The document details the selection process organizations use to hire candidates, emphasizing recent trends towards valuing candidate fit with company culture over traditional qualifications. It highlights innovative methods like gamification and serious games used by companies such as AXA and PwC to enhance candidate engagement and improve recruitment outcomes. It also discusses the importance of a realistic job preview and comprehensive evaluation in making informed hiring decisions, using case studies from various organizations to illustrate the effectiveness of these modern approaches.

1. Dhamodharan M
SELECTION

2. 
Selection - The process through which organizations make
decisions about who will or will not be allowed to join the
organization.

Selection begins with the candidates identified through
recruitment and with attempts to reduce their number to the
individuals best qualified to perform the available jobs. At the
end of the process, the selected individuals are placed in jobs
with the organization.
SELECTION

3. JOB - FIT | ORGANISATION -
FIT

4. Recent Trends in Interview

From selecting on skills to selecting on values and personality
For their core organisations are looking for talent where there is a good fit between
the values and the personality of the organisation and the values and the
personality of the candidates. Also organisations have personalities and what you
see emerging is methodologies to make the best fit between people and
organisations. Thus, there is a gradual shift towards hiring candidates who posses
skills rather than those who have degrees and certificates. Importance of formal
education through traditional educational channels is now taking a back seat.

Gamification in selection
Gamification is now entering selection as well. Candidates are asked to play a game
(e.g. The Wasabi Waiter) and the companies behind the games claim they can
make a valuable profile of the candidate based on his or her game behaviour and
results. Playing a game is a lot more fun than being interviewed by people who all
ask more or less the same questions (“What are your strong points?”).

5. Gamified assessments: These are traditional assessments enhanced with one or
more game elements such as storylines, progress indicators, feedback mechanisms,
interactive items, leaderboards, badges, levels, and multimedia. The intent is to
create a more vibrant experience that encourages candidates to continue through
the assessment process.
Serious games: These are intended to provide new ways of measuring an
individual’s behaviors and characteristics in a game environment. For example,
serious games can involve quests, challenges, or interaction with the game
environment to progress through various levels. The theory is that you can collect
valuable information about people by seeing how they play a game.
Multimedia simulations: These create a virtual environment to test real life job
situations. By simulating work behaviors and contexts, simulations can also provide
a realistic preview of the job.

6. CASE STUDY – AXA (Gamified assessments)

The global insurance brand, AXA Group, has implemented gamification into its hiring process through
a tool called Knack which builds various types of assessment games to identify candidate strengths,
abilities, and personality traits that might not be apparent in an interview or on a resume. Games like
Wasabi Waiter and Balloon Brigade, to name a few, collect several megabytes of data on candidates
to compare to successful employees already within the company.

Guy Halfteck, the CEO of Knack, the company that makes the video game Balloon Brigade and other
games that serve as hiring tests, says that micro-behaviors like finger hesitation are tracked by these
games and leave behind "digital breadcrumbs" to create a profile of a person.

"Those breadcrumbs show us and tell us about how you think, how you problem solve, and how you
persist," says Halfteck. "Do you have the grit to deal with challenges? The game becomes very
challenging and frenetic at some points."

The game collects these "digital breadcrumbs" to create a big data profile, which is then used to
determine what kind of worker you will be. If an individual does well at both the game and the job they
are hired for, human resources departments will look to hire more individuals that have similar game
scores. For example, by playing the game Wasabi Waiter, which has players act as digital waiters and
deliver sushi in a crowded restaurant, the game was able to accurately predict which scientists were
open to new ways of thinking and had a high threshold for discipline.

7. CASE STUDY - PwC, Hungary (Serious Game)

Accounting and consulting firm Pricewaterhouse Coopers wanted to see
if it could do a better job with recruiting and retention. At the firm’s
Hungary location, the human resources department set goal of more
fully engaging its job candidates during the search process.

Job candidates were passing through the PwC website too quickly,
spending 10 minutes or less. PwC believed a more engaged candidate
pool would yield better candidates, and would also result in workers who
would stay on with the company longer after they had been hired.

PwC turned to a serious game called Multipoly (the name is a play on
the popular board game “Monopoly”). The game allows job candidates
to see just how ready they are to work at PwC by placing them on teams
and presenting them business problems similar to those they would
encounter on the job.

8. 
Multipoly a 3D online game simulating a 1 year long internship programme within 12
days. They start with an entry exam based on a video about PwC. If they pass, they
create their profile which enables them to track measures based upon the
competencies which inform the game - knowledge, reliability, loyalty and networking.

Players get 20 activity points per day on mandatory exercises and optional situations
depending on the points they would like to increase. They get set different exercises
in different parts of the virtual offices. Some of these cover spots, social
responsibility etc, not just about accountancy, so candidates get a true picture of the
complexity which makes up employment with the firm.

After a simulated job interview, candidates can try out roles such as consultant,
senior consultant, and manager. Job candidates must use business acumen, digital
skills, and relational skills in order to play the game.

People log in using their Facebook account so you can see more information about
them, and achievements get pasted on their Facebook wall. The achievements also
get converted to real prizes including a trip for two to New York.

9. 
Noemi Biro, PwC Hungary’s regional recruitment manager, tells Forbes that
candidates who played Multipoly were better prepared for live face-to-face interviews
because the game informed and prepared them for PwC by emphasizing the skills
needed for success at the firm.

As a recruitment tool, the game proved to be a massive improvement over the PwC
career page. Some job candidates spent less than 10 minutes on the PwC website.
By comparison, job candidates spent as much as 90 minutes playing Multipoly. Since
introducing the game, PwC reports that the job candidate pool has grown 190
percent; users reporting interest in learning more about working at PwC increased by
78 percent.

Over 1000 people participated in 2014. Applications have increased from 1600 to
over 3000 per year over the three years. It works because it provide competition,
learning and social connection.

But just as important, Forbes says, job candidates who were hired after playing
Multipoly made the transition to the company employee more easily. That’s because
they already had a taste of PwC’s company culture from playing the game.

10. CASE STUDY - Maersk Drilling (Simulation)

Maersk Drilling is a drilling rig operator based in Copenhagen,
Denmark. It is a subsidiary of the A.P. Moller – Maersk Group,
established in 1972. Maersk Drilling is one of the A.P. Moller –
Maersk Group's core businesses.

Maersk Drilling want to double the size of the company -
requiring 3000 people, doubling the size of the company, in five
years, and in a well paid, competitive sector.

Anja Andersen and Frederik Tukk described the development
of their recruiting site from a traditional page of vacancies
where people spent less than a minute on average. They didn't
want to go into social media as their management team
thought this was unprofessional and for kids but eventually

11. From fixed jobs to fluid roles
Organisations are more creatively using the opportunities
of a more flexible workforce. It helps to think less in terms of jobs
and more in terms of assignments. There is an assignment to be
done, and how can we quickly find the best possible people who can
(and want to) do the assignment?Organisations are less organised
around fixed jobs, and more around flexible teams, that look for
suitable candidates in the internal- and external talent pool. An
example of a solution that can be used to establish teams with
people that together have the skills and the motivation to get the
assignment done, is Part-up. Indian example – DoPartTime.
Technology-based sourcing like algorithm based portals (Belong),
sourcing through data crawling, video interview based selection
process, tracking behaviour and skills on social media are other

12. Belong.co
Outbound
Hiring is a
targeted,
candidate-
focused
approach that
coordinates
personalized
talent
acquisition
and business
efforts to hire

13. Clever & Automatic Candidate Selection
Humans are not very good at selection. The
combination human and machine can improve the quality of
selection a lot. If you are coding software, you feed the machine with
a piece of code you have written, and then the machine will
determine how good you are, and in what type of team you will fit
and add value, as teams have different coding styles. No cv, no
diploma, just some of the work you have done. Some examples
here: Codility, DevScore, Harver, PredictiveHire, and Seedlink.
Indian example – TechGig, Interview Mocha

14. COMPREHENSIVE
INTERVIEWInterview Effectiveness
Non-Traditional interview,
UnStructured Interview,
Situational interview,
Stress interview. Be
Unconventional
Impression Management
Influencing performance
evaluations by portraying
an image desired by the
appraiser.
The Behavioral Interview
Observing job candidates
not only for what they say
but for how they behave.

15. CASE STUDY - Heineken

On May 25th, 2013, Heineken needed to hire an intern for its Event &
Sponsorship Marketing team to prepare for the Champions League final.
Heineken received a staggering 1,734 applications for this position.
They faced the question how to choose a right talent amongst 1,734
candidates, who not only have good knowledge but also suitable
behaviour, thinking style and interests to do the job. Finally Heineken
decided not to follow a very strict hiring policy and selected the man who
could handle such a responsibility and to take an unconventional route.

As you can watch in the video clip, the interviews were designed to help
the brand identified the right talent by getting applicants out of their
comfort zone and then putting them into unusual circumstances. This
recruitment campaign of Heineken named “The Candidate” which was
video compilation of secretly filmed job interviews.

16. 
Rather than asking questions about business knowledge, experiences,
Heineken decided to assess their applicants’ personalities such as
confidence and resourcefulness, wit, attitude…and ability to respond to
three given unusual circumstances. First up, the boss got up-close and
personal with them and held their hands and soon after the boss
"collapsed" and the interviewees had no option but to try and revive their
boss. Finally, a fire-alarm sounded and on their way out, they were
forced to help and rescue a stranded Heineken employee from the roof.
How the candidates responded to these incidents determind who had
the right behaviors, thinking style and interests needed to work in the
Heineken marketing department.

The winner of the "The Candidate" is Guy Luchting. He is from Germany
and he is studying Hospitality Management in the Netherlands. Luchting,
started his internship with Heineken on 12th February, 2013.

17. Lessons / Impact

By changing the interview structure, Heineken demonstrated that they could
engaging future employees. The campaign successfully grabbed the interest of
future employees. Heineken reported a >279% traffic increase to their HR sites and
>317% increase in CV’s submitted after campaign launch. Furthermore, this
campaign also influenced positively on current employees: 91% of Heineken
employees watched the video and found it stimulating for their job.

This recruitment campaign of Heineken is said to be very successful not only in
recruitment process but also in branding. Many advertising experts said that this was
a very brilliant campaign which promoted the fame of Heineken brand around the
world. The campaign fits right in with the brands attitude of ‘Open your World’.
Through the various stages of the campaign it not only managed to make candidates
look beyond the ordinary but also gave the outside world a glimpse into its culture,
thereby strengthening the reputation of beer is fun.

18. •
Nowadays, 90% candidates make up their CV when they apply for a job (Business
Harvard Review), the candidates also can “act” very well in the interview even the
experienced interviewer could not realize.

Besides that, we can say that almost hiring decision of the traditional recruitment
process still based on the subjective judgment and the feelings of the interviewer or
the first impression of the interviewee to the interviewer. These things usually lead to
wrong hiring which can see in the increase of turnover rate, ineffective working
employees, low employees engagement.

According to a study of Harvard University, the factor that decides successfulness of
engagement of an employee in a position is the job fit, not knowledge or
experiences.

Hence, bringing some innovation to the traditional recruitment process is what
companies should start thinking of if you want to find out the right talent for the
company and avoid wrong hiring. Knowing candidates very well can help companies
recruit and retain talents. In other words, by understand candidates’ personalities,
thinking style, behaviors and interests, companies can increase the rate of right
hiring and fix mentioned problems of wrong hiring.

19. Realistic Job Preview & Job
Offers
Realistic Job Preview (RJP)
A selection device that allows
job candidates to learn
negative as well as positive
information about the job and
organization. Instrumental in
reducing voluntary turnover
and its associated costs.
 Conditional Job Offer
A tentative job offer that becomes permanent after
certain conditions are met. The conditional job
offer implies that if everything checks out; the
conditional nature of the job offer will be
removed and the applicant will be offered the
job.

20. Job Offers
Individuals who perform successfully in the preceding steps are now considered
eligible to receive the employment offer. For administrative purposes the offer
typically is made by an HRM representative, but the actual hiring decision should be
made by the manager in the department where the vacancy exists. This is
recommended for two reasons. First, the applicant will be working for this manager,
which necessitates a good fit between boss and employee. Second, if the decision
is faulty, the hiring manager has no one else to blame.
In comprehensive selection, all applicants complete every step of the selection
process, and the final decision is based on a comprehensive evaluation of the
results from all stages. The comprehensive method is more realistic. It recognizes
that most applicants have weaknesses as well as strengths. But it is also more
costly because all applicants must go through all the screening hurdles.

21. SELECTION PROCESS
INDIAN DEFENCE FORCES

22. NDA – NATIONAL DEFENCE
ACADEMY

23. NDA – SELECTION PROCESS
Qualities that they look for :-
To become an officer , one is expected to possess certain
qualities like., Leadership ,
Team work ,
Decision making and
Volunteering etc.,
The various tests and procedures are designed in such a way that it
tests the candidates for these essential qualities .

24. Pre-requisites & Eligibility criteria …
* Eligibility criteria * Physical Qualification
Height , Weight , Chest ,
Tattoos etc .
* Medical criteria * Citizenship
ENT , Dental , Eyesight Nationality
and other medical conditions .

25. Selection Process / Procedure
* Apply Online
* Written Exam – 2 parts .
Part 1 – Maths – 300 marks , 120 Ques. , 2hrs30mins .
11th
& 12th
maths and general apti stuffs . Negative marking = 0.33
Part 2 – GAT ( General Ability Test )
Section A – English – 200 marks , 50 Ques .
Section B – General Knowledge – 400 marks , 100 Ques .

26. If Written exam is cleared , then the candidate is called for
the SSB ( Services Selection Board ) interview .
A highly tough and strenuous selection process for 5 days .
Various Intelligence tests and Personality tests are
conducted .

27. Detailed view …
 Day Zero – Reporting , Formalities and Documents verification .
 Day One – Screening Test – Stage 1
Officer Intelligence Rating (OIR) test – Written exam approx 54-55 ques on
simple logical , analytical , linguistic and mathematics to test the general
common sense of the candidates .
Picture Perception & Description test (PP & DT) – A blurred picture is shown
and candidates should make a story about it , narrate it , discuss it with other
group members and make a common story .
Results are announced on the same day and those who fail are sent back .

28.  Day 2 – Psychology tests – Stage 2
Thematic Apperception Test (TAT) – Similar to PP&DT , but
clear images are shown .
Word Association Test (WAT) – Candidates are shown a word
for 15 secs and within this time , they should write the first
thought that pops up in their mind related to that word . 60 words
will be given .

29.  Day 3 and Day 4 – GTO – (Group testing officers) task
Tests like Group discussion (GD) , Group planning , Progressive group tasks ,
individual obstacles & group obstacles race etc ., are conducted .
Candidates are divided into different groups and are given tasks that should be
completed with the help and support of each other .
 Day 5 – Conference
On final day , just one conference where candidate has to appear in front of
the panel which consists of all the board examiners , psychologists , GTOs ,
technical officers etc . Candidates are asked general questions .

30. Results will be declared within half-an-hour , after the completion of
the conference .
Those who cleared , will stay for medical examination and the
others can leave .
*Personal interview will happen at anytime in the evening or
afternoon .
In the medical tests , which takes around 4-5 days ., and some
candidates are rejected here .
Then , final merit list is prepared and the candidate is selected .