BAHRIA BUSINESS SCHOOL

“HUMAN RESOURCE MANAGEMENT”

BS(A&F)-4A

Assignment # 3

Date with Day: 16th Dec, 2020 (Wednesday)

Group members/submitted by
Names (Registration ID)

1. Omar Hashmi 02-112191-009

2. Kinza Batool 02-112191-022
3. Abdul Hannan 02-112191-040
4. Saad Hussain 02-112191-003

Submitted to: / Supervised by: / checked by:

Sir Shair Muhammad
 Question No.1
Briefly explain each of the 9 steps of the training process in a proper sequence. Elaborate each
step with the help of an example.
ANSWER:

TRAINING:
A process where the organization requires the current or new employees to acquire the basic
skills required to perform or improve the performance of the job.
Training plays an essential role in performance of organization. If even potentially capable
employees do not know how and what to do to perform the job, they will improvise or do
nothing useful at all.

TRAINING PROCESS
Following are series of steps that needs to be followed to provide the organization with effective
training program:

1. ASSESING TRAINING NEEDS

This is the first step which lays the important groundwork for an effective program by
determining the existence of need of training and how employees will best receive the required
training. It is a process use to determine requirements of performing a job and knowledge,
abilities and the skill set required to achieve the requirement.
This assessment can be achieved through two approaches:
o External Approach:
This includes surveying and getting feedback from customers, guests and company to
measure the performance standard of the employees. To gather the data on the need of
skills, knowledge, and abilities to achieve the required performance standard and
comparing with the current or new employee’s skill set.

o Internal Approach:
This approach emphasizes on surveying and getting feedback from the staff. The first of
which will be the immediate supervisor of the job under consideration or by comparing
the performance standard and questioning the current job holders. Observations, attitude
tests, individual assessments is a good measure of training needs.
The organization can follow both or either one to conduct the analysis. Task analysis and
performance analysis plays a vital role in assessing the training needs of current and new
employees
 2. PREPARING TRAINING PLAN

The first step to design a training program, to decide the duration of the training program. The
program can be a
 Long-Term, time period of 3 to 6 months
 Medium. Time period of 1 to 3 months
 Short-Term, Time period of 1 day to 1 month
The training activities are allocated day wise using a holistic approach, dividing the training
activities throughout the duration of program.
EXAMPLE OF A TRAINING CALENDER
FRONTLINE EXECUTIVE AND MANAGEMENT STAFF

ACTIVITIES DAYS IN A WEEK

MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY
Effective
communication
skills
Business
Etiquettes
Creative
thinking &
problem solving
Customer
service
excellence
Presentation
skills

3. SPECIFYING TRAINING OBJECTIVES

This step includes identifying the specific objectives that needs to be achieved by the end of
training sessions. To measure the effectiveness of the course the objectives of the course defined
must be measurable, specific and attainable.
This step emphasizes on the goals of training, weather trained employees have improved to the
desired performance standard. How much employee must improve to attain the competent level
desired by the organization. The training sessions must be based upon the skills, knowledge and
attitude or the combination of these three.
For example, for Frontline executive and management staff,
  KNOWLEDGE-BASED: To provide the staff an understanding to policies of the
company and unable them to restrict their thinking process and problem-solving skills
within the company’s policies and code of conduct.
 SKILL-BASED: To provide the managers with effective communication skills to resolve
conflicts and understand customer’s mindset.
 ATTITUDE-BASED: To provide frontline managers with decent business etiquettes and
train them with anger and time management.

4. DESIGNING THE TRAINING PROGRAM

The structure of training program is devised in this step where an outline of the program is
mentioned, the delivery medium of the program, environment and trainee’s qualification. this
also includes resources used in program and lastly, the review of the program and assessment.
Following aspects must be covered in this step:
o Program Structure
o Trainer’s qualification and experience
o Nature of trainee’s
o Support Resources
o Criteria & Methods for assessing

For example, for frontline executive and management staff

o Program Structure: Formal & Organized
o Trainer’s qualification and experience: bachelor’s degree in business administration,
Certification from talent and training associations and two year’s previous experience as
a corporate training specialist
o Nature of trainee’s: frontline executive and management staff
o Support Resources: projector, specialized diaries, note pads, internet connection, video
facility and stationery
o Criteria & Methods for assessing: assessment activities, practical tests and performance
analysis

5. SELECTING INSTRUCTIONAL METHODS

The channel through which the training program is conducted, it is divided into two channels:
o On The Job Training (OJT)
Training a person to learn a job while working on it. This does not mean that the needs to
be physically present in the organization to attend the program rather, it is to attend the
program on working hours of the job, either on a place other than workplace or online
 sessions during work hours. Providing an environment where employee feel motivated
and work on knowledge, skills and attitude during job.
For example, for the frontline executive and management staff instructor led classroom
and hands-on training session must be conducted on the job for business etiquettes and
presentation skills training.

o Off The Job Training (OFJT)

It means taking time off the daily work hours to attend training sessions. These training
sessions can be arranged in form off:
 In house, training or classroom
 External, consultancies or attending external classes
 Independent bodies, such as government talks
 Distance learning, from books or notes
 Computer-assisted learning
 Interactive-video training
 Video conferencing, same as classroom except teachers and students are in
different locations.
For example, attending external sessions through training agencies on critical thinking
and problem-solving skills.

6. COMPLETING THE TRAINING PLAN

This step includes describing the topic, method and timings of the session.
o TOPIC: Communication, customer service and presentation skills based on knowledge,
attitude and skill det for the training session.
o METHOD: The perspective of employees on the session is very important. Therefore, it
is described that weather the communication will be direct, meaning one way
communication by personally attending the employees one way or indirect, meaning
communicating conducting session through activities, experiments and discussions in an
open forum.
o TIMING: Timetable for the session, no. of breaks, and refreshment session for the
employees attending.
For example, A session on presentation skills:
o TOPIC: Presentation skills (Skill-Based)
o METHOD: Indirect communication, presentation activities, exercises on power point
and interactive discussion on different topics.
o TIMING: 2:30 – 7:30 PM, 30 min break from 4:30 to 5:00, refreshment after the session.
 7. IMPLEMENTING THE TRAINING

After planning the training program, employee registration and categories must be decided:
o Participant selection: How a trainee should be registered. Manually, filling and
submitting the form or online via google or other forms.
o Group comfort: The psychic and physical level of employees must be same gender,
designation and status wise. The trainees must be comfortable with each other to make
communication easy
o Preparation by trainers: all form of preparations such as documents, tests and activities
prepared by the trainer to conduct the session must be assessed to ensure the beneficial
session.
For example, a session on business etiquettes for frontline executives and management staff:
o Participant selection: A google form must be filled online with details to get registered
for the session.
o Group comfort: The session is conducted for management staff only.

o Preparation by trainers: power point presentation, activities and experiments,

documentation of these provided by the trainer are assessed.

8. EVALUATING THE TRAINING

This defines the effectiveness of the training session. A training session is only effective if
employee improves after attending the session. Therefore, training session assessed through
following ways:
o Immediate Feedback: A survey or an interview performed by the organization to assess
the effectiveness of training session.
o Post-Training Test: Observing the trained employees if they apply the knowledge of
training session on the job.
o Post-Training Appraisals: a performance analysis conducted by the supervisor post
training.
For example, after the session on presentation skills, employees are assessed through asking
them to present on different business situations.
 9. PLANNING FUTURE TRAINING:

After completing and evaluating the training session a trainer must improve his/her training
session by following the suggestions and improvements suggested by the trainees.
In future, the trainer must modify the training program to comply the needs of trainee according
to the deficiency in the employee. This can be on the knowledge of topic or skills of trainer. The
trainer should always try new approaches and experiment on employees to make the session
more effective in terms of knowledge, skills and attitude.
For example, a company training on accounting software must update to new software for
accounting or introduce the programming the software.

Question No.2
Do practice from chapter slides and text book; clear your understanding for different kinds of
selection interview questions. Then develop at least two questions for each type of interview
content i.e. situational, behavioral, job-related, and stress interview. (Note: you can do it for one
job position or several job positions as well).
ANSWER:
SITUATIONAL (HR Manager):
 Tell me about a time when you had conflict with one of the policies of company and how
you overcome that?
 Describe a situational when you interacted with one of over –tempered colleague and
how you turned that into your favor?
BEHAVIOUR (Admin Officer):
 Since Admin depart is about public deal and you have no experience in that how are you
planning to do this?
 You know Admins must be well ahead of their time. Tell me how are you going to
achieve this?
JOB RELATED (Sales Executive):
 You have no experience of sales at all why should we hire you?
 Our company believes in meeting our sales – target with any obstacles. Now, what
suggestions do you have regarding it?
 STRESS INTERVIEW (Senior Lecturer):
 You do not have any experience of teaching before what made you think you can teach or
its just employment pressure?
 You have made lots of mistakes in your resume. Now do you think till there is any
chance of selection employment have for you.

Question No.3
Carefully read the case study “How Nick’s Pizza Delivers Training Results”, then answer
question # 1 & 2 given in the case study.
ANSWER:
1. According to the information given in case study Nick’s pizza and pub is working within the
industry that has a higher work turnover rate of around 200% whereas Nick’s Pizza has the work
turnover rate of 20% which elicits decrease being brought in to matriculate new representatives
and it conducts a higher net working advantage of over 14% where as the business average is
6.5%. This factor indicates that providing wide briefing to representatives is proved to be
treasures for Nick's Pizza and Pub. 
Each and every representative is required to have basic kitchen preparing that allows them to
discover how to make pizza, furthermore preparation is given to the workers who desire to
acquire skills in new aptitudes and helps getting in more revenue. This factor aids
representatives to get more preparation and get higher pay rate in comparison with the kitchen
staff only. 
For every pledge preparation is provided that helps in giving the augmentation in effectiveness
and efficiency. Moreover representatives themselves can also get preparation to turn into a coach
in a specific ability. Every task conducted by a developed representative aids in Nick's Pizza and
Pub to build up widespread business implementation.

2. The environment at Nick's Pizza and Pub clutches the preparation culture and each
representative is bound to have a specific type of preparation or feasibly preparation of making
the pizza. Moreover among preparation and learning new abilities representatives would be able
to get higher compensation pace that helps as a convincing factor in order achieve additional
preparation. This factor also helps in making newcomers less resistant towards the preparation as
they somehow know that even the director has knowledge in Pizza preparation.
 
Moreover the feedback is taken from learners in relation to the improvements the demand in
their work.. Later when a worker gets all the training he is provided with the diverse uniform
which reflects the feeling of recognition and motivates them to work more efficiently. In addition
to this a it also helps in decreasing the work turnover.

Question No.4
What are the major problems of the interview as a selection device? What can HR department do
to reduce some of these problems? Briefly define each of the 5 steps (before interview) and 8
steps (during and after interview) about designing and conducting an effective selection
interview.
ANSWER:

1. FIRST IMPRESSIONS:

One of the major factors that affect the interview’s effectiveness is the snap judgment or the first
impression. It means that the interviewers tend to jump to conclusions about the candidates
during the initial few minutes of the interview or even before the interview starts (in few cases),
only by looking at their resumes or their test scores, they make their judgments about the
candidates. The first impressions become more damaging when the information about the
candidate is un favorable because often the finding of a small negative information about the
candidate leads to the rejection of the candidate. Researches claim that generally, human
psychology is affected more by negative information than the positive one. If the interview
begins with negative mood, it is usually difficult to change its attitude.
For Example: An interviewer while going through the resumes of all the applicants select the
candidate having a good corporate exposure without considering all the other factors like his area
of expertise and educational background and appoints him. This hiring based on the first
impression should be avoided to make the interviews effective and useful.

2. INTERVIEWER’S MISUNDERSTANDING OF THE JOB:

Sometimes the interviewers ask irrelevant questions about the job and build up incorrect
assumptions about the qualifications of the successful job candidate because of misunderstanding
of the job. Interviewers who do not have a clear and accurate picture of the job and what types of
candidate best suited for it usually make their decisions based on incorrect assumptions and
impressions. This misunderstanding of the job is also one of the factors that affect the interview’s
usefulness. Therefore, the experts from the respective fields should be present at the time of
interview to assess the candidates and their answers and see if they are the best fit for the job or
not.
For Example: An interviewer while conducting an interview for Accountant rejects a candidate
having good understanding of ORACLE and other database management software because of his
lack of understanding for the job. He might be thinking that for a good fit for the job, the
candidate should have good educational background of the respective field.

3. CANDIDATE ORDER ERROR:

It is also one of the factors that can undermine the effectiveness of an interview. The
physiological impulse also plays a great role here. Interviewers are often influenced for or
against a candidate by the interview of a previous candidate. This means that the interviews that
the interviewers conduct affects them psychologically and this psychological factor comes into
play when they conduct interviews back to back and expect every succeeding candidate to be
better than the last one. Often the organizations arrange the fake interviews to reflect the
transparency and un biasness while hiring while in reality, they have already decided who to hire
and this situations undermines the entire interview process.
For example, if a qualified applicant follows an exceptional applicant his or her qualifications
tend to get shadowed in comparison. To avoid this mistake, it can be useful for the interviewers
to take a little break after interviewing some candidates.

4. NON-VERBAL BEHAVIOR:

It is also a major factor during an interview both for interviewer and the interviewee because
non-verbal behavior is as important as the verbal behavior. The non-verbal behavior can tell a lot
about a person’s character and nature. The body language, over confidence and the dominant
behavior are all those factors that affects the interview from both the perspectives either it be
interviewer or the candidate.
For Example, the Dominant and rude behavior of the interviewer sends a negative impression on
the candidate and de-motivates them by lowering their confidence level.

5. APPLICANT’S PERSONAL CHARACTERISTICS:

The applicant’s personal characteristics like looks, caste, religion, gender, language, sect should
never be considered while recruiting to avoid the sabotaging of the interview. These factors
should not be relied upon while hiring because they do not reflect the credibility and
effectiveness of the candidate. And the interviewers should be extra careful to make sure that the
hiring process is transparent and unbiased.
For Example, An interviewer considering the religion and sect while hiring and ignoring the
other basic requirements of the job like the qualification, corporate exposure and skills will have
a negative impact on the entire interview process
 6. INTERVIEWER’S INADVERTENT BEHAVIOR :

The inadvertent behavior of the interviewer plays a major role in undermining the entire
interviewing process because it sends a very impression. This inappropriate behavior includes
the use of slang language, abusive and cheap words, entering into the personal space of the
candidate, harassment, sever eye contact and so on. These rude and in appropriate conduct
should strictly be avoided to ensure the smooth and transparent interview process.
For Example, An interviewer using abusive language and cheap words would never be
appreciated by the candidate. These interviewers negatively affect the reputation of the entire
organization and could also lead to severe charges against the organization.

In order to avoid these problems, the HR department can implement the following procedures to
make the interviews useful and effective.

1) STRUCTURE THE INTERVIEW:

The interviews should be structured and pre-planned. The questions and their pre determined
answers should already be prepared by the interviewers before the conduct of the interview
including all the job-oriented questions for the purpose of validity and effectiveness.

2) CAREFULLY DECIDE THE TRAITS:

The traits that must be assessed in the candidate must be carefully opted so that the nature of the
questions and the required qualities of the candidate be in line and can come out effectively and
help in better decision making to the interviewers.

3) BEWARE OF INTERVIEWING ERRORS:

The interviewers should be aware of all the errors and blunders that can happen during the
interview and be carefully aware ahead of time to avoid committing any of those errors while
interviewing.

DESIGNING AN EFFECTIVE INTERVIEW:

Designing an interview which will be effective to find the best candidate that fits the job, the
following steps must be considered:
 1- ANALYZE THE JOB
The first step in designing the interview effectively is by analyzing and assessing the job. This
includes writing the job description with a list of job duties and responsibilities along with the
required knowledge, skills, abilities and other work qualifications.

2- RATE THE JOB’S MAIN DUTIES

In this step, we have to identify the job’s main duties and for doing so, we will rate the job’s
main tasks and duties according to their level of importance for job success and required to
complete the tasks.

3- CREATE INTERVIEW QUESTIONS

Now, we will form the interview questions based on the ratings that we have assigned earlier to
the job’s main duties. These will include the situational, behavioral, job-related and stress
questions to analyze the candidate on every ground and then make the decision.

4- CREATE BENCHMARK ANSWERS

We will also be creating sample, pre determined answers to the questions formed in previous
step to assess the answers of the applicants more effectively.

5- APPOINT THE INTERVIEW PANEL

The last step in this process will be to appoint a panel who will conduct the interview. In order to
conduct an effective interview, the panel should contain those people who are involved in the
above steps to have a better understanding of the job and assess the candidates on the actual
criteria of the job. These members should include people from the respective fields so that they a
better knowledge and understanding of the requirement of the job.

After designing an effective interview, it is also important to conduct the interview efficiently so
that the process gets completed transparently and without blunders.
For conducting an effective interview, the interviewers should consider the following steps:
STEP 01: KNOW THE JOB
The very first step is to actually know the job, what the requirements of the job are and who is
required to carry out those requirements. For this purpose, the interviewers must review the job
description and job specification prior to the interview to get a better knowledge of the job and
the person who will be performing the job.
For Example, ABC Company is looking a marketing manager. So the first step for conducting an
effective interview, the interviewers should review the job description and job specification for
marketing manager to fully understand the job and the human requirement of the job.

STEP 02: STRUCTURE THE JOB

Next, the interviewers should structure the interview by preparing the job related questions ahead
of time and also by determining the sample answers. In this way, every candidate will get fair
opportunity and the best one among the pool of potential candidates will shine.
In our Example, now the interviewers will form the basic job-related questions ahead of time like
what are your major strengths? What did you like the least at your last job? What is your
expectation from this job? Why we should hire you?

STEP 03: GET ORGANIZED

Now the interviewers should get organized by arranging all their documents and stuff at one
place and thoroughly go through it once again to ensure that they have understood the
requirements well.
In our example, the interviewers must get organized by sorting everything systematically before
time so that while interviewing the candidate, there would be no disturbance.
STEP 04: ESTABLISH RAPPORT
In this step, now the interviewer should develop a bond with the candidate so that the candidate
gets less nervous and be able to answer more confidently. Interviewers should build a rapport by
finding and talking about a shared topic of interest before the start of actual job related questions.
For Example, Now the interviewers will greet the candidate affectionately and provide them a
pleasant environment so that they can calm themselves and not get nervous.
STEP 05: ASK QUESTIONS
The questions that are prepared beforehand should now be asked by the interviewer so that their
answers can be marked compared later. The interviewers should also be prepared to improvise
on spot based on the candidate responses.
For Example, After creating a pleasant environment and building up a relationship with the
candidate, now the interviewer will begin asking questions that they have earlier prepared and
also be ready for spontaneous questions on spot based on the responses of the candidate. Like if
the candidate is sharing about his past job experience then the interviewer might ask what will
you do next if your current marketing campaign does not get the kind of response that you were
expecting?

STEP 06: TAKE BRIEF, UNOBTRUSIVE NOTES

It is generally difficult for the interviewers to keep the responses of every candidate straight
when they have to interview so many applicants. So it is always better to prepare notes while
interviewing every candidate so that every single detail that they have provided and that the
interviewer have observed can be considered while taking a decision for their appointment or
rejection.
For Example, During the interview, the interviewer can notice the body language of the
candidate and analyze his stress management skills, also see his way of talking and make random
notes of that so that while taking a decision they will be able to consider all the verbal and non-
verbal information of the candidate.

STEP 07: CLOSE THE INTERVIEW

Now, towards the end of the interview, the interviewer should always close the interview with
good and affectionate words so that the candidate remain confident and have good reputation of
the organization.
For example, at the end of interview with every candidate, the panel will be closing the interview
with doting remarks like best wishes for your future endeavors and good hopes for your
recruitment so that the applicants will have high morals and high standing for the organization.

STEP 08: REVIEW THE INTERVIEW

The last thing that comes under interviewer’s responsibility for conducting an effective interview
is that he/she must review the interview later so that they can use the information provided
during the interview to take better decision and find the best candidate who fits the job.
For Example, Now after considering every detail provided by the applicants during the
interview, the panel will take their final decision as to who they should appoint for the job that
fits the job the best among all the potential candidates.

Question No.5
Briefly explain why orientation and training are important for any organization. Identify the key
personnel involved in orientation and training programs respectively?
ANSWER:
Orientation is the process through which the new employees of company are provided with the
background and existing data of the firm. On other hand training is systematic procedure via
which an organisation’s human resource get knowledge and gain skills by practical activities that
helps to improve their performance.
Training and orientation are vital factors for any organisation in order to have stability in the
organisation. Training helps to maintain qualified staff which improves production, it further
rises the standards by teaching employee new skills regarding technology, products and delivery
services. Training helps in minimising the human error and mistakes, it also aids in cost
minimisation. It also promotes better treatment by creating communication among the
employees. Training teaches things to the employees that they can apply to their job in order to
enhance it. Whereas orientation is immensely important as it gives the employee feeling of
motivation, he feels welcomed into the new firm. The firm makes sure that the new employee
holds the fundamental information to function effectively in the company, like policies, e-mails,
expectations in terms of work procedures. It also helps the employee of the company to
understand company’s wider view, eg: culture, workforce, strategies, vision and etc. Later it
helps worker to socialise, for example Mayo Clinic conducted a program to emphasise on core
values of the firm.
Both these aspects have specified personnel which are as followed:
Orientation:

 Direct manager

 HR manager

 Owner

 Subordinates

 Employees

 Executives
Training:

 HR manager

 Instructors

 Supervisors

 Trainee

 Staff

 Clerks

 Administration officer

Question No.6
Briefly explain each of 8 steps of selection process with suitable examples. Write down the
reasons for why recruiters conduct tests and interviews. How can they avoid negligent hiring
claims?
ANSWER:

SELECTION PROCESS:

The selection process involves selecting and short listing the potential candidates with the
required qualifications and skill sets to perform the job in an organization. This process sets the
base for hiring the employees who are responsible for the future revenue generation of the
organization so in order to maintain the transparency while recruiting, this process plays a
significant role. This process involves 8 steps which are briefly discussed below:

1. INITIAL SCREENING INTERVIEW:

This is the first step of this process. In this step, the management will go through the CVs and
resumes that they have received from the willing candidates and screen them with comparing
them with the job description and job specification. Only the CVs that will align with the job
analysis will go further into the next phase and the rest will be rejected.
For Example, a company is looking for an IT manager for their department. So the CVs that
will qualify the initial requirements of the job specified in the job description and job
specification will go forward like those who qualify for the minimum education and experience
requirements will be selected for the next step and those who does not have the required skills,
abilities and education will be rejected.
 2. COMPLETED APPLICATION FORM:
In the next step, the candidates who are selected in the previous steps will be asked to fill out the
application form and provide all the information that is being asked in the form so that the
process could move further after the consideration of the provided information.
For Example, for the marketing supervisor’s job, the candidates will be asked to fill out the
application form. This application form will be consisting the questions to get the information
about the candidate like their bio-data, their work experiences, interests, hobbies etc. And now,
on the basis of these applications, the management committee will screen out the applications
and those who fulfill the job requirements will be called for the employment test.

3. EMPLOYEE TEST:
They are the testing tools to check the knowledge of the candidates for the respective jobs. These
tests are very specific and so it enables the management to bring out the right type of people for
the jobs. The candidates who clear this test with good scores go further to the next stage of this
process and those who does not succeed are rejected.
For Example, for a production manager’s job, the respective job-related test will be carried out
to check the knowledge of the applicants that they have stated in their CVs and see if they
actually possess the required understanding to perform the job or not. If yes, they are moved to
the next step and if not, they are rejected.

4. COMPREHENSIVE INTERVIEW:
In this phase, the candidates sit face to face with the selectors/ recruiters answers to their
questions about their abilities and other requirements of the job. The main objective of this step
is to assess and analyze the subjective aspects of the candidate’s character, like his way of
talking, code of conduct and other non-verbal behavioral aspects.
For Example, for the position of an assistant professor, the interview will be conducted to see
their conveying ability and skill set, along with their field related knowledge and experience to
see if they are best fit for the job. The will also be told a brief of the work profile and
expectations from them. They will also be asked questions that were not a part of his application
form.

5. CONDITIONAL JOB OFFER:

The candidates who pass the interview stage successfully are now offered a conditional job
where they are provided with a probation period. In this period, if the performance of the
candidate is satisfactory then they are offered a permanent job otherwise not.
For Example, continuing our previous example, the candidates who cleared their interviews for
the job of assistant professor will now be offered a conditional job with a probation period of 3
months. During these months, if the performance of them is as expected by the management,
then they will be offered a permanent job.

6. BACKGROUND INFORMATION:
In this step of the selection process, the backgrounds of the candidates who were offered the
conditional job are cross checked to see if there is anything questionable or doubtful. These
checks include the motor vehicle records, license verification and other several records. Also the
references provided by the candidate are checked to find the capabilities and previous experience
of the applicant.
For Example, Mr. Ahmed has been offered a conditional job as a psychiatrist in a private
hospital. Now, the hospital will be cross checking the background information provided by him
and see if there is anything there is anything doubtful about him, to verify the factual information
provided by him and to uncover any damaging information about him (if any) before offering
him the permanent job.

7. PHYSICAL/ MEDICAL TEST:

After the process of background check, now the candidate will go through a medical test where
his fitness will be examined through medical specialist. If the report suggests the candidate to be
physically fit for the job, only then he will be offered the permanent job.
For Example, Ms. Sana who is been selected after the background check for the job of an
accountant, will now undergo a medical test so that the management can ensure that she is
physically fit for the job. Like this job will have a lot of hours of her sitting at one place and
facing the screen for the most part of the day, so for this purpose she should have a good eyesight
along with no back issues. Only then she will be offered the job.

8. PERMANENT JOB OFFER:

After the candidate has crossed all the phases in the selection process, he/she is formally
appointed by the organization by issuing them an appointment letter or by making a service
agreement with them which includes the all the details of the job like working hours, salary,
leave allowance and etc.
For Example, Mr. Zain after passing all the hurdles of the selection process has been appointed
by the firm as senior research analyst. He has been informed about his appointment through a
call and has been asked to sign his service agreement which is carrying all the details of the job
including the nature of work, remuneration package etc.

The recruiters conduct the interviews and tests for three major reasons. These reasons are:

1) ORGANIZATIONAL PERFORMANCE:
The first and foremost reason is to enhance the organizational performance. Selectors try their
best to select the most commendable and competent candidate who will be beneficial for the
organization’s long term success. So in order to find the best candidate with the required skills, it
is important to conduct tests and interviews. Because the performance of an individual will affect
the entire organization’s performance.

2) RECOVERING THE COST OF RECRUITMENT:

Secondly, a high cost is incurred to hire a competent candidate. So, when a proficient employee
is selected and he/she performs excellent at the workplace achieving the organization’s targets,
automatically the cost of recruitment has been recovered. So it important to hire the right people
for the organization so that the cost incurred for the entire process can be justified because of
their performance at the workplace.

3) LEGAL OBLIGATIONS:
It means that the recruiters must obey the legal obligations that are the employment laws
imposed upon them by the government of that country where the organization exists.
Employment laws such as EEO, FLSA, and OSHA must be enforced to ensure that the hiring is
based on merit, transparency and without any biasness/ favoritism.

The recruiters while recruiting sometimes hire candidates with questionable backgrounds. This
type of hiring is known as Negligent Hiring. Negligent hiring is when the selectors hire
applicants with controversial backgrounds without proper investigations. The negligent hiring
claims can be avoided by keeping in mid the following things while hiring:

 Taking reasonable actions to investigate the background of candidates before hiring them.

 Making a systematic effort to gain relevant information about the employee.

 Verification of all the documents provided by the employee.

 Scrutinizing all the information given on the application form.

 Get written authorization for the reference checks.

 Reject the candidate who makes false statement or have any conviction records.

 Balance the applicants privacy policy and the “need to know” policy of the company.

 Take immediate actions to maintain discipline whenever required.