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SELECTION
Concept of Selection
‘ Selection is the process of differentiating between applicants in order to identify ( and hire ) those with greater likelihood of success in a job.’
‘ Recruitment is the process of searching for prospective employees and stimulating and encouraging them to apply for jobs in an organization. It is often termed positive in that it stimulates people to apply for jobs to increase the hiring ratio,i.e.,the number of applicants for a job.’
• They differ in terms of objective, process, technique and outcome.
Traditional Methods of Selection
Earlier times selection based on stereotype impressions and characteristics, like; administrators from families of civil services, soldiers from Army families.
19th century saw ‘pseudo-scientific’ methods, e.g., Phrenology, Physiognomy and Graphology.
Phrenology Assumption – mental faculties located in
various parts of skull and identifiable by bumps outside the head.
How ?? No clarification.
Physiognomy Art of reading face of a person. Thin lips – determination, shifty eyes -
untrustworthy, broad jaws – tenacity and so on.
Graphology
• Chinese method – 11th Century later French.
• Person uses the dimensions of space like a paper.
• Handwriting.• Some companies want applications in
hand.
Factors Affecting Steps• Types of persons to be selected, i.e., for
managers more information vis-à-vis workers.
• Sources of recruitment and methods – Advertisement long process, campus recruitment not.
• Number of candidates – Larger the number more the filtering processes.
• Organizational selection policy – Different selection tests or only interview.
TYPES OF TESTS
Ability Personality Interest
Achievement Intelligence Aptitude
Thematic Appreciation Test Myers – Briggs Type Indicator
ABILITY ‘To possess quality or ability to do
work’ Ability of a person constitutes his :- (a) His intelligence – Ability to think
abstractedly. (b) Skills – Proficiency required to use
knowledge to work. (c) Aptitude – Potential abilities that have not
been developed fully or applied. Mechanical ability, motor development,
intellectual, i.e., reasoning. Tests are, achievement, Intelligence and aptitude.
Achievement Tests
Also called ‘Performance Test / Trade Test.’• Achievement related to what one has
achieved.• Knowledge may be ascertained through
answers to certain questions or performance at practical tests.
• Typist – speed , accuracy, consistency, pressure etc.
Intelligence Includes verbal comprehension, word
fluency, memory, reasoning, number facility, speed of perception, spatial visualization etc.
Aptitude tests• To measure performance characteristics
related to possible development of proficiency on specific jobs.
• It measures latent and potential characteristics to do something provided proper environment and training are provided to the individual.
• Some special tests have been developed that measure clerical, mechanical and spatial relationship, and manual dexterity abilities and skills. It does not measure motivation.
Personality Tests• Administers to test performance that requires
dealing with people or jobs that are essentially supervisory or managerial.
• Org behaviorists have identified 5 primary traits:- 1. Agreeableness ( High / Low ) 2. Conscientiousness (High / Low ). 3. Negative emotionality ( High / Low ) 4. Extraversion ( Extravert / introvert ). 5 Openness ( More / Less )
• In addition, other traits are :- avenues 1. Self esteem ( High / Low ) 2. Locus of control ( Internal / external ) 3. Role propensity
Advantages of Selection Tests
• These are standardized and unbiased methods of soliciting information.
• A person who fails in these tests cannot argue for partiality.
• Weeding off easier as cut off limit can be decided.
• Saves time and energy.• Uncover qualities and potential of prospective
candidates which cannot be found during interview.
• Also provide inputs for furtherance of career.
Disadvantages of Selection Tests
• Not cent percent foolproof.
• At best suggests that those above cut off point are expected to be more successful than below.
• Cannot be used in isolation.
• Invades privacy.
Interview
Different types – post performance, exit, problem solving and SELECTION INTERVIEW.
Also called ‘Employment interview’. Most widely used method. Combined with other tests. Formal in depth conversation to draw/substantiate
inputs for employability. It provides most befitting inputs to assess matchability
with organizational culture.
Types of Interview Based on Contact One to One PanelOne to One- Only one interviewer at a time.- Max information solicited about knowledge, skills, etc.- Candidate lesser scared, therefore, gives more information.- Interviewer free of group think, thereby he draws better conclusion- However, interviewer may not have expertise of related subjects-
have sequential interviews.- Possible when number not large
TYPES OF INTERVIEW Based on Contact One to One PanelPanel Interview- Number of interviewees at the same time.- They belong to different fields to get maximum information about
tech and behavioural knowledge.- One of them chairman of the panel.- Independent evaluation.- Groupthink influence, a drawback
Types of Interview Based on Interaction Pattern Structured Interview. Unstructured Interview. Depth Interview. Stress Interview. Structured Also known as highly organized, patterned or directive. Most common interview. Assumption that maximum info can be obtained by previously
designed questions. Pattern is generally same for all candidates. There is thus uniformity, however candidates tend to pass on info
and there after true picture does not emerge
Unstructured Interview
Also called non-directive interview. No pre-planned questions before interview. Questions emerge as interview proceeds. Candidate encouraged to express as freely
as possible on subjects like; motivation, ambition, interest and so on.
Such interview can have deep insight of a candidate if interviewer has desired skill to probe.
Depth Interview
Semi-structured in nature. Involves questions in key ares which
interviewer has studied in advance, like; home life, education, experience, aptitude,
interests. Etc. Interviewer provides info about organization,
nature of job, salary, benefits development opportunities.
Require high skill.
Stress Interview
• To find how candidate behaves in stressful situation.
• Stressful situation – asking questions rapidly, criticizing his answers,interrupting, dropping something etc.
• To embarrass and frustrate him/her.• Does candidate get upset, confused and
frightened ?• For job in stressful situations
STEPS IN INTERVIEW PROCESS
Preparation for interview
Physical setting
Conducting interview
Closing interview
Finalising evaluation
Preparation for Interview
Time is short for interview – more details in preparation.
Interviewer needs certain Performa and info for making his job easier.
Re-interview preparation required in relation to following info:-
a) Defining objective of interview.b) Determining method of interview.c) Determining number of interviewers.d) Preparing brief resume of candidates.e) Working out administrative details.
Determining Number of Interviewers
For lower level lesser number. Experts of the field. Have rep from HR. Experts from outside organization may
be involved.
Conducting Interview• Establish rapport / make candidate feel mentally comfortable.
• Soliciting information • In addition to job related specific questions some information
seeking questions are :- 1. Strengths and weaknesses? 2. Where do you want to be in next 5 years/ 3. Why should I hire you? 4. In case you could have any job/position what would you
do? 5. What do people most criticize you for? 6. What was your last boss like? 7. Describe ideal boss. 8. What would you do if your aspirations are not met? • Recording Information – In addition to necessity for
evaluation, candidate believes in seriousness of interview.
CLOSING INTERVIEW
Closing as important as beginning. It creates final impression. Before closing ask candidate if he/she would like to say something.
Thank him/her.
Evaluation
oIf possible have it recorded in quantifiable terms.
o Must be done immediately.oEvaluations may be individual or panel based.
o Follow it up by making merit list.o send to competent authority.
Qualities of Effective Interviewer
• Maturity and positive outlook.• Be able to control ego and not involve emotionally in an
issue during interview.• Have adequate knowledge of behavioural pattern of job
holders for which candidate is being interviewed.• Warmth and affection.• Technical knowledge.• Knowledge about recent events that have affected
organization.• Be a good listener.
Ineffective Interview Process
• Interviewer starting interview without developing rapport – not eliciting proper info.
• Not having right type of expertise.• Not planning for interview in advance –
floundering.• Questions not framed properly.• Putting larger number of questions than
required in given time frame.
Common Errors in Evaluation
• Impression Management.Untrained interviewer,first impression creation by candidate.
• Halo Effect Interviewer judges all traits based on one/ small number of traits.
• Stereotyping When interviewer judges on basis of characteristics of the group candidate belongs to, e.g., schooling, caste, religion, family background.
• Projection Interviewer gives weightage to own qualities in interviewee, If qualities irrelevant then wrong selection
InductionPre-arrival Stage: • Values, expectations and attitude• Web sitesEncounter Stage:Remove dichotomy
between individuals and organization’s perception
Metamorphosis Stage: Sense of belonging, become contributor, facilitate goals achievement ………
Important Terms
• Validity• Reliability• Mergers and Acquisition Recruiting• E-recruiting• Nepotism• Blind advertisement • Thematic Aperception Test •
Thanks
SELECTION PROCESS1. Application pool from recruitment process 2. Screening of application forms Eliminate those not meeting initial
criteria3. Selection tests Eliminate below cut-off point4. Selection interview Eliminate those not meeting job and
organizational requirements
5. Checking references Eliminate/reconsider those with adverse remarks
6. Physical examination Eliminate those not meeting QR7. Approval by appropriate authority Adopt objectivity8. Final selection Congratulate9. Employment contract Include all terms and conditions
Development of Test Programme Requires careful planning, analysis and experience – specific
skills. Steps 1. Define job performance criteria and predictors – job
description and specification. 2. Choose tests for measuring traits :- (a) Be valid and reliable. (b) Measure traits specific to job. (c) Measure accurately. (d) Try for validity on present employees. (e) Consider cost, time, organization, evaluation etc 3. Administer tests – Physical and psychological conditions
be conducive and candidates be at ease. 4. Analysis of results – Avoid human element ( computers ),
candidate may perform well in one and poorly in other( no aggregate, but cut off ) and give weightage.