4.Selection (E )

8/3/2019 4.Selection (E )

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Selection

Chapter 4

Resource Person: Furqan-ul-haq Siddiqui

Reference Books:

Human Resource Management ( Gary Dessler)

Human Resource Management (Mondy)

Human Resources and Personnel Management ( Keith Davis)


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Selection

The process of choosing best

suited candidate from a group

of applicants for a particular

position in an organization.

Process used to decide which

recruits should be hired.

Recruitment + Selection=

Employment Function


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Why Careful Employment Function is

Important

Costly- Recruiting and hiring employees is costly.Time & Resources Required

Interdependent Behavior- Organizational performancealways depends in part on subordinates having the rightskills and attributes

Proper Matching People With Job

Legal Consideration-The legal implications of

incompetent hiring, EEO, pay limits, Quotas etc. Negligent hiring- The liability on an employer incurs

when it fails to conduct a reasonable investigation of anapplicants background and hires person with questionable

background.


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Avoiding Negligent Hiring Claims

Scrutinizing-Carefully scrutinize information supplied bythe applicant on his orher employment application.

Reference check-Get the applicants written authorization

for reference checks, and carefully check references.

Saving of information- Save all records and information

you obtain about the applicant.

False Statement Conviction-Reject applicants who make

false statements of material facts or who have conviction

records for offenses directly related and important to the job

in question.


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Steps of Selection Process

1 Initial Screening/Short listing2 Test Call/Advertisement/Announcement

3 Employment Tests

4 Selection Interview

5 References & Background Checks

6 Medical Evaluation

7 Supervisory Interview

8 Realistic Job Previews

9 Hiring Decision/Job Offer

RejectedApplicants


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Pre-employment Testing

Intelligence Quotient Tests

Aptitude TestsPersonality and Interest TestsLanguage Proficiency Test


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1.Initial Screening

1st step of selection process in which

job inquiries are sorted. Application blanks- It collects

essential information in standardized &uniform format.

Critical Aspects

The applicant certifies

The applicant agrees/authorizes

A written Evidence

Determine whether minimum

qualifications for job are met.

Judge the presence or absence ofcertain job-related attributes

Name:____________________Education:_________________

__________________________

Work Experience:___________

__________________________

Work Skills_________________

References:_______________Undertaking:_____________


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Red flag Warning signs that may require furtherinvestigation. Potential problem areas concerning the

applicant

Time gaps in employment

Vague answers

Vague reasons for leaving previous jobs

Inconsistencies in salary history

Preliminary Interview

Removes obviously unqualified individuals.Ask a few straightforward questions.

To determine if there is a match between individual and theposition.

May qualify to work in other open positions.


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Short listing- Applicants having no red flag entry, duly

completed forms & fulfilling job requirements are shortlisted for further process.

2.Test Call/Advertisement/Announcement

To inform candidates about date, venue, type of test &

other general instructions regarding test.

By Post/E-mail

Phone callNews papers

Website

Circular/memorandum


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3.Employment Tests

Employment tests are devices, used to assess thematch between applicants and job requirements.

i. Cognitive aptitude

ii. Psychological Tests

iii. Job Knowledge

iv. Performance Simulation Tests.

v. Vocational interests

vi. Attitude & honesty Tests

vii. Genetic Tests

viii. Graphoanalysis

ix. Polygraphs


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Cognitive Aptitude Test-

Tests that measure general reasoning abilitymemory, vocabulary, verbal fluency, and

numerical ability.

Psychological Tests-

Tests that measure personality traits,

temperament &life style etc.

Job-Knowledge Tests-

Tests designed to measure a candidate's

knowledge of the duties of the job for which he

or she is applying.


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Performance Simulation Tests-

Measures the ability of applicants to perform theactual work for which they are hired.

Work Sampling-

A selection device requiring an applicant to performa small segments that are representative of a

particular job.

Assessment Centers-A place where performance simulation tests are

administrated to assess candidates in number of

dimensions.


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Vocational interest Test-

A method of determining the occupation in which aperson has the greatest interest and from whichhe

person is most likely to receive satisfaction.

Used for career counseling and vocational guidance.Genetic Tests

test that identifies whether a person carries the gene

mutation for certain dieses including heart diseases,Cancer, neurological disorder etc.


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Grap

h

oanalysis (G

raph

ology) Graphology (handwriting analysis)

Assumes that handwriting reflects basic

personality traits.

Handwriting Exhibit Used by Graphologist


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Polygraphs


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4.Employment Interview

A goal-oriented conversation in which an

interviewer and an applicant exchange

information.

Formal in-depth conversation to obtain

information & applicant's acceptability.

The potential of interviewers must be

maximized for identifying qualified persons. Probe areas not accessed by application

forms or employment tests


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Guidelines for Conducting an Interview

Selection of interviewer-

Interviewer s

hould be unbiased,rational, trained , must posses analytical skills & knowledge

of job for which interview is conducted, empathy and good

communication skills.

Plan the Interview -Develop the out line of interview &questions related to qualities sought keeping in view a clear

picture of the traits of an ideal candidate.

Assure greater reliability & consistency to make sure that

you are asking questions that provide real insight into howthe person will perform on the job.


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Validity & Reliability Reliability

refers to the extent to which a selection technique achieves

consistency in what it is measuring over repeated use. When

a person takes two alternative form of same level tests and

scores same marks then t

he test would be called reliable.

Are the test results stable over time?

Validity

The accuracy with which a test, interview, and so on

measures what it purports to measure or fulfills the

function it was designed to fill.

Does the test actually measure what we need for it to

measure?


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Base questions on actual job duties Use the same questions with all candidates

Use rating scales to rate answers

Use multiple interviewers or panel interviews

Take brief notes during the interview

Do ask open-ended questions

Do listen to the candidate to encourage him orher to

express thoughts fully

Train interviewers

Guidelines for Conducting an Interview


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Content of the Interview

Occupational experience

Academic achievement

Interpersonal skills

Personal qualities

Organizational fitCandidates objectives


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Types/Format of Interviews

Unstructured Interview-

A meeting with

a job applicant in wh

ich

questions aremade-up during interview. Unplanned

Structured Interview

A process in which an interviewer consistently presents the

same series of job-related questions to each applicant for aparticular job.

Mixed Interview

C

ombination of different type of interview. Stress interview

A form of interview that intentionally creates anxiety to

determine how a job applicant will react in certain types of

situations.


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Situational interviews -

questions focus on the

candidates ability to

project what his orherbehavior would be in a

given situation

A customer comes in

angry and upset.Howwould you handle this

situation?

A deadline fora

project is nearand it

looks like you wontmeet the deadline.

How would you

handle this?


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Behavioral interview

A structured interviewwhere applicants are

asked to relate actual

incidents from their past

that are relevant to the

targeted job to probe the

candidates approach

Describe a time

when you were

faced with a

stressful situation

that demonstrated

your coping skills.

Give me a specific

example ofa time

when you had to

conform to a

policy with whichyou did not agree

Past behavior is best predictor of future behavior


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Methods of Interviews

One-on-One Interview

The applicant meets one-on-one with an

interviewer.

Group Interview

Several applicant interact in the presence of

one or more company representatives

Board/Panel Interview

A meeting in which one candidates is

interviewed by several representatives of a

company.


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Potential Interviewing ProblemsPotential Interviewing Problems

Inappropriate questions

Premature judgments/ Snapshot Judgment Interviewer domination Inconsistent questions

Lack of trainingPersonal biasesSimilar to me effect

Stereotyping- Judgment of some 1 on the bases ofones perception of the group to which that personbelongs.

Central Tendency


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Contrast Effects

Interviewer doesnt evaluate person in isolation, His reaction isusually influenced by others persons who are recently encountered,for example, an interviewer meets with several poorly qualifiedapplicants and then confronts a mediocre candidate. By comparison,the last applicant may appear to be better qualified than he or sheactually is.

Halo Error

Drawing a general impression about an individual on the bases ofsingle or very few positive characteristics.

Horn Error

Drawing a general impression about an individual on the bases ofsingle or very few negative characteristics.

The serial position effect refers to the finding that recall accuracyvaries as a function of an item's position within a study list. Whenasked to recall a list of items in any order (free recall), people tend to

begin recall with the end of the list, recalling those items best (therecency effect). Among earlier list items, the first few items arerecalled more frequently than the middle items (the primacy effect)


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Graph showing the serial position effect, the vertical axis

shows the percentage of words recalled, the horizontal

axis shows their position in the sequence

Recency Error

Inaccuracy or flaw in performance appraisal orjob interview, caused by

the evaluator's or the interviewer's reliance on the most recent occurrences of

the employee's or the applicant's behavior.

Prima

cy Error


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Preparation Before the Job InterviewPreparation Before the Job Interview

Thorough preparation is essential. Gothrough the following steps to ensuresuccess at the interview:

1. Understand yourself (a rational self-assessment of your strengthsweaknesses is a must)

2. Know details about the availableposition (review how your skills relate tothe open position)

3. Do home work on company (analyze thefirm)


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4. Rehearse possible questions(brainstorm issues, questions)

5. Speak with insiders (learn fromalumni, from other familiar with thecompany.

6. Plan to look good.


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Questions Frequently Asked During TheEmployment Interview

Introduce your self? Why do you want to work for our company?

Do you have any geographic preferences?

Why did you select your college major?

What is your major weakness? Strength?

What are your career goals?

Why should we hire you for our company?

What job skills do you have?

Do you like to travel?

How long do you expect to work?

What would you do if you are failed to get this job


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What do you know about our company?

What are your ideas about salary?

How interested are you in sports?

General knowledge/Current affairs

What's your father income/profession ?

Your internship

Tell me a story/joke, sing a song

Your favorite book/writer/movie/sport/actor etc.

What's your favorite subject & why?

How do you spend your spare time? What are

your hobbies?

Your last job?


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5.References and Background

Investigations

Previous employer

Current employer

Education verification Personal reference check

Criminal history

Driving record

Civil litigation

Workers compensationhistory

Credit history

Social security number

verification


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6.Medical Examination

Examination to determine an applicants physical fitness

for essential job performance.

To verify that the applicant meets the physical

requirements of the position

To discover any medical limitations you s

hould takeinto account in placing the applicant.

To establish a record and baseline of the applicants

health for future insurance or compensation claims.

To reduce absenteeism and accidents To detect communicable diseases that may be unknown

to the applicant.


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7.Supervisory Interview

Specific job related questions are asked.

8.Realistic Job Preview

Conveying both positive & negative in-depth job

information to the applicants in order to remove

unrealistic expectation.

9.Hiring DecisionPerson whose qualification, experience &

performance are most closely conform with

requirements of the open position is selected.

Job Offer

Appointment

Probation & Conformation

Documents

4.Selection (E )