Selection is the process of picking or choosing the right candidate, who is

most suitable for a vacant job position in an organization. In others words,

selection can also be explained as the process of interviewing the candidates
and evaluating their qualities, which are required for a specific job and then
choosing the suitable candidate for the position.

The selection of a right applicant for a vacant position will be an asset to the
organization, which will be helping the organization in reaching its objectives.

Significance of Selection:

Selection is an important function and it must be performed carefully. If

unsuitable persons are selected, labour absenteeism and turnover will be
high. Such persons will shirk their job and ultimately leave the enterprise.
This will result in wastage of time, energy and money spent in hiring and
training them. The efficiency of the organization will go down. The well-being
of an organization depends greatly on the quality of its managers. Only sound
selection of executives can build up the strong managerial structure of the
enterprise. Errors in selection may prove very costly in future.

Proper selection is very helpful in building up a suitable workforce. If right

people are selected for various jobs, their productivity and efficiency will be
high. Therefore, the basic purpose of the selection process is choosing right
type of candidates to man various positions in the organization. In order to
achieve this purpose, a well-organized selection procedure is required. Each
step in the selection procedure should provide more and more information
about the candidate. Such information will facilitate decision regarding
selection. There can be no standard procedure to select different types of
employees or to be adopted by all concerns. In practice, selection procedure
differs from job to job and from organization to organization. In some cases,
selection is a very simple and one-step process. But in many cases, it is quite
complex and time consuming. The main steps in selection procedure may be
as follows: 1. Preliminary interview 2. Application blank 3. Selection tests 4.
Employment interview 5. Checking of references 6. Physical examination 7.
Final approval. The steps listed above should not be treated as a rigid
sequence. Some organizations do not follow all these steps while others
follow them in a changed sequence. For example, some enterprises do not
hold the preliminary interview. In some cases, physical examination may take
place before selection tests. Some concerns require the candidates to fill
Page 142 two types of application forms, before and after the preliminary
interview. In some companies the practice is to obtain the bio-data after the
final interview to account for the time gap involved. Some concerns conduct
physical examination relatively early in the procedure so as to avoid time and
expense of screening medical unfit persons.

1. Preliminary Interview: The purpose of preliminary interview is to eliminate

the totally unsuitable candidates. It is generally brief and may take place
across the counter in the employment office of the company. It consists of a
short exchange of information regarding the candidate’s age, qualifications
experience and interests, it helps to determine whether it is worthwhile for
the candidate to fill in an application form. It saves the expense of processing
unsuitable candidates and saves the candidate from the trouble of passing
through the long procedure. Preliminary interview provide basic information
about candidates. While providing important information, applications and
curriculum vitae of the candidate tend not to be extremely useful for making
final selection decisions.

2. Application Blank: Candidate who get through the preliminary interview

are asked to fill up a blank application form specially designed to obtain the
required information about the candidate. Different types of application forms
are used by different organizations and for different jobs. As far as possible,
the application should be brief and simple. It should elicit only such
information which is relevant for the job concerned. Generally, an application
from contains information regarding, (a) personal history name, date of birth,
sex, marital status, nationality, etc. of the candidate, (b) educational
qualifications, (c) job experience, and (d) references, etc. Application blank
provides a permanent record of the candidate’s education, experience,
interests, etc. in his own handwriting. It helps to make tentative references
regarding the candidate’s suitability. It serves as the basis for framing
questions to be asked in the employment interview. It also reflects the
interest of the employer in the candidates for tests. Among the most
traditional methods, application blank is prominent one useful to extract as
much information as possible on various aspects of the candidates.

3. Selection Tests: Tests have become an important device in the process of

selection. These are used for efficient performance of the job. Several types
of tests are used to measure such skills and abilities which are needed in
practice for screening applicants. Written tests may be descriptive or
objective in nature. The personality tests are having meagre popularity in
employee’s selection, greatly because they are difficult to defend legally.
However, they are re-earning vital importance, and opportunities are that at
some point in the career of employees they have to complete certain
personality tests.

4. Employment Interview: Personal interview is perhaps the most widely used

method for selecting employees. It is a face-to–face talk between the
employer and the candidate. It is more thorough and comprehensive than the
preliminary interview. The main purposes of employment interview are: (a) to
check the information obtained in earlier steps, (b) to seek more information
about the candidate, (c) to test the qualities of the candidate, and (d) to
inform the candidate about the job and the organization. Personal and social
traits like aptitude, interest, motivation, communicating skill, etc. can better
be judged in an interview. Employment interview, however, suffers from
several weaknesses. First, interview is a time-consuming and expensive
device. Secondly, interviews can test only the personality of the candidate
and not his ability for the job. Thirdly, interview process depends too much on
the personal judgment of the interviewers. Inaccuracy and bias in judgment
may yield misleading results. Fourthly, interviewers may not be able to elicit
required information from the candidate. Finally, very often interview is
interpreted as having greater meaning and validity than is justified. Answers
to questions may not reveal the ‘real man’. Appearance may be deceptive. A
candidate good at interview may prove a failure on the job.

5. Checking References: Candidates are usually required to provide some

references, i.e. names of person whom inquiries as to his educational
background, experience, ability, character, etc., could be addressed. A
referee can be a useful source of information in case he is sufficiently
knowledgeable and truthful. He may be the previous employer or teacher of
the candidate. Before making final selection, the enterprise may contact the
references to seek information on the candidate’s ability and integrity. A
letter of recommendation may also be asked from the candidate. Checking
the references may help to point out discrepancies regarding the candidate’s
previous employment, past salary and reasons for leaving the job. However,
reference checks are not very reliable in practice because In general the
references do not know the person well enough or they are biased in his
favor. Moreover, the person they do respond when approached. They may be
persuaded to give opinions frankly by giving an assurance that all information
will be treated as strictly confidential. Some employers do have polices that
preclude employees from providing reference information and it is always
risky to ask candidates to self-selected reference.

6. Group Discussion: This method is being increasing used for the selection
of executives and civil servants. Under this method, several candidates are
brought together and given a topic for discussion. Interviewers sit at the back
and observe how each candidate participates in the discussion. This method
reveals personality characteristics, communication skills, ability to get on
with others, ability to appreciate others ideas, etc. The candidate cannot
supposed to be different than what he really is. His personality assets itself
and is revealed in his attitude and behavior during the crossfire of a
discussion. The interactions emerging out of group discussions are analyzed
to judge the orientation and their selling skills. Such analysis is known as
interaction analysis.

7. Physical Examination: Physical or medical examination of candidate is

carried out to ascertain his physical fitness for the job. It can vary from a
simple check of physical appearance and wellbeing to a very comprehensive
examination. Some companies accept the medical certificate obtained by a
candidate from a qualified physician. Other requires the candidate to pass
the fitness test conducted by an expert appointed by the organization. A
proper medical examination will ensure high standard of health and physical
fitness for the employees. It will reduce the rates of absenteeism, accidents
and labour turnover. A thorough medical checkup candidate fulfills three
objectives; first, it helps to ascertain the applicant’s physical capability to
meet the job requirement. Secondly, it helps to prevent communicable
diseases entering the organization. Thirdly, it protects the organization
against unwarranted claims under the Workmen’s Compensation Act

8. Final Approval: After screening the candidates a list of suitable candidates

is prepared. The list is sent to the line manager who requisitioned the
personnel. He gives the final approval. The candidates formally approved by
the manager concerned are appointed by issuing appointment letter and
concluding service agreements. Generally, the candidates are appointed on
probation for one or two years. This is because no selection procedure is
foolproof. If during the probation period, an employee is found unfit he may
be transferred to some other job. Alternatively, he may be given time and
training to improve himself. If the organization cannot offer him a job which
he can do well, his services may be terminated after due notice. Tests for
Selection:

Employment tests are the critical steps considered during the selection
process and are explained as follows:

1. Aptitude test – Aptitude is the ability to do something or a natural tendency.

Accordingly, aptitude tests are designed to measure the hidden qualities of
the candidates.

2. Interest test – Interest test is designed to discover a person’s area of

interest. It measures the candidates’ interest in outdoor activities,
mechanical, computational, scientific, persuasive, artistic, literary, musical,
clerical, social services and skills.
3. Intelligence test – Intelligence tests aim at testing the candidate’s
reception power, memory power, reasoning power, etc. It generally includes
verbal comprehen-sion, word fluency, speed of perception, etc.

4. Performance or achievement test – Achievement or performance test is

concerned with what a candidate has accomplished or what he/she has
already learned. These tests are designed to determine a person’s
knowledge in a specific job area. Achievement tests are mostly available for
technicians, administrative personnel, carpenters, etc.

5. Personality test – Personality tests aim at determining the personality traits

and characteristics. These tests aim at measuring the effect of the
candidates’ personality on work performance. For example, a sales person
who is shy and quiet may not be able to be good in sales which require the
person to be talkative and proactive.

6. Dexterity test – Dexterity tests are considered for jobs requiring physical
work. These tests aim at measuring motoring skills, ability to memorize, how
quick body moves efficiently, etc. For example, a candidate is tested by
measuring the typing speed on a computer or typewriter.

7. Other tests – These tests aim at understanding the candidates’

communication ability, mental ability, writing ability, alertness, etc. These are
two types of tests –

(a) General knowledge test, which tests the candidates’ general knowledge
on certain subjects and with openness to experience.

(b) Knowledge of language test, which explore how candidates place their
thoughts in words, style of language, handwriting, fluency or speed.

Advantages of Selection
A good selection process offers the following advantages−
 It is cost-effective and reduces a lot of time and effort.
 It helps avoid any biasing while recruiting the right candidate.
 It helps eliminate the candidates who are lacking in knowledge, ability,
and proficiency.
 It provides a guideline to evaluate the candidates further through strict
verification and reference-checking.
 It helps in comparing the different candidates in terms of their
capabilities, knowledge, skills, experience, work attitude, etc.
A good selection process helps in selecting the best candidate for the
requirement of a vacant position in an organization.
The Selection Procedure involves the following two stages.

1. Aptitude Test

2. Interviews

STAGE I: APTITUDE TEST

Aptitude Test is an integral component in the entire scheme of the selection

process. This stage is very important and if one does not clear this stage,
then one cannot move to the next stage in the selection process, which is
usually the Interviews. There are three sections for the Aptitude Test as
outlined below.

Section 1: Mathematical Critical thinking (10 questions – 35 minutes)

This section consists of questions from different topics like Permutation &
Combination, Probability, Time & Work, Time & Distance, Equations, Ratio,
Proportion, Variation, Percentages, Profit and Loss, Partnership etc.

Section 2: Analytical thinking (15 questions – 25 minutes)

This section consists of questions from topics like Syllogisms, Puzzles

(Seating Arrangement, Distribution etc), Non Verbal Reasoning, Blood
Relationship, Data Interpretation, Data Sufficiency etc.

Section 3: Test of English Communication (40 qs – 35 minutes)

This section consists of questions from topics like Reading Comprehension,

Synonyms, Antonyms, Idioms & Phrases, Fill in the blanks, Para jumbles,
Grammar (Sentence Correction, Sentence Improvement, Spotting the error
etc)

STAGE II: INTERVIEW

The interviews are conducted to test a candidate's knowledge of self, his

career plans, hobbies, interests, achievements, knowledge about his
specialization etc. Questions can be drawn from any area. It is expected that
a candidate has a clear career goal or objective when he/she faces an
interview panel. If one is from the department of Mechanical Engineering,
then it is expected that one has a good command over the subjects one has
learnt in one's engineering. At the same time, candidates need to show
interest in the field of IT and come up with a convincing answer as to why they
are shifting their field from "Mechanical Engineering" to "IT". Overall, one's
confidence and one's knowledge are the key attributes which would be
checked here.
As one of India’s leading tech companies, the recruitment and selection
process of Infosys is geared towards finding the best match between
candidate aptitudes and company requirements. Infosys’ hiring policy is
closely aligned to its business plans, on the basis of which recruitment is
projected and implemented across the year. Attributes which hiring
managers look for include analytical ability, teamwork, leadership skills,
communication skills, ability to innovate, along with professional competence
and academic excellence. ‘Learnability’—defined as the “ability to derive
generic knowledge from specific experiences and apply them to new
situations”—is another key metric in the selection process.

Learn these 5 tips to improve your communications kills without spending a

penny

To apply to Infosys, you first need to meet their academic criteria. A minimum
of 60% marks in Class 10 and 12, and 65% and above in B. Tech, is a pre-
condition for applying. Eligible candidates then go through a three-stage
recruitment process that includes an aptitude test, technical interview and
HR interview.

You can also apply for Infosys Jobs

3-section aptitude test

The aptitude test contains three sections with time limits and cutoffs for each.
These include logical and analytical reasoning, quantitative ability and verbal
ability. The first section (reasoning) contains questions of easy to moderate
level on topics like data sufficiency, visual reasoning, data interpretation,
syllogism, statement reasoning, etc. You will have 25 minutes to answer 15
questions.

The second section (quantitative aptitude) contains questions on time, speed

and distance, permutation and combination, number series, formulae,
analytical puzzles, algebra, probability etc. and the difficulty level is
moderate to high. Here you will get 35 minutes for 10 questions.

With just 35 minutes for 40 questions, time management is crucial in the last
section (verbal ability). You can expect fill-in-the-blanks, synonyms,
antonyms, paragraph completion, vocabulary, sentence correction, etc. Try
and attempt all questions since there is no negative marking.

Infosys questions are similar to the CAT exams but with lower difficulty level.
Speed and accuracy is vital, so be sure to practice that. Several mock tests
are available online which you could check out. You need to pass the aptitude
test to be called for the interview.
In case you were wondering, here's how to crack top interview questions for
Process Associate Job at Infosys

2 rounds of interview

The interview consists of two rounds—technical and HR. The good thing
about the interview is that the questions generally revolve around your CV.
Apart from exhibiting domain knowledge; remember to be polite and
confident since your communication skills are also being assessed.

Use these tips for your next interview: A complete guide on CV preparation

a) Technical round: Candidates are generally asked questions based on their

CV and their area of interest. Sound knowledge of at least one programming
language, information about operating systems, and awareness of the latest
emerging technologies are some things that could help you notch up a good
score in this round.

Here are sample questions:

• Mention any two differences between C++ and Java.

• What are the different types of keys in SQL?
• Write a program to swap two numbers without using a temporary variable.
• What are the various advantages of DBMS?

b) HR round: The technical round is followed by the HR interview. The

objective here is to assess whether you are a good fit for the company. The
scope of questioning is wide, ranging from your background, to your hobbies,
and even your view of life! Be prepared to face questions intended to gauge
your sincerity in applying for the job.
These are some questions you could expect:

• Tell me about yourself.

• Tell us one thing that makes you stand out against all other candidates.
• Describe the toughest moment in your life, and tell us how you managed it.
• Tell me a strength that you also consider a weakness.
• What do you know about our company?

Remember to be confident, maintain eye contact, be brief and to the point

while answering, and stay civil and well mannered. The interview panel is
generally quite friendly so there’s no need for you to get anxious. The
recruiters generally don’t comment on your performance but inform you
about your selection later. Given the scale of recruitment drives, it could take
several weeks before you receive an offer, so try and be patient.

Infosys bars candidates who have not been selected from re-applying for the
next nine months, so give it your best shot. Remember, while no one can
predict the questions, preparation is often the key. On the whole, the
recruitment process at Infosys is not too difficult and you should be able to
make it with a little bit of luck.