conducting physical exams, and making a job offer. The goal is to identify those with the best chance of meeting performance standards while avoiding selection errors by rejecting qualified applicants or accepting those unlikely to perform well. An effective selection system balances ensuring good job fit with controlling costs through structured and valid screening methods.
Recruitment and selection
Selection is the most important function of HR as it ensures an organization hires the right people for the right jobs at the right time. The selection process involves multiple steps including preliminary interviews, tests, employment interviews, reference checks, physical examinations, and job offers. Different selection tools are used such as application forms, interviews, aptitude tests, and personality tests. An effective selection process is important as it provides qualified workers, reduces training costs, and avoids personnel problems.
Job analysis and design
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.
Recruitment & selection
This document discusses recruitment and selection. Recruitment is defined as attracting job applicants and involves determining an organization's present and future needs, increasing the candidate pool at low cost, and meeting legal obligations. The recruitment process has five stages: planning, strategy development, searching, screening, and evaluation. Selection is differentiating between applicants to identify those most likely to succeed, and involves preliminary interviews, tests, references, employment interviews, decisions, exams, and contracts. Sources of recruitment include current employees, referrals, former employees, applications, ads, walk-ins, consultants, and e-recruiting.
Chapter 8 Selecting Human Resources
1. The document discusses the process of selecting human resources, including receiving applications, interviewing, testing, background checks, and placing applicants in jobs.
2. It outlines the typical division of responsibilities in HR for selection and describes legal concerns around equal employment and ensuring selection practices are job-related.
3. The key aspects of selection covered include determining criteria and predictors of job performance, combining multiple predictors, and the overall selection process flow.
Job analyisis
Job analysis is the process of systematically investigating and recording the tasks, duties, responsibilities, skills and knowledge required to perform a job. It involves gathering data on jobs through methods like interviews, questionnaires and observations. This data is used for various human resource functions like recruitment, selection, training, performance appraisal and compensation. The key outputs of job analysis are the job description, which describes the job duties and responsibilities, and the job specification, which outlines the skills, qualifications and attributes required to perform the job. Regular review and updates of job analysis are needed to ensure accuracy of information.
Interviews in HRM
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.
Job Analysis and Rewards
This chapter discusses job analysis and rewards. It covers changing nature of jobs, job requirements analysis including job descriptions and specifications, competency-based analysis, and collecting job information. Key topics include defining job tasks and dimensions, assessing importance, identifying KSAOs, competencies that are job-spanning, and methods for collecting job analysis information from sources like job incumbents and supervisors. Competency models describe workforce requirements beyond specific jobs and are used for staffing, development, performance management and compensation.
Job evolution ppt
This document provides an overview of job evaluation. It defines job evaluation as a systematic way to determine the value or worth of a job in relation to other jobs in an organization. The document then outlines the typical process for job evaluation, including gaining acceptance, creating an evaluation committee, analyzing jobs, and describing jobs. It discusses two main methods of job evaluation: non-analytical/qualitative methods like simple ranking and grading, and analytical/quantitative methods like point and factor comparison methods. The factor comparison method, which quantifies job comparisons, is described as the most commonly used quantitative method.
Recruitment and selection presentation
A comprehensive presentation on Recruitment and Selection, which i prepared essentially for my students for Human Resource Management.
Recruitment and selection
The document discusses the recruitment and selection process. It defines recruitment as searching for qualified candidates and hiring them. The key steps in recruitment are establishing job requirements, sourcing candidates, screening, interviewing, making offers, and onboarding. Selection is defined as differentiating between applicants to identify those most likely to succeed. The main steps in selection are preliminary screening, testing, interviews, reference checks, making a selection decision, medical exams, making an offer, and final selection. Maintaining an effective recruitment and selection process is important for finding qualified candidates and reducing costs from bad hires.
Chapter 3 job analysis, strategic planning, job description and job specifica...
Job analysis is the systematic process of collecting information about jobs within an organization. It involves determining the tasks, duties, responsibilities, skills and qualifications required for each job. This information is then used to develop job descriptions and job specifications. Job analysis data helps inform important human resource functions like recruitment, training, performance management, compensation and safety. Common job analysis methods include questionnaires, observation, interviews and reviewing employee records. The critical information collected through job analysis includes work activities, physical and mental requirements, needed skills and qualifications.
Recruitment, Selection Process Methods And Steps,
The document discusses recruitment, selection processes, and psychological testing used in hiring. It covers the key steps in recruitment including identifying job requirements, attracting candidates, screening applications, interviews and assessments. Selection methods like testing, interviews and background checks are explained. The uses, types, advantages and disadvantages of psychological testing in selection are also summarized.
Modern recruitment process
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.
Selection & Recruitment in HRM
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.
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Chapter 3 job analysis, strategic planning, job description and job specifica...
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The document discusses key concepts related to group behavior in organizations. It defines what a group is and describes different types of groups like functional, cross-functional, project, and virtual groups. It explains the typical stages of group development from forming to storming, norming, and performing. Important group concepts discussed include roles, norms, status, cohesiveness, communication roles, decision-making styles, and conflict resolution methods.
Market Research Report : ICT in Insurance Industry in India 2012
For the complete report, get in touch with us at : info@netscribes.com
ICT adoption in Insurance Industry is expected to witness a dynamic growth in the ensuing years. Currently, the adoption of ICT in insurance industry is undergoing through a dynamic growth rate owing to the growing complexities arising from huge customer base. Insurers primarily implement technology in the areas of customer service, data analytics and process management.
With the ongoing growth in customer base and daily transactions, insurers in India are gradually shifting their focus towards the adoption of ICT oriented tools, services and platforms. Till now, the ICT adoption in insurance industry has occurred in a phased manner, wherein it has exhibited a steady but impressive growth rate over the years. ‘Judging by the current scenario in the market, ICT spending by insurers in India stood at INR 76.17 bn in 2011 and is anticipated to grow at a CAGR of around 14% till 2015,” says Mr. Kalyan Banga, Product Manager at Netscribes. Maturing along with technology standards, the current ICT landscape within the insurance industry can be associated with rising demand and cut throat competition amongst the ICT vendors. Types and attributes of the solutions that experiences the most demand within the insurance sector have also changed over the years. “Primarily, technologies focused to provide better customer services are preferred the most. Analysis of colossal amount of data and information along with generating insights from these data are also experiencing exponential surge in demand. Advancement in the field of mobile technology and the immense popularity of social networking sites has also grabbed the attention of industry significantly,” noted Kalyan.
The report begins with a snapshot of the insurance industry which briefs about the facts and figures of insurers operating in India. It lists down the number of insurers operating in the sector along with the segmentation of public and private insurers. Hierarchy of the Indian insurance industry is well illustrated for which gives a brief highlight about the operational model of the industry. It also enlists the primary drivers and challenges for the overall insurance industry. “Primary reasons to propel the market forward comprises of young consumer segment, wide range of products, technological advancement and growing middle class, whereas the basic challenges faced by the sector are the tight premium rates and dependence on overseas re-insurers,” says Kalyan. Moving along the report features a section on the ICT in Insurance wherein the growth rate and spending on ICT is enlisted in great details. “IT spending basically comprises the costs associated with hardware, software and services while the telecom services mainly includes support and services,” added Kalyan. The report covers an explicit break up of IT expenses of insurers in terms of hardware, software and services.
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Selection process in human resource management for MBA
- 1. Selection
- 2. Why careful selection is important • Performance • Cost • Legal Obligations
- 3. Basic testing concepts • Reliability – stability of measurement over time • Validity – measures what it is supposed to measure
- 4. How to validate a test • Analyze the job • Choose the tests • Administer the test • Relate test scores and criteria • Cross validate and revalidate
- 5. Testing program guidelines • Use tests as supplements • Validate the tests • Monitor your testing/selection program • Keep accurate records • Use a certified psychologist • Manage test conditions • Revalidate periodically
- 6. What tests do applicants like? • Tests that are fair • Good test practices • Obviousness of the link of the test to the job • Fairness in selection
- 7. Types of tests • Tests of cognitive Ability Intelligence tests Specific cognitive abilities
- 8. Types of tests • Motor and physical abilities
- 9. Types of tests • Achievement tests
- 10. Types of tests • Work samples and simulations
- 11. Types of tests • Personality tests What do the tests measure? The big five: extraversion, emotional stability, agreeableness, conscientiousness, openness to experience Do these tests predict performance?
- 12. Types of tests • Assessment centers – The in basket Leaderless group discussion Management games Individual presentations Objective tests The interview Effectiveness
- 13. Situational testing and video based situational testing
- 14. Background investigations • Legal eligibility • Dates of prior employment • Education • Identification
- 15. Background investigations Legal dangers: Defamation, privacy Making background checks more valuable: Include in application form signature authorizing background checks Rely on telephone references Persistence and attentiveness pays Compare application to resume Ask open ended questions Use references of candidates to get further references
- 16. Medical exam • Does applicant meet physical requirements? • Medical limitations • Baseline for future medical or insurance claims
- 17. Experiential exercise • A test for a reservation clerk
- 18. Interviews A selection interview is a selection procedure designed to predict future job performance on the applicants oral responses to oral inquiries.
- 19. Types of interviews • Structured • Unstructured
- 20. Types of interviews Situational questions Behavioral Questions
- 21. Types of interviews Panel Interviews Phone Interviews Video/Web – assisted interviews
- 22. Ways to make the interview useful • Structure the interview • Be careful what sort of traits you try to assess • Be aware of common interview errors: First impressions Not clarifying what the job requires Contrast error Pressure to hire Non verbal behavior and impression management Effect of personal characteristics Interviewer behavior
- 23. Designing the Interview • Analyze the job • Rate the jobs main duties • Create interview questions • Create benchmark answers • Appoint the interview panel and conduct interviews
- 24. Conducting an effective interview • Make sure you know the job • Structure the interview: Base questions on actual job duties, use job knowledge, situational or behavioral questions, use the same questions for all candidates, use descriptive rating scales • Get organized • Establish rapport • Ask questions • Take brief unobtrusive notes • Close the interview • Review the interview
- 25. Do’s and Don’ts Do’s Don’ts Ask open ended questions Ask questions which a candidate can answer Listen to candidates and encourage them to express thoughts clearly Put words in the applicants mouth Draw out the applicants and feelings by repeating the person’s last comment as a question Interrogate the applicant as if the person is on trial Ask for examples Monopolize the interview
- 26. Streamlined Interview Process • Prepare for the interview Knowledge and experience Motivation Intellectual capacity Personality factor • Formulate questions to ask in the interview Intellectual factor Motivation factor Personality factor • Conduct the interview Have a plan Follow the plan • Match the candidate to the job
Editor's Notes
- Will give good refs if want to get rid Do not want to damage chances Legal