Employee Selection Process.docx

7/27/2019 Employee Selection Process.docx

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Employee Selection Process

Employee Selection is the process of putting right men on right job. It is a procedure of matchingorganizational requirements with the skills and qualifications of people. Effective selection can be doneonly when there is effective matching. By selecting best candidate for the required job, the organizationwill get quality performance of employees. Moreover, organization will face less of absenteeism and

employee turnover problems. By selecting right candidate for the required job, organization will alsosave time and money. Proper screening of candidates takes place during selection procedure. All thepotential candidates who apply for the given job are tested.

But selection must be differentiated from recruitment, though these are two phases of employmentprocess. Recruitment is considered to be a positive process as it motivates more of candidates to applyfor the job. It creates a pool of applicants. It is just sourcing of data. While selection is a negativeprocess as the inappropriate candidates are rejected here. Recruitment precedes selection in staffingprocess. Selection involves choosing the best candidate with best abilities, skills and knowledge for therequired job.

The Employee selection Process takes place in following order-

1. Preliminary Interviews- It is used to eliminate those candidates who do not meet the minimum eligiblity

criteria laid down by the organization. The skills, academic and family background, competencies andinterests of the candidate are examined during preliminary interview. Preliminary interviews are lessformalized and planned than the final interviews. The candidates are given a brief up about the companyand the job profile; and it is also examined how much the candidate knows about the company. Preliminaryinterviews are also called screening interviews.

2. Application blanks- The candidates who clear the preliminary interview are required to fill application blank.It contains data record of the candidates such as details about age, qualifications, reason for leavingprevious job, experience, etc.

3. Written Tests- Various written tests conducted during selection procedure are aptitude test, intelligencetest, reasoning test, personality test, etc. These tests are used to objectively assess the potential candidate.They should not be biased.

4. Employment Interviews- It is a one to one interaction between the interviewer and the potential candidate.It is used to find whether the candidate is best suited for the required job or not. But such interviewsconsume time and money both. Moreover the competencies of the candidate cannot be judged. Suchinterviews may be biased at times. Such interviews should be conducted properly. No distractions should bethere in room. There should be an honest communication between candidate and interviewer.

5. Medical examination- Medical tests are conducted to ensure physical fitness of the potential employee. It

will decrease chances of employee absenteeism.6. Appointment Letter- A reference check is made about the candidate selected and then finally he is

appointed by giving a formal appointment letter.

TYPES OF TESTS FOR SELECTION

Tests are classified into five types. They are:

(i) Aptitude tests

(ii) Achievement tests

(iii) Situational tests

(iv) Interest tests

(v) Personality test

Aptitude Tests: These tests measure whether an individual has the capacity or latent ability

to learn a given job if given adequate training. Aptitudes can be divided into general and

mental ability or intelligence and specific aptitude such as mechanical, clerical, manipulative

capacity etc.


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Intelligence Tests: These tests in general measure intelligence quotient of a candidates. In

detail these tests measure capacity for comprehension, reasoning, word fluency, verbal

comprehension, numbers, memory and space .Other factors such as digit spansboth

forward and backward, information known, comprehension, vocabulary, picture arrangement

and object assembly.

Though these tests are accepted as useful ones, they are criticized against deprivedsections of the community. Further, it is also criticized that these tests may prove to be too

dull as a selection device.

Mechanical Aptitude Tests: These tests measure the capacities of spatial visualization,

perceptual speed and knowledge of mechanical matter. These tests are useful for selecting

apprentices, skilled, mechanical employees, technicians etc.

Psychomotor Tests: These tests measure abilities like manual dexterity, motor ability and

eye-hand coordination of candidates. These tests are useful to select semi-skilled workers

and workers for repetitive operations like packing, watch assembly.

Clerical Aptitude Tests: Measure specific capacities involved in office work. Items of this test

include spelling, computation, comprehension, copying, word measuring etc.

Achievement Tests: These tests are conducted when applicant claims to know something

as these tests are concerned with what one has accomplished These tests are more useful

to measure the value of specific achievement when an organization wishes to employ

experienced candidates. These tests are classified into:

Job Knowledge test; (b) Work sample test.

Job Knowledge Test: Under this test a candidate is tested in the knowledge of a particular

job. For example, if a junior lecturer applies for the job of a senior lecturer in commerce, he

may be tested in job knowledge where he is asked questions about Accountancy principle,

Banking, Law, Business Management etc.

Work Sample Test: Under this test a portion of the actual work is given to the candidates as

a test and the candidate is asked to do it. If a candidate applies for a post of lecturer inManagement he may be asked to deliver a lecture on Management Information System as

work sample test.

Thus, the candidates achievement in his career is tested regarding his knowledge

about the job and actual work experience.

Situational Test: This test evaluates a candidate in a similar real life situation. In this test

the candidates is asked either to cope with the situation or solve critical situations of the job.

(a)Group Discussion: This test administered through group discussion approach to solve a

problem under which candidates are observed in the areas of initiating, leading, proposing

valuable ideas, conciliating skills, oral communicating skills, coordinating and concluding

skills.

(b)In Basket: Situational test is administered through in basket The candidate, in this

test, is supplied with actual letters, telephone and telegraphic message, reports and

requirements by various officers of the organization, adequate information about the job and

organization. The candidates is asked to take decisions on various items based on the in

basket information regarding requirements in the memoranda.

Interest Test: These tests are inventories of the likes and dislikes of candidates in relation

to work, job, occupations, hobbies and recreational activities. The purposes of this test is to


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find out whether a candidate is interested or disinterested in the job for which he is a

candidate and to find out in which area of the job range/occupation the candidate is

interested. The assumption of this test is that there is a high correlation between the interest

of a candidate in a job and job success. Interest inventories are less faked and they may not

fluctuate after the age of 30.

Personality Tests:These tests prove deeply to discover clues to an individuals valuesystem, his emotional reactions and maturity and characteristic mood. They are expressed

in such traits like self-confidence, tact, emotional control, optimism, decisiveness, sociability,

conformity, objectivity, patience, fear, distrust, initiative, judgment dominance or submission,

impulsiveness, sympathy, integrity, stability and self-confidence.

(a) Objective Tests: Most personality tests are objective tests as they are suitable for group

testing and can be scored objectively.

(b) Projective Tests: Candidates are asked to project their own interpretation of certain

standard stimulus situations basing on ambiguous pictures, figures etc, under these tests.

Personality tests have disadvantage in the sense that they can be faked by sophisticated

candidates and most candidates give socially acceptable answers. Further, personality

inventories may not successfully predict job success.

Interview Types

Screening Interview

This type of interview is generally conducted by larger companies when there is a large applicant pooland is typically the first phase of selection. Screening interviews are used to ensure that the candidatesmeet minimum requirements and are often conducted by a computer or by an interviewer from thehuman resources department who is skilled at determining whether there is anything that mightdisqualify you from the position.

Telephone Interview

Telephone interviews are often used to screen candidates in order to narrow the pool of applicants whowill be invited for in-person interviews- and is a good way to minimize travel expenses! They can bechallenging because you arent able to rely on nonverbal communication or b ody language. You shouldprepare for this type of interview just as you would for a regular interview so, if you are not given anywarning and are not ready for an interview when called, politely request that the interviewer call back atanother mutually convenient time. This will allow you to refresh your memory on the organization andbe better prepared.

Video Conferencing

Video conferencing is typically used to conduct interviews using video technology from a distance. Thesame interview strategies you would use if you were meeting in person apply - clothing, body language,and dialogue are important.

One-on-One Interview

The most common interview format is the one-on-one (or face-to-face). This interview is traditionallyconducted by a direct supervisor and if often the last step in a series of interviews. The interviewer mayor may not be experienced in conducting interviews and, depending on personality and experience, the


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interview may be directive following a clear agenda, or non-directive relying on you to lead thediscussion as you answer open-ended questions.

Panel Interview

A panel interview is conducted by two or more interviewers and is designed to reduce individualinterviewer bias. It is very common for entrance into graduate and professional schools. One memberof the panel may ask all of the questions or individual panel member may take turns.

Group Interview

A group interview occurs when several candidates for a position are interviewed simultaneously. Groupinterviews offer employers a sense of your leadership potential and style, and provide a glimpse of whatyou may actually be like as an employee and how you would fit into the team. Candidates may also beasked to solve a problem together which allows interviewers to assess candidates skills in action (e.g.teamwork).

General Group Interview/Information Session

This approach is intended to save time and ensure applicants understand the basics of the job and

organization by providing large amounts of information. This process is usually followed by an individualinterview.

Sequential/Serial Interview

A sequential interview is conducted by two or more interviewers, separately or in sequence. Thecandidate either moves from one location to another or stays in one room and while differentinterviewers join them. Sequential interviews involve a number of first impression opportunities so beaware of how you present yourself each time. At the end of the process, the interviewers meet toevaluate each applicant and make their decision.

Interview Formats

Behavioural Interview

The Interviewer will ask for specific examples from your past experiences to determine if you canprovide evidence of your skills in a certain area the best predictor of future behaviour is pastbehaviour. Although the interviewer is having you recount stories from your past, they are really tryingto imagine how you would handle similar situations in the future.

When deciding what examples from your past to use, consider the following:

The more recent the behaviour, the better its predictive power.

The more long-lasting the behaviour, the better its predictive power.

Prepare yourself for the probable skill areas the employer will be interested in and will,therefore, likely be asked about in the interview. Determine this by reviewing the jobdescription.

Situational Interview

This format is highly structured in that hypothetical situations are described and applicants are asked toexplain what they would do in these situations. Interviewers may use a scoring guide consisting ofsample answers to evaluate and score each applicants answers.


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Structured Interview

This format combines the situational interview with a variety of other types of interview questions.Typically, each candidate is asked the same set of questions and their answers are compared to ascoring guide and rated. The goal of this approach is to reduce interviewer bias and to help make anobjective decision about the best candidate.

Unstructured Interview

Questions here are based on the individuals application documents such as their rsum and sodifferent variants of a question will be asked to each applicant. Without structured guidelines, theconversation can be free-flowing, thus making this method of interviewing the most prone to bias, butallowing the interviewer to get a more natural and perhaps more realistic sense of who you are.Although this type of interview may seem more casual, and may even occur over lunch or dinner, youmust still be well-prepared and maintain a professional demeanor. Be careful not to provide informationyou would not have communicated if the interview was more structured.

Semi-Structured Interview

This format is a blend of structured and unstructured, where the interviewer will ask a small list of similar

questions to all candidates along with some questions pertaining to your resume.

Case Interview

The case interview format is popular among consulting firms. It gives the interviewer a good idea of youability to solve problems on the spot an important skill for any consultant. This interview format isalso designed to assess logical thought processes, quantitative skills, business knowledge, generalknowledge, creativity, and communication skills.

Testing/Assessment

It is common for employers to use standardized tests or work simulation exercises to assess acandidates fit to the position or to test work-related competencies. Testing is usually done after an initial

screening process and can be a very costly process for the employer.

Documents

Employee Selection Process.docx