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was enacted in 1959 to provide forcompulsory notification of vacancies to theEmployment Exchanges and for the
rendition of returns relating to Employmentsituation by the employers.
This act came into force with effect from
1st May, 1960.
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Prescribed format; name of the employer ,nature ofvacancy , no of posts to be filled , nature of employmentetc
Number of vacancies to be filled by each category ofpersons if any
Selection process ; interview or test also notificationwith regard to these
If there's any change of dates ,the same needs to be
notified Employer has to file returns to the local employment
exchange
The Employment Exchanges (CompulsoryNotification of Vacancies) Act
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RecruitmentSelection :
Concept andProcess ofSelection ;
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Recruitment
The process by which a job vacancy is identifiedand potential employees are notified.
The nature of the recruitment process
is regulated and subject to employment law. Main forms of recruitment through advertising in
newspapers, magazines, trade papers andinternal vacancy lists.
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Recruitment
Job description outline of the roleof the job holder
Person specification outline
of the skills and qualities requiredof the post holder
Applicants may demonstrate their suitabilitythrough application form, letter or curriculumvitae (CV)
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WHAT IS SELECTION ?
Employee Selection is theprocess of putting rightmen on right job.
It is a procedure ofmatching organizationalrequirements with theskills and qualifications ofpeople.
Effective selection canbe done only when thereis effective matching Person-Organization Fit
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Recruitment Differentiated ToSelection
Recruitment isconsidered to be apositive process as itmotivates more ofcandidates to applyfor the job.
It creates a pool ofapplicants. It is justsourcing of data.
Recruitmentprecedes selection
Selection is anegative process asthe inappropriatecandidates arerejected here
Selection involveschoosing the bestcandidate with bestabilities, skills andknowledge for therequired job.
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Selection Process
Begin with jobanalysis
Job-oriented:
describes specifictasks of job
Worker-oriented:focuses on specific
skills, abilities andtraits needed toperform job
Techniques
Interviews
Questionnaires Direct observation
Systematic Activitylogs
Critical incidents:scenarios thatdifferentiate betweengood and bad
employees
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Recruitment Decisions
Selection Ratio: relationship between thenumber of people to be hired and thenumber of people available to be hired.
What happens when a lower number ofpeople are available?
Reduce requirements for job (e.g., test scores)
Increase salaries and benefits
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Selection Techniques
Resumes
Interviews
Letters of Recommendation Assessment Centers
Psychological Tests
Drug Tests Lie Detectors (!)
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SelectionProcess
FlowChart
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Limiting Who Becomes anApplicant
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Pre-Employment Screening
Pre-screening interview
Verify minimum qualifications
Electronic pre-screening
Scanning resumes and applications
Electronic submission ofapplications
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Applications
Purposes of Applications
Record of applicants interest in the job
Provides a profile of the applicant
Basic record for applicants who are hired
Research effectiveness of the selectionprocess
Application Disclaimers and Notices
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Application Disclaimers andNotices
Employment-at-will Indicates the right of the employer or employee to terminate the
employment relationship at any time with or without notice orcause.
References contacts Obtains applicants permission to contact references.
Employment testing Notifies applicants of required drug tests, physical exams, or other
tests. Application time limits
Indicates how long the application will remain active.
Information Falsification
Indicates that false information is grounds for termination.
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Application blanks
Application blanks- this is designed tohave a detailed information about theapplicants
printed application blanks . Elicit info in standard format
It contains data record of the candidates personal details about age, qualifications
reason for leaving previous job,
Chronological employment history , experience
Medical history, interests ,hobbies etc.
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Job Performance, SelectionCriteria, and Predictors
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Sample Application Form
Figure 8
6a
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Sample Application Form
Figure 8
6b
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Good training will not makeup for bad selection. Hire
hard, manage easy
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Selection and Testing: AbilityTests
Cognitive Ability Tests
Measure an individuals thinking, memory, reasoning,
and verbal and mathematical abilities.
Physical Ability Tests Measure strength, endurance, and muscular
movement
Psychomotor Tests
Measure dexterity, hand-eye coordination, arm-handsteadiness, and other factors.
Emotional intelligence tests
English proficiency tests
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Selection and Testing: AbilityTests
Work Sample Tests
Require an applicant to perform a simulated task.
Assessment Centers
A series of evaluation exercises and tests used for theselection and development of managerial personnel.
Multiple raters assess participants in multiple exercisesand problems that are job content-related to the jobs
for which the individuals are being screened.
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Other Tests
Personality Tests
Minnesota Multiphasic Personality Inventory(MMPI)
Myers-Briggs
Honest and Integrity Testing
Overt integrity tests
Personality-oriented integrity tests
Polygraphs (lie detector)
Polygraph testing in pre-employment is prohibited (in
most instances) by the Employee PolygraphProtection Act.
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Personalit
y
Characteristics
Figure 8
8
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Controversial and QuestionableTests
Graphology (Handwriting Analysis)
Analysis of the characteristics of an individuals
writing that purports to reveal personality traits
and suitability for employment.
Psychics
Persons who are supposedly
able to determine a personsintellectual and emotionalsuitability for employment
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Testing Considerations andConcerns
Proper Use of Tests in Selection
Use for additional information, notdisqualification
Negative reactions by test takers to certaintests
Costs of testing versus bad hires
Legal Concerns and Selection TestingJob-relatedness (validity) of selection
processes
Compliance with EEO and prevailing country's
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Types of Selection Interviews
Figure 8
9
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Structured Interviews
Structured Interview
Uses a set of standardized questions asked ofall job applicants.
Useful for initial screening and comparisons
Benefits
Obtains consistent information needed for selection
decision Is more reliable and valid than other interview
formats
Meets EEO guidelines for the selection process
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Structured Interviews (contd)
Behavioral interview
Applicants are asked to give specific examplesof how they have performed a certain task or
handled a problem in the past.Helps discover applicants suitability for current
jobs based on past behaviors.
Assumes that applicants have had experiencerelated to the problem.
Situational interview
Applicants are asked how they would respondto a s ecific ob situation related to the content
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Less Structured Interviews
Nondirective Interview
Applicants are queried using questions that aredeveloped from the answers to previous
questions.Possibility of not obtaining needed information.
Information obtained may not be not job-
related or comparable to that obtained fromother applicants.
Stress Interviews
An interview designed to create anxiety andut ressure on an a licant to see how the
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Effective Interviewing
Conducting an Effective Interview
Planning the interview
Controlling the interview
Using proper questioning techniques
Question types to avoid in interviews
Yes/No questions
Questions that rarely produce a true answer
Leading questions
Illegal questions
Questions that are not job related
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SelectionInterviewQuestion
s
Figure 8
10
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Problems in the Interview
Problems inthe Interview
HaloEffect
SnapJudgments
NegativeEmphasis
Biases andStereotyping
CulturalNoise
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Reliability and Validity inInterviews
FaceValidity
InterraterReliability
IntraraterReliability
InterviewReliability andValidity Issues
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Lecturer / Tutor Selection and Rating Criteria
Exceptional
High-Performer
Satisfactory
Somewhat BelowExpectations
Fails to MeetMinimumRequirements
Often exceeds expectations; goes above and beyondthe call of duty; the benchmark for excellence; cant
miss lectures or tutorials with this person; an HD.
Sometimes exceeds expectations; generally performs bet-ter than many; relatively interesting and informative. Trieshard; shows honest interest in students. A high D.
Pretty much average; not bad, but seldom excellent.Does what is expected. Shows up on time, and isprepared. A low D.
Occasionally fails to meet expectations; not always pre-pared. Seems to lack energy and commitment. Doesnot seem willing to do more than necessary. Pass /Credit.
Does not show up and is unprepared. Does not seemwilling or able to perform the job. Consistently fails to meetobligations and promises, e.g., misses appointments, fails todeliver on agreements. Does not seem to care aboutstudents.
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Background Investigation
Falsification of Background Information
One-third of applications and resumes containfactual misstatements or significant omissions.
Reference Checking MethodsTelephoning the reference
Preprinted reference forms
Outsourcing reference checking
Legal Constraints
Obtaining signed releases from applicants
avoids problems with privacy issues
B k d I i i
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Background Investigation(contd)
Giving References on Former Employees
Employers can incur a civil liability forstatements made about former employees.
Employers have adopted policies restricting therelease of reference information to name,employment dates, and job title.
Risks of Negligent HiringEmployers must exercise due diligence in
investigating an applicants background to
avoid suits for the actions of their employees.
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Background Investigation Sources
Source: Based on Pinkerton, Top Security Threats and Management Issues
Facing Corporate America Year 2000 Survey of Fortune 1000 Companies.
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Making the Job Offer
Offer Guidelines
Formalize the offer with a letter to the applicantclearly stating the terms and conditions of
employment.Avoid vague, general statements and
promises.
Require return of a signed acceptance of theoffer.
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What a job offer will contain..
Reporting Relationship Job Description
Salary
Nature of employment
Bonus (or Commission) Potential
Benefits
Vacation & personal time off
Expenses Start Date
Car/Phone/Travel Expenses
Disclaimers
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Scenario
Tom has been interviewing with several companies andhas received a job offer from a smaller local firm that wouldallow him to work on a variety of projects, develop newskills and continue taking courses at the UW. Thecompany has given him one week to review their offer.
During that week Tom interviewed with another large well-known out of state firm that would look good on hisresume. At the end of the week he had not heard from thelarge company, so he accepted the job offer from the smalllocal firm. A half hour later he received a call from thelarge company offering him a job at $8,000 more annuallyplus a signing bonus.
What are his options?
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Resumes
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Resumes: What to include
Professional Strengths: primacy andpriming
Summary of Education:degree, major,graduation date, university.
Include highlights section (e.g., g.p.a.,activities).
Due to short-term memory limits, use nomore than 7 highlights.
Professional Experience: List in reversechronological order. Can include relevantvolunteer experience.
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Hints and Tips for Resumes
Make sure that you can be reached
Only list your GPA/score if it is good
Avoid use of I, my, me
Proofread: one mistake and you are garbage Use active words
No smaller than 12 pt font
Stick to one page
Use bullet format if possible
Avoid fancy treatments, paper, and fonts
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Cover Letters What to Include
Opening paragraph: Identify position forwhich you are applying. How did you hearabout the position?
Middle paragraph: Why do you want thistype of work? What are your mainqualifications/experience?
Closing paragraph: Ask for interview.Request an answer to your letter.
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Tips for Cover Letters
Keep to one page
Dont beg for job
Proofread
Dont rehash resume
Dont discuss
personal
circumstances Dont badmouth
previous employers
Tailor letter to specificcompany
Direct cover letter to
specific person Dont write letter on
stationary of currentemployer
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Applying to Wipro
RegisterPAN Card + NSR
Final discussionwith the talent
acquisition team
SYNERGYOnline robust systemWhich serves as a
database
Duplication check&
Verification duringprocessing
ShortlistingTechnical interviews
Document submission &background verification
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Applying to Wipro
Wipro has centers in over 50 countriesand the recruitment process differs insome manner from geography to
geography as per your needs and the lawof the land.
Follow a generic process that is commonto all potential Wiproites.
works with only registered empanelledrecruiters
do not charge any fee for recruitment
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Follow the STAR Technique
SITUATION
RESULTS /RESOLUTION
ACTION
TASK
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10 Interview Bloopers
1. poor handshake (limp hand, tips of fingers)
2. talking too much (talking too long, but notanswering direct questions; nervous talking)
3. talking negatively about current or past teams,coworkers, employers/managers
4. showing up late or way too early
5. treating the receptionist rudely
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6. asking about benefits, vacation time, or salary in aninitial interview
7. not preparing for the interview
8. verbal ticks (uhmmmm, like, you know)
9. not enough/too much eye contact
10.failure to match communication styles (e.g., tooinformal, too businesslike)
10 Interview Bloopers
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References
Human Resource Planning: Dipak KumarBhattacharya ;2nd Edition, ExcelPublishers