What is HRM?

❖ Thefunction performed in
organizations that facilitates the
most effective use of people
(employees) to achieve
organizational and individual goals.
 Importance of HRM(CONTD)
⚫ At the enterprise level – Good HR practices
can help in attracting and retaining the best
talent .
⚫ It helps training people for challenging roles
and developing right attitude.

⚫ At the individual level- it promotes team work

an team spirit
⚫ It offers excellent growth opportunities to
people who have potential.
⚫ It allows people to work with commitment.
 Importance of HRM(CONTD)
⚫At the society level-
Employment opportunities multiply
Scarce talents are put to best use.
Companies that pay and treat people
well always race ahead of others and
deliver excellent results.
At the national level-effective use of
human resource helps the nation to get
ahead of others and deliver excellent
results.
 Future of HRM
⚫ Size of workforce-corporates have
grown in size putting additional demand
for better pay, benefits and working
condition from various sections of the
workforce community.
⚫ Employee expectations- instead of
attempting to force employees to
confirm to a “corporate mould future
managers may well have to make more
allowances for individual differences in
people”.
 Future of HRM (contd)
⚫ Changes in technology- increased automation,
modernisation, computerisation.

⚫ Life style changes- ready to change jobs,

shift to new location, take up jobs in start up
companies.
⚫ Environmental challenges- increased
momentum for privatisation, increased
competition, rising wage bills, ineffecient
operations. Employment of reserved category
 Future of HRM
⚫ Minorities are going to loose their
importance in their future.
⚫ Personnel function in future-
⚫ Job redesign- flexi time, job sharing,
and alternative work arrangements.
⚫ Career opportunities- apart from
compensation, personal growth and self
development may become primary
motives for working.
 Future of HRM
⚫ Productivity- new mantra

⚫ Rewards- individually –designed

packages recognising talent may out
number group compensation plans.
⚫ Safety and welfare-increased
investment for better work
environment.
 Future of HRM
⚫ Changes in 21st century impacting HRM-
⚫ HR as a spacing board or success-
executives with people management
skills would be able to steal the show,
since they help integrate corporate
goals with employee expectations in a
sucessful way.
⚫ Talent hunting, developing and retaining:
clear focus areas: Employees with cross
functional expertise, strong academic
background and team management skills
 Future of HRM
⚫ Lean and mean organisation- forced to
eliminate low end jobs ,say bye to
employees with limited skill sets ,
increased outsource and remain highly
competitive .
⚫ Labour relation- trade unions will slowly
loose their count .
⚫ Health care benefits- wellness
programmes.
 Functions of HR

MANAGERIAL OPERATIVE
FUNCTIONS FUNCTIONS
Planning Staffing
Development
Organising
Compensation
Directing
Motivation
Controlling Maintenance
Integration
Emerging Issues
 Operative functions of HR

STAFFING Job analysis, HRP, Recruitment,

Selection, Placement, Induction,
Internal Mobility

Competency profiling, Training and

DEVELOPMENT development, Performance &
potential management, Career
management, 360 degree feedback

Job design, Work scheduling, Job

COMPENSATION evaluation, Compensation
& MOTIVATION administration, Incentives and
benefits
 Operative functions of HR (contd.)

Health, Safety, Welfare,

MAINTENANCE Social security

Employment relations, Grievance,

INTEGRATION Discipline, Trade unions,
Participation, Collective
bargaining

EMERGING HRIS, HR audit, HR scorecard,

International HRM, Workforce
ISSUES
Diversity
Human Resource
Management In India
 Liberalisation of Indian economy

 Indian firms are now under great pressure to change from

indigenous, costly and probably less effective technology
to a high, more effective and costly technology
 There is a strong need to change the infrastructure, the
bureaucracy at operating levels and the existing culture
(organisational). Current policies imply a switch from
labour-intensive to more capital-intensive methods of
production
 New requirement for organisations is to remove surplus labour
and to generate new sustainable employment. Indian
organisations are attempting to improve quality and match
world standards such as ISO 9000.

 The aim is to increase productivity, reduce costs and over-

manning while generating employment, improving quality,
and reducing voluntary and involuntary absenteeism.
 Those Indian organisations that have upgraded technology
now compete against multinational enterprises (MNEs) and
are considering the need to develop a highly diverse
workforce into well-trained, motivated and efficient
employees.
 Organisations are also having to cope with the subsequent
de-skilling, re-skilling and multi-skilling problems, workforce
reduction policies, retention and career development issues
 This will require a considerable change in the attitudes,
working systems, strategy and human resource skills of Indian
organisations.
 https://www.youtube.com/watch?v=DqAJclwfyCw

 Indian organisations, both past and present, have made

attempts to emulate Western or Eastern (Japanese) patterns
of management. This is because Indian managers are often
trained in the West
 most of the Indian management institutes have adopted the
Western education system
 HRM function in India

 The origins of the personnel function can be traced back to the 1920s with the
concern for labour welfare in factories.
 The Trade Union Act of 1926 gave formal recognition to workers’ unions.
Similarly, the recommendations of the Royal Commission on Labour gave rise to
the appointment of labour officers in 1932 and the Factories Act of 1948 laid down
the duties and qualifications of labour welfare officers.
 These developments all formed the foundations for the personnel function in India
 More and more Indian organisations are creating a separate HRM/ HRD
department. There has been a significant increase in the level of training and
development of employees
 Constitutional pressures are forcing organisations to employ people from
backward and reserved categories
 There are also indications of a movement towards performance related pay
and promotions. However, these are more evident in the private sector
 in comparison to the public sector, the internal work culture of
private enterprises now places greater emphasis on internal locus
of control, future orientation in planning, participation in decision-
making, effective motivation techniques and obligation towards
others in the work context
 There is also an attempt to select new recruits on the basis of merit
in the private sectors (at least at the lower and middle levels).
 To a great extent, the present HRM system is a product of
a mixture of social, economic, religious and political
factors which have now prevailed in India for a long
time. Indians are socialised in an environment that values
strong family ties and extended family relationships
 They are more likely to develop stronger affiliative tendencies or greater
dependence on others

 Thus, in the work context, interpersonal relations are more relevant for
them and as a result, their job-related decisions might be influenced more
by interpersonal considerations than by task demands.
 factors such as the long British rule, a strong caste
system, religion and an agrarian-based society,
 the extended family system, a high rate of illiteracy and
poverty
 and weak and unimportant ties between state and
individual have created a management system which is
based on social and family relationships
 Several researchers have compared Indian management practices
with those of other regions such as the USA, the UK and Japan.

 For example, in cultural terms compared to an English person,

an Indian person is more fearful of people in power, obedient to
superiors, dependent on others, fatalistic, submissive,
undisciplined, friendly, modest, unreserved, collectivist, caste-
conscious and clan orientated and law-abiding.
 Sharma (1984) in his study contrasted the high efficiency and achievement-
oriented US management style with a more fatalistic style in India.

 Given their daily exposure to scarcity in the economy and an indifferent

society in the face of poverty, Indian managers are more inclined to believe
events are predetermined by a ‘hidden hand’ that shapes their destiny.

 They also demonstrate tough resilience in the face of hazards, reinforced by

an infinite capacity to bear sufferings.
 Hierarchy and inequality are deeply rooted in India’s
tradition and are also found in practice in the form of
unequally placed caste and class groups. Indian
organisational structures and social relations are therefore
hierarchical and people are status conscious. They find it
comfortable to work in a superior-subordinate
relationship which is personalised.
 Age also matters greatly in India, and seniority can be
expected to play a significant role in decisions about
promotion and pay.
 Apart from these, one’s caste, religion and social contacts also
matter significantly.
 Inter-group relationships are characterised by suspicion of
other groups, a search for small group identity and a strong
inclination to affiliate with people in power
 A paternalistic management style and preference for
personalised relationships rather than a more divorced
performance orientation
 This generates a ‘tender mindedness’ and ‘soft work
culture’ that is associated with a reluctance to take bold
decisions and see them through to the end
 Indian work culture dictates a distinctive style of transformational
leadership, which has been called the ‘nurturant-task leadership’
style
 This draws upon the use of familial and cultural values (such as
affection, dependence and need for personalised relationships) to
temper the firm and structured task direction expected in situations
of high power distance. In such conditions the motivational tools
have to have a social, inter-personal and even spiritual orientation
 Low individualism (as per Hofstede’s results for India) implies that
family and group attainments take precedence over work
outcomes. The primary purpose of work is not to express or fulfil
one’s self, but as a means to fulfil one’s family and social
obligations.
 Indeed, family and social networking is an important
method of obtaining work, securing promotion and
advancing pay.
 A self-reinforcing circle exists, whereby culture dictates
that political connections and ascribed status, not
achievement status, underpin selection, promotion and
transfer systems, such that loyalty of appointees is more
towards the appointing authorities than the goals of the
organisation, and job related decisions are influenced
more by interpersonal relations than by task demands
 majorityof Indian managers (61.5 per cent)
believe that Indian national labour laws influence
their HRM policies and practices the most
because they limit the actions that can actually be
implemented.
 Moreover, they are ‘pro-labour’ and adherence to them is
important for maintaining good industrial relations and
therefore the survival of organisations.
 They have a direct impact on personnel policies and act
as guiding pillars for ‘exit policies’ (developed to
facilitate retirement in the light of liberalisation) and the
downsizing of organisations.
 Some of the prominent labour laws
are:
 The Factories Act, 1948;
 • The Industrial Employment (Standing Orders) Act, 1946;
 • Industrial Disputes Act, 1948;
 • Trade Unions Act, 1926;
 Minimum Wages Act, 1948;
 • Payment of Wages Act, 1936;
 • Payment of Bonus Act, 1965;
 • Employee State Insurance Act, 1948;
 • Compensation Act, 1923;
 • Apprenticeship Act, 1961; and
 • Maternity Benefit Act, 1961
 Indian unions are now playing a more co-operative role and are less
militant. Nevertheless, they still greatly influence HR policies and
practices in Indian companies, for example, in the recruitment of new
employees, payment of bonuses and internal transfers. The unions
are strong due to the political support they enjoy and the existence of
pro-labour laws in India
 Due to the strong family, social, religious influence, on the one hand, and the
Western education on the other, Indian managers internalise two separate sets of
values.
 The first is acquired from their family and community and is related to
affiliation, security, dependency and social obligation. The second is drawn
from their education and professional training and relates to personal growth,
efficiency and collaborative work.
 In practice, the first set of values are more dominant.
Influence of dynamic business
environment on Indian
HRM
 Indian managers give a relatively high priority to
customer satisfaction (25.1 out of 100 points) and
increased competition/globalisation of business structure
(24.3) regarding their influence on HRM policies and
practices.
 majority of the Indian managers (74.4 per cent) believe
that their personnel function is under severe pressure to
improve productivity by developing an efficient and
responsible workforce.
 The emphasis is on the need for team work, enhanced
training programmes, HRD, skills improvement and
retraining of employees by providing technical skills.
 Influence of business sector on Indian
HRM
 37 per cent of Indian managers believe that regulations and standards
specific to a particular sector (industry) do act as a guideline for HR
policies in organisations belonging to that industry and they are
required to abide by these.
 Some 25.9 per cent of the Indian managers feel that specific
requirement/needs of customers or suppliers that characterise a
particular sector act as an important influence on their HRM policies
and practices.
 This is one of the most important means for an organisation’s
survival, especially in a rapidly changing environment.
 10.2 per cent of the managers think that the common strategies,
business logic and goals being pursued by firms across a particular
sector influence their HRM policies and practices
 informal or formal benchmarking across competitors in the sector
ensure that they have best HRM practices (7.1 per cent).
Job Analysis – What is it and
how is it used?
The procedure for determining the
duties and skill requirements of a job
and the kind of person who should be
hired for it.
 Uses of Job Analysis
Information
Job Analysis

Job Description
and
Job Specification

Recruiting and Performance Job Evaluation— Training

Selection Appraisal Wage and Salary Requirements
Decisions Decisions
Figure 3-1 (Compensation)
 The Output of Job Analysis
⚫ Job description
⚫ A list of a job’s duties, responsibilities,
reporting relationships, working conditions,
and supervisory responsibilities
⚫ Job specifications
⚫ A list of a job’s “human requirements,” that is,
the requisite education, skills, personality, and
so on.
 Collecting Job Analysis
Information
⚫ Joint effort between
HR, the worker and
the supervisor
Methods of data collection

observation questionnaire

Interview

Diary
checlists
 observation

⚫ The job analyst carefully observes the job

holder at work and records what he or she
does, and how much time is needed for
completion of a given task
Observation

⚫ Observation may be
combined with
interviewing
⚫ Take complete notes
Talk with the person being
observed – explain what is
happening and why
Ask questions
 Widely Used: The Interview

⚫ Individual interviews with

each employee
⚫ Group interviews with
groups of employees who
have the same job
⚫ Supervisor interviews with
one or more supervisors
who know the job.
 Sample Interview Questions

What is the job being performed?

What are the major duties of your position? What
exactly do you do?
What physical locations do you work in?
What are the education, experience, skill, and
[where applicable] certification and licensing
requirements?
In what activities do you participate?
What are the job’s responsibilities and duties?
Sample Interview Questions
(continued)

What are the basic accountabilities or performance

standards that typify your work?
What are your responsibilities? What are the
environmental and working conditions involved?
What are the job’s physical demands? The emotional
and mental demands?
What are the health and safety conditions?
Are you exposed to any hazards or unusual working
conditions?
 Methods of Collecting Job Analysis
Information: Participant Diary/Logs
⚫ Information source
⚫ Advantages
⚫ Workers keep a
⚫ Produces a more complete
chronological diary/
picture of the job
log of what they do
and the time spent in ⚫ Employee participation
each activity. ⚫ Disadvantages
⚫ Distortion of information
⚫ Depends upon employees
to accurately recall their
activities
 Writing Job Descriptions
⚫ A job description
⚫ A written statement of what the worker actually
does, how he or she does it, and what the job’s
working conditions are.
⚫ Sections of a typical job description
⚫ Job identification
⚫ Job summary
⚫ Responsibilities and duties
⚫ Authority of incumbent
⚫ Standards of performance
⚫ Working conditions
 The Job Description
⚫ Job identification
⚫ Job title: name of job
⚫ Grade: where it fits in the hierarchy
⚫ Preparation date: when the description was
written
⚫ Prepared by: who wrote the description

⚫ Job summary
⚫ Describes the general nature of the job
⚫ Lists the major functions or activities
 The Job Description (cont’d)
⚫ Relationships (chain of command)
⚫ Reports to: employee’s immediate supervisor
⚫ Supervises: employees that the job incumbent
directly supervises
⚫ Works with: others with whom the job holder
will be expected to work and come into
contact with internally.
⚫ Outside the company: others with whom the
job holder is expected to work and come into
contact with externally.
 Relationships Statement which shows
the jobholder’s relationships with others inside and outside the
organization.

Vice President
Employee Relations
Works with
Works with all employment
department Human Resource agencies,
managers and Director recruiters, union
executive reps, state and
management Department Human Resource federal agencies,
Secretary Clerk vendors

Test Labor Relations

Administrator Manager
 Working Conditions and Physical
Environment

⚫ Job description may also list the general working

conditions involved on the job. These might include
things like noise level, hazardous conditions or heat.
 The Job Description (cont’d)
⚫ Responsibilities and duties
⚫A listing of the job’s major responsibilities and
duties (essential functions)
⚫ Defines limits of jobholder’s decision-making
authority, direct supervision, and budgetary
limitations.
 The Job Description (cont’d)
⚫ Standards of performance
and working conditions
⚫ Liststhe standards the
employee is expected to
achieve under each of the job
description’s main duties and
responsibilities.
 POSITION ANALYSIS
QUESTTIONNAIRE
⚫ A very structured analysis
questtionnaire.The PAQ contains 194
items ,each of which represents a basic
element that mayor may not play an
important role in the job..The job analyst
decides if each item play a role and if so
to what extent .Basic five activities like
decision making /communication
⚫ 2. performing skilled activities ( 3) Being
physically active (4) operating vehicles (5)
processing information
Part 4: Writing Job Specifications

JOB SPECIFICATION takes the job description answers

the question, “What human traits and experience are
required to do the job well?” It shows what kind of
person to recruit and for what qualities that person
should be tested. Job decription is written for the job,
Job specification is written for the worker

;
 JOB SPECFICICATION contains
following sections
⚫ Knowledge; body information a worker applied toward
performing job tasks

⚫ Skills and Abilities; refer to competence in performing

job skills, physical abilities

⚫ Personality Related Characteristics; how people

respond t other people objects and situations

⚫ Work History and Education; level of experience and

education required
 Job Specifications
⚫ What human traits and experience are
required to do the job well?
⚫ Qualifications
⚫ Priorexperience
⚫ Special training
⚫ Personality factors
⚫ Physical characteristics
⚫ Other attributes/qualities
 Steps in Job Analysis
1. Clarify why you are collecting the
information
2. Review relevant background information
3. Select representative positions
4. Conduct the analysis
5. Verify with the worker / supervisor / mgmt.
6. Develop a job description and job
specification
 The Job Analysis System

JOB
SOURCES
DESCRIP-
OF DATA
TION
JOB
DATA HR
FUNCTIONS
METHODS OF
COLLECTING JOB
DATA SPECIFICA-
TION
However, with increasing competition,
shorter product life-cycles, rapid
technological innovations, and the
changing nature of organizational
structures.
⚫ Traditional job analysis practices and
methods were significantly influenced by
the work of Frederick Taylor and the
mass-production approach advocated by
the scientific management movement .
Jobs were broken down to its components
and assigned to multiple workers,
“scientific methods” were used to define
one best way to perform a task, and
management control was of paramount
importance.
⚫ The consequent division of labour and
increased standardization were viewed as
essential for high-volume production and
economic efficiency. In this system, a
worker was responsible for a specific part
of the final product and was not
encouraged to cross boundaries
⚫ Observation of employees during the short
cycle of their work routine was often
sufficient to obtain an accurate picture of
the job.” Essentially, job analysis was
focussed on the job, rather than inter-job
activities and team-based work
⚫ The practice of “scientific management”
also promoted the separation of
employees into two distinctive categories:
managers and workers.
⚫ Those who did the core work were
excluded from the management process
and this widened the gap between labour
and management. The resulting
adversarial approach to industrial relations
was, in part, responsible for the pre-
determined, clear-cut job boundaries and
specific job descriptions.
⚫ Many unions, in an effort to minimize
management abuse, demanded clearly
defined tasks for workers and discouraged
them from performing tasks that were not
in their job descriptions.
⚫ Self-managing teams are replacing
bureaucratic hierarchies”. Further,
organizations are creating jobs that never
existed. They are also seeking more
cooperative approaches to labour-
management relations
 Practice of job analysis and
organizational performance
Companies that regularly conduct job
analysis possess a much better knowledge
of their employees’ strengths and
limitations, and can take timely corrective
action to improve any deficiencies in their
skills and job behaviour.
⚫ A regular or proactive job analysis practice
can help a company in creating a proper
infrastructure by defining the tasks to be
performed as well as the timelines for
performing them.
⚫ A clear delineation of roles and
responsibilities through job analysis and
its availability to job incumbents ensures
that every level of organizational hierarchy
understands its contribution and adds
value to the product/service development
and delivery with minimum overlap or
wastage of resources.
⚫ A proactive job analysis also contributes to
organizational performance by promoting
positive job attitudes and work
commitment. Among other things, it offers
a useful opportunity to assess the physical
and social context of work and make
necessary changes to enhance employees’
interest in their jobs
⚫ Job descriptions and performance
standards regularly updated with the most
recent job analysis can immensely help
the HR professionals to identify and
eliminate unnecessary job requirements,
areas of conflict or dissatisfaction
⚫ Regular practice of job analysis thus
serves as an invaluable source of feedback
for employees and their supervisors.
⚫ HR managers can use this feedback to
develop such useful programmes as job
rotation, job enlargement and job
enrichment to achieve a better match
between job demands and employee skills
and abilities.
⚫ These programmes allow more effective
management of employees’ job-related
complaints and grievances, and can help forge a
more favourable organizational climate
⚫ Several companies, such as Lincoln Electric,
Nabisco, Wal-Mart and Whirlpool, for instance,
have made significant improvement in their
performance by developing innovative job
redesign programmes grounded in empirically
verifiable job-related data
⚫ In general, the experience of most companies
indicates a positive impact of job analysis
leading to greater administrative efficiency and
cost savings, better organizational climate and
improved productivity in the form of sales and
profit growth
⚫ The competency-focused approach, by
contrast, places greater emphasis on
motivation, adaptability, teamwork
orientation and other similar
characteristics of employees considered
essential for successful job performance.
Most companies use some variant of the
critical incident approach to collect such
information
⚫ The critical incident approach generates
relevant data by observing the tasks and
behaviours of jobholders in critical
situations
⚫ As noted above, in a competency-focused
approach special attention is given to such
competencies as interpersonal skills,
conflict resolution skills, innovative
thinking, flexibility, decision-making ability
and self-motivation
⚫ 1. collect information on the current job;
2. specify job tasks and build task
clusters; 3. develop and administer task
surveys; 4. conduct statistical analysis of
task survey responses; 5. conduct the
knowledge, skills and abilities process; 6.
develop and administer the KSA surveys;
7. gather information about the future;
and, 8. revise tasks and/or task clusters,
and KSAs and/or KSA clusters in light of
future changes.
⚫ subject matter experts (SMEs), including
job incumbents, supervisors, managers
and job analysts, be brought together in a
workshop to discuss likely future changes.
In the final stage, job requirements are
re-evaluated in light of the expected
changes in the job.
⚫ In the present environment, where jobs
and the skills needed to perform them
successfully are changing so rapidly, the
competency-focused approach is viewed
as an essential improvement over the
standard approach to achieve
organizational goals
⚫ A self-motivated and committed workforce
is likely to foster an organizational
environment of trust and stability that will
allow the organization to improve its
performance. It is argued that
organizations that value competency
factors and attempt to align them with
their culture and placement strategies are
likely to gain competitive advantage
⚫ Canadian Tire is one recent example of a
company that has improved its efficiency
and overall performance through careful
application of competency-oriented job
analysis. It had simplified its decision-
making and communication channels by
reducing the number of layers in its
corporate hierarchy from ten to five. In
this process,
⚫ Canadian Tire was able to identify the key
competencies needed for an effective
performance of each job. Canadian Tire’s
sensible use of appropriate job analysis
and job redesign strategies during its
restructuring, ‘served as a major catalyst
for the company’s subsequent growth and
success’
RECRUITMENT
 Recruitment
◼ Searching for, and obtaining,
potential job candidates in
sufficient numbers and quality, and
at the right cost, for the
organisation to select the most
appropriate people to fill its jobs.
(Kramar et al 1996)
 Purposes
Increase size of applicant pool at
minimum cost
Identify & prepare potential job
applicants
Increase success rate of selection
process by reducing over/under
qualified applicants
Decrease early turnover of new hires
Increase individual/organisational
effectiveness
 Recruitment process
Number of contacts
Type of contacts
Where to look
How to look
When to look
Searching-source activation and selling
Evaluation of the process
 A Simplified Model of the Recruitment Process
Recruitment philosophy
Recruitment planning • Internal vs External job
• Estimated no. of filling
contacts needed • Job vs Career orientation
• St-term vs long term
• Job specifications orientation

Recruitment strategy development

• choosing reqd. applicant qualifications
• choosing recruitment sources and
communication channels
• choosing inducements
• choosing the message : realism vs flypaper
Recruitment Activities
• Job posting
• Ads
• Other recruitment sources
• Follow up actions
• Record keeping
Screening /
Selecting
employees
Recruitment Evaluation
• No. of jobs filled ?
• Jobs filled in timely fashion ?
• Cost per job filled ?
Recruiting Yield Pyramid

50 New hires

100 Offers made (2 : 1)

Candidates interviewed (3 : 2)
150

200 Candidates invited (4 : 3)

1,200 Leads generated (6 : 1)

 How to Recruit
External
Internal
Advertising
Job Postings
Employment Agencies
Newsletters
– Govt. employment
Succession exchange
Planning eg.
– Private agencies
promotion
– Headhunters
Campus
Referrals / Word of
Mouth / Unsolicited
Applications
Internet
https://accommodationtimes.com/list-of-
trade-association-all-over-india/

https://www.youtube.com/watch?v=sxjgL
64czRY&ab_channel=TEDxTalks
https://www.youtube.com/watch?v=jiDQD
LnEXdA
Advantages of Internal Recruiting

Better assessment of (KSA’s)

Lower cost
Motivator for good performance
Familiarity with organisation
Improved morale and security
Can identify long-term interests
Disadvantages of Internal Recruiting
Inability to find appropriate people
Morale problems
Political in-fighting
Need for strong T&D programs
Advantages of External Recruiting

Introduces new ideas and knowledge

Reduced need for training
Larger skilled pool available
Disadvantages of External Recruiting

Problems of fit
Morale problems for internals
Adjustment period
Relocation costs
Decreased incentive value of
promotions
 Recruitment Evaluation
Measuring past recruitment can help predict:
Timeliness of recruitment
Budget needed
Methods that yield greatest number of
best quality candidates
Assess performance of recruiters
SELECTION
Selection is the process of gathering
information for the purposes of evaluating
and deciding who should be hired, under
legal guidelines, for the short and long
term interests of the individual and the
organisation.

(Schuler, Dowling, & Smart, 1992)

Steps in Selection Process
 Screening of applications

 Tests

 Interviews

 Reference Checks

 Medical Examination
 What Both sides want to know in an Interview

Employer
Applicant
• Why are you here
 Why am I Invited
• What can you do for us
 What can your • What kind of person are
company offer me you ? What distinguishes
 What kind of you from others who have
employer are you the same skills
 What distinguishes • Can we afford you
your company from
others
 Can I afford working
at your company
 TESTS
Aptitude Achievement Personality

Mental Job knowledge Objective

Mechanical Work sample Projective
Situational

Guidelines for the use of TESTS

• should supplement not substitute other methods
• are a screening device
• are not precise measures
• test conditions are important
• must be conducted/assessed by competent persons
Aptitude tests

 Aptitude refers to the potentiality that

a person has to profit from certain kind
of training. It indicates how well a
person would be able to perform after
training and not what he has done or
will necessarily do (Morgan & king ,
1971)

 (a) intelligence test-whether he has

the mental capacity to deal with new
problems.
 IQ = mental age
 __________ x100
 Actual age
Mechanical aptitude tests

 Capacity of a person to learn a particular type of

mechanical work. They measure a person’s
capacity for visual motor coordination, manual
dexterity, perceptual speed, technical
vocabulary
 https://www.youtube.com/watch?v=RPvwCpaC
hUA&ab_channel=CareerVidz
 Skill test- measures a person ability to do a specific
job. Test mental dexterity or motor ability suitable
for candidates to perform repetitive and semi
skilled job
Achievement test

 Measure the level of proficiency that

a person has been able to
achieve.They measure what a person
has done.we actually test a person by
asking him to do the same thing and
what he does is achievement.
 Measuring job knowledge- may be
oral or written . To determine
proficiency in short hand and in
operating calculators
 Work sample tests- demand the
administration of the actual job
Personality tests

 Measuring those basic make up of an individual ,

which are non intellectual in their nature. Deeply
probes an individuals value system, his emotional
reactions, capacity for inter personal relationship.,
self confidence, ambition.
 Objective tests- neurotic tendencies. These are
scored objectively. They are paper pencil test or
personality inventory
 Projective test- test where the candidates
are 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 and , motives
and personality.
 Situational test- measures an applicant
reaction when he is placed in a peculiar
situation. Such tests usually relate to
leadership group situations , in which some
problem is poised to a group situations and
its are asked to reach some conclusion
without the help of the leader.
 https://www.youtube.com/watch?v=C-
Dp372Jsj4&ab_channel=IncrediblePeopleAUS
 https://www.youtube.com/watch?v=PWx5jSyWyP
E&ab_channel=MarshallE-LearningConsultancy
 https://www.youtube.com/watch?v=MRASZPQDP
v0&ab_channel=MarshallE-LearningConsultancy
 https://www.youtube.com/watch?v=CMmGcjn4P
FY&ab_channel=ASPIREWork-IntegratedLearning
 https://www.youtube.com/watch?v=T6nVuwr31w
Q&ab_channel=EUCareers
 https://www.youtube.com/watch?v=8q7DKSHeG
pc&ab_channel=AfzalHussein
 https://www.youtube.com/watch?v=fuys5fWCxJ
M&ab_channel=CaseCoach
Types of Interviews

 Unstructured / Non-directive
 Structured / Patterned
 Panel
 Group
 Stress
 Behavioural (BDI)
 Situational (SI)
 Interviews using other media
Behaviour Description
Interview (BDI)
 Assumption: "Best predictor of
future performance is past
performance in similar
circumstances.”
 Overcomes excellence assumption
"Experience equals excellence" (i.e.
tasks have been performed well.)
 Requires candidate to give specific
examples of how they performed
job duties.
Example BDI: Middle
Manager
 “Meetings & presentations are an important
part of a Manager's job. Tell me about your
most successful presentation to a
management meeting.”
 What was the topic of the presentation?
 What were your objectives for the meeting?
 When did you start preparing for the meeting?
What did you do to prepare?
 What was your role at the meeting?
 Planning
 Describe a time when things didn’t turn out as you had planned.
What did you do to analyze the situation and how did you
address the issue ?

 Strategic thinking
 How does the work you are currently doing affect your
organizations ability to meet its missions and goals ?Do you think
your work is important ? If yes why ? If no why not ?
Situational Interview (SI)
 Hypothetical
 Questions focus on what an applicant would do in a
hypothetical situation. e.g. scenario
Sample Situational
Interviewing
It is the night before your scheduled vacation.You are all
packed and ready to go.Just before you get into bed ,you
receive a phone call from the plant .A problem has arisen
that only you can handle .You are asked to come in to
take care of things .What would you do in this situation ?

Scoring guide
good ‘I would go into work and make certain that everything
is OK. Then I would go on vacation”.
Good “ There are no problems that only I can handle . I would
make certain that someone qualified was there to handle
things
Fair “I would try to find someone else to deal with the problem
Fair I would go on vacation”
1.0 Perfect prediction

0.9
Meta-Analysis - What Works?
0.8

0.7

0.6 Work sample tests (0.54 corrected)

General mental ability (0.53 corrected)
0.5
Assessment centres (0.41)
0.4 Biodata (0.37 corrected)
Structured interviews (0.35)
0.3 Personality tests (up to 0.33)

0.2 Unstructured Individual Interviews (0.11)

References
0.1 Astrology (0.0) (Corrected = corrected
Graphology (0.0) for measurement error /
0.0 Chance prediction range restriction)

-0.1
Problems with Selection
Interviews
The selection interview is a subjective
process and prone to:
 bias
 stereotypes
 initial impressions
 memory capacity of interviewers
 Staffing System Components
Applicant Organization
(Person) (Job)

Recruitment
(identification & attraction)

Selection
(assessment & evaluation

Employment
(decision making & final match)