4.

0 RECRUITMENT AND SELECTION

Recruitment – process of finding and engaging the people an

organization needs.

Selection: part of recruitment process of deciding which applicants or

candidates should be appointed to jobs.

Recruitment and Selection process is defined as the process through

which the best individuals are selected among a pool of applicants for
particular positions of job. Mostly managers consider selection process
as one of their critical decision functions in the organization. In
selection process, the managers actually try to match knowledge, skills
& abilities of the applicants with the requirements of the jobs. There
is no single selection process that can be considered as standard one
for all the organizations. Rather the steps & procedure of selection
process varies from organization to organization.

4.2 Factors affecting Recruitment and Selection Process

Recruitment and Selection Process is supported by a standard &

permanent process of screening. There are several internal & external
forces that influence recruitment and selection process & therefore
the managers must consider these factors before making a final
decision of selection.

The internal factors are as follows:

(i) Size of the organization

A large organization is bound to have a higher demand for new

employees. It is bound to look for more people, since the structure will
require more manpower. On the other end of the spectrum, a small
enterprise, like a new company just starting its operations, will require
only a lean staff.

Comparing the two, it is clear that the smaller enterprise will have a
simpler, more straightforward and shorter recruitment process,
conducted by only one or two people. The larger organization, however,
will have a lengthier and more complex recruitment process, one where
several members of the organization will take part in.

(ii) Organizational Hierarchy

Recruitment and selection process varies according to the filling posts

of different levels of hierarchy in the organizational structure.

(iii) Type of Organization

The type of the organization like government organization, private or

non-profit organization etc, also affects the selection process for the
hiring individuals.

(iv) Current employment conditions in the economy

An organization operating in an underdeveloped economy may have

difficulty finding the candidates with the talents and skills it requires
than in a country with a developed economy.

The availability of prospective talents is one huge issue with respect to

the economy that an enterprise belongs to. The company will have to
design and implement its recruitment process in a way that will address
this issue.

(v) Salary structure of the organization

A company known to provide higher salaries and wages to its employees.
Once it advertises its open position will have many candidates likely
applying for jobs. However, a company known to be quite stingy with its
wages will have more difficulty recruiting top talents.

In addition, it may even have problems keeping or retaining its

employees, since no employee would want to stay for a long time in a
company that will not pay him enough for his services.

(vi) Working conditions within the organization

Maintaining employees’ job satisfaction is one way for organizations to

keep its employees, and attract new ones.

Prospective candidates will first look for work in companies or

organizations that are known to provide good working conditions and
looks out for the health and well-being of their employees.

(vii) Growth rate of the organization

There are organizations that grow at a fast rate, which means that
they will require new employees from time to time. However, there are
also organizations that do not grow as much, or even at all. The only
time that these organizations with low growth rates are likely to
recruit new employees would be when the old ones retire or resign.

(viii) Image of Organization

Organizations having a good positive image in the market can easily

attract competent resources. Maintaining good public relations,
providing public services, etc., definitely helps an organization in
enhancing its reputation in the market, and thereby attract the best
possible resources.
 (ix) Recruiting Policy

Recruitment policy of an organization, i.e., hiring from internal or

external sources of organization is also a factor, which affects the
recruitment process. It specifies the objectives of the recruitment
and provides a framework for the implementation of recruitment
programs.

(x) Applicant Pool

The recruitment and selection process is also influenced by the number

of applicants for a particular job. In case of many qualified applicants
for a particular post, the selection process becomes selective. For this
purpose, selection ratio is ascertained by comparing the number of
selected applicants to the number of applicants in a pool.

External Factors

External factors are those that cannot be controlled by an

organization. The external factors that affect the recruitment
process include the following:

(i) Demographic factors – Demographic factors are related to

the attributes of potential employees such as their age,
religion, literacy level, gender, occupation, economic status,
etc.
(ii) Labor market – Labor market controls the demand and supply
of labor. For example, if the supply of people having a specific
skill is less than the demand, then the hiring will need more
 efforts. On the other hand, if the demand is less than the
supply, the hiring will be relative easier.
(iii) Unemployment rate – If the unemployment rate is high in a
specific area, hiring of resources will be simple and easier, as
the number of applicants is very high. In contrast, if the
unemployment rate is low, then recruiting tends to be very
difficult due to less number of resources.

(iv) Legal considerations

Human Resource Management is influenced by the court

decisions, executive orders & legislation. The management of the
organization should use the legally defensive selection tools in the
selection process.

Job reservations for different castes such as STs, SCs, OBCs

are best examples of legal considerations. These considerations,
passed by government, will have a positive or negative impact on
the recruitment policies of the organizations.

(v) Competition– When organizations in the same industry are

competing for the best qualified resources, there is a need to
analyze the competition and offer the resources packages that
are best in terms of industry standards.

(vi) Labor laws – Labor laws reflect the social and political
environment of a market, which are created by the central and
state governments. These laws dictate the compensation,
working environment, safety and health regulations, etc., for
different types of employments. As the government changes,
the laws too change.
4.3 Steps Involved in Recruitment and Selection Process in HRM

In typical cases, the selection process starts with the preliminary

interview after which the applications for the employment are filled by
the candidates. The candidates pass through a number of selection
tests, interviews of employment and background check & references.
The candidates that are successful in all the previous steps get
physical examination test by the company and if the results are
satisfactory, they are selected. Following are the standardized steps
of the selection process but some organizations may alter some of
these steps in their selection process.

i. Defining Requirements
ii. Attracting Candidates
iii. Initial Screening/Sifting
Applications/Shortlisting
iv. Interview
v. Pre-employment Testing
vi. Background Checks
vii. Conditional Job Offer
viii. Tests/Medical Examinations
ix. Final Selection Decision

Now each step is discussed one by one.

a) Defining Requirements

The number and categories of people required may be set out in formal
workforce plans from which are derived detailed recruitment plans.
Requirements are set out as role profiles and person specification
(knowledge, skills and abilities, behavioural competencies, qualification
and training, experience, specific demands e.g. improved sales).

Vacant positions are analysed and described. It includes job

specifications and its nature, experience, qualifications and skills

required for the job, etc. A structured recruitment plan is mandatory

to attract potential candidates from a pool of candidates. The

potential candidates should be qualified, experienced with a capability

to take the responsibilities required to achieve the objectives of the

organization.

i. Identifying Vacancy, the first and foremost process of

recruitment plan is identifying the vacancy. This process begins

with receiving the requisition for recruitments from different

department of the organization to the HR Department, which

contains:

 Number of posts to be filled

 Number of positions

 Duties and responsibilities to be performed

 Qualification and experience required

ii. Job Analysis: - Job analysis is a process of identifying, analysing,

and determining the duties, responsibilities, skills, abilities, and work

environment of a specific job. These factors help in identifying what a

job demands and what an employee must possess in performing a job

productively.

 Job analysis helps in understanding what tasks are important

and how to perform them.

 Its purpose is to establish and document the job relatedness

of employment procedures such as selection, training,

compensation, and performance appraisal.

The immediate products of job analysis are job descriptions and job

specifications. But there is a separate method to determine value

of job that is called as job evaluation which is part of job analysis.

Job Description: -this is an important document, which provides

information about the scope of job roles, responsibilities and the

positioning of the job in the organization. And this data gives the

employer and the organization a clear idea of what an employee must

do to meet the requirement of his job responsibilities.

A job description provides information on the following elements:

 Job Title / Job Identification / Organization Position

 Job Location

 Summary of Job

 Job Duties
  Machines, Materials and Equipment

Job Specification: - focuses on the specifications of the candidate.

The first step in job specification is preparing the list of all jobs in the

organization and its locations. The second step is to generate the

information of each job. This information about each job in an

organization is as follows:

 Physical specifications

 Mental specifications

 Physical features

 Emotional specifications

 Behavioral specifications

 Process of Supervision

 Working Conditions /Health Hazards

Elements of a job specification:

 Qualification and Experiences

 Training and development

 Skills requirements

 Work responsibilities

 Emotional characteristics

 Planning of career
Job Evaluation: - is a comparative process of analysing, assessing, and

determining the relative value/worth of a job in relation to the other

jobs in an organization. The main objective of job evaluation is to

analyse and determine which job commands how much pay. There are

several methods such as job grading, job classifications, job ranking,

etc., which are involved in job evaluation. Job evaluation forms the

basis for salary and wage negotiations.

b) Attracting Candidates

Analyze the requirement to establish what sort of person is needed,

Identify potential sources of candidates – online, social media,
advertisement, recruitment agencies, recruitment consultants.

The following steps are required when planning how to attract

candidates:

 Analyse recruitment strengths and weaknesses to develop an

employee value proposition and employer brand.
 Analyse the requirement to establish what sort of person is
needed
 Identify potential sources of candidates.

i) Analyse recruitment strengths and weaknesses

Attracting candidates is primarily a matter of identifying,
evaluating and using the most appropriate sources of
applicants. However, in cases where difficulties in attracting
 or retaining candidates are being met or anticipated, it may be
necessary to carry out a study of the factors that are likely to
attract or deter candidates – the strengths and
weaknesses of the organization as an employer.

The study could make use of an attitude survey to obtain the

views of existing employees. The analysis should cover such
matters as the national or local reputation of the organization,
pay, employee benefits and working conditions, the intrinsic
interest of the job, security of employment, opportunities for
education and training, career prospects, and the location of
the office or plant.

Candidates are, in a sense, selling themselves, but they are also

buying what the organization has to offer. If, in the latter
sense, the labour market is a buyer’s market, then the company
selling itself to candidates must study their wants and needs in
relation to what it can provide.

ii) Analyze the requirement

First it is necessary to establish what jobs have to be filled
and by when. Then turn to an existing role
profile and person specification or, if not available or out of
date, draw up new ones that set out information on
responsibilities and competency requirements. This information
can be analysed to determine the required education,
qualifications and experience.

The next step is to consider where suitable candidates are

likely to come from: within the organization, from other
 organizations or from education establishments, and the parts
of the country where they can be found. Next, define the
terms and conditions of the job (pay and benefits).

Finally, refer to the analysis of strengths and weaknesses to

assess what it is about the job or the organization that is
likely to attract good candidates, so that the most can be
made of these factors when advertising the vacancy or
reaching potential applicants in other ways. Consider also what
might put them off, for example the location of the job, so
that objections can be anticipated. Analyse previous successes
or failures to establish what does or does not work.

iii) Identify sources of candidates

First consideration should be given to internal candidates. In

addition, it is always worth trying
to persuade former employees to return to the organization or
obtain suggestions from existing
employees (referrals). Talent banks that record candidate
details electronically can be maintained
and referred to at this stage.
If these approaches do not work, the sources of candidates
are online recruiting, social media, advertising, recruitment
agencies, job centres, consultants, recruitment process
outsourcing providers and direct approaches to educational
establishments.
The main sources of candidates used by employers are:

The internal source recruitment

Internal sources of recruitment: - refer to hiring employees within

the organization internally. In other words, applicants seeking for the
different positions are those who are currently employed with the
same organization. This is an important source of recruitment, which
provides the opportunities for the development and utilization of the
existing resources within the organization. Internal sources of
recruitment are the best and the easiest way of selecting resources as
performance of their work is already known to the organization.

(i) Promotions- refers to upgrading the cadre of the employees

by evaluating their performance in the organization. It is the
process of shifting an employee from a lower position to a
higher position with more responsibilities, remuneration,
facilities, and status. Many organizations fill the higher vacant
positions with the process of promotions, internally.
(ii) Transfers: - Transfer refers to the process of interchanging
from one job to another without any change in the rank and
responsibilities. It can also be the shifting of employees from
one department to another department or one location to
another location, depending upon the requirement of the
position.
(iii) Recruiting Former Employees: - Recruiting former employees
is a process of internal sources of recruitment, wherein the
ex-employees are called back depending upon the requirement
of the position. This process is cost effective and saves plenty
 of time. The other major benefit of recruiting former
employees is that they are very well versed with the roles and
responsibilities of the job and the organization needs to spend
less on their training and development.
(iv) Internal Advertisements (Job Posting) Internal
Advertisements is a process of posting/advertising jobs within
the organization. This job posting is an open invitation to all
the employees inside the organization, where they can apply
for the vacant positions. It provides equal opportunities to all
the employees working in the organization. Hence, the
recruitment will be done from within the organization and it
saves a lot of cost.
(v) Employee Referrals: - Employee referrals are an effective way
of sourcing the right candidates at a low cost. It is the
process of hiring new resources through the references of
employees, who are currently working with the organization. In
this process, the present employees can refer their friends
and relatives for filling up the vacant positions. Organizations
encourage employee referrals, because it is cost effective and
saves time as compared to hiring candidates from external
sources. Most organizations, in order to motivate their
employees, go ahead and reward them with a referral bonus
for a successful hire.
(vi) Previous Applicants Here, the hiring team checks the profiles
of previous applicants from the organizational recruitment
database. These applicants are those who have applied for jobs
in the past. These resources can be easily approached and the
response will be positive in most of the cases. It is also an
inexpensive way of filling up the vacant positions.
Advantages and Disadvantages of Internal Sources of Recruitment
Internal sources of recruitment

Hiring employees within the organization, has its own set of advantages
and disadvantages.

The advantages are as follows:

(i) It is simple, easy, quick, and cost effective.

(ii) No need of induction and training, as the candidates already
know their job and responsibilities.
(iii) It motivates the employees to work hard, and increases the
work relationship within the organization.
(iv) It helps in developing employee loyalty towards the
organization.

Disadvantages of hiring candidates through internal sources are as

follows:

(i) It prevents new hiring of potential resources. Sometimes, new

resources bring innovative ideas and new thinking onto the
table.
(ii) It has limited scope because all the vacant positions cannot be
filled.
(iii) There could be issues in between the employees, who are
promoted and who are not.
(iv) If an internal resource is promoted or transferred, then that
position will remain vacant.
(v) Employees, who are not promoted, may end up being unhappy
and demotivated.
External sources of Recruitment

External sources of recruitment refers to hiring employees outside the

organization externally. In other words, the applicants seeking job
opportunities in this case are those who are external to the
organization. External employees bring innovativeness and fresh
thoughts to the organization. Although hiring through external sources
is a bit expensive and tough, it has tremendous potential of driving the
organization forward in achieving its goals.

(i) Direct Recruitment/Corporate Website: - refers to the external

source of recruitment where the recruitment of qualified
candidates is done by placing a notice of vacancy on the notice
board in the organization. This method of sourcing is also called
as factory gate recruitment, as the blue-collar and technical
workers are hired through this process.

A company may list vacancies and contact details. A more

elaborate approach would consist of a dedicated website area
that gives details of vacancies, person specifications, benefits
and how to apply for jobs, for example by completing online
application forms and tests. Such areas may be linked directly to
an organization’s home page so that general browsers can access
them.

An intranet link may be available to enable internal staff to

access the website.
(ii)Employment Exchanges: - As per the law, for certain job
vacancies, it is mandatory that the organization provides details
to the employment exchange. Employment exchange is a
government entity, where the details of the job seekers are
stored and given to the employers for filling the vacant positions.
This external recruitment is helpful in hiring for unskilled, semi-
skilled, and skilled workers.
(iii) Employment/Recruitment Agencies: Most recruitment
agencies deal with secretarial and office staff who are
registered with them. They are usually quick and effective but
quite expensive. Employment agencies are run by various sectors
like private, public, or government. It provides unskilled, semi-
skilled and skilled resources as per the requirements of the
organization. These agencies hold a database of qualified
candidates and organizations can use their services at a cost.
(iv) Advertisements: - are the most popular and very much
preferred source of external source of recruitment. The job
vacancy is announced through various print and electronic media
with a specific job description and specifications of the
requirements. Using advertisements is the best way to source
candidates in a short span and it offers an efficient way of
screening the candidates’ specific requirements. Advertisement is
the best suitable practice for this kind of hiring, because a large
volume of hiring in a short span can be done through
Advertisement only. Advertisement is one of the costliest way to
recruit candidates, but when time and number are important, then
advertisement is the best source of recruitment.
(v) Professional Associations: - Professional associations can help an
organization in hiring professional, technical, and managerial
 personnel, however they specialize in sourcing mid-level and top-
level resources. There are many professional associations that
act as a bridge between the organizations and the job-seekers.
(vi) Campus Recruitment: - Campus recruitment is an external
source of recruitment, where the educational institutions such as
colleges and universities offers opportunities for hiring students.
In this process, the organizations visit technical, management,
and professional institutions for recruiting students directly for
the new positions.
(vii) Word of Mouth Advertising: - Word of mouth is an
intangible way of sourcing the candidates for filling up the vacant
positions. There are many reputed organizations with good image
in the market. Such organizations only need a word-of-mouth
advertising regarding a job vacancy to attract a large number of
candidates.
(viii) Social media: The use of social media means applying Web
2.0
technologies to search for recruits and find out
more about them online on sites such as LinkedIn
and Facebook. Potential recruits sometimes provide
blogs from existing employees covering their experiences in
working for the organization.

Benefits

(i) It encourages new opportunities for job seekers.

(ii) Organization branding increases through external sources.
(iii) There will be no biasing or partiality between the employees
(iv) The scope for selecting the right candidate is more, because of
the large number candidates appearing.
Disadvantages

(i) This process consumes more time, as the selection process

is very lengthy.
(ii) The cost incurred is very high when compared to recruiting
through internal sources.
(iii) External candidates demand more remuneration and
benefits.

C) Sifting Application/Initial Screening/Shortlisting Candidates

Initial screening starts after completion of the process of sourcing the

candidates. Screening is the process of filtering the applications of
the candidates for further selection process. Screening is an integral
part of recruitment process that helps in removing unqualified or
irrelevant candidates, which were received through sourcing.

If recruitment agencies or consultants are used they will deliver their

client a shortlist of candidates for interview. If not, the organization
has to sift the applications itself. This means examining the
information supplied by applicants, sorting them and drawing up a
shortlist of applicants to be interviewed.

Examine information from candidates from CV, Process applications

(listing them), sorting application (Compare information about
applicants with key criteria). Ideally the number of shortlist should be
between four and eight.

Initial screening is helpful to save the time, cost & effort of the
selection committee in the following steps of the selection process. In
this step certain general questions are asked from the applicants.
There are chances that the some applicants would be unqualified for
the job but some of them would be qualified. So the main purpose of
screening of applicants is to reduce the number of applicants available
in the selection process.

Sources used in the Screening Effort

The main source of initial screening is the curriculum vitae of the

applicant along with the job application. Following information is
included in the above mentioned documents.

 Education & employment History

 Evaluation of character
 Evaluation of job performance

Screening Interviews

Screening interviews are employed to

 To verify the accuracy & validity of the information given in the

curriculum vitae of the applicant.
 The duration of these interviews is quite short.

Advantages of Successful Screening

When the initial screening step become successful, the removing

applicants don not proceed to the next step of the selection process
because they do not meet the minimum requirements. Secondly the
selection costs of the organization are much reduced through proper
screening of the applicants.
d) Job Interviews

In the interview, the interviewer & applicant exchange information in

order to achieve a goal through conversation. The employment
interviews are conducted during the selection process through proper
planning. The pleasant location of the interviewing place is selected and
the interviewer has the good personality with empathy & ability to
communicate & listen effectively. A job profile must be prepared on
the basis of job description before conducting interview.

The time allowed for an interview will vary according to the complexity
of the job. For a fairly routine job, 30 minutes or so should suffice.
For a more senior job, 60 minutes or more is required. The interview is
the most familiar method of selection. The aim is to elicit information
about candidates that will enable a prediction to be made about how
well they will do the job and thus lead to a selection decision

Contents of the Interview

Although the contents of the employment interview varies from one

organization to another & also according to the nature of job but still
following are the essential contents of the interview.

 Occupational Experience
 Academic Achievement
 Interpersonal Skills
 Personal Qualities
 Organizational Fit
Types of Interviews

The interviews are generally categorized into the following three

types.

i) Unstructured Interview

In unstructured interviews open ended questions are asked from the

applicant in order to perform probing. It is generally non-directive in
nature and applicant is encouraged to give lengthy answers.

This type of interview is an unplanned one, where the interview

questionnaire is not prepared. Here, the effectiveness of the interview
is very less and there is a tremendous waste of time and effort of
both the interviewer and the interviewee.

ii) Structured Interview

In structured interview, a list of job related questions associated to

particular job are asked from each applicant in a consistent manner. A
structured interview is pre-planned, accurate, and consistent in hiring
the candidates.

It is directive or patterned in nature and includes the following four

kinds of questions.

 Situational Questions
 Job Knowledge Questions
 Job-sample simulation Questions
 Worker Requirement Questions
 iii) Mixed Interview

It is a special kind of structured interview in which specially designed

questions are asked from the applicant to probe his past behavior in
specific situations. It does not include the self-evaluative &
hypothetical questions & inhibits to judge the personality of the
applicant. The candidates are rated on the basis of their responses in
the light of the bench-marked answer of successful employees.

Methods of Interviewing

Following are the main ways of conducting interviews.

i. Group Interview
ii. One-on-One Interview
iii. Stress Interview
iv. Informal Interview
v. Formal Interview

a) Group Interview: In this type of interview, all the candidates or a

group of candidates are interviewed together. Group interviews
are conducted to save time when there is a large number of
applications for a few job vacancies. A topic will be given to
discuss among the candidates and the interviewer judges the
innovativeness and behavior of each candidate in the group.
b) One-on-One Interview/Individual Interview: In an individual
interview, the interview takes place one-on-one i.e., there will be
a verbal and a visual interaction between two people, an
interviewer and a candidate. This is a two-way communication
interview, which helps in finding the right candidate for a vacant
 job position. Depth Interview: Depth interview is a semi-
structured interview, where the candidates have to give a
detailed information about their education background, work
experience, special interests, etc. And the interviewer takes a
depth interview and tries in finding the expertise of the
candidate.
c) Stress Interview: Stress interviews are conducted to discover
how a candidate behaves in stressful conditions. In this type of
interview, the interviewer will come to know whether the
candidate can handle the demands of a complex job. The
candidate who maintains his composure during a stress interview
is normally the right person to handle a stressful job.
d) Informal Interview: Such interviews are conducted in an informal
way, i.e., the interview will be fixed without any written
communication and can be arranged at any place. There is no
procedure of asking questions in this type of interview, hence it
will be a friendly kind of interview.
e) Formal Interview: A formal interview held in a formal way, i.e.,
the candidate will be intimated about the interview well in
advance and the interviewer plans and prepares questions for the
interview. This is also called as a planned interview.

Importance of Interviews

An interview provides an organization the scope to learn more about

the applicants, who come for an interview, while the applicants get an
opportunity to become more familiar with the demands of a given
position. Interviews enable both the parties to exchange information,
ask questions and also help in evaluating the potential for establishing a
professional working relationship with the organization. Interviews help
in gathering a wide range of information about the applicants’ attitude,
feelings and motivations, which in turn help in the decision-making
process to hire the right candidates. The following points explain the
importance of conducting interviews:

 Interviews help in selecting the right candidate from a group of

applicants, who applied for a job.
 Interviews are a medium to help collect useful information about
potential candidates.
 Information given in the application form or resume is very less.
Recruiters can ask the candidates to provide an elaborate
explanation during the interview.
 A good interviewer gives good impression about the organization,
which in turn increases the goodwill of the organization.

Interviews also help in promotions and transfers of the candidates, as

per the requirements of the organization

e) Pre-employment Test

The physical & mental abilities, knowledge, skills, personal

characteristics & other aspects of behavior can be effectively
measured through the pre-employment tests. For this purpose there
are hundreds of test that can measure the different aspects of human
behavior. With the passage of time, the application of pre-employment
test is growing at a fast rate in the selection process because they can
explain the qualities & skills of applicant clearly. These tests are more
used in the large & public sector organizations.

Selection tests are used to provide valid and reliable evidence of levels
of abilities, intelligence (mental abilities), personality characteristics
(behavior), ability tests (able of doing) aptitude and attainments
(assess the extent to which people can do the
work)

The advantage of application of tests in the selection process is that it

can ensure the potential & qualified candidate selection from a pool of
applicants for a job.

Characteristics of Well Designed Test

A well designed selection test has the following characteristics.

 Standardization
 Objectivity
 Norms
 Reliability
 Validity

Kinds of Pre-employment Tests

As individuals varies on the basis of cognitive abilities, job knowledge,

vocational interests, psycho-motor abilities & personality etc. So, all
these factors are measured through a set of different pre-
employment tests which are as follow.

i)Cognitive Aptitude tests

In this test the ability to learn & perform a job by an individual is

judged. The abilities related to job are as follow.

 Verbal
 Reasoning
  Numerical
 Perceptual Speed
 Spatial

ii) Psycho – motor Abilities Test

In this test, the coordination, strength & dexterity of an individual is

judged. Other abilities related to routine office jobs & production jobs
can also be measured through these tests.

iii) Job knowledge Tests

This test is used to measure the knowledge of the person about the
duties of a particular job.

iv) Work Sample Tests

A set of tasks that represent a job are identified in this test through
which the productivity level, ability to face adverse conditions by the
applicants are judged.

v) Vocational Interest test

This test identifies the occupations that are preferred by the

candidate & that can provide him maximum satisfaction.

vi) Personality Tests

These tests are not considered to be so reliable & valid as compared to

other pre-employment tests because these tests require external
psychologist who interprets the results of the tests subjectively.

vii) Drug & Alcohol Tests

For the security, productivity & safety of the workplace drug testing
programs are used as pre-employment tests.

f) .Back Ground Checks

The accuracy of the application form of the candidate is verified

through references & former employer. The educational, criminal
record & legal status to work are verified. Personal references of
applicant are contacted to confirm the validity & accuracy of the
provided information. Effort is made to know the past behavior of the
employees to that the future behavior can be predicted from it.
Background checks assist the selection committee in dropping the
applicants that have past insubordination issues, attendance problem,
theft or special behavioral problems. The level of responsibility of the
new job directs the intensity of the background investigation.

g. Job Offer

After going through all the previous steps of selection process, there
comes the most important step of the selection process in which the
decision of hiring is made. The applicant that best meets the
requirements of the job is selected. At start conditional job letter is
issued which must be followed by medical exam.

h.Medical Exam

When the conditional job letter is issued the next step of the
selection process starts in which the physical/medical examination of
the selected candidate is conducted. The medical exam of the
candidate is essential to check either he takes the drugs or not. If he
passes the exam, he would be finally selected for the job.
i.Final Selection Decision

After passing the medical exam by the candidate, the final offer for
the job is made to the candidate.