Selection Policies of Organizations

HUMAN RESOURCE MANAGEMENT
REVISED ASSIGNMENT-1
TOPIC – SELECTION PROCEDURE IN HRM
SUBMITTED TO – MR. NANDKISHORE BARAIK SUBMITTED BY – NIKITA
ASST. PROFESSOR SIVANI JAYANTH
NIFT BHUBANESWAR VIBHAV SHARNAGATH
YASHASWINI RAJ
1 NATIONAL INSTITUTE OF FASHION

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CONTENTS
1. INTRODUCTION……………………….………………………………………….3
2. SIGNIFICANCE OF SELECTION..………………………………………………3
3. STEPS OF SELECTION……..……………………………………………………4
4. SELECTION POLICIES OF FRESHERS..……………………………………..11
5. SELECTION POLICIES FOR OLDER POSTS…..…………………………….14
6. SELECTION METHODS………………………………………………………….15
7. PROBLEMS FACED IN INTERVIEWS………………………………………….23
8. JOB INTERVIEWS…………………………………………………………………25
9. SELECTION CRITERIA…………….……………………………………………..28
10. REJECTION CRITERIA……………………….…………………………………..29
11. BENEFITS OF SELECTION……………………………………………………...30
12. COMPARISON OF SELECTION PROCESS OF INDUSTRIES……………...31
13. I. RAYMOND VS ARVIND MILLS……...………………………………………...31
14. II. NOKIA VS HUAWEI………….…………………………………………………34
15. III. AMAZON VS WALMART……………………………………………………...37
16. IV. TCS VS IBM…………………………………………………………………….40
17. CONCLUSION……………………………………………………………………..43

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INTRODUCTION
The Selection is the process of choosing the most suitable candidate for the vacant
position in the organization. In other words, selection means weeding out unsuitable
applicants and selecting those individuals with prerequisite qualifications and
capabilities to fill the jobs in the organization.
Based on the complexity of selecting the right candidate the selection process is
comprised of several steps:
Fig 1 - General steps of the selection process
SIGNIFICANCE OF SELECTION
The company should follow a proper selection procedure as huge amount of money
is invested in selecting the right candidate for the job. In addition, the cost incurred in
training and induction programme is too high that the wrong selections could lead to
a huge loss to the employer in terms of the time, effort and money.
Absenteeism and labour turnover are the grim situation for any organization and if
the candidates are not selected appropriately, then these problems will increase and
the overall efficiency of the organization will go down.
Steps in Selection Process

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The selection process typically begins with the preliminary interview; next,
candidates complete the application for employment.
They progress through a series of selection tests, the employment interview, and
reference and background checks. The successful applicant receives a company
physical examination and is employed if the results are satisfactory.
Several external and internal factors affect the selection process, and the manager
must consider them in making selection decisions.
STEPS OF THE SELECTION PROCESS

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Initial
Screening
Completion
Permanent of the
Job Offer Application
Form
STEPS OF
Medical Employment
Examination SELECTION Tests
PROCESS
Background Job
Investigation Interview
Conditional
Job Offer
Fig 2 - The Selection process cycle

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1. Initial Screening
 The selection process often begins with an initial screening of applicants to

remove individuals who obviously do not meet the position requirements.
 At this stage, a few straight forward questions are asked. An applicant may
obviously be unqualified to fill the advertised position, but be well qualified to work
in other open positions.
 The Purpose of Screening is to decrease the number of applicants being
considered for selection.
Sources utilized in the screening effort
Personal Resume presented with the job application is considered a source of

information that can be used for the initial screening process. It mainly includes
information in the areas like Employment & education history, Evaluation of
character and Evaluation of job performance.
Advantages of Successful Screening
If the screening effort is successful, those applicants that do not meet the minimum
required qualifications will not move to the next stage in the selection process.
Companies utilizing expensive selection procedures put more effort into screening to
reduce costs.
2. Completion of the Application Form

Application Blank is a formal record of an individual’s application for employment.
The next step in the selection process may involve having the prospective employee
complete an application for employment.
This may be as brief as requiring only an applicant’s name, address, and telephone
number. In general, terms, the application form gives a job-performance-related
synopsis of applicants’ life, skills and accomplishments.

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The specific type of information may vary from firm to firm and even by job type
within an organization. Application forms are a good way to quickly collect verifiable
and fairly accurate historical data from the candidate.
3. Employment Tests
Personnel testing are a valuable way to measure individual characteristics.
Hundreds of tests have been developed to measure various dimensions of

behaviour. The tests measure mental abilities, knowledge, physical abilities,
personality, interest, temperament, and other attitudes and behaviours.
Evidence suggests that the use of tests is becoming more prevalent for assessing an
applicant’s qualifications and potential for success. Tests are used more in the public
sector than in the private sector and in medium-sized and large companies than in
small companies. Large organizations are likely to have trained specialists to run
their testing programs.
Advantages of using tests
Selection testing can be a reliable and accurate means of selecting qualified

candidates from a pool of applicants. As with all selection procedures, it is important
to identify the essential functions of each job and determine the skills needed to
perform them.
Potential Problems using Selection tests
 Selection tests may accurately predict an applicant’s ability to perform the job, but
they are less successful in indicating the extent to which the individual will want to
perform it.
 Another potential problem, related primarily to personality tests and interest
inventories, has to do with applicant’s honesty. Also, there is the problem of test
anxiety.
 Applicants often become quite anxious when confronting yet another hurdle that
might eliminate them from consideration.

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4. Job Interview
An interview is a goal-oriented conversation in which the interviewer and applicant
exchange information. The employment interview is especially significant because
the applicants who reach this stage are considered the most promising candidates.
Interview Planning
Interview planning is essential to effective employment interviews.
The physical location of the interview should be both pleasant and private, providing
for a minimum of interruptions. The interviewer should possess a pleasant
personality, empathy and the ability to listen and communicate effectively.
He or she should become familiar with the applicant’s qualifications by reviewing the
data collected from other selection tools. In preparing for the interview, a job profile
should be developed based on the job description.
Content of the Interview
The specific content of employment interviews varies greatly by an organization and

the level of the job concerned.
 Occupational experience - Exploring an individual’s occupational experience

requires determining the applicant’s skills, abilities, and willingness to handle
responsibility.
 Academic achievement - In the absence of significant work experience, a
person’s academic background takes on greater importance.
 Interpersonal skills - If an individual cannot work well with other employees,
chances for success are slim. This is especially true in today’s world with
increasing emphasis being placed on the use of teams.
 Personal qualities - Personal qualities normally observed during the interview
include physical appearance, speaking ability, vocabulary, poise, adaptability, and
assertiveness.
 Organizational fit - A hiring criterion that is not prominently mentioned in the
literature is organizational fit. Organizational fit is ill-defined but refers to

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management’s perception of the degree to which the prospective employee will fit
in with, for example, the firm’s culture or value system.
5. Conditional Job Offer
Conditional job offer means a tentative job offer that becomes permanent after
certain conditions are met.
If a job applicant has passed each step of the selection process so far, a conditional
job offer is usually made.
In essence, the conditional job offer implies that if everything checks out – such as
passing a certain medical, physical or substance abuse test – the conditional nature
of the job offer will be removed and the offer will be permanent.
6. Background Investigation
Background Investigation is intended to verify that information on the application
form is correct and accurate.
This step is used to check the accuracy of application form through former
employers and references. Verification of education and legal status to work, credit
history and criminal record are also made.
Personal reference checks may provide additional insight into the information
furnished by the applicant and allow verification of its accuracy. Past behaviour is the
best predictor of future behaviour. It is important to gain as much information as
possible about past behaviour to understand what kinds of behaviour one can expect
in the future.
Knowledge about attendance problems, insubordination issues, theft, or other

behavioural problems can certainly help one avoid hiring someone who is likely to
repeat those behaviours.
Background investigations primarily seek data from references supplied by the

applicant including his or her previous employers. The intensity of background
investigations depends on the level of responsibility inherent in the position to be
filled.
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Common sources of background information include,
 References are provided by the applicant and are usually very positive.
 Former employers should be called to confirm the candidate’s work record and to
obtain their performance appraisal.
 Educational accomplishments can be verified by asking for transcripts.
 Legal status to work.
 Credit references, if job-related.
 Criminal records can be checked by third-party investigators.
 Background checks are conducted by third-party investigators.
 Online searches as simple as “Google” search of a candidate can turn up
information on press releases or news items about a candidate that was left off
the application or resume.
7. Medical/Physical Examination
After the decision has been made to extend a job offer, the next phase of the
selection process involves the completion of a medical/physical examination.
This is an examination to determine an applicant’s physical fitness for essential job

performance. Typically, a job offer is contingent on successfully passing this
examination.
For example, fire-fighters must perform activities that require a certain physical
condition. Whether it is climbing a ladder, lugging a water-filled four-inch hose or
carrying an injured victim, these individuals must demonstrate that they are fit for the
job.
8. Permanent Job Offer
Individuals who perform successfully in the preceding steps are now considered
eligible to receive the employment offer. The actual hiring decision should be made
by the manager in the department where the vacancy exists.
Notification to Candidates

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 The selection process results should be made known to candidates—successful
and unsuccessful—as soon as possible.
 Any delay may result in the firm losing a prime candidate, as top prospects often
have other employment options. As a matter of courtesy and good public
relations, the unsuccessful candidates should also be promptly notified.
Basic Selection Criteria
 Formal Education
 Experience and Past Performance
 Physical Characteristics
 Personality Characteristics

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SELECTION POLICIES FOR FRESHERS
PRELIMINARY
INTERVIEW
RECEIVING
APPLICATIONS
SCREENING
APPLICATIONS
EMPLOYMENT
TEST
INTERVIEW
REJECTION
(IF FOUND
UNSUITABLE)
REFERENCE
CHECKING
MEDICAL
EXAMINATION
FINAL
SELECTION
Fig 3 - The general steps followed for selection of freshers

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SELECTION POLICIES FOR FRESHERS
PRELIMINARY INTERVIEW
Selection of candidates begins where their recruitment ends. Preliminary Interviews

are very general and basic interviews conducted so as to eliminate the candidates
who are completely unfit to work in the organisation. This leaves the organisation
with a pool of potentially fit employees to fill their vacancies.
RECEIVING APPLICATIONS
Potential employees aka freshers apply for a job by sending applications to their
chosen organisations. The application gives the interviewer, information about the
candidates like their bio-data, work experience, hobbies and interests.
SCREENING APPLICATIONS
Once the applications are received, they are screened by a special screening
committee who choose candidates from the applications to call for an interview.
Applicants may be selected on special criteria like qualifications or work experience.
EMPLOYMENT TESTS
Before an organisation decides a suitable job for any individual, they have to gauge
their talents and skills. This is done through various employment tests like
intelligence tests, aptitude tests, proficiency tests, personality tests as decided by
each organisation.
EMPLOYMENT INTERVIEW
The next step in the selection process is the employee interview. Employment
interviews are done to identify a candidate’s skill set and ability to work in an
organisation in detail. Purpose of an employment interview is to find out the
suitability of the candidate and to give him an idea about the work profile and what is
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expected of the potential employee. An employment interview is critical for the
selection of the right people for the right jobs.
CHECKING REFERENCES
The person who gives the reference of a potential employee is also a very important
source of information. The referee can provide info about the person’s capabilities,
experience in the previous companies and leadership and managerial skills. The
information provided by the referee is meant to be kept confidential with the HR
department.
MEDICAL EXAMINATION
The medical exam is also a very important step in the selection process. Medical
exams help the employers know if any of the potential candidates are physically and
mentally fit to perform their duties in their jobs. A good system of medical checkups
ensures that the employee standards of health are higher and there are fewer cases
of absenteeism, accidents and employee turnover.
FINAL SELECTION AND APPOINTMENT LETTER
This is the final step in the selection process. After the candidate has successfully
passed all written tests, interviews and medical examination, the employee is sent or
emailed an appointment letter, confirming his selection to the job. The appointment
letter contains all the details of the job like working hours, salary, leave allowance
etc. Often, employees are hired on a conditional basis where they are hired
permanently after the employees are satisfied with their performance. 1
1
https://www.toppr.com/guides/business-management-and-entrepreneurship/human-resource-
management/selection-process/

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SELECTION POLICIES FOR OLDER POSTS
TEMPORARY OR PERMANENT EMPLOYEE
The first step in the selection process is to determine if the job should be filled by
employing a temporary or a permanent employee. When an employee suddenly
exits from the organization leaving behind a vacancy to be filled urgently, it is
worthwhile in most instances to find a temporary employee to fill the post to allow for
suitable timeframe for formal selection and recruitment of a permanent employee. In
other scenarios, a particular job may be seasonal in nature and thus, temporary
employees would be more suitable for such a job. Many of these employees are
temporary and are laid-off after the season gets over.
It is generally easier to handle temporary employment as these are short-term

contracts and the employee knows from the beginning that the employment will
lapse after the term gets completed. There are however advantages of this approach
in which temporary employment gives the opportunity to the employee to
demonstrate his capabilities to the employer and also, to learn the skills typical of the
organization. Later, if the need be, the employer may consider the temporary
employee for permanent employment.
PERFORM JOB ANALYSIS AND CREATE JOB DESCRIPTION
Successful employee selection is dependent on a clear understanding of a job’s

components. A job analysis is used to identify job tasks and responsibilities. This
may be accomplished by collecting information about the position; by interviewing
workers, supervisors, and other employers; and by observing current employees.
The end result of job analysis is the job description and specifications. 2
2
http://www.economicsdiscussion.net/human-resource-management/recruitment-and-selection-
process/31594
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SELECTION METHODS
 Cognitive Ability Test

 Personality Test
 Formal education experience  Physical ability Test
 Past experience  Integrity Test
 Physical characteristics  Drug Test
 Personality characteristics  Work Sample Test
 Knowledge, skills and abilities
BASIC
SELECTION TESTING
CRITERIA
INFORMATION
GATHERING
SELECTION
SELECTION
PROCESS
INTERVIEWS
SELECTION COMMON
METHOD INTERVIEWING
MISTAKES
 Initial Screening
 Completed Application  Structured
 Employment Test  Unstructured
 Comprehensive Interview  Snap Judgements
 Situational
 Conditional job offer  Halo Effect
 Horn Effect  Behavioural
 Background Examination
 Medical or physical examination  Negative Emphasis
 Cultural Noise  Application Forms
 Permanent Job Offer
 Biases  Resumes
 Biographical Data
 Reference Checking
 Testing
 Definition of character
 Gathering Information
 Negligent hiring
 Interview

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Fig 4 - Different Selection Methods
SELECTION METHODS
A variety of methods are available and consideration needs to be given as to which

are suitable for a particular role. These include: Application forms and CVs, Online
screening and short listing, Interviews, Psychometric testing, Ability and aptitude
tests, Personality profiling, Presentations, Group exercises, Assessment centres and
References.
APPLICATION FORMS AND CVS
The traditional approach to applying for jobs is to complete an application form

(online or hard copy). The organisations ensure that the same information is gained
from all candidates; this helps the organisations to achieve a level of consistency in
the short-listing process.
In certain jobs organisations consider accepting CVs; Organisations make a decision

on the basis of the candidates CV’s.
ONLINE SCREENING AND SHORTLISTING
Online applications to jobs can generally be split in to two types; an application form
that is sent to an email address within the prospective company, or an ATS
(Applicant Tracking System). Initial screening of applications is usually based on an
assessment of a candidate's experience and qualifications against the job's
requirements. The latter places the application into a database that can be used to
filter the candidates and handle the various processes of application stages. It can
filter applications automatically against set criteria, such as keyword searches.
The use of online screening may be a useful way of filtering quickly through a huge
volume of applications, or sorting applications. If there are a number of jobs that
have been advertised at the same time, you could, for example, search for
applications with the same job reference number. This approach, however, does
require that all applications are received online.

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INTERVIEWS
The interview is the most frequently used selection method. Interviewing occur when
applicants respond to questions posed by a manager or some other organizational
representative (interviewer).The questions that are posed include education,
experience, knowledge of job procedures, mental ability, personality, communication
ability, social skills.
FORMATS OF INTERVIEWS
A. Unstructured interviews
Unstructured interview is where interviewers do not stick to a set of common

questions, in effect having different conversations with different candidates.
These interviews are best when the likes of communication style, rapport-building,
and ‘thinking on the spot’ may be being examined.
B. Structured Interviews
Research points to structured interviews being a much more accurate predictor of

candidate suitability. The process for structured interviews usually consists of the
following:
 The key requirements of the job are identified

 A list of questions is compiled which explore these requirements
 The interviewer or interviewers work through the questions in an orderly manner
with the candidate
 Each interviewer scores the candidate on their answers
 Once the selection process is complete, these scores are fed into the final
decision-making process
 The weight of contribution is dependent on what other selection techniques are
involved and what weighting they have been given.

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The advantage of structured interviews:
 Candidates are asked the same questions and therefore have the same
opportunities to showcase their skills, knowledge and experience
 Interviewers, too, can compare candidates more easily and therefore make better
decisions.
 The use of a systematic rating system also greatly reduces the risk of bias.
The main disadvantage of structured interviews:
 That by progressing systematically through a set list of questions the candidate

experience can feel stiff and impersonal.
 Flexibility should be included to let the candidate ask questions and add any
additional details they may not have been allowed to express when responding
directly to the questions.
 Hiring teams should also build their selling points into this structure, taking time to
outline areas such as autonomy, training, career development potential, and
company culture and values.
TYPES OF SELECTION INTERVIEWS
Employing a new candidate for a company is very difficult for the interviewer,
because in this job market competitors are increased and new interview methods are
introduced. Various types of interview categories have been introduced these days
to get the best talent for their companies & screen out non-deserving candidates. [1]3
 Face to Face interview

 Group interview
 Behavioural interview
 Telephone interview
 Panel interview
 Stress interview
3
https://www.caclubindia.com/forum/various-types-of-selection-interviews-105165.asp
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1. FACE TO FACE INTERVIEW - Most of the interviews are face to face interviews.
This is also known traditional interview in which job seekers meet the employers in
face to face. Whether one is a fresher or experienced one needs to attend the
interview. The advantage of the traditional interview is that the employer and job
seekers can get to know each other about their environment. In face to face
interview, they may ask questions like the strengths and weakness of the
candidates, expecting salary etc. Before interview the candidates should have
knowledge about the company, their products and financial positions. Also the
candidates must be prepared with their resumes, since most of the questions in
face to face interview are asked on the basis of resume, this method of interview
is also called Personal Interview.
2. GROUP INTERVIEW- Group interviews are conducted by some large companies

for graduates who are all interviewed at one time. They may give some exercises
to solve in a group and observes how the candidates react with other people. The
group interview will show the candidates Knowledge level, leadership qualities,
communication skills, team work, listening capacity reaction under stress & also
management.
3. BEHAVIOURAL INTERVIEW- In behavioural interviews, candidates are asked to

explain their skills, experience, activities, hobbies, school projects, family life –
anything really – as examples of their past behaviour. The purpose of this type of
interview is to predict future based on past experiences. This interview shows the
candidates willingness in learning, willingness to travel, self-confidence and
Creativity.
4. TELEPHONE INTERVIEW - Telephone interview is a technique used to recruit

the candidates for employment through phone. The main purpose of conducting
telephone interview is to reduce the expenses of the out of state or out of town
candidates. Telephone interview is also conducted in professional manner as like

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other interviews. During telephone interview one has to sell themselves only
through their voice and confidence in speech. This method is used to obtain
additional information about a candidate’s skills and experience than can be
obtain from the application or resume. In this method the interviewee doesn’t
know when the company is going to call them and they may not be prepared for
the interview at that time Most of the companies use this method to eliminate the
candidates who don’t have essential skills, knowledge, education etc. Candidates
who are capable for the required position will attend the next level face to face
interview.
5. PANEL INTERVIEW- In Panel interviews or Committee interviews candidates will

meet several higher authorities and this method is used to hire for advanced
positions. Questions may be asked by all panel members and one can expect any
type of critical questions from them. The Panel members may be: The supervisor,
the manager, the human resource officer, the union representative.
6. STRESS INTERVIEW- Stress interview creates discomfort in the interviewee and

the main purpose of stress interview is to give one a stressful and difficult
situation. This type of interview is to test the candidate’s ability in stress situations.
The interviewer’s may try to introduce stress by asking continuous questions
without giving time to think and answer the questions. The interviewer might
openly challenge one’s believes or judgment. One might be called upon to
perform an impossible task on convincing the interviewer to exchange.

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BEHAVIOURAL
INTERVIEW
GROUP
PANEL INTERVIEW
INTERVIEW
TYPES OF
INTERVIEWS
STRESS FACE-TO-
INTERVIEW FACE
INTERVIEW
TELEPHONE
INTERVIEW
Fig 4: A figure representing the various types of interviews that are adopted for the selection process
of candidates.
PSYCHOMETRIC TESTING
Psychometric tests are designed to establish insight into a candidate’s intelligence,

skills, behaviour and personality. The results can be used to examine specific
characteristics at interview or as a final verification or ‘rubber stamp’ stage of the
selection process. Psychometric testing covers ability tests, aptitude testing and
personality profiling.
a. Ability and aptitude tests
The term 'ability tests' is used broadly and in this context will encompass aptitude
tests too. Ability tests cover a range of areas including:
 General intelligence
 Verbal ability
 Numerical ability
 Spatial ability
 Clerical ability
 Diagrammatical ability
 Mechanical ability
 Sensory and motor abilities

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b. Personality profiling
An individual's personality may affect their suitability for some posts. However,
personality profiling does not have a 'right' or 'wrong' answer and individuals may be
sifted through identifying particular behaviours that are better suited to the job than
others. It is therefore important for those undertaking the selection process to be
clear on the characteristics required to perform well in the job.
PRESENTATIONS
Presentations are frequently used as a selection tool, particularly in senior jobs. The
applicant is provided with a topic and given a time-frame to deliver a presentation on
that topic. In some organisations the presentation topic is sent with the interview
confirmation. It is now often given to applicants on the day of the interview and the
applicant has a set period to prepare the presentation before the interview. 4
GROUP EXERCISES
Candidates are given a topic or a role-play exercise and are invited to discuss the
topic or role-play in a group. During the discussion/role play, observers who are
looking for specific attributes award marks to each candidate. This of course means
that you may need four or more candidates to make this a meaningful exercise and
enough people to mark the candidates properly.
ASSESSMENT CENTRES5
Assessment methods are based on the principle of multiple testing processes. This
may include ability and aptitude testing, group exercises, in-tray exercises,
presentations as well as personality profiling. The important issue for all testing is to
ensure that there is clarity about what is to be tested and that the test is appropriate.
An assessment centre should be devised to specifically examine important aspects
of the job and measure how well individuals are likely to perform in the job.
An assessment centre should be fair and unbiased. It should also give individuals
without a 'traditional' academic background the opportunity to demonstrate their skills
4
5
https://www.softwaresuggest.com/blog/types-of-psychometric-tests/

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and abilities. Good practice indicates that individuals attending assessment centres
should have practical equalities support. For example, assessors should be of mixed
gender and where possible of mixed ethnic origins if this is appropriate.
REFERENCES
References are also used as a selection method. Occasionally, unsatisfactory

references may affect decisions to appoint individuals.
PROBLEMS FACED IN INTERVIEWS
COGNITIVE INTERVIEW BIASES & PROBLEMS FACED
 PROBLEM 1- HALO/HORN BIAS

This interviewer bias allows either a positive (halo) or negative (horn)
characteristic overshadow other behaviours, actions, beliefs, or attributes, he or
she has a case of halo/horn bias. Globalizing one positive or negative
characteristic can result in an artificially positive or negative evaluation of a
candidate regardless of actual skills and abilities.
Solution - Do a phone screen first. Phone screens help minimize the influence of
affective heuristic bias as well as nonverbal bias. When you can’t see a candidate,
you don’t have as many irrelevant physical features to assess.
 PROBLEM 2 - PREMATURE DECISIONS

Interviewers tend to make a decision about an applicant in the first few minutes of
the interview before all relevant information has been gathered. Then they spend
the rest of the interview seeking information that confirms their initial impression.
Solution - Benchmark the job; not the people. Establish a consistent definition of
the job. Conduct industry-specific research to narrow down key metrics like salary,
seniority, and responsibilities.

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 PROBLEM 3 - APPLICANT ORDER
Interviewers’ ratings of an applicant are influenced by the order in which
candidates are interviewed. For example, when an average applicant is
interviewed immediately following one or more below-average applicants, the
average applicant usually tends to be evaluated well above average. A similar
process works in reverse. If an average applicant follows an outstanding
applicant, the former is rated below average.
Solution - Unstructured interviews are the worst predictors of on-the-job
performance. Pointed questions should be based on job-related competencies.
The possibility for subjectivity is minimized when we have structured criteria to
keep us on track.
 PROBLEM 4 - UNFAMILIARITY WITH JOB

Unfamiliarity with the Job Interviewers frequently is unfamiliar with the job. When
interviewers do not know what the job entails, they do not ask the right questions,
interpret the obtained information differently, have faulty impressions of the
information supplied, and spend time discussing matters irrelevant to the job.
Solution - One way to improve the validity and reliability of the interview is to train
interviewers. Effective interviewing requires specific skills including asking
questions, probing, listening, observing, recording unbiased information, and
rating. Specifically designed workshops can teach these skills. A cadre of trained
interviewers can then interview job applicants, leading to better results.
 PROBLEM 5- PERSONAL BIASES

Some interviewers tend to have preconceptions and prejudices about people.
Some examples follow: “fat people are lazy”; “people from the East are unfriendly
and arrogant etc. Other biases may reflect negatively against some minority
groups or in favour of those candidates who have backgrounds similar to the
interviews.
Solution - Using multiple interviewers facilitates a comparison of evaluations and
perceptions. Specifically, it allows the organization to place greater confidence in
areas where consensus of opinion exists. And it opens up discussion on specific

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areas where disagreement occurs, with the purpose of arriving at an equitable
hiring decision. Personnel who have specific knowledge of the job and the
candidate’s immediate supervisor-to-be would provide a well-balanced interview
team.
 PROBLEM 6 - HIRING QUOTAS

Interviewers who have been given hiring quotas tend to rate applicants higher
than interviewers who have not been given quotas. Thus, pressure to hire
influences the interviewer’s judgment of the applicant and thereby diminishes the
usefulness of the interview as a selection technique.
Solution - Avoid using the interview as the sole criterion for selecting applicants.
By the same token, the interviewer should not be the sole decision maker for who
is or is not hired. Supplement the interview with data from other sources, including
biographical information, results of tests, written references, and telephone
inquiries. Interviewers may not be privy to the telephone reference checks, which
may rest exclusively in the hands of the top-executive officer. When the
aforementioned suggestions are implemented, the interview can be a useful
source of information in the selection process.
 PROBLEM 7- CULTURAL NOISE

Since the candidate wants the job, she or he will provide the words the interviewer
wants to hear, even if those words are not entirely truthful. For example, an
applicant might say that he has no problem reporting to someone younger, or
working in a team setting, when this is not the case. Interviewers should prepare
questions that probe for specific examples and stay away from questions that elicit
"yes" or "no" answers.
Solution - Same solution as provided for problem 6.
 PROBLEM 8- NONVERBAL BIAS

Undue emphasis might be placed on nonverbal cues that have nothing to do with
the job, such as loudness or softness of voice, or the type of handshake given.
 Solution- Same solution as discussed for problem 1.
JOB INTERVIEW
TECHNOLOGY
SCREENING INTERVIEW
A screening interview is a type of job interview that is conducted to determine if the

applicant has the qualifications needed to do the job for which the company is hiring.
A screening interview is typically the first interview in the hiring process if the
company does not start with open interviews where multiple candidates are
screened at an open hiring event.
PHONE INTERVIEW
Employers use phone interviews to identify and recruit candidates for employment.
Phone interviews are often used to narrow the pool of applicants who will be invited
for in-person interviews. For remote jobs, interviewing by phone, Skype, or video
may be how you get hired.
FIRST INTERVIEW
The first in-person job interview is typically a one-on-one interview between the
applicant and a hiring manager. The interviewer will ask questions about the
applicant's experience and skills, work history, availability, and the qualifications the
company is seeking in the optimal candidate for the job.
SECOND INTERVIEW
A second interview can be a more in-depth one-on-one interview with the person you
originally interviewed with or it can be a day-long interview that includes meetings
with company staff. The candidate may meet with management, staff members,
executives, and other company employees. Once scheduled for a second interview,
candidate is most likely in serious contention for the job.
THIRD INTERVIEW
When candidate makes it through the first interview, then a second interview might
happen and soon the candidate might receive a job offer. However, that is always
not the case. There might be a third interview and possibly more interviews after

TECHNOLOGY
that. A third interview typically involves a final meeting with the hiring manager and
may provide the opportunity to meet more of prospective colleagues.
DINING INTERVIEW
Dining with job applicants allows employers to review communication and

interpersonal skills, as well as table manners, in a more relaxed environment.
Depending on the interview process of the company the candidate is interviewing
with and the type of job he is applying for, the candidate may be invited to a lunch or
dinner interview.
FINAL INTERVIEW
The final interview is the last step in the interview process and the interview where
candidate finds out whether or not he is going to get a job offer.
REVIEWING INTERVIEW QUESTIONS AND ANSWERS
Regardless of the stage of the interview process, it's important to practice

interviewing and to be prepared for the typical interview questions candidate might
be asked during each step in the process. It's also important to have questions ready
to ask the interviewer.6
FOLLOWING UP AFTER EACH STEP IN THE INTERVIEW PROCESS
Even though it may seem like a lot of work, especially when candidate has gone
through multiple interviews, it's important to follow up after each step in the interview
process. In fact, the most important thing the candidate can do is to follow up and
reiterate interest in the position and to thank the interviewer for taking the time to
meet with him.
BACKGROUND CHECK
6
https://www.thebalancecareers.com/steps-in-the-job-interview-process-2061363
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Candidates may receive a job offer contingent on a background check and/or a
credit check. Or, a background check may be conducted prior to a company offering
a job. What the company learns during the background check could result in not
getting a job offer or in the job offer being withdrawn.
JOB OFFER
When candidates have made it through the sometimes gruelling interview process,
the final step will be a job offer. The job offer may have conditions attached, so
review the terms carefully. Before one accepts, it's important to evaluate the
compensation package, consider whether we want to make a counter offer, and then
accept (or decline) the job offer in writing.
SELECTION CRITERIA
PROHIBITED CRITERIA
 As an organization evaluates candidates in the selection process, there are

specific criteria that cannot be legally used in the decision-making process. It is
settled law that selection criteria cannot include factors such as race, ethnicity,
gender, or age.
 Most states have laws that prohibit employers from rejecting candidates based on
a criminal history if that history is not directly related to the position.
 Many also have laws affirming that rejecting a candidate for their sexual
orientation is unlawful discrimination.
DESIRABLE CRITERIA
 A candidate's KSAs (skills, knowledge, and abilities) are the foundational

elements of selection criteria.

TECHNOLOGY
 The company should evaluate the selection criteria objectively and match to the
requirements of the job.
 If the position is an existing one, the qualifications of the previous employee need
to be considered and criteria that address any problems the company experienced
also need to be added. If it is a new position, employee qualities perfect for the job
need to be evaluated.
 Candidate qualifications represent a set of criteria that are critical for the success
of the employee and are easy to verify.
 A high school or college degree helps guarantees a level of education with solid
written and oral communication abilities, a technical degree may come with
professional qualifications and a postgraduate degree is required for some
specialties.
 Educational qualifications are specified only if the company identifies specific
tasks that require the level of education.
 In many cases, company accepts lower formal levels of education if candidates
have taken courses or can otherwise demonstrate they have the knowledge and
abilities the position requires.
 Many positions require specific skills that take time to acquire.
 Skills and their verification are usually mandatory selection criteria because if the
candidate doesn't have the skill, he can't do the work.
 A candidate's experience shows how he has applied his education and skills and
lets companies evaluate more general selection criteria. 7
REJECTION CRITERIA
 Job applications having spelling errors, formatting issues, long resumes
(exceeding 5 pages) and generic cover letters are all solid grounds for a rejection.
 Many job candidates have quality skills, but their skills aren’t always the right fit for
your job. Wrong set of skill form a major criteria for rejection.
 Unsuitable personality for a job can be criteria for rejection. For example, a
customer-facing job likely requires an outgoing personality. Hiring an introvert in
this circumstance is likely a mistake.
7
https://study.com/academy/lesson/criteria-for-employee-selection-typesprocess.html#partialRegFormModal
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 Candidate’s appearance, punctuality (attending the interview on time), passion
and motivation for the job are considered by every organization. A sloppy
appearance, turning up late for the interview and a candidate’s lack of enthusiasm
will leave the candidate without the job.
 Co-workers and their opinion of potential hires are important. If they don’t
approve, going ahead with the hire could negatively impact team dynamics.
 Lack of references or recommendation is a red flag and can be criteria for
rejection of the candidate.
 It’s possible that a company will like a job candidate, but won’t be able to afford
them. If this is the case, they might reject the candidate and look at other finalists
to fill the position. [8]
BENEFITS OF SELECTION
Selection is an important process because hiring good resources can help increase
the overall performance of the organization. In contrast, if there is bad hire with a
bad selection process, then the work will be affected and the cost incurred for
replacing that bad resource will be high.
The purpose of selection is to choose the most suitable candidate, who can meet
the requirements of the jobs in an organization, who will be a successful applicant.
For meeting the goals of the organization, it is important to evaluate various
attributes of each candidate such as their qualifications, skills, experiences, overall
attitude, etc. In this process, the most suitable candidate is picked after the
elimination of the candidates, who are not suitable for the vacant job.
The organization has to follow a proper selection process or procedure, as a huge

amount of money is spent for hiring a right candidate for a position. If a selection is
wrong, then the cost incurred in induction and training the wrong candidate will be a
8
https://www.localwise.com/a/292-15-reasons-to-reject-a-job-candidate
TECHNOLOGY
huge loss to the employer in terms of money, effort, and also time. Hence, selection
is very important and the process should be perfect for the betterment of the
organization.9
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. 10
COMPARISON OF SELECTION PROCESS OF COMPETING

INDUSTRIES IN THEIR RESPECTED FIELDS
(Mid - Management Employees)
1. RAYMOND LTD. AND ARVIND MILL LTD
RAYMOND LTD. ARVIND MILL LTD.
INTRODUCTION INTRODUCTION
 Raymond was found in 1925,  Arvind Mill Ltd. was found in 1931,
headquarters in Mumbai, India. headquarters in Ahmedabad, India.
9
https://bizfluent.com/info-8518707-advantages-disadvantages-selection-recruitment.html
109
https://www.tutorialspoint.com/recruitment_and_selection/what_is_selection.htm
TECHNOLOGY
 Raymond is a diversified group with  Arvind Limited is one of India's largest
majority business interests in Textile integrated textile and apparel
and Apparel sectors as well as FMCG, companies with a strong retail
Engineering and Prophylactics in presence and a pioneer of denim in
national and international markets. India.
 The Raymond group is vertically and  It retails its own brands like Flying
horizontally integrated to provide Machine, Newport and Excalibur and
customers total textile solutions. licensed international brands like
Arrow, Tommy Hilfiger,etc.
SELECTION PROCESS SELECTION PROCESS

Test Pattern Test Pattern
SECTION NUMBER OF SECTION NUMBER OF

QUESTIONS QUESTIONS
Aptitude 100 Aptitude + 40+ 60
Written Test 50 written test
Total 150 online
Total 100
Details
 The total time allotted in the written Details
exam is 180 minutes. There is no  Time allotted for the written exam is
negative marking in the paper. 120 minutes.
 Aptitude section consists of data

interpretation and logical reasoning  Aptitude and Reasoning section
questions of topics like time & work, consists of questions from topics like
time, arithmetic, percentages, profit & probability, speed, time & distance,
loss, costing and general question. missing number, blood relations, profit
& loss and general question.
 Technical section involved questions
from core subjects of production  Technical section involved questions
from core subjects of production
control, production planning and
control, process of costing, sourcing
production supervision.
TECHNICAL INTERVIEW TECHNICAL INTERVIEW

 After screening test and the written  Once the candidate clears the written

TECHNOLOGY
exam round, candidates are eligible for exam, then he is preceded towards the
the Technical round of interview. technical interview.
 The technical interview round is held  The technical round of interview covers
for 30 – 45 minutes. questions from the topic like
 The Manager evaluates the technical procurement of material quantity;
knowledge, communication skills and costing and sourcing technique and
the attitude of the candidate in this terminology of the process held in
round. The focus in this round is on the garment manufacturing and check a
latest development in apparel thorough knowledge about production
production process & deep and good department and sales.
knowledge about equipment use.
HR INTERVIEW HR INTERVIEW
 Once the candidate clears, technical  After successful completion of the
interview round he is taken forward technical interview round, candidate
towards the HR Interview round. goes forward to the HR round.
 The purpose is for the manager to be  HR judged on the basis of soft skills,
able to analyse the interpersonal skills confidence, personality, strengths,
and problem solving skills also focusing weakness, reasons to join company,
on educational and personal salary expectations, courses done etc.
background of the candidate.
ELIGIBILITY ELIGIBILITY
 Must have good managerial skill.  Good grasping power.
 Candidate must be hard working and  Good at communication skills and
capable of doing team work time management.
 60% throughout in Class X and XII and  Willing to work for rotational shifts.
graduation  60% throughout in Class X and XII
 Education gap of not more than two and graduation.
year.  Any graduation with required skill of
 Good practical knowledge about production process and the
production process of garment experience.
manufacturing.  Internship at least of 6 weeks.
 Minimum 5+ of years’ experience in  Minimum 7+ of years’ experience in

TECHNOLOGY
production department.11 production department.12
11
https://www.raymond.in/theraymondgroup
12
https://www.allindiajobs.in/2017/02/arvind-mills-recruitment.html
TECHNOLOGY
2. NOKIA AND HUAWEI
NOKIA HUAWEI
 Nokia is a multinational company of  Huawei is a Chinese multinational
communications and information networking, telecommunications
technology, founded in 1865. equipment and services company
 It is headquartered in Espoo, Finland. found in 1987.
 Nokia is the major distributor of mobile  It is headquartered in Shenzhen,

telephony industry and is the largest Guangdong.
distributor of mobile phones.13  It is the largest telecommunications
equipment maker in the world.
SECTION NUMBER OF SECTION NUMBER OF

QUESTIONS QUESTIONS
Aptitude 50 Aptitude + Logical 40
Technical 50
Total 100 Total 60
Details Details
 The total time allotted in the written  Time allotted for the written exam is 60
exam is 120 minutes. There is no minutes.
negative marking in the paper.  Aptitude and Reasoning section
 Aptitude section consists of data consists of questions from topics like
interpretation and logical reasoning algebra, probability, speed, time &
questions of topics like algebra, time & distance, missing number, coding,
blood relations, number series etc.
13
https://atalent.fi/en/case/nokia-experience
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work, time, speed & distance,  C programming section consists of
arithmetic, percentages, profit & loss. questions from topics like C, Java etc.
 Technical section involved questions
from core subjects of Computer science
and electronics like C & C++.14
TECHNICAL INTERVIEW TECHNICAL INTERVIEW
 After screening test and the written  Once the candidate clears the written
exam round, candidates are eligible for exam, then he is preceded towards the
the Technical round of interview. technical interview.
 The technical interview round is held  The technical round of interview covers
for 30 – 45 minutes. questions from the topic Java, C, linked
 The Manager evaluates the technical list, structures and unions, operating
knowledge, communication skills and system, database, data structures,
the attitude of the candidate in this SDLC, types of testing, programs in C
round. The focus in this round is on and you may be asked to write certain
computers and latest trends in the IT, test cases.
communication and networking

industry.
 Once the candidate clears technical  After successful completion of the
interview round he is taken forward technical interview round, candidate
towards the HR Interview round. goes forward to the HR round.
 The purpose is for the manager to be  The HR round is basically done to test
able to analyse the interpersonal skills the attitude of the candidate and gather
and problem solving skills also focusing information about the background of
on educational and personal the candidate.
background of the candidate.
ELIGIBILITY ELIGIBILITY
 Must have good communication skill.  Good grasping power.
 Candidate must be available to work  Good at communication skills and
anywhere in the country time management.
 Candidate must be hard working and  Willing to work for rotational shifts.
14
https://cpt.hitbullseye.com/
TECHNOLOGY
capable of doing team work  Candidate should have secured atleast
 65% throughout in Class X and XII and 70% in his 10th and 12th classes and
graduation 75% in his graduation.
 B.Tech (Computer Science, Information  B.E/M.E/B.Tech/M.Tech Students are
Technology, Electronics and eligible.15
Communication etc.) are eligible
15
https://www.careerride.com/

TECHNOLOGY
3. AMAZON VS WALMART
AMAZON WALMART
 Amazon.com Inc. Is an American  Walmart Stores Inc. is an American
international electronic commerce retail industry that provides a plethora
company of hypermarkets and grocery stores.
 Headquarters in Seattle, Washington,  Headquartered in Bentonville,
United States. Arkansas, United States.
 It is the world's largest online retailer.  It is the world's largest industry by
revenue in 2016 according to the
Fortune Global 500.

The selection process of the company The selection process of the company
consists of 2 rounds. These rounds are, consists of 3 rounds. These rounds are,
 Written Exam  Written Exam
 Amazon Interview Process  Technical Interview
 HR Interview
WRITTEN EXAM WRITTEN EXAM

The Amazon.com written test pattern is The walmart.com written test pattern is
sub-divided in the following sections: sub-divided in the following sections:
TESTING AREAS NO. OF TESTING AREAS NO. OF

QUESTIONS QUESTIONS
Aptitude 20 Aptitude 10
Programming 2 Coding 3
Total 22 Total 13
TEST DESCRIPTION TEST DESCRIPTION

 The total time allotted to the written  Total Time allotted to the written
exam is 90 minutes.
TECHNOLOGY
exam is 90 minutes.  Aptitude section features the
 There is a negative marking in the questions from the topics related to
paper. mathematics and logical reasoning.
 Technical section consists of o/p,  Coding section consists of 3
complexity, C language and DBMS and questions. Candidate can chose any
some of the questions are output based language of his choice to write the
 Aptitude section consists of questions programs.
from basic permutation combination,  Overall the level of the paper is
probability. moderate. Only those candidates who
 Programming section includes question clear the written exam will qualify for
based on Algorithmic and Mathematical the next round.
concepts
 Overall the level of the paper is easy to
moderate. Only those candidates who
clear the written exam will qualify for
the next round.
INTERVIEW PROCESS INTERVIEW PROCESS

Amazon interview process consists of Walmart interview process consists of
Technical Interview and HR Interview. Technical Interview and HR Interview.
Technical interview Technical interview

 Questions related to specific technical  Questions related to different
fields are asked in this round.16 computer languages and related
 Questions may be based on specific terms are asked from DBMS, C, C++.
knowledge about the company's  They also give example of different
technical activities; understanding of problems faced in a project and ask to
the technical work required to be find different strategies that can be
completed as part of the job applied for adopted to solve it.18
or may enquire candidates to solve

actual technical problems that they
would be likely to face if employed.17
16
http://panmore.com/walmart-human-resource-management-recruitment-selection-employee-
retention

TECHNOLOGY
 Final step to select a candidate as an  This is the final step of Walmart
employee is Interview as it helps to interview round. After clearing the
determine a candidate's personality. precious round candidates ace the HR
 Questions can be of wide range starting interview.
from your introduction, Qualification,  In this interview, candidates are asked
Experience, Industry specific experience, details like their perspective and
Courses done, your strengths and expectations about Walmart. This
weaknesses, salary expectations, friends, information determines the person-job
family etc.19 and person-organization fit.
ELIGIBILITY CRITERIA ELIGIBILITY CRITERIA

 60 percent in Class X, XII and  60 percent throughout (Class X, XII
Graduation. and Graduation).
 Education gap of not more than one  No backlogs should be there at the
year. time of applying.
1716
https://gdpi.hitbullseye.com/Amazon-Interview-Questions.php
18
https://gdpi.hitbullseye.com/Walmart/Walmart-Interview-Questions.php
19

TECHNOLOGY
4. TCS VS IBM
TATA CONSULTANCY SERVICES INTERNATIONAL BUSINESS

(TCS) MACHINES CORPORATION (IBM)
 Tata Consultancy Services is software  The International Business Machines
services consulting company Corporation (IBM) is an American
headquartered in Mumbai, India. It is the multinational technology & consulting
world’s 10th largest IT service provider. corporation, with headquarters in
New York.
 In terms of employment opportunities, it  In terms of employment
is the 4th largest employer in India.20 opportunities, it is the 5th largest
employer in world.
ELIGIBIITY CRITERIA ELIGIBIITY CRITERIA
 A min. aggregate of 60% in all exams  Minimum 60% in X, XI, XII, Diploma
in first attempt. or equivalent.
 A maximum of one pending backlog  Branch: CS/IT/ISE/EE/ECE/AEIE.
in higher studies.  No backlogs at time of interview
 A gap in education & employment maximum 1 year of education gap.
must not exceed two years & should
be accompanied by a valid reason.
TEST PATTERN OF WRITTEN EXAM TEST PATTERN OF WRITTEN EXAM

Section Number of Time Section Number of Time
Questions allotted Questions allotted
English 10 10 Cognitive
Quantitative 20 40 Ability 7 30
Programming 20 Games
10
logic English 10 10
20
https://cpt.hitbullseye.com/TCS-Test-Pattern.php
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Coding 1 20 Learning
E-mail 1 10 Agility 50 30
Writing Test
Coding 1 20
 Total time allotted for exam- 90 minutes.  Total time allotted for the exam- 90
minutes.
 Negative marking of 0.33 in QA &
 The cut-off for cognitive ability games
programming language section, with no
is highest being 60% with difficulty
negative marking for other sections.
level of 70%.
PERSONAL INTERVIEW PROCESS PERSONAL INTERVIEW PROCESS
Technical round Technical round

 General programming questions asked.  Questions related to projects,
internships.
 Knowledge of C language tested.  Questions from C, C++ necessarily
asked.
 Recent updates & versions of  Questions related to Coding,
21
specializations tested by writing Software mentioned in Resume.
programs in interview.
MANAGERIAL ROUND MANAGERIAL ROUND
 Checks response to brain teasers,  No such round.

scepticism, and emotional intimidation.
 Deliberate attempts to gauge the
response of the interviewee to check
their response in pressure situations. 22
HR ROUND HR ROUND
 Judged on the basis of soft skills,  Questions asked with main focus on
confidence, personality, strengths, personality and soft skill assessment.
23
weakness, reasons to join company,
salary expectations, courses done etc.
21
https://cpt.hitbullseye.com/IBM-Test-Pattern.php
22
https://www.monsterindia.com/career-advice/tcs -selection-process-.html
23
https://prepinsta.com/lti/interview-questions/interview-experience/
TECHNOLOGY
CONCLUSION
The process selection has become more difficult. Organizations want to hire more
talented and effective employees for higher productivity and quality in their products
or services. The selection function provides a vital opportunity for organizations to

TECHNOLOGY
focus on what candidates can offer our company. Different kinds of agencies are
used to recruit for positions at different levels.
Temporary and government agencies are used mainly to recruit non-management

candidates. Employment agencies, colleges, and professional organizations are
used more often to recruit managerial/professional.
97 percent of organizations already use behavior-based interviews to some extent

when selecting employees. This type of structured interview can be used to validly
predict future behavior in dimensions (or competencies) critical to job success. Less
than 20 percent of organizations currently use testing or assessment methods
extensively in their selection process. However, organizations plan to increase their
use of applicant testing and assessment in the future. These structured approaches
to assess skills, abilities, and knowledge can significantly reduce the candidate pool
by eliminating those who fail to meet the minimum job qualifications.
Better selection strategies result in improved organizational outcomes. The more

effectively organizations select candidates; the more likely they are to hire and retain
satisfied employees. In addition, the effectiveness of an organization’s selection
system can influence bottom-line business outcomes, such as productivity and
financial performance. Hence, investing in the development of a comprehensive and
valid selection system is money well spent.

TECHNOLOGY

Selection Policies of Organizations

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HUMAN RESOURCE MANAGEMENT

TOPIC – SELECTION PROCEDURE IN HRM

SUBMITTED TO – MR. NANDKISHORE BARAIK SUBMITTED BY – NIKITA

ASST. PROFESSOR SIVANI JAYANTH

NIFT BHUBANESWAR VIBHAV SHARNAGATH

1 NATIONAL INSTITUTE OF FASHION

2 NATIONAL INSTITUTE OF FASHION

Fig 1 - General steps of the selection process

Steps in Selection Process

STEPS OF THE SELECTION PROCESS

4 NATIONAL INSTITUTE OF FASHION

Fig 2 - The Selection process cycle

5 NATIONAL INSTITUTE OF FASHION

 The selection process often begins with an initial screening of applicants to

Sources utilized in the screening effort

Personal Resume presented with the job application is considered a source of

Advantages of Successful Screening

2. Completion of the Application Form

6 NATIONAL INSTITUTE OF FASHION

Hundreds of tests have been developed to measure various dimensions of

Advantages of using tests

Selection testing can be a reliable and accurate means of selecting qualified

Potential Problems using Selection tests

7 NATIONAL INSTITUTE OF FASHION

Interview planning is essential to effective employment interviews.

Content of the Interview

The specific content of employment interviews varies greatly by an organization and

 Occupational experience - Exploring an individual’s occupational experience

8 NATIONAL INSTITUTE OF FASHION

Knowledge about attendance problems, insubordination issues, theft, or other

Background investigations primarily seek data from references supplied by the

This is an examination to determine an applicant’s physical fitness for essential job

8. Permanent Job Offer

10 NATIONAL INSTITUTE OF FASHION

Basic Selection Criteria

11 NATIONAL INSTITUTE OF FASHION

Fig 3 - The general steps followed for selection of freshers

Selection of candidates begins where their recruitment ends. Preliminary Interviews

FINAL SELECTION AND APPOINTMENT LETTER

14 NATIONAL INSTITUTE OF FASHION

TEMPORARY OR PERMANENT EMPLOYEE

It is generally easier to handle temporary employment as these are short-term

PERFORM JOB ANALYSIS AND CREATE JOB DESCRIPTION

Successful employee selection is dependent on a clear understanding of a job’s

 Cognitive Ability Test

16 NATIONAL INSTITUTE OF FASHION

A variety of methods are available and consideration needs to be given as to which

APPLICATION FORMS AND CVS

The traditional approach to applying for jobs is to complete an application form

In certain jobs organisations consider accepting CVs; Organisations make a decision

ONLINE SCREENING AND SHORTLISTING

17 NATIONAL INSTITUTE OF FASHION

Unstructured interview is where interviewers do not stick to a set of common

Research points to structured interviews being a much more accurate predictor of

 The key requirements of the job are identified

19 NATIONAL INSTITUTE OF FASHION

The main disadvantage of structured interviews:

 That by progressing systematically through a set list of questions the candidate

TYPES OF SELECTION INTERVIEWS

 Face to Face interview

2. GROUP INTERVIEW- Group interviews are conducted by some large companies

3. BEHAVIOURAL INTERVIEW- In behavioural interviews, candidates are asked to