SELECTION Selection is the process of picking individuals(out of a pool of job applicants) who have relevant qualifications & competence to fill jobs.

SELECTION

Selection is the process of picking individuals(out

of a pool of job applicants) who have relevant

qualifications & competence 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.   

It is the process of differentiating between applicants in order to identify ( & hire) those with a greater likelihood of success in a job.

Recruitment (+)ve (attract as many individuals as possible)

Selection (-)ve (to eliminate unqualified & identify the right

candidates)

Selection procedure is concerned with securing relevant inf. about an applicant thru a no. of steps / stages. At each stage ,facts come out which may lead to rejection of the applicant.----also called successive hurdle technique.

Matching People and JobsSelection Considerations

Person-job fit: job analysis identifies required individual competencies for job success.

Person-organization fit: the degree to which individuals are matched to the culture and values of the organization.

The Selection ProcessObtaining Reliable and Valid Information

Reliability The degree to which interviews, tests, and other

selection procedures yield comparable data over time and alternative measures.

Validity Degree to which a test or selection procedure

measures a person’s attributes.

Preliminary interview

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Psychological tests

Interview

Background information(reference checking)

Final selection

Physical examination

Placement

Waiting

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SELECTION PROCESS

ENVIRONMENT

External

Supply & demand of specific skills in labour mkt.

Unemployment rate

Labour mkt. Conditions

Legal & political consideration

Co.s image

Internal

Co.s. policy

HRP

Cost of hiring

Selection is usually a series of hurdles or steps. Each one must be successfully cleared before the applicant proceeds to the next

RECEPTION , INITIAL OR PRELIMINARY INTERVIEW OR SCREENING,COURTESY INTERVIEWThe HR department tries to screen out the obvious misfits through this courtesy interview.

Conducted by special interviewer / high caliber receptionist / junior executive etc.

Usually when applicants are large in no.

A sorting process in which inf. regarding org. in general , job is given & inf. from candidates is elicited---education, experience, communication skills, physical appearance etc.

Is short, may be conducted over a desk , counter. Also called stand up interviews.

APPLICATION BLANK / APPLICATION FORM

It is a printed form completed by job aspirants detailing their educational background, previous work history and certain personal data.

Used to circulate among members of mgmt.,& storing inf. for future references

Many types

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brief

Contents Of Application Blank

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)

Country of citizenship

References (names of two or more people who certify the suitability of an applicant to the advertised position)

Qs. asked should be valid & necessary.

Should be complete enough to relieve the interviewer of the burden of recording considerable factual data

Online ApplicationsAn Internet-based automated posting,

application, and tracking process helps firms to more quickly fill positions by:Attracting a broader and more diverse

applicant pool

Collecting and mining resumes with keyword searches to identify qualified candidates

Conducting screening tests online

Reducing recruiting costs significantly

TESTS

A test is a standardized, objective measure of a

sample of behaviour. –for comparing behavior of

two persons.

Is sample of an aspect of individual’s behavior,

performance or attitude.

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.

An objective and standardized measure of a sample of behavior that is used to gauge a person’s knowledge, skills, abilities, and other characteristics (KSAOs) in relation to other individuals.

Classification of Employment TestsCognitive Ability Tests

Aptitude tests Measures of a person’s capacity to learn or acquire

skills.Achievement tests

Measures of what a person knows or can do right now.

Personality and Interest Inventories“Big Five” personality factors:

Extroversion, agreeableness, conscientiousness, neuroticism, openness to experience.

• Agreeableness Trust—I believe people are usually honest with me.

• Conscientiousness Attention to detail—I like to complete every detail of tasks according to

the work plans.

• Extroversion Adaptability—For me, change is exciting.

• Neuroticism Self-confidence—I am confident about my skills and abilities.

• Openness to Experience Independence—I tend to work on projects alone, even if others

volunteer to help me.

Physical Ability TestsMust be related to the essential functions of

the the job.Job Knowledge Tests

An achievement test that measures a person’s level of understanding about a particular job.

Work Sample Tests Require the applicant to perform tasks that are

actually a part of the work required on the job.

Selection Practices Of Global Giants

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.

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3 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.

Is a formal, in depth conversation conducted to evaluate the applicant’s acceptability.

Allows two way exchange of information.

Types of interviews

1)Preliminary interview

a)Informal interview—for basic, non-job related information.

b)Unstructured interview– candidate given freedom

INTERVIEWS

to tell about himself , areas etc. & interviewer also provides the requisite information.

2) Core interview

a) Background information interview

b) Job & probing interview

c) The nondirective interview: the recruiter asks questions as they come to mind

d) The directive or structured interview: the recruiter uses a predetermined set of Questions that are clearly job-related.

e)The situational interview: the recruiter presents a hypothetical incident and asks The candidate to respond

e)The behavioral 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

f)Stress interview: the recruiter attempts to find how applicants would respond to aggressive, embarrassing, rule and insulting (at times) questions

h)The panel interview: three or four interviewers pose questions to the applicant and examine the suitability of the candidate

i) Group discussion

j) Depth interview : in core areas of knowledge & skills.

h)Computer InterviewUsing a computer program that requires

candidates to answer a series of questions tailored to the job.

Answers are compared either with an ideal profile or with profiles developed on the basis of other candidates’ responses.

i) Video interviewsUsing video conference technologies to

evaluate job candidates’ technical abilities, energy level, appearance, and the like before incurring the costs of a face-to-face meeting.

The Employment Interview

Why the interview is so popular:

It is especially practical when there are only a small number of applicants.

It serves other purposes, such as public relations

Interviewers maintain great faith and confidence in their judgments.

Ground Rules for Employment InterviewsEstablish an interview planEstablish and maintain rapportBe an active listenerPay attention to nonverbal cuesProvide information freelyUse questions effectivelySeparate facts from inferencesRecognize biases and stereotypesControl the course of the interviewStandardize the questions asked

Diversity Management: Are Your Questions LegalNo questions are expressly forbidden.

Questions related to race, color, age, religion, sex, or national origin can be hazardous.

Questions are acceptable if job-related, asked of everyone, and do not discriminate against a protected class (e.g., females).

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

judgment of the rater ( like “athletes make good sales people”)

Candidate order error: the order in which a rater interviews

candidates could influence ratings sometimes

Interviewing Mistakes

Interview process

Preparation of interview

Conduct the interview

Close the interviewEvaluate the interview

Appropriate type of interview

Areas to be tested

Type & no. of interviews

Review the information

Open the interview

Get complete & accurate informationRecord observations & impressions

Guide the interview

Check the success of the interview

REFERENCE & BACKGROUND CHECKS

SELECTION DECISION

Reaching a Selection DecisionSelection Considerations:

Should individuals to be hired according to their highest potential or according to the needs of the organization?

At what grade or wage level to start the individual?

Should selection be for employee- job match, or should advancement potential be considered?

Should those not qualified but qualifiable be considered?

Should overqualified individuals be considered?

What effect will a decision have on meeting affirmative action plans and diversity considerations?

Multiple Cutoff Model - MinimumMultiple Cutoff Model - MinimumMultiple Cutoff Model - MinimumMultiple Cutoff Model - Minimum

Statistical ApproachStatistical ApproachStatistical ApproachStatistical Approach

Compensatory Model - AverageCompensatory Model - AverageCompensatory Model - AverageCompensatory Model - Average

Multiple Hurdle Model- SequentialMultiple Hurdle Model- SequentialMultiple Hurdle Model- SequentialMultiple Hurdle Model- Sequential

Clinical ApproachClinical ApproachClinical ApproachClinical Approach

ObjectivityObjectivityObjectivityObjectivity

SubjectivitySubjectivitySubjectivitySubjectivity

Selection Decision ModelsCompensatory Model

Permits a high score in one area to make up for a low score in another area.

Multiple Cutoff ModelRequires an applicant to achieve a minimum

level of proficiency on all selection dimensions.

Multiple Hurdle ModelOnly applicants with sufficiently high scores

at each selection stage go on to subsequent stages in the selection process.

Selection RatioThe number of applicants compared with the

number of people to be hired.Cutoff Score

The point in a distribution of scores above which a person is considered and below which a person is rejected.

PHYSICAL EXAMINATIONTo check if individual carries any infectious disease, physical ability, to protect employer from workers compensation claims that are not valid.

JOB OFFERThru letter of appointmentCarries date of joining

CONTRACTS OF EMPLOYEMENT

Carries Job titleDutiesDate when employment startsPay, allowancesHrs of working, overtime, shifts etc.HolidaysLength of noticeRulesContracts ( if applicable )

Concluding the selection processDoes not end with executing the employment contract but another imp. step--- a more sensitive one ---reassuring those not selected.

They must be told that they were not selected, not coz of any serious deficiencies in their personalities but coz their profiles did not match the requirements of the org.

EvaluationThe broad test of effectiveness is the quality of personnel hired