The document discusses the selection process in organizations. It defines selection as the process of choosing the most suitable candidate for a job from available applicants. The key steps in the selection process discussed are job analysis, developing job specifications, recruitment, preliminary screening interviews, tests and evaluations, core interviews, reference and background checks, and making a final job offer. The document also discusses different types of interviews like preliminary, selection and decision-making interviews conducted during this process.
The document describes the selection process used by organizations to hire qualified applicants. It involves multiple steps: preliminary interviews, application forms, various selection tests to assess skills and aptitudes, employment interviews, medical examinations, reference checks, and finally extending offer letters. Selection tests evaluate abilities like intelligence, aptitude, proficiency, personality, interests, and integrity. The goal is to identify the best candidates by dividing applicants into those suitable for hire versus those unsuitable.
A study related to job and its three components job description, job specification and job evaluation. Learn what is Job Analysis concept meaning and definition in HRM?
For more information visit https://www.hrhelpboard.com/performance-management/job-analysis.htm
This document discusses the selection process in human resource management. It defines selection as the process of making hire/no-hire decisions regarding job applicants and dividing candidates into those offered employment and those not. The importance of selection is that it selects suitable candidates, determines abilities, places the right candidate in the right job, generates information about candidates, and saves costs. The key differences between recruitment and selection are that recruitment attracts candidates while selection chooses from among them. The selection process involves screening applications, tests, interviews, medical exams, reference checks, and final hiring decisions.
This document provides an overview of human resource management (HRM). It defines HRM and discusses its scope, functions, objectives and evolution in India. HRM involves acquiring, retaining and motivating human resources in an organization. Its functions include staffing, development, compensation, and maintenance. The objectives of HRM are to meet societal, organizational, functional and personal objectives. HRM has evolved from a welfare focus in the 1920s-1930s to becoming a business partner by the 1990s in India. Studying HRM is important because people are an organization's core strength and competitive advantage.
Potential appraisal refers to identifying an employee's hidden talents and skills to predict their future performance potential. It aims to evaluate employees' ability to assume higher positions. Potential appraisal is a future-oriented process that identifies strengths, weaknesses and an individual's suitability for development. It considers technical skills, managerial capabilities, behavioral traits and conceptual abilities through methods like self-appraisals, peer reviews, psychological tests and feedback to help employees understand their potential and areas for growth.
This document discusses job evaluation, which is a systematic process to determine the relative worth of jobs within an organization. It mentions the merits and demerits of job evaluation as well as the common methods used, which include ranking, grading, point rating, and factor comparison. The summary evaluates jobs based on factors like skills, effort, training, responsibilities, and assigns weights or points to determine each job's value in order to establish a rational pay structure.
The document discusses the concepts of HRD audit and its importance for organizations. It defines HRD audit as a comprehensive evaluation of an organization's HRD structure, strategies, systems, styles, skills/competencies, and culture and their alignment with organizational goals. The key aspects of HRD audits include evaluating HRD systems maturity, employee competencies, organizational culture, and linkages between HRD and business goals. HRD audits help organizations identify areas for improvement, ensure the effective development of human resources, and promote strategic alignment of HRD with the business.
The document discusses human resource audits, including their definition, significance, objectives, benefits, and approaches. A HR audit examines policies, practices, procedures, compliance, effectiveness, and efficiency. It identifies gaps, makes recommendations for improvements, and helps ensure HR activities align with organizational goals. The audit scope includes functions like planning, staffing, development, motivation and more. Objectives include assessing performance, implementation, corrective actions, evaluations, and strategy modification. Benefits are improving the HR department, responsibility, uniform policies, and legal compliance.
The document discusses the key aspects and functions of a Human Resource Information System (HRIS). An HRIS is a software system that collects, stores, manages, and analyzes employee data. It discusses the main goals of an HRIS which are to provide the right information to the right person at the right time efficiently and securely. An HRIS typically includes subsystems for recruitment, training, payroll, performance reviews, and other HR functions. It also discusses best practices for implementing an HRIS such as planning the system, organizing information flow, and getting feedback.
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.”
To select mean to choose. Selection is the process of picking individuals who have relevant qualifications to fill jobs in an organization. The basic purpose is to choose the individual who can most successfully perform the job from the pool of qualified candidates.
The document discusses the employee selection process. It begins by defining selection as the process of identifying candidates that have the required qualifications for jobs in an organization. It then outlines some of the key steps in the typical selection process, including screening interviews, application forms, testing, and interviews. The document provides details on the types of information collected in application forms, such as personal, educational, and employment history details. It also discusses the importance of references and assessing a candidate's life history and work history. Overall, the document provides an overview of the employee selection process and some of the common techniques used at various stages of selection.
INTRODUCTION OF HUMAN RESOURCE MANAGEMENTRITA KAKADE
The document provides an introduction to human resource management. It discusses key concepts such as the importance of HRM, its functions and scope. It also covers topics like human resource development, human resource planning, job analysis, job description and job specification. The summary is as follows:
1. The document introduces concepts related to human resource management such as its importance, functions, scope, human resource development and human resource planning.
2. It discusses processes involved in human resource management like job analysis, which results in job descriptions and job specifications.
3. Key aspects of job analysis, job descriptions and job specifications are outlined.
The document discusses the human resource management selection and selection process. It defines selection as a systematic process of choosing the best qualified candidate for a job. The selection process involves multiple steps from initial application screening to making a final hiring decision. These steps include application forms, resume screening, testing, interviews, evaluating candidates, making an offer, and negotiating salary. The objectives of selection are to identify the most suitable candidates and fill positions with high caliber employees.
The document outlines several key functions of human resource management (HRM). Some of the main HRM functions discussed include: conducting job analyses and planning labor needs, selecting and recruiting job candidates, orienting and training new employees, managing compensation and benefits, appraising performance, and ensuring equal opportunity and a safe work environment. Additionally, the document discusses some of the core HRM activities such as organizational design, planning, recruitment and selection, training and development, performance management, and compensation. It emphasizes the importance of HRM in avoiding mistakes like hiring the wrong employees, experiencing high turnover, and unfair practices.
1) Talent management refers to anticipating an organization's human capital needs and developing a plan to meet those needs. It aims to improve business value and help organizations achieve their goals.
2) Retention management involves creating an environment that encourages current employees to stay by having policies that address their diverse needs. The key principles include making employees feel appreciated, supporting their development, providing growth opportunities, having good manager relationships, and ensuring success.
3) Both talent management and retention management involve identifying skills gaps, developing employees, motivating high performers, evaluating employees, and implementing measures to retain top talent and close skills gaps to meet organizational needs.
Recruitment involves developing and maintaining a pool of available labor for an organization to draw from when additional employees are needed. Organizations recruit from both internal and external sources. Internal sources include promotion, transfer, past employees, and internal advertisements. External sources are recruitment from outside the company through means such as advertisements, employment exchanges, private agencies, campus recruitment, and walk-ins. The selection process involves matching job requirements to candidate skills through steps like notification of openings, preliminary interviews, tests, employment interviews, selection, medical examination, and appointment with an offer letter.
This document discusses various methods for evaluating jobs, including analytical and non-analytical approaches. It describes the ranking method and job grading method as non-analytical, where jobs are ranked or graded without precise quantification. For analytical methods, it outlines the point method, which assigns numerical points to factors like skills and responsibilities, and the factor comparison method, which compares jobs based on factors like mental effort, skills, and working conditions. It provides examples and discusses the advantages and disadvantages of each approach.
The document discusses the selection process in human resource management. Selection involves dividing candidates into two groups - those offered employment and those not offered. The process includes initial screening of applications, testing candidates' abilities, conducting interviews, checking references, and medical exams. If selected, a candidate receives a job offer letter and enters an employment contract. Selecting suitable employees is important as it reduces costs, improves morale and performance, and lowers accident rates.
The document discusses the staffing process, which includes identifying workforce needs, recruiting qualified candidates, selecting individuals for jobs, and helping employees grow in their roles. Key aspects of staffing discussed include establishing job descriptions and specifications, conducting interviews to evaluate candidates, checking references, testing skills and abilities, and providing placement and orientation for new hires. The goal of staffing is to fill positions with people who can perform their jobs effectively and efficiently.
This document discusses the recruitment process and outlines key steps including determining requirements, shortlisting candidates, interviewing, and assessing candidates post-interview. It defines recruitment as discovering suitable job candidates. The hiring process involves analyzing job descriptions and specifications as well as identifying competencies. Shortlisting focuses on evidence matching criteria. Interviews should be properly prepared for and involve open-ended questions to collect evidence without bias. Bad recruitments can be costly and are caused by factors like bias, poor analysis, and inadequate screening.
The document discusses the process of employee selection. It is a 7 step process: 1) preliminary selection, 2) screening applications, 3) selection tests, 4) interviews, 5) reference checks, 6) medical tests, 7) job offers. Selection tests evaluate candidate skills and abilities through various tests like aptitude, intelligence, and personality. These tests aid in predicting future job performance and identifying the most qualified candidates. The selection process helps hire employees that are the best fit for the organization.
Selection involves differentiating between job applicants to identify those most likely to succeed. It is the process of choosing individuals with the required qualifications and competence to fill jobs. The purpose of selection is to assess a candidate's suitability for employment by using various methods such as application forms, interviews, reference checks, and tests that measure abilities, skills, knowledge, and personality traits.
Presentation about human resources and management I.pptxfawadKazmi3
The document discusses recruitment, including defining recruitment, the recruitment process, and sources and methods of recruitment. It provides definitions of recruitment, outlines the typical steps in the recruitment process, and describes different types of recruitment needs. It also discusses internal and external sources of recruitment, common recruitment methods like advertising and agencies, and different types of interviews used in the recruitment process like behavioral interviews and panel interviews.
Industrial/organizational psychology is the branch of psychology that studies human behavior in the workplace. It involves job analysis to understand job requirements, personnel selection to hire the right candidates, employee training to ensure they can perform jobs well, and motivation theories to enhance worker performance and satisfaction. The goal is to match the right people to the right jobs, design jobs around employee abilities, and use scientific methods to understand and optimize all aspects of an organization's human resources.
The document summarizes the modern recruitment process in 3 main steps:
1. The recruitment process typically begins with an initial screening of applicants and completion of an application form. Successful candidates then progress through a series of selection tests and interviews.
2. The selection process may include preliminary interviews, application submissions, selection tests, employment interviews, reference and background checks, and a company physical examination. Several factors influence the selection process.
3. The typical recruitment steps are initial screening, application completion, employment tests, job interviews, conditional job offers, background investigations, medical examinations, and permanent job offers. Onboarding new employees involves orientation, induction, and on-the-job training.
The document discusses the employee selection process. It defines selection as determining applicants who meet job requirements and can fill vacant positions. The selection process involves establishing criteria, gathering applicant information, and making hiring decisions. Human resource departments screen applicants and submit qualified candidates to operating departments for final hiring decisions. The selection process aims to match applicant qualities to job requirements through tools like tests and interviews.
Selecting applicants is an integral part of sales force planning and requires matching company needs with applicant potential. Companies use a variety of selection tools such as application blanks, interviews, tests, reference checks and assessment centers to evaluate applicants. Hiring decisions must be based on objective, job-related criteria that are validated to predict job performance in order to comply with anti-discrimination laws. The optimal selection process evaluates applicants using multiple validated tools and compares results to job requirements to make the best hiring decisions.
Selecting applicants is an integral part of sales force planning and requires matching company needs with applicant qualifications. Companies use a variety of selection tools such as application blanks, interviews, tests, reference checks, and assessment centers to evaluate applicants. Hiring decisions must be made using objective, job-related criteria and follow legal guidelines to avoid discrimination. The optimal selection process incorporates validated tools and compares applicants comprehensively to make the best hiring decisions.
The document discusses key aspects of human resource management (HRM) including its objectives, functions, job analysis process, recruitment, selection, placement, and separation. It notes that HRM deals with staffing the organization through processes like recruitment, training, and development. Recruitment includes identifying and attracting job applicants through various internal and external sources. Selection involves assessing candidates and hiring the most appropriate individuals. Placement refers to assigning employees to new roles, and separation covers leaving the organization. Reliability and validity are important for effective selection.
The document discusses key aspects of human resource management (HRM) including its objectives, functions, job analysis process, recruitment, selection, placement, and separation. It notes that HRM deals with staffing the organization through processes like recruitment, training, and development. Recruitment includes identifying and attracting job applicants through various internal and external sources. Selection involves assessing candidates and hiring the most appropriate individuals. Placement refers to assigning employees to new roles, and separation covers leaving the organization. Reliability and validity are important for effective selection.
The document discusses the recruitment and selection process. It defines recruitment as searching for qualified candidates and hiring them. The key steps in recruitment are establishing job requirements, sourcing candidates, screening, interviewing, making offers, and onboarding. Selection is defined as differentiating between applicants to identify those most likely to succeed. The main steps in selection are preliminary screening, testing, interviews, reference checks, making a selection decision, medical exams, making an offer, and final selection. Maintaining an effective recruitment and selection process is important for finding qualified candidates and reducing costs from bad hires.
The document discusses various aspects of the recruitment and selection process for sales personnel. It begins by outlining the key steps in recruitment, including evaluating potential recruiting sources, tapping into identified sources, and selecting candidates with the highest probability of success. It then discusses developing job descriptions and person specifications to identify the ideal candidate. Important considerations for recruitment sources, selection methods, and components of the selection process like interviews, references checks, and testing are explained. The goal of the selection process is to identify the candidate that best fits the job specifications and organizational needs through a structured evaluation.
The document discusses different types of interviews and formats used in the hiring process. It describes interviews as a formal meeting between a candidate and potential employer where the employer asks questions to assess the candidate's skills, personality, and domain knowledge. The main types of interviews covered are structured, unstructured, situational, behavioral, stress, technical, one-to-one, video/phone interviews. Interview formats discussed include individual, group, panel, multiple-round, informational, and computer-assisted interviews. The purpose of different interview styles and formats is to evaluate candidates for fit for a role and predict future job performance.
The document discusses the process of recruitment and selection of sales personnel. It begins by outlining the key steps in recruitment which include evaluating potential recruiting sources, tapping into identified sources, and selecting candidates with the highest chance of success. It then examines various aspects of the selection process such as developing job descriptions and person specifications, screening applications, conducting interviews using different styles, checking references, administering tests to assess abilities, personality, interests and knowledge, conducting physical examinations, and making final hiring decisions by rating and comparing candidates to job requirements.
Selection tests are commonly used to assess job applicants and measure characteristics like intellectual abilities, knowledge, personality, and interests. Properly designed tests are standardized, objective, reliable, and valid. Some common types of tests include cognitive aptitude tests, psychomotor ability tests, job knowledge tests, and work sample tests. Interviews are also a key part of the selection process. Structured interviews with standardized questions are preferable to unstructured interviews. Common mistakes in interviewing include making snap judgments, emphasizing negatives, lacking job knowledge, feeling pressure to hire, and being influenced by nonverbal behaviors.
Strategic Approach to Manpower Acquisition: SelectionSharon Raju
Objectives of Strategic Selection
Getting the right candidate for staffing key position
Getting the right candidate for strengthening the existing culture or for creating new one
Skills of selected candidates
Characteristics of Selection Instruments
Similar to Selection & interview methods in HRM (20)
With the advent of dynamic business environment challenges triggers rigorous changes in the present context. Unless organizations unleash substantial resources,finds tough to survive. Among the resource, human resources are the critical and valuable asset of the organization and to face the intensified competition with your rivalries, manpower have to craft with tools and techniques. Business Etiquettes plays a vital role not only enhancing the employees morale at the workplace but also project them as brand advocates.
The major motto of this ppt is to ignite entrepreneurship skills and manifestation of corporate skills among the students lacking in entrepreneurial skills.
Importance of rural entrepreneurship in rural areas and how to overcome the curb of migration from rural to urban areas. opportunities for village people in transforming village citizens into corporate nation citizens.
The World Trade Organization (WTO) came into being on January 1, 1995 replacing the General Agreement on Tariffs and Trade (GATT). The WTO oversees international trade and resolves trade disputes between member nations. It aims to ensure free and fair trade globally through agreements covering trade in goods, services and intellectual property. The WTO currently has 153 member countries and works to lower trade barriers through negotiations while providing a framework for implementing trade agreements and monitoring national trade policies.
The document discusses entrepreneurial strategy for new market entry. It defines new entry as offering a new product, offering an existing product in a new market, or creating a new organization. Entrepreneurial strategy involves both generating and exploiting new entry opportunities in a way that maximizes the benefits of newness while minimizing costs. The key aspects of entrepreneurial strategy discussed are assessing new entry opportunities, developing an entry strategy, and managing newness through the creation of a new organization.
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Human Resource is the unique and valuable assets of the organization. But selecting the right person right time and right place plays a vital role for the organization.But before going for choosing the right number of people, we need to decide how to plan what number of people is required for the organization. in this present PPT i have highlighted the the role of HRP and its importance.
The 1991 Industrial Policy in India aimed to liberalize and globalize the Indian economy. Key objectives included removing restrictions on foreign direct investment and domestic entrepreneurs. Major reforms included relaxing industrial licensing, allowing more foreign investment and technology, revising public sector policy, and reducing monopolistic restrictions. The policy reduced the number of industries requiring licenses from 25 to 6, and allowed up to 51% foreign equity in priority sectors. It also aimed to increase efficiency and competitiveness of public sector firms through portfolio reviews and greater autonomy. The reforms integrated India's economy with global markets and increased private participation.
This document discusses foreign direct investment (FDI) in India. It defines FDI and other related terms like foreign institutional investors, depository receipts, and foreign currency convertible bonds. It outlines different forms of FDI like joint ventures, acquisitions, and wholly owned subsidiaries. The document also discusses factors that influence FDI, reasons for companies to invest abroad, and costs and benefits of FDI to both home and host countries. It provides examples of sectors where FDI is prohibited in India and explains the process for an Indian company to receive FDI.
The document discusses the business environment and its key components. It states that each business operates within a unique environment that influences and is influenced by the business. It also notes that facets of business are changing more rapidly in the new economy compared to earlier years. The document outlines the micro and macro environment, including factors such as consumers, competition, and technological, economic, cultural, social, and political conditions that comprise the overall business environment.
This document defines key terms and characteristics related to entrepreneurship. It discusses that an entrepreneur is someone who starts a business by taking on risk and uncertainty. The document outlines characteristics of successful entrepreneurs like passion for their business, customer focus, perseverance, and a tolerance for risk. It also provides examples of entrepreneurs like Bill Gates, Michael Dell, and Larry Ellison. The functions of an entrepreneur are identified as generating ideas, conducting market research, raising funds, recruiting employees, and taking on business operations and risk. Qualities like hard work, leadership, analytical skills, innovation, and self-confidence are described.
HR plays an important role in mergers and acquisitions by defining the new organizational architecture and identifying parts that need restructuring. The HR department must conduct an audit to assess what needs to change, and identify methods to renovate architectural components. HR also needs to set clear priorities like promoting teamwork and implementing pay-for-performance programs. During strategic evaluations, HR should provide data on its return on investment and be rated by customers to assess how its initiatives support business strategy goals.
This document discusses the need for employee training and different training methods. It begins by outlining reasons for training like improving performance, updating skills, and meeting organizational goals. It then describes different types of on-the-job and off-the-job training methods. On-the-job methods include job instruction, apprenticeships, job rotation, and committee assignments. Off-the-job methods include lectures, simulations, case studies, and role playing. The document concludes by noting training needs to be assessed and tailored to organizational objectives.
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1. By: Madhusudhan Goud Vemula,
Assistant Professor,
Department of Management Studies,
G.Pullaiah College of Engineering &Technology,
Kurnool
2. Selection process involves a series of steps which help in
evaluating the candidates.
Job Analysis, Job Specifications, along with man power
planning forms the basic requirements for Selection process.
Eg: An Organization stresses “Team Work” as an important
feature of its organizational culture.
The organization should therefore conduct test on candidates,
who have ability to work in teams.
An exceptionally brilliant candidate with poor team
management & Interpersonal skills , would not be the useful
to such an organization.
He/she may not add value to the organization.
3. Definition:
“The process of choosing the most suitable candidate
for a job from among the available applicants is
called selection”.
It is the process of ascertaining the qualifications,
experience ,skill, knowledge, etc, of an applicant with the
purpose of determining his/her suitability for a job.
5. Selection process depends on a
Organization’s strategy & objectives, the
tasks &responsibilities of the job & the
qualifications, experience & characteristics
required in an individual to perform these
tasks and responsibilities successfully.
6. ORGANIZATIONAL
OBJECTIVES
SELECTION
JOB DESIGN
JOB DESCRIPTION
JOB
SPECIFICATION
RECRUITMENT
POLICY
COMPETENCY
MODELLING
Elements in
a Selection
Process
What are the Organization’s
Goals & Objectives?
What are the tasks &
responsibilities of the worker that
contributes to these goals?
What are the qualifications &
experience required in an
employee to perform these
tasks?
What are the competencies required to
what level, for successful performance?
What should be the criteria for selecting the
right candidate , base on specifications &
competencies required for the job?
7. Initial screening interview
Analyze the application blank
Conducting Tests & Evaluating
performance
Preliminary Interview
Core and departmental interviews
Resume/ CV’s Review
Reference Checks
Job Offer
Offer to the
next
suitable
candidate
Medical
Examination
Placement
Selection Process
8. A resume is a
written
compilation
of your education,
work experience,
credentials,
and accomplishments
and is used to apply
for jobs.
9. A curriculum vitae (CV)
provides a summary of
one’s experience and
skills.
Typically longer than
resumes
(at least two
Or
three pages),
10. Resume (or) Curriculum Vitae can be either in a company
specified format, or in the format submitted by individual
applicants.
Generally evaluated by HR executives (or) junior
executives of line department.
Includes basic educational qualifications and experience
of the candidate.
11. Some times takes place before accepting the applications.
Definition: A screening interview is a type of job interview
that is conducted to determine if the applicant has the
qualifications needed to do the job for which the company
is hiring.
A screening interview is typically the first interview in
the hiring process screening interview can be conducted
over the phone or in-person.
In both cases, the results of the screening
interview will determine if the candidate
moves to the next round of the
interview process.
Eg: Telephonic Round
12. 1. Personal Information:
Name of the candidate
Date of birth
Gender
Marital status
Details of his/her family
Members
Annual Income of the Family
address
Socio- Economic
Status & Family
Background status
13. Includes
List of schools
Colleges
Institutions attended by the job applicant
Period of study
Various courses taken & subjects studied
Percentage of marks scored
Class (or) grade secured by him/ her.
Applicant’s academic
background
14. Includes
List of previous employers,
The period of employment each, tasks, activities and
responsibilities of the applicant and salaries drawn.
In some cases , reasons for leaving the organizations is also
included.
In some cases , it also helps the organization to study the
applicant’s working habits & Competencies in relation to
the job.
15. Includes
Salary last drawn in his/her last job.
Why the companies look over the issue is
1. Some offer low package with high benefits
2. Some offer high package with low benefits.
16. Includes
Strengths & Weakness
His/her professional goals-both long term & short
term.
Hobbies & Interest areas.
17. Includes
Names & Addresses of the individuals who can
contacted for reference check of the applicant.
Why the companies look for reference check
specifically?
To find the credibility of the applicant & getting the
information on past record.
18. Tests are generally conducted to analyze the skill levels
of the candidates.
Includes--------------
Intelligence Test.
Aptitudes Test.
Achievement Test.
Situational Test.
Interest Test.
Personality Test.
Polygraph test.
Graphology Test.
19. Includes
Intelligence defined as “reasoning,
Judgment, memory,& the power of
abstraction.”
Reasoning(word fluency,
verbal comprehension, numbers,
Memory and space)
IQ usually measures logical
reasoning, analytical reasoning,
And General Knowledge.
20. Measures individual‘s ability to learn a given job, when
given adequate training.
Here they do not test the knowledge of the individual,
But they test his/her ability to learn.
Eg: Mechanical, clerical, linguistic, musical & academic
abilities .
Tested skills are
Finger dexterity,
Hand dexterity,
Hand-eye dexterity are
tested using psychometer tests.
21. Are also called as Proficiency (or) Knowledge Test.
Job Knowledge Test: knowledge
of the applicant in his/her area of
experience is tested.
Work sample test , the ability of
the candidate to perform the job he/she is experienced in is tested.
Job Knowledge
Test
Work sample
test
Achievement Test
22. Generally used in middle and senior level management
selections, to test the applicant’s likely responses to
real-life situations.
Situational
tests
Group Discussions
In-Basket Games
Simulated Business
Games
23. In GD, group members are left to interact on their
own, without any leader being specified.
Measures--------------
a. Initiative
b. Leadership qualities
c. Negotiating skills
d. Communication skills
e. Decision making skills
Can be assessed by observing the group discussion.
24. Measures--------
The managerial and administrative skills of the candidate.
the candidate is exposed to
simulated office situation where
he/she has to respond to letters,
clear important documents,
schedule his/her meeting , meet
his/her colleagues and make some
business related decisions-all activities
which are normally a part of a day’s work
25. Measures------------
Candidates play the role of a
simulated character and are
evaluated within a group.
These are used for a variety of
executive activities, from
capital asset management
to marketing.
Generally called Role-Play.
26. It helps companies to identify & understand the
degree of interest a candidate has in a job.
Eg: A candidate who looks for variety in his job might
not be interested in doing a monotonous and
mechanical job.
Majorly concentrates in
applicant’s likes and dislikes
related to work, job, hobbies
and recreational activities.
27. It helps to in understanding the basic job-related
personality traits of an employee.
Helps in assessing
individual’s value system,
emotions, maturity and other
personal characteristics which
are expressed like
self-confidence ,
optimism, judgment,
dominance ,conformity .
28. This method is used to test the validity and
truthfulness of an applicant's answers by monitoring
the physical changes in his body as he/she answers a
series of questions.
This test is used for
defense & high-profile
security jobs
where it is essential
that an employee
is completely
Trustworthy.
29. Involves examining an individual’s handwriting to
assess his/her personality, emotional characteristics
and honesty.
This test examines the lines
loops, strokes and curves
in the applicant’s
handwriting to
assess his personality.
30. An interview is a conversation between two or more
people where questions are asked by the interviewer to
elicit facts or statements from the interviewee.
Why the HRS do interview process?
To assess the applicant’s profile
and comparing it with the job profile
for suitability.
Interviews helps in assessing the candidate and validating
the information provided in his/her application.
31. Advantages:
1. It forms a part of the recruitment process.
2. The employer can sell his organization and the job to
the candidate during the course of the interview.
Disadvantages:
1. Main disadvantage is its subjectivity.
2. Opinion & perception of the interviewer becomes
very critical.
3. Individual biases based on gender, religion, race,
nationality, caste etc. can influence the decision
making of the interview.
33. These are 1st round interviews that aim to eliminate the
applicants who are unqualified for the job.
These are generally informal and unstructured even before
the candidates fill in the application blanks.
Eg: When a job applicant approaches personal manger
regarding the employment advertisement , is an informal
interview.
Preliminary interview enable quickly to interviewer about
interviewee on the basis of appearance and quality of
communication. But it may be undesirable.
34. A selection (or) Core interview is normally takes place
between job applicant and line manger (or) experts
where the applicant’s job knowledge, skills talents are
evaluated and ascertained.
The suitability of the candidate for the job is
determined in this interview.
Selection interview can be of the following types
35. Interviewer follows rigid structure and contents.
The interviewer goes on format questions.
Eg: Tell me about yourself?
Tell me your strengths & weaknesses?
What are your hobbies?
Advantages:
1: No scope for subjectivity
2: effective time management.
Disadvantages:
1: No scope for openness.
i.e. we cannot make the job applicant to
think out of the box.
36. Name suggests no pre-determined framework of questions
and takes its own course depending on the response s of
the candidate and the interest of the interviewer.
No time limit. More open ended questions.
Eg: which food you like?
why should I hire you?
Tell me something about your favorite
hero?
Advantage:
1. Candidate remains comfortable in
answering the questions, because every
thing takes place naturally.
Disadvantage:
1. More scope for subjectivity
37. Objective of a this round is to test the applicant’s ability to
perform & deliver under stress.
Here interviewer put the interview under stress by
repeatedly interrupting him/her, criticizing their answers,
asking them unrelated questions or keeping quiet for long
periods after the interviewee has finished speaking.
Eg: Are you Male (or) Female?
Show your self-confidence if you have.
Advantage:
1. We can see whether interviewee has
a capability to work under stress r not.
Disadvantage:
1. Some times it may hurt opposite person’s value system.
38. Here all the candidates are interviewed by a panel of
interviewer or a single interviewer.
This method is useful when number of applicants is high
and the time available for interviewing is short.
Advantage:
Candidates can evaluate
their talent in comparison to the
talents of others.
Disadvantage:
We cannot judge the talent of
student in short span of time.
39. In today’s organizations where all functions are
interdependent and every job involves cross-functional
Interactions, it is imperative that people from different
functions interview a candidate.
Advantage:
Reduces subjectivity involved
in one-to-one interview.
Disadvantage:
We cannot find the core domain
knowledge of the candidate.
40. These interviews are more suitable for selection of
candidates for high-end technology and high skill jobs.
Advantage:
Experts from relevant area test the candidate’s
knowledge and understanding of the subject and assess
his/her expertise.
Disadvantage:
Cannot find
cross-functional knowledge
41. After the applicant’s knowledge in the core areas is evaluated by
experts , including line managers , the candidates are finally
interviewed by Dept. heads and HR Dept.
These interviews are usually informal discussions where the candidate’s
interest in job and the organization, their reaction to the working
conditions, career planning and promotional opportunities, work
adjustment and allotment are evaluated and discussed.
The HR manager tries to find out candidates expectations regarding
salary, allowances, benefits, promotions and career opportunities.
Finally selecting the candidate is taken by interview board and HR
dept.
43. Here not only interviewee, but also interviewer , has
to prepare for the interview.
Interviewer has to go through the Job Description &
Job Specification to understand the requirements of
the job.
Scan the application of the candidate to understand
his/her background & experience to form an idea of
the kind of questions that can be asked.
Don’t go through the application, by waiting the
candidate. unfortunately though, many interviewers
do just that.
44. Following steps need to consider for the interviewer.
Determine the objectives of the interview—what
position & specification.
Read the application in advance to ask relevant
questions.
Determine mode of evaluation, standards, the weights.
Plan the time management to allocate equal time &
attention to all interviewees.
Interview the candidate without any prejudice & bias.
45. Most of the candidates ,no matter how confident they seem, experience ,
tension, & pressure when they go interview.
List of responsibilities from the point of interviewers:----
Interview need to conduct in serene and
soothing atmosphere.
Interview room should
be well ventilated.
Seating arrangement should be
appropriate, ambience.
46. Avoid attending phone calls, meeting colleagues
during the interview.
Interviewer need to make candidate feel relaxed and at
ease.
A pleasant smile & a offer of a seat or
a glass of water can make the
candidate comfortable.
But nowadays some interviewers
behave very rude towards candidates
in the name of “stress interview”
47. Guidelines to conduct pleasant and pleasant manner.
The interviewer has to demonstrate a basic liking &
respect for people.
Ask open ended questions , that gives maximum scope
to the candidate to speak, should be asked.
48. Allow the candidate to talk & gather complete &
relevant information.
Ask more questions & probe only if necessary.
Make a note of the relevant points during the
interview for accurate assessment.
Stick to the plan of the interview.
49. Closing of the interview is as important as its
commencement.
Should be done in a smooth manner, avoiding any
abrupt (or) awkward gestures and words.
50. The interviewer should explain the expected course of
action, the expected date of intimation.
The interviewer should give a chance to candidate to
pose his/her queries.
51. Evaluation need to takes place immediately after the candidate leaves
the room.
If the interviewer decides to evaluate all the candidates together at the
end of all the interviews, he/she might get influenced by the recency
effect.
While evaluating , interviewer need to look at:
1. Should not take personal bias ,
but for the betterment of the organization
2. They need to evaluate time to time
by improving their interviewing skills
3. They need to attend workshops
on interview skills .
52. Before the winding up the interview process, it is
responsibility of the HR Dept. to get some reference checks of
the candidates before going to hire him/her.
Here referrals may be former employers (or) professors (or)
acquaintances of the candidate, who are in responsible
positions in the corporate world (or) in the society.
The company can handover this work of background
verification to any consultancy (or) they may personally
contact reference persons through mail, phone or person.
53. Medical examination is part of job specification &
organizational recruitment policy.
Medical examinations is
done to probe whether
candidate is infected with
HIV positive/TB/Cancer.
54. Definition: “ the determination of the job to which
an accepted candidate is to be assigned & his/her
assignment to that job”.
a proper placement of an employee
in low employee turnover, low absenteeism
and low accident rates in the
shop floor jobs & increase morale
and commitment of the employees.
55. Definition:
“The systematic collection , evaluation, & organization
of related to jobs”
It is the process of determining & recording all the
pertinent information about a specific job, including
the tasks involved, the knowledge & skill set required
to perform the job, the responsibilities attached to the
job & the abilities required to perform the job
successfully.
56. JOB ANALYSIS
Systematic investigation
into the tasks & skills &
other information relevant
to performing a job.
Employment
Job
Evaluation Job
Design
Training
Appraisal
Recruitmen
t Selection
Job
Evaluation
Wage
surveys
Job
enrichment
Alternative
work
schedule
Establishing job
Requirements
On the job
Training
Performance
appraisal
Compensation
system
57. Steps in the process:
1. Information gathering: includes
Information of the structure
Role of the job in relation to the other jobs
Class to which belongs
Detailed description of the activities &
responsibilities involved in a job.
58. Job specific competency determination: based on
study & observation, the competencies required are
identified.
Developing a Job description: includes----------
duties, responsibilities, tasks, functions of the job is
prepared.
Developing a Job Specification: includes---------
minimum qualifications & experiences required to
match the job description.
59. Job
Analysis
Job Description(job-oriented)
1.Job Identification-job title, location,
job code dept.& unit.
2.Job summary-authority &
responsibility
3.Relation to other jobs (relation with
superiors, peers, subordinates)
4.Location
5.Machine tolls.
6.Materials used
7.Responsibilities
8.Conditions of the work,
9.Hazards(accidental
hazards)
Job specification(employee-
oriented)
1. Education
2. Experience
3. Training
4. Judgment
5. Initiative
6. Physical effort
7. Physical skills
8. Communication skills
9. Emotional Characteristics
10. Usual sensory demands such
as vision, smell, hearing etc.
60. Includes:
Tasks, responsibilities, duties &
functions involved in the job.
Guidelines required in
writing a good job description:
1.The scope & nature of the work.
2. Work & duties of the
position should be clearly laid out.
3.Supervisory responsibility
should be explained to the
incumbents.
61. It is a written statement of the minimum acceptable
qualifications, knowledge, skills, traits, & physical &
mental characteristics that an incumbent must posses to
perform the job successfully.
Specifications can be ………………….
1. Physical specifications: height, weight, vision, hearing,
ability to lift & carry weights, health condition, age,
capacity to use machines, tools etc.
62. 2.Mental specifications: includes analytical ability, data
interpretation ability, decision making ability etc.
3.Emotional & Social specifications: includes stability,
adaptability & flexibility. Social specifications include
ability to work in a team, maintain interpersonal
relationships etc.
4. Behavioral specifications: include the ability to make
judgments, ability to undertake research, creativity,
teaching ability, self-reliance, ability to be authoritative
etc.
63. -Job Title: Manager-Technical-BPO operations
-Location: New Delhi
-Job Description:
-ownership of the technical consulting operation, providing technical services to
client with regard to connectivity, specific applications support, etc.
-lead the team(of assistant managers, team leaders, quality coaches, trainers and
technical support associates) & provide support to actualize on innovative
business solutions in a cost efficient manner.
-Manpower planning, recruiting, scheduling, training & appraising ensuring
resource utilization.
-co-ordinate with other departments in order to assure the smooth running of
operations.
64. Job specifications:
---5 to 7 years experience with at least 2-3 years in BPO.
---Customer service /care BPO experience essential.
---experience of handling technical processes in a call center
---knowledge of quote/order to delivery cycle
---excellent analytical, management, and communication
skills
----must be open to work in night shifts.