Recruitment and Placements

The process of attracting individuals on a timely basis, in sufficient numbers, and with
appropriate qualifications, and encouraging them to apply for jobs with an organization.

Definition
Edwin B. Flippo – “Recruitment is the process of searching for prospective employees and
stimulating them to apply for jobs in the organization”

Recruitment is the process of finding, screening, hiring and eventually onboarding qualified job
candidates. The recruiting process can be relatively straightforward, but advances in
technology, a tight labor market and a workforce pool that might span five generations can
make the first step -- finding potential candidates -- particularly challenging. Recruitment is a
key part of human resource (HR) management and supported by the hiring manager and others
involved in the hiring process. Skilled recruitment efforts will make a company stand out and be
more attractive to potential employees, a strategy that can directly impact a company's bottom
line.

Why is recruitment important?

Employees are the lifeblood of companies, so finding and attracting the best candidates
possible is of utmost importance. A poor recruitment effort can result in unfilled jobs and a loss
of revenue, while successful recruitment will bring in the right candidates on a timely basis,
ensuring a business is able to continue to move forward.

Also, in a competitive hiring market, employee retention can be tricky, but an effective

recruitment strategy can minimize that risk by ensuring the right people are hired into the right
roles.

When recruiting is done well, your workforce is engaged, employees are in the most suitable
position for them to succeed, your organization thrives, you can attract better candidates, you
have good ratings on sites such as Glassdoor, you can reduce turnover, you can build a talent
pipeline and more.
To ensure an organization's recruitment activities are well thought out, effective and efficient,
an organization may develop a recruitment strategy. The recruitment strategy may cover items
such as the size of the organization, the overall economy, the competition for similar
candidates, the attractiveness of the organization, labor laws and other legal considerations.

Generally, the hiring process is similar across organizations; however, the number of steps in
the process and its associated tasks may vary. For example, one organization may ask
candidates to do a pre-hire assessment, whereas the next does not.

The following are typical steps in a hiring process:

 Conduct a job analysis to determine what is needed in the position.

 Develop a job description, if one doesn't exist, based on the analysis, including the
following in it:

o necessary skills and competencies;

o experience;

o education; and

o position-specific requirements, such as the ability to lift heavy objects on

a regular basis.

 Evaluate the job by comparing it to other positions in the organization to determine

the overall value of the position. This can be done using a point system. The end
goal is to ensure the compensation is equitable, based on comparable positions.

 Get the job description approved.

 Develop a job posting, which is similar to the job description but written with a
marketing slant that takes advantage of the employer brand to help attract
candidates.

 Using your applicant tracking system (ATS), post the job posting. It is often posted
internally on the company's Intranet or web portal to notify employees and on the
organization's external career site, job boards and social media.
  Educate everyone involved in the hiring process to ensure they are aware of the
laws and company guidelines they need to follow. Examples may include not asking
candidates their age, marital status or other personal information that is not directly
related to the job they will perform.

 Screen the resumes that have been submitted to your recruiting software.

 Perform a first interview, possibly by phone to confirm basic information and gauge
the interest of the candidate.

 Develop and share interview guides to help hiring managers conduct good
interviews.

 Perform a second interview with the hiring manager or hiring team. In small
organizations, interviewees may also meet with the CEO or executive director.

 Send a pre-hire assessment to the candidate. This can be a personality type test, a
coding test for software development roles and so on.

 Perform reference checks with current and former employers and personal
references.

 Carry out background checks, such as validating the candidate's education, or do a

criminal history check.

 Have the candidate take a drug test, assuming it is legal in your jurisdiction and
required for the position.

 Negotiate the contract, including salary or hourly rate, number of vacation days,
bonus eligibility, and potential other items offered by the company or requested by
the candidate.

 Send the offer to the candidate for review and sign-off.

 Hire the candidate, and move them to the onboarding process.

Recruiting consists of seven key steps from job description to onboarding.
Sources of recruitment
When looking to fill open roles, employers have two options: Look internally, or hire from the
outside. Both have advantages and disadvantages.

Internal candidates need little to no onboarding as they are familiar with the company and you
are familiar with their past performance. However, moving an existing employee into a new
role leaves the old role to fill.

On the other hand, external candidates can bring fresh eyes, enthusiasm and skills to a
company, but it is vital to ensure new employees will be a good fit in the company culture.

Types of recruiting techniques

Although some companies still rely on a "We're Hiring" sign on the door, many companies
tackle recruitment the way they do marketing -- with a multi-tiered approach. Recruitment
marketing can include everything from promotion on social media to billboard ads, public
relations (PR) campaigns and even bonuses to current employees for successful candidate
referrals.

Here are recruiting techniques to help your talent acquisition team attract qualified candidates:

 Internal recruitment. Post open positions on your internal career site so current

employees can apply.

 Retained recruitment. Hire a third party to fill open positions. You pay an upfront
fee for the recruitment work and may pay an additional fee once a candidate is
hired.

 Contingency recruiting. Similarly, this option involves using a third party to recruit on

your behalf, but you only pay a fee if a qualified candidate is hired.

 Staffing recruiting. This type of recruiting also involves a third-party recruiter but is

often used to fill short-term or temporary jobs.

 Outplacement recruiting. This type of recruiting is sometimes offered to employees

who have been involuntarily terminated. The service, in addition to other services
 offered by an outplacement company, are there to support former employees with
their job search.

 Recruitment process outsourcing (RPO). In this case, the organization completely

outsources its recruitment function to a third party. The primary goal is to reduce
the cost of the recruiting process.

 Temporary recruitment professional. You may want to hire a temporary employee

or consultant to help your recruitment team occasionally rather than hiring a full-
time recruiter.

 Career fairs. Whether in person or virtual, these events give your organization an

opportunity to meet qualified candidates and market your employer brand.

 Campus recruiting. Participating in campus recruiting events can help in recruiting

new grads or co-op students.

 Employee development and succession planning. Developing employees and

preparing them for a new role is an excellent opportunity for the employees and
reduces the risks associated with external candidates.

 Partnering with outside organizations. You might do this to attract a more diverse

workforce or support underrepresented communities, such as immigrants and
minorities.

 Networking. Meeting other people in the community provides an opportunity to

share information about your organization.

 Social media. Posting open positions on Twitter, Facebook and LinkedIn is a popular

choice. Search engine ads that pop up in response to a query are another option.
The hiring process starts with the job description and requisition

Some organizations are turning to artificial intelligence-powered screening tools to help more
quickly identify potential candidates, assess strengths and weaknesses, and come up with
questions that can speed the decision-making process.
Some organizations with a large number of high-turnover positions have begun processing
applications via mobile texting, providing applicants with a much simpler method to apply for
open positions.

To showcase the employer brand and attract top-rated candidates, organizations are tailoring
their recruitment activities. For example, recruiting for an entry-level position may include
posting the position on your website and a job board, such as Indeed. When recruiting for an
executive position, you will likely use additional methods, such as hiring an outside recruiter or
identifying passive candidates who have the skill set you require.

Large employers can also use other strategies, such as brand advertising, which showcases a
company's perks and benefits and promotes the culture and work styles. They might also
highlight a strong Net Promoter Score (NPS), which is a popular measure of customer loyalty. To
attract certain groups of employees, such as millennials, a company may stress the social value
or importance of the work being done.

Effective recruiting best practices

Recruiting can be a challenging task, especially when you're trying to find qualified candidates
for positions that are in high demand.

Here are some tips on how to effectively attract new candidates:

 When selling the benefits of the company to candidates, it's important not to
oversell, since it can lead to new-hire turnover.

 Don't just post and hope. Actively search for qualified candidates, including passive
candidates who are not currently looking for work. Platforms such as LinkedIn have
greatly enhanced a recruiter's ability to find candidates who may be great for a
position.

 Keep candidates warm, even if you don't hire them, because another position may
open tomorrow that they would be well suited to fill. An ATS or RMS can make this
easier by sending regular communications to candidates.
  Tailor your communication with candidates, even if you are using automated replies.
For example, you may have a simple automated email that goes to all applicants
who don't meet your minimum requirements and a different one for candidates
who have been interviewed.

 Focus on recruiting people who have hard-to-find skill sets and competencies, and
then train them for job-specific tasks. This will help ensure you find candidates who
will fit with your organization's culture and bring the right mindset to the job.

 Take advantage of your brand. If your organization has great brand recognition or is
recognized for doing great things, use that information in your recruitment
marketing.

 Get to know the business and its leaders so you can better support them and
provide candidates with a better experience during the hiring process.

 Ensure that all the data related to the hiring process, including each candidate's
resume and interview notes, is stored in one location so it's available to everyone
involved in the hiring process and accessible in case of lawsuits or audits.

Alternatives to Recruitment:
 Outsourcing
 Temporary Employment
 Employee Leasing
 Overtime

Outsourcing
Recruitment process outsourcing (RPO) is a form of business process
outsourcing (BPO) where an employer transfers all or part of its recruitment
processes to an external service provider, according to the Recruitment
Process Outsourcing Association (RPOA). An RPO provider can provide its
own or may assume the company’s staff, technology, methodologies, and
reporting. In all cases, RPO differs greatly from providers such as staffing
companies and contingent/ retained search providers in that it assumes
ownership of the design and management of the recruitment process and
the responsibility of results.
 HR outsourcing is a contractual agreement between an employer and an external third-
party provider whereby the employer transfers the management of, and responsibility for,
certain HR functions to the external provider. Many types of HR outsourcing options are
available to employers. The options can be as specific as outsourcing one particular aspect
of one HR function—such as applicant tracking for affirmative action purposes—or as
broad as outsourcing the entire human resource department. The terms and types of
arrangements prevalent in HR outsourcing are outlined below.
 Transfers responsibility to an external provider
 Provides greater efficiency and effectiveness

Besides giving in-house HR professionals more opportunity to focus on strategy, outsourcing

can:

 Provide companies access to specialized HR expertise.

 Help with regulatory compliance.
 Speed up response times on transactional HR functions such as benefits enrollment and
payroll.

In addition, there can be technology benefits. For example, through the use of a SAAS provider
that provides and maintains software, employers gain the benefits of advanced software
systems and avoid possible technical hassles of managing programs on

Disadvantages:
Besides the above-mentioned benefits, enabling a third-party provider to manage your
recruitment needs also gives rise to potential disadvantages. As in, 

1. Under-utilized HR resources:

The basic idea of redirecting an in-house functionality to an external service provider leads to
loss of time. It also deteriorates the profit margin and efficiency as the internal resources are
not employed to their full bandwidth. As in, the in-house HR resources may run out of errands
to be performed on a daily basis. 

2. Staffing and Recruiting:

The outsourcing process also comes with the risk of not recruiting the right fit for your
company. However, it is a known fact that the prospects of outsourcing recruitment functions
overrules this disadvantage. To ensure seamless hiring, collaborate with only the reputed
recruitment firms that specialize on your industry. 

3.Security concerns:

While outsourcing your recruitment process there is a threat around compromising on data
confidentiality. In addition to this, the third-party providers are also exposed to certain process
nuances followed by the firm. This may impose security risks or other data breach limitations. 

4.Search for the right hiring partner:

Before collaborating with a hiring partner, you should evaluate the recruitment team to test
their acumen about the kind of talent they look forward to hire. In addition to this, you should
also perform frequent reputation checks to assess the on-going recruitment process. 

Post the recruitment process, we at Multiplier can provide your employees with the best
onboarding experience. Furthermore, we also simplify the technicalities around managing the
employees. Especially, the international employees who fall under general compliance
category. Multiplier also help you to process the payroll for all your employees through a single
click from our platform. 

Temporary Employment
 Part-timers, temporaries, and independent contractors
 Fast growing
 Provides greater flexibility and lower labor costs
 Potential Problems

Employee Leasing
 Puts business owner’s employees on their payroll
  Leases employees back to company
 Small- and medium-sized firms
 Opportunities for job mobility
 Some firms are nationwide
 Loss of employee loyalty

Overtime
 Most commonly used method of meeting short-term fluctuations in work volume
 Employer avoids recruitment, selection, and training costs
 Employees gain from increased income
 Potential problems

Objectives
 To attract
 To meet organizational requirements
 To induct outsiders
 To increase the success rate of selection process

Factors Affecting Recruitment

Internal Factors

1. Company’s Pay Package

2. Quality of Work life
3. Organizational Culture
4. Career Planning & Growth
5. Company’s Size
6. Company’s Product/Services
7. Recruitment Policy

External Factors

1. Supply & Demand

2. Unemployment Rate
3. Labor Market
4.Political-Legal
5.Sons of Soil
6.Image

Centralized Recruitment
Perfecting the recruitment process is one of the most important functions for a company to get
right. With its talent being a business’ most valuable asset, ensuring that the best hires are
made for each role is key to the success of the company and retention of employees. In the
same way that using skills tests can improve recruitment outcomes, implementing the correct
hiring framework is another factor which can impact this.
 
While there is no one-size-fits-all recruitment process that works best for every type of
business, many organisations will use one of these two hiring models: decentralised or
centralised. Understanding the differences between them is therefore the first step towards
selecting which recruitment strategy is best for your company.

What is decentralised recruitment? 

In a decentralised system, the decision-making regarding new hires is delegated to each

individual branch or division of an organisation. The responsibility for recruiting new employees
therefore falls to specific managers based on either geography or department, rather than a
company-wide Human Resources team. Retail companies are an example of businesses that
hire in this way, though only around 15% of all businesses recruit using a fully decentralised
model.

What is centralised recruitment? 

With centralised recruitment, all staff pass through a central HR office which uses a single hiring
system. This means that the recruiters all follow the same procedures and ensures that there is
consistency in both the methods and values applied to decisions. About 50% of companies have
centralised hiring systems, commercial banks being a good example.

Advantages and disadvantages of a decentralised model 

Decentralised recruitment has many advantages. It allows for greater freedom in hiring strategy
as the manager can select candidates according to the specific needs of their team. For
businesses that operate in many different locations this is particularly useful, as recruitment
policies can be tailored to the local socio-cultural needs. This flexibility can also help predict job
performance better than a standardised system; rather than assessing all applicants in a ‘catch-
all’ fashion, the division can use skills tests which target the specific job requirements and even
create a bespoke test customised to its own needs. Additionally, decentralisation can facilitate
a closer working relationship between the staff and management as hiring mangers have a
more personal involvement in the selection of candidates. 

o Cost
o Expertise
o Uniformity
o Interchangeability
o Relieves Line Managers

However, there are downsides to this method. Giving managers the time-consuming task of
recruitment can disrupt their work and distract them from their main responsibilities within the
business, impacting productivity and inflating staffing costs. In addition to this, the
inconsistency between branches’ approaches could result in differing standards being applied
to candidates all within the same company, causing a problematic lack of equity.

Advantages and disadvantages of a centralised model 

The more popular centralised strategy offers a contrasting set of advantages to a business. As
discussed in our previous blog post, unconscious bias is a highly negative yet unfortunately
pervasive aspect of much recruitment. This model is far more conducive to unbiased
recruitment, because by standardising the process across the board, centralisation offers equal
opportunities to all candidates. Skills tests are particularly useful in this regard; as well being
tools for narrowing down the larger pool of applicants, they can ensure that the candidates in
question are selected based on their skills alone. From a financial perspective, too, this staffing
system is preferable; having a dedicated HR team means that fewer hirers are needed across
the company and makes it more cost-effective and time efficient, as well as enabling line
managers to concentrate on their own duties. Centralising all hiring in this way can also be
beneficial for large businesses as it allows for candidates to be placed or transferred wherever
is most appropriate. In the past, centralisation may have posed a logistical challenge in terms of
candidates and their geographical distance from the central office, however advancements
such as realistic job previews and video interview services can aid a company's talent
acquisition regardless of proximity (something recruiters have found particularly useful during
Covid-19).

Decentralized Recruitment
 1. Concerned Units
2. Suitable Candidates
3. No delay
4. Freedom
5. Familiarity & Control

Centralisation also has its disadvantages, though. An HR office may lack a sufficient
understanding of local markets, leading to misjudged hiring decisions, and the rigidity of a
centralised process can seriously impact the diversity of a business. Additionally, while
centralisation can help in terms of employee placement, it is far from ideal for multinational
companies that hire in a range of countries and economies.

Deciding whether to decentralise or centralise the way in which your business recruits staff
therefore depends on your company’s priorities, and many actually use a hybrid model which
combines elements of the two strategies. In this system, recruiters are spread across
departments and locations yet the process is still overseen by HR. Consider the size,
geographical diversity and values of your organisation to select the right model of recruitment
for your company.

Recruitment Sources
Internal Sources:
1. Present Permanent Employees
2. Present Temporary or Casual Employees
3. Retrenched or Retired Employees
4. Dependents of Deceased, Retired & Present Employees

External Sources:
1.Campus Recruitment
2. Employment Exchanges
3. Employee referrals
4. Unsolicited Applicants
5. Trade Unions

Recruitment Techniques
1. Promotions
2. Transfers
3. Present Employees
 4. Scouting
5. Advertising

Modern Sources & Techniques of Recruitment

1. Walk-In
2.Consult-In
3.Head Hunting
Head hunting is a process of recruitment of a prospective employee, who is working elsewhere
and who has a relevant work experience for a particular job profile. Head hunting is carried out
by the HR of a company or is outsourced to an agency or job consultant.

4.E-Recruiting

The electronic process of finding, assessing, and recruiting employees is known as e-

recruitment. This process connects organisations with potential employees through the use of
technology, and it has changed how employers and employees interact. Employers can use e-
recruitment to post job openings and search resumes electronically, and employees can use it
to submit applications and resumes electronically, search job postings, and receive job alerts.

Subsystems of Recruitment

1. Finding out & Developing Sources

 Internal Sources

 External Sources

2. Developing Techniques & Attracting Candidates

3. Employing the Technique

4. Recommendations by Employees

5. Scouting
 person engaged in discovering and recruiting people of talent for a specialized field or
activity

6. Advertising

7.Promotion

8.Transfers

9. Stimulating the Candidates & Making them to Apply for jobs

10.Supplying Additional Information

11.Clarifying Doubts

Recruitment Process
• Recruitment Planning
• Strategy Development
• Searching
• Screening
• Evaluation & Control

PLACEMENTS
After identifying the source of human resource searching for perspective employees and
stimulating them to apply for jobs in an organization the management has to perform the
function of selecting the right employee to right job.

Selection is the Process of differentiating between applicants in order to identify and hire those
with a greater likelihood of success in a job.

Essentials of Selection Procedure

 Authority
 Standard of Personnel
 Sufficient Number of Applicants
 Significance of Selection Process
 Crucial, Complex and Continuing Function.
 The ability of an organization to attain its goals effectively.
 Affects the other Functions of Personnel Management
 Employee-Employer Relationship
 Asset v/s Liability to the Organization

 Organizational Relationship

Relationship between:
 Line and Staff Executives
 Personnel Department

Factors Affecting Selection Design

 Profile matching
 Organizational and social environment
 Successive hurdle

Selection Procedure
1. Job Analysis
2. Recruitment
3. Application Forms
 Personnel Background Information
 Educational Attainments
 Work Experience
 Salary
 Personal Items
 References
4. Written Examination
5. Preliminary Interview
6. Group Discussion
7. Tests
8. Final Interview
9. Medical Examination
10. Reference Checks
11. Final Decision by the Manager Concerned
12. Employment

Various Types of Tests

The employee tests administered in the selection process may be classified in different ways.
These tests range from one or two short form pencil and paper tests to elaborate combination
of projective tests. These tests are designed to measure aptitude (general mental intelligence
and special aptitudes), interest, creativity, judgment, temperament, and personality.
Some of the types of employee tests are:- 1. Aptitude Tests 2. Achievement Tests 3. Situational
Tests 4. Interest Tests 5. Personality Tests 6. Intelligence or Mental Alertness 7. Mechanical
Ability Tests.

8. Clerical and Stenographic Skills Test 9. Temperament Tests 10. Judgment Test 11. Abilities
Tests 12. Skills Tests 13. Honesty Tests.

Types of Employee Selection Tests

Types of Selection Tests – Classified into 5 Types
Tests are classified into five types.

(i) Aptitude tests;

(ii) Achievement tests;
(iii) Situational tests;
(iv) Interest tests; and
(v) Personality tests.
(i) Aptitude Tests:
These tests measure whether an individual has the capacity or latent ability to learn a given job
if given adequate training. Aptitudes can be divided into general and mental ability or
intelligence and specific aptitudes such as mechanical, clerical, manipulative capacity etc.
A

(a) Intelligence Tests:

These tests in general measure intelligence quotient of a candidate. In detail these tests
measure capacity for comprehension, reasoning, word fluency, verbal comprehension,
numbers, memory and space. Other factors such as digit spans — both forward and backward,
information known, comprehension, vocabulary, picture arrangement and object assembly.
Though these tests are accepted as useful ones, they are criticised against deprived sections of
the community. Further, it is also criticised that these tests may prove to be too dull as a
selection device. Intelligence tests include- sample learning, ability, the adaptability tests, etc.
(b) Mechanical Aptitude Tests:
These tests measure the capacities of spatial visualisation, perceptual speed and knowledge of
mechanical matter. These tests are useful for selecting apprentices, skilled, mechanical
employees, technicians, etc.
(c) Psychomotor Tests:
These tests measure abilities like manual dexterity, motor ability and eye-hand co-ordination of
candidates. These tests are useful to select semi-skilled workers and workers for repetitive
operations like packing and watch assembly.
(d) Clerical Aptitude Tests:
Measure specific capacities involved in office work. Items of this test include spelling,
computation, comprehension, copying, word measuring, etc.
(ii) Achievement Tests:
These tests are conducted when applicants claim to know something as these tests are
concerned with what one has accomplished. These tests are more useful to measure the value
of specific achievement when an organisation wishes to employ experienced candidates.
These tests are classified into:
(a) Job knowledge test, and
(b) Work sample test.
(a) Job Knowledge Test:
Under this test a candidate is tested in the knowledge of a particular job. For example, if a
junior lecturer applies for the job of a senior lecturer in commerce, he may be tested in job
knowledge where he is asked questions about Accountancy Principles, Banking, Law, Business
Management, etc.
(b) Work Sample Test:
Under this test a portion of the actual work is given to the candidate as a test and the candidate
is asked to do it. If a candidate applies for a post of lecturer in Management he may be asked to
deliver a lecture on Management Information System as work sample test.
Thus, the candidate’s achievement in his career is tested regarding his knowledge about the job
and actual work experience.
(iii) Situational Test:
This test evaluates a candidate in a similar real life situation. In this test the candidate is asked
either to cope with the situation or solve critical situations of the job.
(a) Group Discussion:
This test is administered through group discussion approach to solve a problem under which
candidates are observed in the areas of initiating, leading, proposing valuable ideas, conciliating
skills, oral communicating skills, coordinating and concluding skills.
(b) In Basket:
Situational test is administered through in basket. The candidate, in this test, is supplied with
actual letters, telephone and telegraphic message, reports and requirements by various officers
of the organisation, adequate information about the job and organisation. The candidate is
asked to take decisions on various items based on the in basket information regarding
requirements in the memoranda.
(iv) Interest Test:
These tests are inventories of the likes and dislikes of candidates in relation to work, job,
occupations, hobbies and recreational activities. The purpose of this test is to find out whether
a candidate is interested or disinterested in the job for which he is a candidate and to find out
in which area of the job range/occupation the candidate is interested.
The assumption of this test is that there is a high correlation between the interest of a
candidate in a job and job success. Interest inventories are less faked and they may not
fluctuate after the age of 30.
(v) Personality Tests:
These tests prove deeply to discover clues to an individual’s value system, his emotional
reactions and maturity and characteristic mood. They are expressed in such traits like self-
confidence, tact, emotional control, optimism, decisiveness, sociability, conformity, objectivity,
patience, fear, distrust, initiative, judgment dominance or submission, impulsiveness,
sympathy, integrity, stability and self-confidence.
(a) Thematic Apperception Test (TAT):
Candidates are shown a series of pictures and are asked to write a story based on these
pictures. This test measured candidates’ conceptual, imaginative, projective and interpretative
skills.
(b) Ink-Blot Test:
The Rorschach Inkblot test was first described in 1921. The candidates are asked to see the ink-
blots and make meaningful concepts out of them. The examiner keeps a record of the
responses, time taken, emotional expressions and other incidental behaviours.
(vi) Other Tests:
(a) Cognitive Ability Tests:
These tests measure mathematical and verbal abilities. Popularly known tests of this category
include Graduate Record Examination (GRE) and Scholastic Aptitude Test (SAT).
(b) Wechsler Adult Intelligence Scale:
This is a comprehensive test including general information, arithmetic, similarities, vocabulary,
picture completion, picture arrangement, object assembly and similar items.
(c) Wonderlic Personnel Test:
This test includes perceptual, verbal and arithmetic.
(d) Polygraph Tests:
The polygraph is an instrument that records changes in breathing, blood pressure, pulse and
skin response associated with sweating of palms and plots these reactions on paper. The
candidate is asked a series of simple, complicated, related, unrelated and critical questions. This
test was used in personnel selection extensively in 1980s, but objections have been raised to
the use of this test in personnel selection in 2000s.
(e) Honesty Tests:
The two types of pre-employment honesty tests are overt integrity tests and personality-based
integrity tests. Overt integrity tests make direct questions to assess dishonest behaviour and
gather a history of theft and illegal behaviour. Personality- based integrity tests assess an
individual’s predisposition towards deviant and disruptive behaviour.

Types of Selection Tests – 7 Important Types

The psychological tests administered in the selection process may be classified in different
ways. These tests range from one or two short form pencil and paper tests to elaborate
combination of projective tests. These tests are designed to measure aptitude (general mental
intelligence and special aptitudes), interest, creativity, judgment, temperament, and
personality.
Type # 1. Intelligence or Mental Alertness:
These tests are designed to evaluate the applicant’s mental alertness or ability. A test of mental
ability does not measure native intelligence but rather it measures the individual’s present
capability of demonstrating his or her skills or knowledge. From this demonstration one makes
a decision about the likelihood of success in certain endeavors. The Wesman Personnel
Classification Test is the most widely used type of mental ability test in the industry.
Type # 2. Mechanical Ability Tests:
These tests have been developed to measure special aptitudes for a wide variety of specific
abilities such as, engineering, mechanical, and so on. These tests have been found useful for
selecting apprentices and other employees for skilled mechanical trades as well as for certain
technical jobs.
The Purdue Mechanical Adaptability Test has sixty items covering fairly simple but basic
information that an experienced automotive mechanic, electrician, carpenter, plumber or
painter should know. Thus, it helps in identifying the individuals who are most likely to succeed
on jobs or training programs calling for mechanical abilities.
Type # 3. Clerical and Stenographic Skills Test:
These skills are measured through tests. Clerical duties normally involve filing, tabulating,
verifying, and transmitting information. Stenographic activities involve typing, taking dictation
and some elements of the clerical jobs. Tests are designed to measure the speed and accuracy
in performing these skills. Number Perception Test, the Minnesota Clerical Test, and the Short
Employment Test are some of the commonly used tests in this area.
Type # 4. Interest Tests:
These tests identify likes and dislikes of individuals. Many people argue that interest is a
determinant of proficiency in many jobs. Kuder Preference Record is an example of interest
test.
Some degree of creativity is essential to the effective functioning of executives. The Cree
Questionnaire is a semi-disguised test of creativity and innovativeness. The questionnaire can
be used to identify potentially creative individuals. There are 145 items in the test. The
applicant is asked to check one response for each item.
Type # 5. Temperament Tests:
Several research studies have isolated some major job-related categories of temperament.
Some of these temperament dimensions include impulse, dominant, self- confident, emotional,
agreeable, cooperative and tolerant and authoritarian. The Thurston Temperament Schedule
provides seven scores in 15 to 25 minutes of testing time. Some of these areas covered by the
test include active, vigor and impulse. A person scoring high in the area of “active” usually
works and moves rapidly.
He is restless whenever he has to be quiet. An individual who scores high in the area of
“vigorous” tends to participate in work requiring the use of his hands and outdoor occupation.
High scores in the area of “impulsive” indicate a carefree nature and the individual with this
temperament makes decisions quickly, enjoys competition, and changes easily from one task to
another.
Type # 6. Personality Tests:
These tests fall into two categories. The commercially made available tests are self-reporting,
which ask the respondent to describe himself in some way and these self-reports are either
taken at face value or related to some group with known characteristics in order to obtain a
score. A second approach utilizes the projective rationale. Tests of this nature, obtain
descriptions of reactions, not with relevance to the self in the here and now, but to some far
removed situation or stimulus.
Inferences are made back to the individual’s personality pattern. Personality inventory is a well-
known personality test. This test measures traits such as neurotic tendency, self-sufficiency,
introversion-extroversion, dominance-submission, self-confidence, and sociability. There are
about 125 items with “yes” or “no or responses. The respondent is asked to check one
response.
When it comes to the testing of candidates for executive positions, projection techniques such
as Thematic Apperception Test, briefly known as, TAT, is used. This technique is based on the
logic that people behavior is invariably meaningful and expressive of their personalities. Thus,
given a standard but relatively ambiguous task (such as, telling a story about a picture), what a
person does, reflects how he structures and interprets life situations and reacts to them.
Executive personality evaluation is an example.
Type # 7. A Judgment Test:
This is one on which a person will generally not obtain a high score without possession of
knowledge, but which requires the individual to use judgment in applying this knowledge to the
solution of the problems presented.

Types of Selection Tests – Aptitude Test, Achievement Test, Personality Test and Interest Test
Tests are of different types.

They may be classified into the following four types:

1. Aptitude Test:
Aptitude means the potential which an individual possesses for learning the skill required to
perform a specific job. Aptitude test measures an individual’s capacity and his potential for
development. Defects associated with an individual or intellectual capacity can be detected
through these tests.

Aptitude test consists of intelligence test, mechanical aptitude and clerical aptitude test
which are described below:
(i) Intelligence Test or Mental Test:
These tests are designed to test the intelligence quotient of a candidate. It tests the overall
intellectual capacity, ability to understand instructions and make decisions. These tests also
help to determine candidates’ word fluency, memory, reasoning capacity, verbal
comprehension, spatial aptitude etc. These tests are conducted in selecting employees for a
wide variety of jobs in Banks, Railway and Insurance sectors etc.

(ii) Mechanical Aptitude Test:

To measure the person’s capacity to learn mechanical work these tests are conducted. These
tests measure the capacity of spatial visualization, perceptual speed, problem solving ability,
knowledge of mechanical matter etc., of the candidates. These tests are especially useful for
selecting apprentices, mechanics, machinists and maintenance workers etc.
(iii) Clerical Aptitude Test:
This type of test is conducted to measure specific capacity of a candidate to handle office work.
Testing of spelling, computation, copying, calculation etc., are the example of these tests.

(iv) Skill Tests:

It is also called psycho-motor test. Person’s ability to perform a specific job is measured through
this test. These tests are conducted for selecting workers who have to perform semi-skilled and
repetitive job like packing, labeling, testing etc.

2. Achievement Test:
These tests are conducted to test one’s capacity to perform something. These tests help to
measure one’s skill or knowledge which one has claimed in the application.

Achievement tests are of two types:

(i) Job Knowledge Test:
It is designed to test one’s knowledge in a specific job. Knowledge in typing, computer
operation or accounting is tested through this test. It is generally useful in selecting typist,
stenographer, accountant or computer operator etc., where proficiency in handling a particular
job is tested.

(ii) Work Sample Test:

In this test, worker is given a sample or portion of actual work for performance like typing or
computer operation work and his capacity is judged on the basis of his/her actual performance.

3. Personality Test:
It is the test of person’s different traits like self-confidence, emotional control, optimism,
decisiveness, sociability, patience, fear, initiative, judgment, dominance, impulsiveness,
sympathy, stability, integrity, distrust etc. The test helps to understand deeply the value
system, emotional reaction and maturity and characteristics mood of an individual. These tests
are conducted for selecting executives and supervisors both in private and government sectors
which will provide an overall picture of a candidate’s personality.

Personality test is further divided into following two types:

(i) Objective Test:
It is conducted to test the self -confidence self- sufficiency and dominance-submission character
of an individual candidate.
(ii) Projective Test:
In this test candidates are asked to project their own interpretation of certain standard stimulus
situation. Situation may be an ambiguous picture or figure. On the basis of candidate’s
response and interpretation his personality is judged.

4. Interest Test:
It is a test conducted to know the likes and dislikes of a candidate in relation to work or job for
which he or she is a candidate. The main purpose of conducting this test is to find out whether
a candidate is interested or disinterested in the job and to measure the area of interest of the
candidate in relation to job that will satisfy him.

Types of Selection Tests – 8 Commonly used Employee Selection Tests

Some of the commonly used employee selection tests may be listed thus:
Type # 1. Aptitude Tests:
Such tests are widely used to measure the latent ability of a candidate to learn new job or skill.
They enable us to find out whether a candidate, if selected, would be suitable for a job which
may be clerical or mechanical. These tests detect peculiarities or defects in a person’s sensory
or intellectual capacity.
They focus attention on a particular type of talent, such as learning, reasoning or a mechanical
bent of mind. Some of them measure simply sensory activity, speed and dexterity in motor
movements of various types.
Aptitude tests for medicine, law, music, painting, clerical and number of other activities are also
available. Some of these tests are useful in selection of employees. Such tests may take one of
the following forms- mental or intelligence test, mechanical aptitude test or psychomotor or
skills tests.
Type # 2. Intelligence Tests:
Measure the overall intellectual activity or the intelligence quotient (IQ) of a person and enable
us to know whether he has the mental capacity to deal with new problems. They are useful for
selection purposes, and determine the future of an employee’s word fluency, memory,
inductive reasoning, speed of perception and spatial visualisation.
The Wechsler Adult Intelligence Scale (WAIS) is widely used for management appraisal and
selection. It is given to only one person at a time. The Wonderlic Personnel Test and the Otis
Employment Test are, however, general intelligence tests, which may be given to groups in a
relatively short time. The administration of these tests calls for much preparation on the part of
an organisation; and they are expensive and cumbersome as well.
Type # 3. Abilities Tests:
Measure the capacity of a person to learn a particular type of mechanical work — they measure
a person’s capacity for spatial visualisation, perceptual speed, manual dexterity, visual- motor
co-ordination or integration, visual insights, etc. They also measure specialised knowledge and
information of techniques, arithmetical problem-solving ability and technical vocabulary.
Some of these functions are measured by apparatus, others by performance type of materials
and still others by paper and pencil tests. They are useful when apprentices, machinists,
mechanics, maintenance workers and mechanical technicians are selected. In other words,
these tests are generally used for the selection of personnel in lower position, who are
entrusted with the jobs of operating machines.
Examples of some specific abilities that might be measured include mechanical reasoning,
motor dexterity, physical abilities, and reading comprehension. Due to the potential for adverse
impact and greater legal exposure, generally ability testing programmes require strong
supportive evidence.
This evidence includes job analysis results that support the ability as a job requirement,
historical evidence of the validity of ability testing in similar or identical jobs, and/or validity
evidence from the local setting where the test is going to be used.
Type # 4. Skills Tests:
Skills Tests are those tests which measures a person’s ability to do a specific job. They are
administered to determine mental dexterity or motor ability and similar attributes involving
muscular movement, control and co-ordination.
They are of primary importance in the selection of workers who have to perform semi-skilled
and repetitive jobs, such as bench assembly work, packing, testing and inspection and watch
assembly. Examples of this type of tests are the McQuarril Test for mechanical ability, the
Purdue Mechanical Adaptability Test, and the O’Connor Finger and Tweezer Dexterity Tests.
Type # 5. Achievement Tests:
Known also as proficiency tests, they measure the skill or knowledge which is acquired as a
result of a training programme and on-the-job experience. They determine the admission
feasibility of a candidate and measure what he is capable of doing. Examples of such test are-
General Aptitude Test Battery; the Abstract Reasoning Test, the Millar Analogies Test, the
Standford Binet Scales, the Adaptability Tests.
Achievement tests are of two kinds:
a. Tests for measuring job knowledge, which may be oral or written. These tests are
administered to determine proficiency in short-hand and in operating calculators, adding
machines, dictating and transcribing machines, and simple mechanical equipment. Such tests
are useful for office workers, mill supervisors, stenographers, public utility employees, sales
girls, inspector, and so on.
b. Work Sample Tests demand the administration of the actual job as a test. A typing test
provides the material to be typed and notes the time taken and the mistakes committed.
Assessment Centre:
An assessment centre is an extended work sample. It uses procedures that incorporate group
and individual exercises. These exercises are designed to simulate the type of work which the
candidate will be expected to do. Initially, a small batch of applicants come to the assessment
centre (a separate room).
Their performance in the situational exercises is observed and evaluated by a team of 6 to 8
trained assessors. The assessors’ judgements on each exercise are compiled and combined to
have a summary rating for each candidate being assessed.
The assessment centre approach, thus, evaluates a candidate’s potential for management on
the basis of multiple assessment techniques, standardised methods of making inferences from
such techniques, and pooled judgements from multiple assessors. Initially, a small batch of
applicants come to the assessment centre (a separate room).
Examples of the simulated exercises based on real-life, included in a typical assessment
centre are as follows:
i. The In-Basket:
Here, the candidate is faced with an accumulation of reports, memos, letters and other
materials collected in the in-basket of the simulated job he is supposed to take over. The
candidate is asked to take necessary action within a limited amount of time on each of these
materials, say, by writing letters, notes, agendas for meetings, etc.
The results of the applicant’s actions are then reviewed by the evaluators. In-baskets are
typically designed to measure oral, and written communication skills, planning, decisiveness,
initiative and organisation skills.
ii. The Leaderless Group Discussion (LGD):
This exercise involves groups of managerial candidates working together on a job-related
problem. The problem is generally designed to be as realistic as possible and is tackled usually
in groups of five or six candidates. A leader is not designated for the group, but one usually
emerges in the course of the group interaction.
Two or more assessors typically observe the interaction as the group tries to reach consensus
on a given problem. The LGD is used to assess dimensions such as oral communication,
tolerance for stress, adaptability, self-confidence, persuasive ability, etc.
iii. Business Games:
Here, participants try to solve a problem, usually as members of two or more simulated
companies that are competing in the marketplace. Decisions might include how to advertise
and produce, how to penetrate the market, how much to keep in stock, etc. Participants
thereby exhibit planning and organisational abilities, interpersonal skills and leadership abilities.
Business games may be simple (focusing on very specific activities) or complex models of
complete organisational systems. They may be computer-based or manually operated, rapidly
programmed or flexible. In computer-based games, participants typically draw up plans for an
organisation to determine such factors as the amount of resources to allocate for advertising,
product design, selling and sales effort.
The participants arrive at a number of decisions, and then the computer tells them how well
they did in comparison to competing individuals or teams. Business games have several merits-
they reduce time, events that might not take place for months or years are made to occur in a
matter of hours. They are realistic and competitive in nature. They also offer immediate
feedback.
iv. Individual Presentations:
Participants are given a limited amount of time to plan, organise and prepare a presentation on
an assigned topic. This exercise is meant to assess the participant’s oral communication skill,
self-confidence, persuasive abilities, etc.
v. Structured Interview:
Evaluators ask a series of questions aimed at the participant’s level of achievement, motivation,
potential for being a ‘self-starter’ and commitment to the company.
Type # 6. Personality Tests:
These tests aim at measuring those basic make-up or characteristics of an individual, which are
non-intellectual in their nature. In other words, they probe deeply to discover clues to an
individuals’ value system, his emotional reactions and maturity, and his characteristic mood.
They assess his motivation interests, his ability to adjust himself to the stresses of everyday life,
and his capacity for interpersonal relations and self-image.
They are expressed in terms of the relative significance of such traits of a person as his self-
confidence, his ambition, tact, emotional adjustment, emotional stability, neuroticism,
obsessions, delusions, compulsions, or various other traits of human personality as
perseverance, co-cooperativeness, aggressiveness, impulsiveness, reflectiveness,
thoughtfulness, masculinity or feminity, self-restraints, submissiveness, ascendance, optimism,
decisiveness, sociability, conformity, objectivity, patience, fear, distrust, initiative, judgement,
dominance, sympathy, integrity, etc.
These tests are administered to counsel individuals, to select supervisors and higher executives.
They are pen-and-paper tests. Examples of such tests are- Bell Adjustment Inventory, California
Test of Personality Scale, Minnesota Multiphasic Personality Inventory, Thematic Appreciation
Tests, etc.
Personality tests have a wider use in industry because they provide a well-rounded picture of
an applicant’s personality, and because managers have to realise the importance of emotional
characteristics. Some authorities, however, consider these tests to be superficial, easily faked
and misleading.
These tests are of three types:
a. Objective tests which measure neurotic tendencies, self-sufficiency, dominance-submission,
and self-confidence. These are scored objectively. They are paper-and-pencil tests or
Personality Inventories.
b. Projective tests are those in which a candidate is asked to project his own interpretation into
certain standard stimulus situations. The way in which he responds to these stimuli depends on
his own values, motives and personality. The most widely used tests of this type are the
Rorschach Blot Test and the Thematic Appreciation Test.
c. Situation tests measures an applicant’s reaction when he is placed in a peculiar situation; his
ability to undergo stress and his demonstration of ingenuity under pressure. Such tests usually
relate to leaderless group situations, in which some problem is posed to a group, and its
members are asked to reach some conclusion without the help of a leader.
Type # 7. Interest Tests:
These tests aim at finding out the types of work in which a candidate is interested. They are
inventories of the likes and dislikes of the people of some occupations, hobbies and
recreational activities. They are useful in vocational guidance, and are assessed in the form of
answers to a well-prepared questionnaire. Examples of such tests are- Kuder Reference Record,
The Strong Vocational Interest Blank, etc.
Type # 8. Honesty Tests:
These tests are designed to help control inventory theft or time theft such as leave abuses by
screening out individuals that are likely to have these propensities. There are significant
concerns about using these types of tests. A major concern is the fact the tests have high
prediction errors, particularly “false positives” rates which would inappropriately label an
individual as having a propensity that they do not in fact possess.
Another concern is invasion of privacy by asking personal questions of candidates. A number of
states have placed restrictions on the use of honesty tests although they are still popular in
industries such as retail where employee inventory theft is a significant cost issue.
Other controversial tests such as polygraph were also being used in developed countries
previously, but after being attacked on several counts, such tests are not favoured nowadays.
The polygraph (the lie detector) consists of a rubber tube around the chest, a cuff round the
arm, and sensors attached to the fingers that record the physiological changes in the examinee
as the examiner puts questions that call for an answer of yes or no) records physical changes in
the body as the test subject answers a series of questions.
It records fluctuations in respiration, blood pressure and perspiration on a moving roll of graph
paper. The polygraph operator forms a judgement as to whether the subject’s response was
truthful or deceptive by examining the biological movements recorded on the paper.
Polygraphs, despite strong resistance by many applicants, are increasingly being used by
companies which have problems with inventory and security of funds. Government agencies
have begun to use the polygraph, though in a limited way, after the passage of the Employee
Polygraph Protection Act in USA in 1988, especially for filling security, police, fire and health
positions.
Critics, however, question the appropriateness of polygraphs in establishing the truth about an
applicant’s behaviour. The fact is that polygraph records biological reaction in response to
stress and does not record lying or even the conditions necessarily accompanying lying. Is it
possible to prove that the responses recorded by the polygraph occur only because a lie has
been told?
What about those situations in which a person lies without guilt (a pathological liar) or lies
believing the response to be true? The fact of the matter is that polygraphs are neither reliable
nor valid. Since they invade the privacy of those tested, many applicants vehemently oppose
the use of polygraph as a selection tool.

 Ethical and Legal Questions in Testing

(1) You must be able to prove that your tests were related to success or failure on the job
(2) You must prove that your tests don’t unfairly discriminate against either minority or non-
minority subgroups

 Interview
This procedure is designed to predict job performance, on the basis of applicants’ oral
responses to oral inquiries
 Types of Interviews
1. Preliminary interview
 Informal Interview
 Unstructured Interview
2. Core interview
 Back ground information interview
 Job and probing interview
 Stress interview
 Group discussion interview
 Formal structured interview
 Panel Interview
 Depth Interview
3. Decision making interview

Structured interviews
 Structured interviews are generally more valid
 can also help inexperienced interviewers to ask questions and conduct useful interviews.
 structured interviews don’t always leave the flexibility to pursue points of interest as they
develop

 Situational interviews - questions focus on the candidate’s ability to project what his or
her behavior would be in a given situation
 Behavioral interview
 Applicants asked how they behaved in the past in some situation
 Sequential interview - several persons interview the applicant in sequence before a
selection decision is made
 Panel interview - candidate is interviewed simultaneously by a group (or panel) of
interviewers

Various 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. There are many types of interviews. If you attended any interview you
can realize that you had faced the given below interview types. Face to Face interview Group
interview Behavioural interview Telephone interview Panel interview Stress interview 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 you are fresher or
experienced you are in need 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. Most employers will ask questions from the resumes. So be prepared and dress
neatly while going for 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
skill Team work Listening Capacity Reaction under stress In group interview express your
opinion confidently and allow others to speak. Don’t interfere while other candidates speak.

After the interview send at least one thank you letter, to the head of the committee 3.
Behavioral Interview In behavioural interviews, candidates are asked to explain their skills,
experience, activities, hobbies, school projects, family life – anything really – as examples of
your past behavior. 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. Listen each question carefully, and give an example that
provides an appropriate description of how you demonstrated the desired behavior. 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 other interviews. During telephone interview you
have to sell yourself only through your voice and confidence in speech. At the last, if you don’t
have confirm information, be sure to ask for the interviewer’s exact title and name spelling,
along with a street or email address, so that you can send a thank you note. 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, you never know when a company is
going to call and you may not be prepared for the interview at that time. This will become one
of the advantages for the company to know your capability and this situation makes them to
judge you. 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 you can
expect any type of critical questions from them. Try to answer for all questions and be sure to
impress all of the interviewers. The Panel members may be: The supervisor The manager The
human resource officer The union representative Employees who are in recruiting team Make
eye contact with each member of the panel while you answering the question. Preparing best
before the interview will succeed you in this type of interview. 6. Stress Interview Stress
interview creates discomfort in you and the main purpose of stress interview is to give you
stress and difficult situation. This type of interview is to test the candidate’s ability in stress
situations. The interviewers may try to introduce stress by asking continuous questions without
giving time to think and answer the questions. Starting you might be asked to wait in the
waiting room for an hour before the interview. The interviewer might openly challenge your
believes or judgment. You might be called upon to perform an impossible task on convincing
the interviewer to exchange. Answer each question in calm as it comes.    

Common Interviewing Mistakes

 Snap Judgments  
 Negative Emphasis
 Pressure to Hire  
 Candidate Order (Contrast) Error  
 Influence of Nonverbal Behavior  
 Common Interviewing Mistakes
 An interviewer should remember to keep an open mind and consciously work against
being preoccupied with negative feedback.

Common Interviewing Mistakes

Not Knowing the Job 
  Interviewers who don’t know precisely what the job entails and what sort of candidate is
best suited for it usually make decisions based on incorrect stereotypes about what makes
a good applicant
Guidelines for Conducting an Interview
 Plan the Interview   - start the interview with a clear picture of the traits of an ideal
candidate.
 Structure the interview - assures greater consistency, but helps to make sure that you are
asking questions that provide real insight into how the person will perform on the job
 Increase the standardization of the interview
 Base questions on actual job duties
 Use job knowledge, situational, or behaviorally oriented questions and objective criteria
to evaluate the interviewee’s responses
 Train interviewers
 Use the same questions with all candidates
 Use rating scales to rate answers
 Use multiple interviewers or panel interviews
 Take brief notes during the interview
 Guidelines for Conducting an Interview
 Establish Rapport  
 Be aware of the applicant’s status
 Make it clear you’re going to conduct reference checks
 Close the Interview  
 Try to end all interviews on a positive note
 Review your interview notes
 Don’t ask questions that can be answered “yes” or “no
 Don’t put words in the applicant’s mouth or telegraph the desired answer
 Don’t interrogate the applicant as if the person is a criminal, and don’t be patronizing,
sarcastic, or inattentive.
 Don’t monopolize the interview by rambling
 Do ask open-ended questions
 Do listen to the candidate to encourage him or her to express thoughts fully
 Do draw out the applicant’s opinions and feelings by repeating the person’s last comment
as a question
 Do ask for examples

Interview Process
• Preparation for interview
• Conducting the interview
 Establishing Rapport
 Getting Complete & Accurate Information
 Recording of Impressions
3. Closing the interview
4. Evaluating the interview result
 Means to Make Interview Effective
 Plan the Interview.
 Establish an easy and informal Relationship.
 Encourage the candidate to talk.
 Analyze career and interests to reveal strengths, weaknesses, patterns of behavior.
 Maintain control over the direction time taken for the interview.
 Medical Exams
 Clear vision
 Perfect hearing
 Unusual stamina
 Tolerance of hard working condition
 Clear tone etc..
 Reference Checks
After completion of the final interview and medical examination the personnel dept will
engage in checking references. Candidates are required to give names of references in
their application forms. This reference from the individuals who are familiar with the
candidate’s academic achievements or from the previous employer who is well versed
with applicant’s job performance. Some times co-workers
 Final Decision
The Line Manager Concerned has to make the Final Decision whether to Select or Reject a
candidate after soliciting the information through different techniques discussed earlier.
 Employment
Thus after taking the final decision the organization has to intimate this decision to
successful (appointment letter) as well as un-successful candidates (rejection letter)
depending upon situation.
 Placement
 Placement is the determination of the job to which an accepted candidate is to be
assigned to the job.
 Employee Placement Process
 Collect Details about the Employee
 Construct the Employee’s Profile

Induction
An induction program is the process used within organizations to onboard new hires into
the organization and familiarizes them with the new role and company culture.

A good induction programme will include the following activities:

 Introduction to terms and conditions (for example, benefits, how to apply for a leave,
working hours, holiday entitlement, how to make expense claims, etc.).

 Company policies, practices, objectives and regulations.

 Organizational hierarchy and structure

 Job description along with key duties and responsibilities

 A basic introduction to the different departments within the company

 Rules governing working hours, expected behavioral standards, dress code

 A guided tour of the office space

 Set-up of login and payroll details

 Set-up of new hire workstation including computer, name plate phone, software
downloads and tools required for the job

 Introduction to key members of staff

 Information pertaining to benefits, incentives and appraisals

 Specific job-role training

 Contact details of reporting manager and team

 Brief about organizational goals, KPA’s and KRA’s

  Work schedule

 Handover ID card, keys and swipe card

 Employee handbook briefing

While designing a new hire induction programme that sets your employees up for success,
we share a few things that you should prioritize at the outset.

 Seamless integration into company culture

The program primarily focuses on effective new hire integration into the organization as
this does not happen organically. New hires need some hand-holding them through the
initial period to calm the nerves, and to get them warmed up for the challenges that lie
ahead. During the course of the program new hires get an opportunity to acclimatize to
the new work environment, company culture, and role. Since first few days can be nerve-
wracking for the new hire, the induction program ensures they don’t feel overwhelmed or
stressed.

 Create a good first impression

Induction program is the ideal time to make a good impression with the new hire, build
trust, and align with company expectations. You can also share the company’s vision,
norms, and values you want them to imbibe. The program sets the tone for company
culture and gets the new hire up and running to be productive, and fulfill goals. The
process will also cover the employer and employee duties, rights and responsibilities, and
the terms and conditions of employment. As a priority, the induction programme must
cover any legal and compliance requirements for working at the company and also pay
attention to the health and safety of the new employee.

 Get your new hire ready 

An induction program is part of an organization’s knowledge management and transfer

process intended to set up the new hire for success. During this phase, you can get your
new hire up to speed, prepared, culture acclimatized, and trained for the new role. In the
absence of an onboarding program, you risk them being a misfit, and without clarity on
their role and how it fits in with the team in the company framework. Poor culture fit
doesn’t necessarily mean that they don’t possess the skill set needed to perform the job
but that their methods and expectations don’t align with the values and norms of the
organization or management expectations.

Benefits of a structured induction program

Good induction programs can increase productivity, employee engagement, and
retention. They help in reducing attrition and short-term turnover of staff. They also help
improve employee morale, make new hires feel welcome and comfortable in the new
environment, and motivate them to perform at an optimum level. The program also helps
them gauge the bigger picture and work towards fulfilling organizational objectives.

These programs can also play a critical role with regard to socialization and building the
right connections needed to succeed. They also serve the purpose of setting expectations
and short term goals for the employee to focus on. In addition, well-designed induction
programs can significantly accelerate processes designed to help new hires reach
expected competency standards, thus ensuring they are more productive in a shorter
period of time.

Best practices

In order to fully benefit the company and employee, the induction programme should be
planned in advance. The timetable should be prepared, detailing the induction activities
for a set period of time (ideally at least a week) for the new employee, including a named
member of staff who will be responsible for each activity. This plan should be circulated to
everyone involved in the induction process, including the new starter. If possible it should
be sent to the new starter in advance, if not co-created with the new starter.

It is also considered best practice to assign a mentor to every new starter. If possible this
should be a person who the new starter will not be working with directly, but who can
undertake some of the tasks on the induction programme, as well as generally make the
new employee feel welcome and secure.

Types of Induction
 General Induction Program
 Specific Orientation Program
 Follow up Induction Program

Please refer to text book

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