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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
Reception of applicationsP
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Application blank
Psychological tests
Interview
Background information(reference checking)
Final selection
Physical examination
Placement
Waiting
List of desirable applicants
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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
long
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.
.
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
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