TM 507 Advance Human Resource Management

Inputs and Challenges

to Selection

PRESENTATION BY:
JOMILYN T. PASCUAL
RATIONALE
➢ Human resource management (HRM) is
the practice of recruiting, hiring,
deploying and managing an
organization's employees. HRM is often
referred to simply as human resources
(HR). A company or organization's HR
department is usually responsible for
creating, putting into effect and
overseeing policies governing workers
and the relationship of the organization
with its employees. The term human
resources were first used in the early
1900s, and then more widely in the 1960s,
to describe the people who work for the
organization, in aggregate.
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RATIONALE
➢The purpose of HRM practices is to
manage the people within a
workplace to achieve the
organization's mission and reinforce
the corporate culture. When people
management is done effectively, HR
managers can help recruit new
employees who have the skills to further
the company's goals. HR professionals
also aid in the training and professional
development of employees to meet
the organization's objectives.
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OBJECTIVE
The goal of the recruitment and selection
process at organizations is to find and hire
the best candidates for job openings. This
process has a funnel structure. A good
selection process is key in finding talent and
forms the backbone for effective
performance management. In this article,
we will take a closer look at the selection
process and show the best practices for
designing a process that will help you find
the best candidates while also delivering a
good candidate experience.
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Scope and Delimitations
o This Presentation will focus on HRM Preparation & Selection, Inputs and
Challenges, and Defining the Selection Process.
o The Primary Function of HRM is to attract and hire the right talent for the
company.
o Involves Developing Job Descriptions , Advertising Vacancies,
Screening Resumes, Conducting Interviews, and Selecting the most
suitable candidates.
o HRM Focuses on Enhancing employees skills and competences through
training and development program. This initiative help Employees
acquire new knowledge and improve their performance.

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 METHODOLOGY

❑ The Methodology applied in this

presentation descriptive qualitative
approach. Clearly this presentation is
based on secondary sources like journals,
books and articles, and is descriptive in
nature.

❑ Descriptive qualitative research is used in

this presentation to explore the
characteristics of the topic. It involves the
collection and data analysis in the form of
words, images, or other non-numerical
forms of information
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Findings and
Discussions
Selection:
An Overview

o Internal Selection

o Selection Ratio

o Uniform Guidelines on
Employee Selection
Selection is about choosing the
employees who are the most suited for the
advertised job from the pool of applicants.
The whole process depends on the
effectiveness of selection. Applicants are
shortlisted at this stage, and they are put
through different tests to check their
competence.

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Internal Selection
Internal Selection/Recruitment is when an
organization looks to fill jobs with their current
employees, sourcing talent from other teams,
departments, and job functions within a company.
This process is also referred to as and enables
teams to proactively fill skills gaps. As talent
shortages are expected to continue, HR functions
are renewing their focus on this key area.

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Internal Selection
Companies today use internal recruitment
to fill roles in their business that are best
suited to having an insider’s view or
knowledge, as well as encourage loyalty
and a sense of progress for employees.
Internal recruiting is an important aspect
of any business as it can save time, money
and resources when compared to
recruiting externally.

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Selection Ratio

•The selection ratio refers to the

number of hired candidates
compared to the total number of
candidates. This ratio is also called the
Submittals to Hire Ratio. The selection
ratio is very similar to the number of
applicants per opening. When there's
a high number of candidates, the
ratio approaches 0.

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 Selection Ratio

•The selection ratio provides information

such as the value of different assessment
and recruitment tools and can be used to
estimate the utility of a given selection and
recruitment system.

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 Uniform Guidelines on
Employee Selection:
The Uniform Guidelines provide standards for the proper use
of employment testing, including the definition of
discrimination in testing, appropriate means of validating
selection procedures which may be discriminatory,
acceptable methods of establishing and implementing
cutoff scores (or pass points) on selection procedures, and
the documentation of validity for selection procedures. The
Uniform Guidelines pertain to any and all selection
procedures which are used as the basis for any
employment decision, including hiring, promotion,
demotion, referral, retention, licensing and certification,
training, and transfer.

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Procedure for
Selection of
Candidates
 Step # 1. Preliminary Interview or
Reception of Applicants:

•This is the first stage of selection for a

candidate. This kind of interview is done by
appointment officers. Here, applicant is told
about work, wages and conditions of work
and all information about the company in
little time. The officer gets the knowledge
about the candidate’s educational
qualifications, experience, efficiency,
interest in work and other necessary things.

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Step # 2. Employment Test
•An employment test refers to a systematic assessment
process used to evaluate the knowledge, skills,
abilities, and other relevant characteristics of job
candidates. These tests are designed to provide
objective and standardized measurements of a
candidate's suitability for a specific role. Employment
tests can encompass a wide range of assessments,
including cognitive ability tests, personality tests, skills
tests, job knowledge tests, and integrity tests. By
utilizing these tests, HR professionals can gather
valuable data and insights that aid in making well-
informed hiring decisions.

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 Types of Pre-Employment Test

• Job Knowledge Tests

Job knowledge tests help organizations to assess the
theoretical or technical skills of a specific field. Industries
requiring candidates to have specialized skills or have
improved expertise can take advantage of these tests.
Example:
If there is a vacancy for an accountant, you can
conduct a test to assess their knowledge of accounting
principles. While the test can help you determine the
candidate's knowledge about particular theories, it doesn't
tell if they are fast learners.

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 Types of Pre-Employment Test

• Integrity Tests
Another important pre-employment assessment for
companies is the integrity test, which tells if the candidate
is honest, reliable, and disciplined. These tests can help you
uncover traits linked to integrity, such as conscientiousness.
As a result, employers can ensure they find an honest and
reliable candidate for the job.
Example:
A test for salespeople in the retail industry. Companies
want to hire reliable and honest people that do not
mislead customers about their products. One of the
limitations of the integrity tests is that there is no way to tell
whether the candidate is answering your questions
correctly.
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 Types of Pre-Employment Test

• Cognitive Ability Test

The cognitive ability test assesses the candidate's mental

capabilities and decision-making skills. It is an important
test for various fields, such as pilots, doctors, etc., since it
helps assess how employees will react to different
situations.

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 Types of Pre-Employment Test

• Personality Test
Assessing an individual's personality traits can help
employers know if they are an ideal fit for the business.
Having the right traits allows the candidates to perform
their job well. That is where personality tests come into play.
Example:
In the retail industry, where the salespeople who do
well on the assertiveness test can be an ideal fit for the job.
The motivation tests can also be a great assessment, which
most career counselors use in educational institutes.

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 Types of Pre-Employment Test

• Skills Assessment Test

Unlike personality and job knowledge tests, skills assessment tests
focus on measuring the actual skills of the candidate. The company
will assess soft skills, such as attention to detail, or hard skills, like
command over computer tasks. For example, if there is a vacancy for
a secretarial position, then the typing test can help assess their
speed.

Additionally, it can be an ideal choice for roles such as team leaders

which require specific leadership skills. One drawback of skill
assessment tests is that they can be time-consuming. Even managers
would need time to evaluate the results and find the right candidate.

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 Types of Pre-Employment Test

• Emotional Intelligence Test

Emotional intelligence tests go over a person's ability and
behavioral competency in assessing how well they can understand
other people's emotions. Some jobs require building strong
relationships and properly understanding the emotions of others.

For such jobs, the EI tests can measure how a person will perform in
a particular job. However, some people might not be honest about
their EI abilities. Therefore, it can lead to difficulties in assessing
whether or not the person has the right abilities for the job.

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 Types of Pre-Employment Test

• Physical Ability Test

Emotional intelligence tests go over a person's ability and
behavioral competency in assessing how well they can understand
other people's emotions. Some jobs require building strong
relationships and properly understanding the emotions of others.

For such jobs, the EI tests can measure how a person will perform in
a particular job. However, some people might not be honest about
their EI abilities. Therefore, it can lead to difficulties in assessing
whether or not the person has the right abilities for the job.

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➢ Test Validation:
-Test validation is the process of verifying
whether the specific requirements to test
development stages are fulfilled or not, based
on solid evidence.

➢ Testing Tools and Cautions:

-Test validation is the process of verifying
whether the specific requirements to test
development stages are fulfilled or not, based
on solid evidence.
Step # 3. Selection Interview
• A selection interview is a free-flowing and
open-ended process used to determine if
you are suitable for a specific job opening.
Although it is generally less structured than
an Oral Exam, they are often more similar
than different. A selection interview can be
distinguished by five clear criteria. Final
Step.

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 Types of
Interviews
• Unstructured Interview
An unstructured interview is a data collection
method that relies on asking participants questions to
collect data on a topic. Also known as non-directive
interviewing, unstructured interviews do not have a set
pattern and questions are not arranged in advance.
Example:
-How often per week do you go to the gym?
a) 1 time; b) 2 times; c) 3 times; d) 4 or more times

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• Unstructured Interview
A structured interview is a data collection method that
relies on asking questions in a set order to collect data on a
topic. It is one of four types of interviews.
Example:
-Do you believe the world is round, yes or no?
-Tell me about a time you had to overcome a difficult
situation.
-Have you ever owned an IOS phone?

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• Mixed Interview
A mixed interview is a combination of structured and
unstructured interviews. Here, the interviewer presents a
blend of predetermined and spontaneous questions to the
applicant. This approach allows the employer to make a
comparison between responses and also get in-depth
insights of the applicant's character.
Example:
-Do you believe the world is round, yes or no?
-Tell me about a time you had to overcome a difficult
situation.
-Have you ever owned an IOS phone?

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• Behavioral Interview
Behavioral interviewing is a technique used to question job
candidates about their past experiences. It’s based on the premise
that past performance is an excellent predictor of future behavior.
The Society for Human Resource Management (SHRM) suggests using
this method to learn about an applicant’s specific skills, abilities,
behaviors, and knowledge. The questions elicit verifiable evidence
about previous actions in the workplace.
Example:
-How did you resolve the problem?
-Tell me about a time when you failed.
-Give me an example of when you had to assume leadership for a
team.
-What is the most difficult/ challenging situation you've ever had to
resolved in the workplace?
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• Stress Interview
A stress interview is a path used to put applicants under
immense tension. They are intended to test your capacity to
think directly on your feet, react proficiently in troublesome
circumstances and remain quiet in a pressurized domain.
Example:
-How do you feel this interview is going?
-How would you handle undeserved criticism from a superior?
-How many other jobs are you applying for?
-What would you do if you saw a colleague stealing supplies or
equipment?

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 The Interview
Process
-The interview process is a multiple-
stage process for hiring new
employees. The stages mainly
comprise job interviews held either
one-on-one, with a group of
candidates, or with a panel.
Interviews are conducted in
person, over the phone or by email,
or via video conferencing tools.
➢ Interviewing a candidate can help
you determine their proficiency in
various hard and soft skills. To
evaluate their soft skills, you could
ask questions about
communication, problem-solving
and teamwork. For positions that
require technical skills, you might
incorporate a hard skills test to
determine a candidate's ability to
perform a specific task, such as
using Microsoft Excel.
Lesson one summary
What we’ve learned so far

Skill one
Familiarize students with the basics of
computer engineering and the key
components of a computer system.

Skill two
Introduce students to digital logic, Boolean
algebra, and the design of logic circuits.

Skill three
Explore the internal organization of
computers, including CPU design and
memory systems.
 ❑ Interviewer Preparation
Interview preparation is vital for effectively
evaluating candidates, promoting the employer
brand, and enhancing candidate experience.
It involves crafting questions, understanding
candidates, preparing responses, coordinating
with interviewers, managing time, and honing
selling skills. Proper preparation facilitates better
hiring and a streamlined process.

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 6 Tips for Interviewer Preparation

Prepare Interview Know Your Be Ready to

Questions Candidates Answer Questions

Coordinate with Plan your Time and Sharpen your

other Interviewers Agenda Selling Skills

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 ❑ Creation of Rapport
Rapport is defined as a friendly, harmonious
relationship. There’s mutual agreement,
understanding, and empathy that makes the
communication flow well.
Once you have built good rapport, there is an
implicit assumption of positive intent between
both people that makes your interactions
easier.

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• Rapport requires
necessary components
to be present in a
relationship.:

1. Mutual attentiveness

2. Positivity

3. Coordination

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❑ Information Exchange
The information exchange between the interviewer and the
interviewee may proceed thus:
• state the purpose of the interview, how the qualifications are
going to be matched with skills needed to handle the job.
• do not monopolize the conversation, giving very little chance
to the applicant to reveal himself.
• begin with open-ended questions where the candidate gets
enough freedom to express himself freely
• focus on the applicant’s education, training, work
experience etc.
• avoid questions that are not job related
• listen to the applicant’s answer attentively and patiently.
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 ❑ Termination
Employers ask about terminations because they
want to know about the circumstances, but
they also want insight into how you handled it.
Setbacks are a part of life, but you can
demonstrate to interviewers that you were able
to learn and grow from the experience. Focus
on the result or the positivity you were able to
glean from the situation.

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 ❑ Termination
Termination is any time your employment with a
company ends, but the term often implies the
decision being on the employer's part. It is also
typically differentiated from a layoff, which is
when the position closes for lack of work or
funding and has little to do with performance or
professional relationships. Some terminations are
voluntary or even mutual. Depending on
circumstances, job termination can make for a
challenging discussion point, particularly in the
event of poor productivity or egregious
conduct—what is referred to as a "for-cause
termination."
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❑ Evaluation
After the interview is over summarize and
record your observations carefully,
constructing the report based on responses
given by applicant, his behavior, your own
observations and opinions of other experts
present during the interview. Better to use a
standardized evaluation form for this
purpose.

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❑ Interviewer Error

• Interviewer error is a form of bias in which the

interviewer administering the survey in-person,
by phone, or through chat impacts choice of
responses through the interaction. This can
come in the form of word choices, attitude,
demeanor, or facial expressions. Basically
anything during the research conversation that
may impact the responses positively or
negatively can be labeled interviewer error.

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❑ Example:

• The telephone interviewer is overly enthusiastic

throughout the call. From start to finish the
interviewer is upbeat, encouraging good and
positive feedback throughout. Unconsciously, as
a result, his/her attitude changes the attitude of
the respondent to rate the aspects of the
customer experience more favorably than
normal circumstances.

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Interviewee
Errors

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❑ Turning up Late

Work out exactly where you’re going and how you’re going
to get there. If you can, do a practice run.

On the day, allow yourself 30 minutes extra for traffic

problems or delays.

If for some reason you're running late, call your

interviewer to let them know.

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 ❑ Inappropriate Clothing

What’s appropriate varies depending on the job you’re

going for, so try asking someone who works in the same
industry.

If you’re still not sure, go for something more formal – a

suit or dark trousers or skirt with a smart shirt or top.

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 ❑ Being Unprepared

You need to know your CV inside out. If it’s a competency-

based interview, make sure you've prepared relevant
examples.

Research the employer, go over the job description and

take notes on how your skills and strengths match up.

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 ❑ Lying

Anything from big lies about what jobs you’ve done, to little
tweaks about your skills or knowledge can trip you up.

It’s very easy for your interviewer to catch you out with a
few follow-up questions.

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 ❑ Criticizing a Current or Previous Employer

It’s fine to talk about what you would like to achieve and
why this might not be possible in your current job. Never
bad-mouth a current or previous employer.

It could give your interviewer the impression you’re difficult

to work with.

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 ❑ Letting your Nerves Get Better of You

This is probably the most difficult mistake to avoid.

Interviews make everyone a bit anxious, but there are

techniques you can use to keep those nerves in check.

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 ❑ Giving Textbook Responses

It’s important to show your personality in an interview.

Try to be open and honest about your skills and strengths,

giving examples of when you've used them.

That's stronger than giving cliched statements like 'I'm a

real people person'.

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 ❑ Being Arrogant or Rude

It's great to show that you're confident in an interview, but

do not let it tip over into arrogance.

Listen carefully to your interviewer, do not interrupt and do

not attempt too many jokes. You do not want to say
anything that could cause offence.

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❑ Not Asking Any Question

Asking a few questions towards the end of the interview

shows you’re confident, thoughtful and interested in the
position.

Some good fall-back options are asking what:

•kind of training opportunities the employer offers

•the workplace culture is like

•career opportunities are available

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❑ Criticizing the Company that is
Interviewing You

Interviewers often ask candidates if they have any ideas on

how the business could be improved.

You should have 1 or 2 examples, but make sure you

answer in a polite way.

Your interviewer may be the person responsible for that

marketing campaign, menu or window display that you’re
commenting on.

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Step#4.
Reference and
Background Checks
Background Check:
A background check is a
straightforward process that a
person or company uses to verify a
person’s identity, legal records and
education or work history.
Background Check:

Background checks look for a person’s criminal

record, education, employment history, and
other activities that have been recorded. There
are many different types of background checks
including but not limited to:

•Employment Reference Checks

•(Character) Reference Check
•Educational Verification
•Criminal Background Checks
Reference Check:
• A reference check looks to find the perfect
employee fit, and protect your company
from a poor performer or bad hire.

• Reference checks should not be reserved

for the end, as a simple “red flag”
identifier, but rather should be
implemented immediately after the first or
second round of in-person interviews.
Step # 5. Medical Evaluation

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Step # 6. Supervisory Interview
•The interview process allows the hiring team
to explore a candidate's approach to
managing people, handling performance
issues, and promoting employee
development. Overall Fit for the Role: The
supervisor interview helps determine if a
candidate fits the specific role based on their
skills, experience, and potential.

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Step # 7. Realistic Job Preview
•A Realistic Job Preview (RJP) is a recruiting
approach used by an organization to
communicate the important aspects of the
job prior to the offer of a position. Applicants
weigh such information against their own
preferences.
Example: A fast-paced job with frequently
changing conditions is seen by some
applicants as desirable, while other applicants
consider this an unattractive job feature

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 Step # 8. Hiring Decision

The next step in the recruitment and

selection process is making the decision;
choosing the candidate with the greatest
potential for the organization. Sometimes
this means picking someone less qualified
at the moment – but who is committed to
growing and staying with the organization
for longer.

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 Step # 8. Hiring Decision

You should use a data-driven approach to

make the hiring decision to make your
selection process as fair as possible. In
practice, this means pre-defined criteria by
which every candidate is rated against
during the selection process. The best
candidate is then chosen and given an
offer. Usually, the hiring manager makes the
final decision. It may also involve input from
other managers, and colleagues.

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Challenges, Process
and Feedback
8 Common Recruiting Challenges:

1. Attracting The Right Candidates- If you’ve

ever tried to discover the right candidate in
a pool full of unqualified talent, you’ll know
that your options are limited. You’ll choose
the best person you can find at the time—
not the best fit for the job.

2. Engaging Qualified Candidates -Good

candidates are often contacted regularly
by recruiters, making it harder for your own
email to stand out.
3. Hiring Fast - Hiring teams want to hire as fast
as possible, because vacant positions cost
money and delay operations. Yet,
depending on your industry, making a hire
can take several months putting pressure on
recruiters and frustrating hiring teams.

4. Using Data-Driven Recruitment -Companies

can use recruitment data and metrics to
constantly improve their recruiting process
and make more informed decisions. But
collecting and processing data can be a
hassle.
5. Building a Strong Employer Brand- A
good employer brand helps you attract and
engage better candidates. Organizations
that invest in employer branding are three
times more likely to make a quality hire.

6. Ensuring a Good Candidate Experience -

Candidate experience isn’t only important
for employer branding, but it’s also a factor
when your best candidates are evaluating
your job offers. The way you treat candidates
during the hiring process mirrors the way
you’ll treat them after hiring. If they had a
bad experience, they’re less likely to accept.
7. Recruiting Fairly - Many companies struggle to
attract and hire diverse candidates and
unconscious biases are often the reason. Apart
from your legal obligations to provide equal
opportunities, hiring objectively is good for
business because it helps you hire the best person
for the job without stereotypes interfering.

8. Creating an Efficient Recruiting Process- Hiring

teams need to communicate fast, evaluate
candidates easily and know what’s going on
every step of the way. Recruiters are tasked with
coordinating all this communication and it’s not
always a breeze.
 “The only waste of human
resources is letting them go
unused.”
—Mark Victor Hansen

Thank you!