Before the interview: How to successfully screen candidatesMarina Dawson
This session will give you the tools you need to successfully manage the shortlisting and candidate screening process, including how to: appreciate the value of initial screening in the hiring process; understand what legal considerations need to be taken into account in the screening process; recognize rater biases and how various biases influence hiring decisions; avoid the pitfalls of social media screening; identify factors that can lead to a better hire; and develop and use rating grids for improved shortlisting.
To view the full one-hour webinar, including audio, visit: https://charityvillage.com/elearning/webinars/past-webinars/-how-to-successfully-screen-candidates.aspx.
In this presentation, we will discuss the selection procedure of personnel, wherein we will try to understand the meaning of a designation in a profession, sources of job information, job analysis, techniques used in job analysis and job evaluation method.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
group presentaion on 17 sept 2012 at karachi university subject Humen resource managment........ Hassan Khokher,Muhammad Waqas Rafiq,Muhamad waqas Raza.Waqar Ahmed.Husnain.......
Before the interview: How to successfully screen candidatesMarina Dawson
This session will give you the tools you need to successfully manage the shortlisting and candidate screening process, including how to: appreciate the value of initial screening in the hiring process; understand what legal considerations need to be taken into account in the screening process; recognize rater biases and how various biases influence hiring decisions; avoid the pitfalls of social media screening; identify factors that can lead to a better hire; and develop and use rating grids for improved shortlisting.
To view the full one-hour webinar, including audio, visit: https://charityvillage.com/elearning/webinars/past-webinars/-how-to-successfully-screen-candidates.aspx.
In this presentation, we will discuss the selection procedure of personnel, wherein we will try to understand the meaning of a designation in a profession, sources of job information, job analysis, techniques used in job analysis and job evaluation method.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
group presentaion on 17 sept 2012 at karachi university subject Humen resource managment........ Hassan Khokher,Muhammad Waqas Rafiq,Muhamad waqas Raza.Waqar Ahmed.Husnain.......
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 HRM , initial screening in HRM, application completing in HRM, pre employement test in HRM, Comprehensive or Major interview in HRM, background and medical investigation in HRM
Selection process in human resource management for MBAPREETI BATRA
selection process in human resource management defines various modes of selection which is helpful in MBA for better understanding or to clear the concepts. it is also helpful to give presentation on this topic.it is helpful to do job in hr in any company. you can do better if your concept clear.
This presentation will help you find information regarding selection which is a quintessential factor determining the success of a company. There are some practical examples added. hope the viewers find it useful ! please do like and follow. Thanks
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Selection and Appointment".
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 HRM , initial screening in HRM, application completing in HRM, pre employement test in HRM, Comprehensive or Major interview in HRM, background and medical investigation in HRM
Selection process in human resource management for MBAPREETI BATRA
selection process in human resource management defines various modes of selection which is helpful in MBA for better understanding or to clear the concepts. it is also helpful to give presentation on this topic.it is helpful to do job in hr in any company. you can do better if your concept clear.
This presentation will help you find information regarding selection which is a quintessential factor determining the success of a company. There are some practical examples added. hope the viewers find it useful ! please do like and follow. Thanks
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Selection and Appointment".
Recruitment and selection powerpoint presentationAndrew Schwartz
Having the highest performing employees is critical for the success of an organization but too often the best candidates can be hidden among stacks of scripted resumes. Hiring managers must learn strategies to find and select the right candidate. The Recruitment and Selection Powerpoint Presentation offers slides on topics such as: 27 points on creating a recruitment strategy, 24 slides on methods of recruiting, 10 tips for how to review resumes, 5 slides on evaluating interviews, 5 points on making the final decision, 17 points on assessing recruitment and selection strategies including 3 steps on how to benchmark these strategies, 15 slides on training and retention including 6 tips to increase retention and 8 tips for implementing training programs, 6 slides describing the legal issues, 4 slides for final action steps and much more. Royalty Free - Use Them Over and Over Again. Once purchased, download instructions will be sent to you via email. (PC and MAC Compatible).
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.
This is the worksheet part of the presentation for Making Marketing Sexy. It includes the persona worksheet, use case worksheet as well as value statement creation worksheet.
Similar to Selection Process in HR - Unitedworld School of Business (20)
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
2. ANNOTATED OUTLINE
INTRODUCTION
Selection is the process of picking individuals who have relevant
qualifications to fill jobs in an organization. Selection is much more
than just choosing the best candidate. It is an attempt to strike a
happy balance between what the applicant can and wants to do and
what the organization requires.
Selection
3. ESSENTIALS OF SELECTION
Selection
Picking individuals possessing relevant qualifications
Matching job requirements with the profile of candidates
Using multiple tools and techniques to find the most suitable
candidates capable
Of achieving success on the job
4. Selection
The Process
The Process of Selection
Reception
Screening Interview
Application blank
Selection Tests
Selection Interview
Medical Examination
Reference Checks
Hiring Decision
Selection is usually a series of hurdles or steps. Each one must be
successfully cleared before the applicant proceeds to the next
5. Selection
Reception
A warm, friendly and courteous reception is extended to candidates
with a view to create a favourable impression. Employment
possibilities are also communicated honestly and clearly
Screening interview
The HR department tries to screen out the obvious misfits through this
courtesy interview. A prescribed application form is given to
candidates who are found to be suitable.
Application blank
It is a printed form completed by job aspirants detailing their
educational background, previous work history and certain personal
data.
The Process of Selection
6. Contents Of Application Blank
Selection
Personal data (address, sex, identification marks)
Marital data (single or married, children, dependents)
Physical data (height, weight, health condition)
Educational data (levels of formal education, marks, distinctions)
Employment data (past experience, promotions, nature of duties, reasons for
leaving previous jobs, salary drawn, etc.)
Extra-curricular activities data (sports/games, NSS, NCC, prizes won,
leisure-time activities)
References (names of two or more people who certify the suitability of an
applicant to the advertised position)
7. Selection
Sample Application Blank
N a m e : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
A d d r e s s : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
P h o n e N u m b e r ( R e s ) : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
E d u c a t i o n
C o l l e g e / U n i v e r s i t y A t t e n d e d : _ _ _ _ _ _ _ _ _ _ _ _ H i g h e s t D e g r e e ( a ) B A / B S c / M A / M S c / M B A / M C o m
( b ) B E / B Te c h / M T e c h
( c ) A n y o t h e r
H i g h S c h o o l A t t e n d e d : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
W o r k E x p e r i e n c e ( L i s t m o s t r e c e n t j o b s f i r s t )
N a m e o f t h e O r g a n i s a t i o n :
G r o s s S a l a r y : _ _ _ _ _ _ _ _ _ _ _ _ _ _ ( a n n u a l ; b e s u r e t o i n c l u d e a n y b o n u s e s o r c o m m i s s i o n e a r n e d )
J o b T i t l e : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
N a m e o f L a s t S u p e r v i s o r : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
M a y w e c o n t a c t t h i s s u p e r v i s o r ? Y e s / N o
R e a s o n ( s ) f o r L e a v i n g : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
N a m e o f O r g a n i s a t i o n : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ D a t e o f E m p l o y m e n t : _ _ _ _ _ _ _ f r o m t o _ _ _ _
G r o s s S a l a r y : _ _ _ _ _ _ _ _ _ _ _ ( a n n u a l ; b e s u r e t o i n c l u d e a n y b o n u s e s o r c o m m i s s i o n e a r n e d )
J o b T i t l e : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
N a m e o f L a s t S u p e r v i s o r : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
M a y w e c o n t a c t t h i s s u p e r v i s o r ? Y e s / N o
R e a s o n ( s ) f o r L e a v i n g : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
N a m e o f O r g a n i s a t i o n : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ D a t e o f E m p l o y m e n t : _ _ _ _ _ _ _ f r o m t o _ _ _ _
G r o s s S a l a r y : _ _ _ _ _ _ _ _ _ _ _ ( a n n u a l ; b e s u r e t o i n c l u d e a n y b o n u s e s o r c o m m i s s i o n e a r n e d )
J o b T i t l e : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
N a m e o f L a s t S u p e r v i s o r : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
M a y w e c o n t a c t t h i s s u p e r v i s o r ? Y e s / N o
R e a s o n ( s ) f o r L e a v i n g : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
W o r k s k i l l s
1 . L i s t a n y j o b - r e l a t e d l a n g u a g e s y o u a r e a b l e t o s p e a k o r w r i t e : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
2 . L i s t a n y j o b - r e l a t e d c l e r i c a l ( e . g . , t y p i n g ) o r t e c h n i c a l s k i l l s ( e . g . , c o m p u t e r p r o g r a m m i n g ) t h a t y o u
h a v e :
A . _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ B . _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
C . _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
A d d i t i o n a l I n f o r m a t i o n
I n c a s e o f a n e m e r g e n c y , p l e a s e c o n t a c t .
N a m e : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
A d d r e s s : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
T e l e p h o n e : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
I u n d e r s t a n d t h a t f a l s i f i c a t i o n o f i n f o r m a t i o n i s g r o u n d s f o r d i s m i s s a l .
I u n d e r s t a n d t h a t m y e m p l o y m e n t a t t h e c o m p a n y m a y b e d i s c o n t i n u e d a t a n y t i m e f o r a n y r e a s o n
e i t h e r b y m y s e l f o r b y t h e c o m p a n y .
I a g r e e t o s u b m i t t o a d r u g a n d / o r a l c o h o l t e s t a s a c o n d i t i o n o f e m p l o y m e n t .
S i g n a t u r e D a t e
8. Selection
Weighted application blank
The items that have a strong relationship to job performance are
given numeric values or weights so that a company can cross-
compare candidates with more or less similar qualifications on
paper
The Process of Selection
Weighted Application Blank
It is a printed form completed by candidate wherein each item is weighted and
scored based on its importance as a determinant of job success
It helps a company to cross-compare candidates having more or less similar
qualifications and reject those not meeting the job criteria strictly
On the negative side, it is difficult to develop an appropriate WAB, the exercise
could be quite costly, and it needs frequent updating so as to be in line with
changing job requirements.
9. SELECTION TESTING
A test is a standardized, objective measure of a sample of behaviour.
Selection tests are increasingly used by companies these days because
they measure individual differences in a scientific way, leaving very little
room for Individual bias.
Selection
10. Selection
Selection Tests
Intelligence test
Aptitude test
Personality test
Projective test
Interest test (Strong-Campbell inventory)
Preference test (JDS: Hackman & Oldham)
Achievement test (E.g. a Shorthand test)
Simulation test
Assessment centre
The in basket
The leaderless group discussion
Business games
Individual presentations
Graphology test
Polygraph test
Integrity test
11. A. Intelligence tests: They measure a candidate’s learning ability
and also the ability to understand instructions and make
judgements. They do not measure any single trait but several
mental abilities (memory, vocabulary, fluency, numerical ability,
perception etc)
B. Aptitude tests: They measure a candidate’s potential to learn
clerical, mechanical and mathematical skills. Since they do not
measure a candidate’s on the job motivation, they are generally
administered in combination with other tests.
C. Personality tests: They measure basic aspects of a candidate’s
personality such as motivation, emotional balance, self
confidence, interpersonal behaviour, introversion etc.
Projective tests: These tests expect the candidates to interpret
problems or situations based on their own motives, attitudes, values
etc (interpreting a picture, reacting to a situation etc)
Selection
SELECTION TESTING
12. Interest tests: These are meant to find how a person in tests
compares with the interests of successful people in a specific job.
These tests show the areas of work in which a person is most
interested.
Preference tests: These tests try to compare employee preferences
with the job and organisational requirements.
Selection
SELECTION TESTING
D. Achievement tests: These are designed to measure what the
applicant can do on the job currently, ir., whether the testee
actually knows what he or she claims to know.
E. Simulation tests: Simulation exercise is a test which duplicates
many of the activities and problems an employee faces while at
work.
F. Assessment centre: It is a standardised form of employee
appraisal that uses multiple assessment exercises such as in
basket, games, role play etc and multiple raters.
13. The in-basket: From out of reports, memos, letters etc placed in the
in-basket, a candidate is supposed to initiate relevant actions within a
limited period of time.
The leaderless group discussion: This exercise involves groups of
managerial candidates working together on a job related problem so
as to measure skills such as oral communication, tolerance, self-
confidence, adaptability, etc.
Business games: Here participants try to solve a problem, usually as
members of two or more simulated companies that are competing in
the market place
Individual presentations: In this case the participants are given a
limited amount of time to plan, organise and prepare a presentation on a
given topic.
Selection
SELECTION TESTING
14. Selection
Evaluation of the assessment
centre technique
+points - points
The flexibility of form and content --expensive to design
The use of a variety of techniques --difficult to administer
Standardised ways of interpreting behaviour --blind acceptance of data may
Pooled assessor judgements not be advisable
Content validity and wider acceptance
Performance ratings are more objective
15. G. Graphology tests: Here a trained evaluator tries to examine the
lines, loops, hooks, strokes, curves etc in a person's handwriting
to assess the person's personality and emotional make-up.
H. Polygraph : It is a lie detection test. During the test, the operator
records the respiration, blood pressure and perspiration of the
subject as he or she responds to s series of questions posed to
elicit the truth.
I. Integrity tests: these are designed to measure employee's
honesty to predict those who are more likely to indulge in
unacceptable behaviour
Selection
SELECTION TESTING
16. Tests help uncover qualifications and talents that cannot be predicted
otherwise. They offer unbiased information regarding potentially
sound candidates. However, they suffer from sizeable errors of
estimate. It is difficult to elicit truthful responses from testees.
Standards for Selection Tests
To be useful, tests must meet certain requirements such as reliability,
validity, suitability, preparation, standardisation etc.
Selection
Tests as Selection Tools
17. Standards For Selection Tests
Reliability: the ability of a selection tool to measure an attribute consistently;
When a test is administered to the same individual repeatedly, he should get
Approximately identical scores.
Validity: the extent to which an instrument measures what it intends to measure;
In a typing test, validity measures a typist’s speed and accuracy.
Suitability: a test must fit the nature of the group on which it is applied
Usefulness: exclusive reliance on any single test should be avoided
Standardisation: norms for finalising test scores should be established
Qualified people: tests demand a high level of professional skills
Selection
18. Selection testing is quite popular in India and several global giants
have been using the same to good advantage, such as Siemens
India, LG Electronics, and PepsiCo India etc.
Selection
Selection Testing in India
19. Selection Practices Of Global Giants
Selection
1. 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.
2. 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 ascertain a
person’s responsiveness and assertiveness.
3. Arthur Anderson: While evaluating candidates, the company conducts critical
behavioural interviewing which evaluates the suitability of the candidate for the
position, largely based on his past experience and credentials.
4. 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
strategising, lateral thinking, problem solving, managing the environment.
These apart, Pepsi insists that to succeed in a global posting, these individuals
possess strong functional knowledge and come from a cosmopolitan background.
20. Interview is an important source of information about job applicants. Several
types of interviews are used , depending on the nature and importance of the
position to be filled within an organisation.
Selection
Selection Interview
21. Types Of Selection Interviews
The nondirective interview: the recruiter asks questions as they come to mind
The directive or structured interview: the recruiter uses a predetermined set of
Questions that are clearly job-related
The situational interview: the recruiter presents a hypothetical incident and asks
The candidate to respond
The behavioural interview: the focus here is on actual work related incidents and
The applicant is supposed to reveal what he or she did in a given situation
Stress interview: the recruiter attempts to find how applicants would respond to
Aggressive, embarrassing, rule and insulting (at times) questions
The panel interview: three or four interviewers pose questions to the applicant and
Examine the suitability of the candidate
Selection
22. These include: favouritism, failure to establish rapport with candidates, not
being Able to ask right questions, resorting to snap judgements, showing
leniency, being Influenced by cultural noise, stereotyping,, bias, halo effect,
being influenced by The body language of the candidate, candidate—order
error etc.
Selection
Interviewing Mistakes
23. Selection
Snap judgements: deciding the applicant's suitability quickly based on the
early impression
Leniency: the tendency to rate employee high or excellent on all criteria
Stereotyping: attributing characteristics to individuals based on their inclusion
or membership in a particular group
Bias: allowing the ratings to be influence by the personal likes and dislikes
Halo effect: a single important trait of a candidate affects the judgement of the
rater ( like “athletes make good sales people”)
Candidateorder error: the order in which a rater interviews candidates could
influence ratings sometimes
Interviewing Mistakes
24. Interview Process
Selection
Interviewing is an art and involves a number of sequential steps
such as adequate preparation, proper reception, democratic
exchange of information, termination of interview in an appropriate
manner and objective evaluation of responses, records and other
relevant facts.
Preparation
Reception
Information exchange
Termination
The Interview Process
25. Selection
Medical Examination And
Reference Checking
Medical evaluation and reference checking are routinely undertaken
by leading companies these days to learn more about the
candidate’s general health, social behaviour, interpersonal skills,
punctuality and honesty etc.