Unit III - b - Mit212c Selection

8/3/2019 Unit III - b - Mit212c Selection

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SELECTION


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Definition Picking individuals with requisite

qualifications

It is the process of differentiating betweenapplicants in order to identify (and hire) those

with a greater likelihood of success in a job.


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Recruitment ---- +ve seeks to attract

candidates

Selection ----- - ve ------seeks to eliminateapplicants


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Role of selection Work performance depends on individuals

Hire people who have competence and

willingness to work Cost incurred talks about role of selection

Consultant charge 20-50% of 1st year salary


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Possible outcomes of selection

decisionSuccess False Negative (Error) True Positive

(High Hit) Right

selection decision

Failure True Negative

(low hit)

Right selection

decision

False Positive

(Error)

Failure predicted Success predicted


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False +ve applicant hired based on success

predicted but failure results

- ve applicants rejected based on failure

False positive incur 3 costs a) P & L,

damage co reputation absenteeism b)

training cost c) replacing employee


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Organisation for selection Applicant send easily applications to one

department

Facilitates contact, helpful during hiringperiods

Managers concentrate on responsibilities better selection, consideration, duplication ofefforts minimised


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Selection process Environmental factors affecting selection

HRP cost, policy co image, legal and

political considerations internal/externalenvironment


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1. Preliminary interview Scrunity to eliminate unqualified courtesy

interview for good public relations


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2. Selection tests Determine ability, aptitude and personality

test

Ability (achievement) how well anindividual perform tasks

Aptitude persons potential to learn in agiven area

GMAT General Management Aptitude test


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Personality measure employees motivation

to function in environment

TAT assess individuals achievement andmotivation levels


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CPI California Psychological Inventory

TTS Thurstone Temperament Survey

MMPI Minnesote Multiphasic Personality Guilford Zimmerman Temperament Survey

All these methods to assess personality traits


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Interest Tests To measure individuals activity preferences

Graphology analyse handwriting of an individual

Polygraph (lie detector) dept. stores, jewelryshops

Medical tests reveal physical fitness of a candidate

Drug tests, Genetic screening predisposition to

specific medical problems


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Choosing tests Reliability standard of the procedure and

scoring test results


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Validity predict whether a person will be

successful in a given job

Concurrent validity determine characteristicof successful employees

Predictive validity selection test identifying

a successful candidate Synthetic validity- involves several jobs


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Objective 2 or more derive same result/

conclusion.

Standardised standard conditions of peoplewho are representatives- specific test score

meaningful.


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3. Employment interview Indepth conversation conducted to evaluate

applicants

Acceptability


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Employment interview can be One to One interview: interviewer and

interviewee

Sequential: Series of interview- eachinterviewer ask questions as candidate moves

from room to room

Panel 2 or more interviewers- more formal


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Objectives of interviews Get additional information from applicant

Giving general information to applicant

Build company image


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Types of interviewsStructured Unstructured Mixed Behavioural Stress

Predetermined

Checklist of

questions

Few planned

Some asked on

spot

both Question to

hypotheticalsituation

Harsh, rapid

fire questions


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Common interview problems Interviewers do not seek applicants

information for successful job performance

Snap judgements early

Permit one trait or job related attributes

Halo effect

Tendency swayed by negative information


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Not in systematic manner

Favour a candidate

Interviewers judgement often affected

Some interviewers place more weight on

certain attributes

Sex, race lead to favourable evaluation


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Steps to overcome problemsDos Donts

Plan interview Unprepared to start

Easy, informal relationship Too quickly top demanding questions

Encourage candidate to talk Ask leading questions

Cover ground as planned Jump to conclusions

Probe where necessary Pay too much attention to strength/weakness

Analyse career and interests Gloss over important facts

Maintain control over direction Talk too much


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Reference and background checks Employers request name, telephone number-

for verification

Previous employers, known public figures,university professors, friends can act as

references

Telephone reference get immediatecomments


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References influence selection decision Reasons:

Persons who would speak well, write

favourably- not like to divulge truth about acandidate


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Selection Decision Who pass the test, interview and reference

check


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Physical examination Detect infectious disease, fit to perform,

physical capabilities differentiate, protect

from compensation skill


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Job offer Letter of appointment

Date-reasonable time for reporting

For reporting relieving certificate from

previous employer


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Contracts of employment Certain documents executed by candidate

Attestation form vital details about a

candidate valid for future references

Written contract company prepare

Job title, continuous employment, rate of pay,

hours of work


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Paid holidays, holiday pay, qualifying period

Accrual, details of holiday, year, when

holidays can be taken

Maximum holidays, carry over, public

holidays

Sickness pay for time loss, insurance,medical certificate


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Notice, grievance procedure, disciplinary

procedure, work rules, arrangements for

terminating, union membership, special terms


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Concluding the selection process Reassuring the candidates not selected

(purely on merit basis)


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Evaluation of selection programme Periodic audit, systematic evaluation


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Barriers to effective selection Perception inability to understand others

Fairness discriminated on the basis of

religion

Validity who will perform/not

Reliability produce consistent result

Pressure by politicians, bureaucrats,relatives, friends


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New methods of selection Participative selection subordinates

participate in co-workers selection

Employee leasing client co leasesemployees from third party


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Selection in India No Vacancy wanted board -seen

No specific skills -but have degree

Selection process- well defined practised

Merit objectivity considered


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Summary Selection process of differentiating between

applicants in order to identify those with a

greater likelihood of success in a job

Documents

Unit III - b - Mit212c Selection