Selection

• The process of choosing from a group of

applicants the individual best suited for a
particular position in an organization
• Goal of the selection process is to properly
match people with jobs and the
organization
• Individuals overqualified, under qualified,
or do not fit either the job or the
organization’s culture, will probably leave
the firm
 Recruitment and
Selection
 Searching the  Involves the series
candidates for of steps by which
employment and the candidates are
stimulating them to screened for
apply for jobs in the choosing the most
organisation suitable persons
selection is a
Recruitment is a
negative process
positive process
concerned with
concerned with selecting the most
tapping the sources suitable candidate
of human resources through various
interviews and
tests.
Evaluate, hire, and place job applicants
in the best interests of both
organization & individual
High performance of employees from the beginning
High costs for hiring (selection cost, induction and
training/development cost, labor turnover cost)
Costly legal implications of incompetent hiring
(negligent hiring litigation)
 Selection decisions
outcomes
Accept
Reject
Successful Correct Reject
Decision Error

Unsuccessful Accept Correct

Error Decision
 How to avoid litigation
Carefully scrutinize
Ask about gaps in employment
Get written authorization for reference
checks
Save records
Reject applicants
Balance privacy right with “need to know”
Take immediate action
Advantages of
Selection
• Reliable and
accurate means of
selecting qualified
candidates

• Identify attitudes
and job-related skills
Selection Video
The Selection Process
• Screening interviews
• Application blank
• Selection tests
• Selection interviews
• Reference and background checks
• Selection decision
• Physical examination
 External Environment
Internal Environment

The Selection Process Recruited

Individual
Evaluation of
Application
Preliminary
Review

Rejected Applicant
Selection
Test
Employment
Interview
Reference and
Background Checks
Selection
Decision
Physical / Medical
Examination
Employed
Individual
Evaluation of Application
Forms
• Evaluation of Application Forms is also called as
Application Blank
• It is used as a device to screen the candidates at
the preliminary level
• Generally, personal background information,
educational attainments, work experiences, salary,
personal details and references are included in the
application form
 Preliminary Review
• Selection Process often begins with Preliminary
Review

• Basic purpose of this review is to eliminate the

applicants who obviously do not meet the job
requirements

• This may be done by

– telephone interviews or
– videotaped interviews or
– virtual job interviews
 Characteristics of Properly
Designed Selection Tests

• Standardization - Uniformity of the

procedures and conditions
• Objectivity - Everyone scoring a test
obtains the same results
• Norms - Frame of reference for
comparing an applicant's performance
with that of others
• Reliability - Provides consistent results
• Validity - Measures what it is supposed
to measure
Types of Selection
Tests

 Cognitive aptitude
Job Knowledge
Work-sample (simulation)
Personality
Grapho Analysis
Polygraphy
 The Employment
Interview
• The employment interview is important.
• The employment interview is a goal-
oriented conversation
• Interviews are the primary method
companies use to evaluate applicants
Content of the Interview

• Occupational experience
• Academic achievement
• Interpersonal skills
• Personal qualities
• Organizational fit
• Candidate’s objectives
 Interview Planning
• Compare application and resume with
job requirements
• Develop questions related to qualities
sought
• Step-by-step plan to present position,
company, division, and department
 Selection Interview
“Types of Interviews”

 Unstructured interview
 Structured interview
 Situational interview
 Behavioral interview
 Stress interview
 Hiring Interviews
• Structured Interviews: predetermined
script and protocol;
– Interviews in a proper format
– Asked through information gathered
from job analysis information
Structured Interview

 Situational questions
Job knowledge
questions
Job-sample simulation
questions
Worker requirements
questions
• Unstructured Interviews: no
predetermined script or protocol
– Any thing related or not related to the
job
– No prescribed format
Unstructured Interview

• Asks probing, open-ended

questions
• Encourages applicant to do
much of the talking
• Different information from
different candidates
Behavioral description
Interviews
ask participants to relate actual
incidents from their past relevant
work experience to the job they
are applying for.
Situational Interviews
Applicants to respond to
hypothetical situations they may
encounter on the job for which
they applied.
 Stress interview
 A special type of interview designed to create
anxiety and put pressure on the applicant

In a stress interview, the interviewer assumes an

extremely aggressive and insulting posture.

Those who use this approach often justify its use

with individual

The stress interview is a high-risk approach for an

employer.
 Methods of Interviewing
 One-on-one interview - Applicant meets one-on-
one with an interviewer.
Group interview - Several applicants interact in the
presence of one or more company representatives
Board interview - Several of the firm’s
representatives interview one candidate
Stress interview - Anxiety is intentionally created
Realistic job previews - Job information is conveyed
to the applicant in an unbiased manner
 Who Conducts
Interviews?
Panel
Individuals
Interviews

Interviews
Interviews

Video Team
Interviewing Interviews
Conducting Effective
Interviews
• Interviewers should be carefully selected
and trained properly
• Preparation of Interview Plan
• Listen Carefully
• Record the facts immediately after
interviews
• Evaluate effectiveness of interviewing
process
Potential Interviewing Problems

• Inappropriate questions
• Premature judgments
• Interviewer domination
• Inconsistent questions
• Halo error
• Interviewer bias
• Lack of training
• Nonverbal communication
 Background
Investigation
• Four Goals of Background Screening:
– Demonstrates due diligence in hiring
– Provides factual information about
candidates
– Discourages applicants who have something
to hide
– Encourages applicants to be honest on
application forms and in interviews
Reference and Background
Check
• Validations that provide additional insight into the

information furnished by the applicant

• Reference check allows verification of the

information’s accuracy
 Fake cv’s
• What is fake? Can anyone prove that a
candidate is fake or real?
• When the company asks for a bond what
guarantee can it give that it will not close
before time mentioned in the bond?
• Faking in CVs is not a new game, but
Wipro's recent firing of close to 100
employees for faking details in resumes
 Job offer
A written job offer is a formal letter inviting to
accept a specific post. It contains
 Employee name and the name of the employing
organization
the date of the offer
the job title and department or location
the period of notice required for either party to
end the contract
 CONTRACT
• A contract of employment is usually
defined to mean the same s a
"contract of service".
• Contracts provide for termination of
employment, by either party, and
include associated matters such as
notice period, compensation
arrangements.
 Medical Tests
• Medical check-up ( physical fitness,
weight and disorders)
• Letter of probation
• Induction training
 Evaluation of selection Programme

• Analysis of the programme.

• How adequately communicated to those
involved and affected?
• How well the programme is implemented?
• Feedback
• Analysis of results.
 OTHER FORMS OF
SELECTION

• Handwriting tests
• Who am I?
• Mock tests/project
 Realistic Job Previews

• The purpose of a realistic job preview

(RJP) is to inform job candidates of the
“organizational realities” of a job
• By presenting applicants with a clear
picture of the job, the organization hopes
to reduce unrealistic expectations.
• A review on research on RJPs found that
they do tend to result in applicants having
lower job expectations.
Maruti HR Interview