BATAAN PENINSULA STATE UNIVERSITY

Balanga Campus

INSTRUCTIONAL MATERIALS
IST SEMESTER 2021 – 2022

Course Code: BACC 0113

Course Title : HUMAN RESOURCE MANAGEMENT

LESSON 5
SELECTION, PLACEMENT AND JOB FIT

I. LEARNING OUTCOMES

 Understand the parameters of what managers should select for based on job requirements
 Identify the importance and impact of job interview in the hiring process
 Associate selection and job fit on employee motivation, morale, productivity and retention
 Recognize and appreciate individual differences among applicants

II. INTRODUCTION:

Recruitment is one of the most critical human resource functions for organizations. Attracting the
right people, with the right blend of skills and experience into the right jobs, and aligning this to
the organization’s overall objectives is crucial to organization success.
Whether the economic environment is booming, and attraction and retention of a talented and
flexible workforce is essential for competitive advantage, or is in a downturn and the survival of
the organization depends on the productivity of staff, it is essential that the recruitment function is
clearly identified.
Human resource selection is the process of choosing qualified individuals who are available to fill
positions in an organization. In the ideal personnel situation, selection involves choosing the best
applicant to fill a position. Selection is the process of choosing people by obtaining and assessing
information about the applicants with a view to matching these with the job requirements. It
involves a careful screening and testing of candidates who have put in their applications for any
job in the enterprise. It is the process of choosing the most suitable persons out of all the applicants.
The purpose of selection is to pick up the right person for every job.
It can be conceptualized in terms of either choosing the fit candidates, or rejecting the unfit
candidates, or a combination of both. Selection involves both because it picks up the fits and rejects
the unfits. In fact, in Indian context, there are more candidates who are rejected than those who are
selected in most of the selection processes. Therefore, sometimes, it is called a negative process in
contrast to positive program of recruitment.

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III. CONTENT:

“DON’T HIRE TO FIRE”

DEFINITION AND MEANING

SELECTION
To select means to choose. Selection is a part of the recruitment function. It is the process of
choosing people by obtaining and assessing information about the applicants (age, qualification,
experience and qualities) with a view of matching these with the job requirements and picking up
the most suitable candidates. The choices are made by elimination of the unsuitable at successive
stages of the selection process.
According to Dale Yoder:
“Selection is the process in which candidates for employment are divided into two classes-those
who are to be offered employment and those who are not”.
According to Thomas Stone,
“Selection is the process of differentiating between applicants in order to identify (and hire) those
with a greater likelihood of success in a job”.
In the words of Michael Jucius:
“The selection procedure is the system of functions and devices adopted in a given company for
the purpose of ascertaining whether or not candidates possess the qualifications called for by a
specific job or for progression through a series of jobs.”
According to Keith Davis:
“Selection is the process by which an organization chooses from a list of screened applicants, the
person or persons who best meet the selection criteria for the position available.”
Thus, the selection process is a tool in the hands of management to differentiate between the
qualified and unqualified applicants by applying various techniques such as interviews, tests etc.
The cost incurred in recruiting and selecting any new employee is expensive. The cost of selecting
people who are inadequate performers or who leave the organization before contributing to profits
proves a major cost of doing business.

DIFFERENCE BETWEEN RECRUITMENT AND SELECTION:

Difference between recruitment and selection has been described by Flippo as, “Recruitment is a
process of searching for prospective employees and stimulating and encouraging them to apply for
jobs in an organization. It is often termed positive as is stimulates people to apply for jobs, selection
on the other hand tends to be negative because it rejects a good number of those who apply, leaving
only the best to be hired.” Recruitment and selection differs in following manner:
1. Difference in Objective:
The basic objective of recruitment is to attract maximum number of candidates so that more
options are available. The basic objective of selection is to choose best out of the available
candidates.

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2. Difference in Process:
Recruitment adopts the process of creating application pool as large as possible and therefore.
It is known as positive process. Selection adopts the process through which more and more
candidates are rejected and fewer candidates are selected or sometimes even not a single
candidate is selected. Therefore, it is known as negative process or rejection process.
3. Technical Differences:
Recruitment techniques are not very intensive, and not require high skills. As against this, in
selection process, highly specialized techniques are required. Therefore, in the selection
process, only personnel with specific skills like expertise in using selection tests, conducting
interviews, etc., are involved.
4. Difference in Outcomes:
The outcome of recruitment is application pool which becomes input for selection process. The
outcome of selection process is in the form of finalizing candidates who will be offered jobs.

PURPOSE OF SELECTION
The purpose of selection is to pick up the most suitable persons who would match the requirements
of the job and the organization. The emphasis in selection is, therefore, on the optimal match
between the person and the job. Now the question arises as to which is the dependent variable?
Person or job. Some organizations emphasize on selecting the Right Person for the Right Job. Here
the Job is usually considered constant (through Jobs and Job context do undergo changes over time)
and the person is sought to be fitted into the job. Creative and innovative organizations, instead,
seek to find the Right Job for Right Person.
A secondary objective in selection could be to choose the best person available. However, there
could be a real problem with such an objective if the Job is not appropriate for the person concerned.
It may become difficult for organizations to retain their best people in jobs that do not offer
opportunities for them to harness their potential; instead they may lead to problems of monotony,
boredom and frustration among Individuals and increased and increased turnover of staff for the
organization.

FACTORS TO CONSIDER IN CANDIDATE SELECTION

1. SKILL
One of the easiest way to sift through candidates is through their skillset. Can they do the job
and can they do it efficiently? Skill can be easy to measure based on the facts in front of you
(resume, cover letter and interview). It is true that some tend to fabricate or “stretch” their
experience so a solid approach to confirm skills is to contact previous employers and verify if
the skills communicated match up with what the previous employer(s) saw. Of course if the
candidate lacks experience they should communicate and express a desire to learn and pick up
those skills.
2. PERSONALITY
Depending on the culture of your organization, you will be looking for a certain fit. You will
want to make sure that the successful candidate will fit in and be a team player. Or perhaps
you are looking for leadership qualities, so in the interview you should be asking questions to

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 learn more about the personality of the candidate and if they can be a long term fit for your
team.
3. DESIRE
While you may not be looking for a candidate that is a little too passionate (if you know what
we mean), desire on its own can sometimes help to overlook a lack of skill in the candidate.
Drive and passion can help people be just as successful as skill and experience. Many people
have a strong desire to succeed, but do not necessarily have the skillset to do so. The opposite
can also true where a lack of desire can have a negative impact on even the most skilled
individual. When screening applicants, you should work to determine if the drive being
displayed from your potential new hire, meets your requirements or expectations.
4. ATTITUDE
This can be an easy red flag. It’s one thing to be passionate and a go-getter, but if the candidate
displays an arrogant or overconfident attitude you may want to reconsider if they are a right
fit. On the flipside if the candidate lacks confidence, or appears to be too much of a “free spirit”
you might want to determine if that is a result of nerves during the interview and if they are
serious about joining your organization. Focus on the job description of the position and where
and who the candidate will be interacting with on a regular basis. Of course you will want
candidates with a positive “Can Do” attitude but sometimes it takes people a bit to come out of
their shell.
5. COMMUNICATION
Too many times, people are just hired to fill the position being advertised. Any time your
organization is in recruiting or hiring mode, you have an opportunity to revisit what that
position beholds and what it should be. Having a clearly defined job description and
communicating it during the interview process is a great way to determine if the candidate is
truly a fit for your organization. Communicating clear expectations will allow you and the
candidate to decide whether there is a match or not. Factor in things like:
 Are they looking for short-term vs. a long-term commitment?
 Is the position what the client is looking for
 Does the candidate understand the role and responsibilities

SELECTION PROCESS
The selection procedure is concerned with securing relevant information about an applicant. This
information is secured in a number of steps or stages. The objective of selection process is to
determine whether an applicant meets the qualification for a specific job and to choose the applicant
who is most likely to perform well in that job.

The major factors which determine the steps involved in a selection process are as follows:
 Selection process depends on the number of candidates that are available for selection.
 Selection process depends on the sources of recruitment and the method that is adopted for
making contact with the prospective candidates.
 Various steps involved in as selection process depend on the type of personnel to be
selected.

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All the above factors are not mutually exclusive, rather these operate simultaneously. In any case,
the basic objective of a selection process is to collect as much relevant information about the
candidates as is possible so that the most suitable candidates are selected. A comprehensive
selection process involves the various steps as shown in Figure 5.1.

Figure 5.1. Selection Process

1. INITIAL SCREENING
The selection process often begins with an initial screening of applicants to remove individuals
who obviously do not meet the position requirements.
At this stage, a few straight forward questions are asked. An applicant may obviously be
unqualified to fill the advertised position, but be well qualified to work in other open positions.
The Purpose of Screening is to decrease the number of applicants being considered for
selection.

2. COMPLETED APPLICATION
Application Blank is a formal record of an individual’s application for employment. The next
step in the selection process may involve having the prospective employee complete an
application for employment.
This may be as brief as requiring only an applicant’s name, address, and telephone number. In
general terms, the application form gives a job-performance-related synopsis of applicants’ life,
skills and accomplishments.
The specific type of information may vary from firm to firm and even by job type within an
organization. Application forms are a good way to quickly collect verifiable and fairly accurate
historical data from the candidate.

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3. EMPLOYMENT TEST
Personnel testing is a valuable way to measure individual characteristics.
Hundreds of tests have been developed to measure various dimensions of behavior. The tests
measure mental abilities, knowledge, physical abilities, personality, interest, temperament, and
other attitudes and behaviors.
Evidence suggests that the use of tests is becoming more prevalent for assessing an applicant’s
qualifications and potential for success. Tests are used more in the public sector than in the
private sector and in medium-sized and large companies than in small companies.
Large organizations are likely to have trained specialists to run their testing programs.

4. COMPREHENSIVE INTERVIEW/JOB INTERVIEW

An interview is a goal-oriented conversation in which the interviewer and applicant exchange
information. The employment interview is especially significant because the applicants who
reach this stage are considered to be the most promising candidates.
Interview Planning
Interview planning is essential to effective employment interviews.
The physical location of the interview should be both pleasant and private, providing for a
minimum of interruptions. The interviewer should possess a pleasant personality, empathy and
the ability to listen and communicate effectively.
He or she should become familiar with the applicant’s qualifications by reviewing the data
collected from other selection tools. In preparing for the interview, a job profile should be
developed based on the job description.
Content of the Interview
The specific content of employment interviews varies greatly by an organization and the level
of the job concerned.
1. Occupational experience: Exploring an individual’s occupational experience requires
determining the applicant’s skills, abilities, and willingness to handle responsibility.
2. Academic achievement: In the absence of significant work experience, a person’s
academic background takes on greater importance.
3. Interpersonal skills: If an individual cannot work well with other employees, chances for
success are slim. This is especially true in today’s world with increasing emphasis being
placed on the use of teams.
4. Personal qualities: Personal qualities normally observed during the interview include
physical appearance, speaking ability, vocabulary, poise, adaptability, and assertiveness.
5. Organizational fit: A hiring criterion that is not prominently mentioned in the literature is
organizational fit. Organizational fit is ill-defined but refers to management’s perception of
the degree to which the prospective employee will fit in with, for example, the firm’s
culture or value system

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5. CONDITIONAL JOB OFFER
Conditional job offer means a tentative job offer that becomes permanent after certain
conditions are met.
If a job applicant has passed each step of the selection process so far, a conditional job offer is
usually made.
In essence, the conditional job offer implies that if everything checks out – such as passing a
certain medical, physical or substance abuse test – the conditional nature of the job offer will
be removed and the offer will be permanent.

6. BACKGROUND EXAMINATION
Background Investigation is intended to verify that information on the application form is
correct and accurate.
This step is used to check the accuracy of application form through former employers and
references. Verification of education and legal status to work, credit history and criminal record
are also made.
Personal reference checks may provide additional insight into the information furnished by the
applicant and allow verification of its accuracy.
Past behavior is the best predictor of future behavior. It is important to gain as much
information as possible about past behavior to understand what kinds of behavior one can
expect in the future.
Knowledge about attendance problems, insubordination issues, theft, or other behavioral
problems can certainly help one avoid hiring someone who is likely to repeat those behaviors.
Background investigations primarily seek data from references supplied by the applicant
including his or her previous employers. The intensity of background investigations depends
on the level of responsibility inherent in the position to be filled.

7. MEDICAL/PHYSICAL EXAMINATION
After the decision has been made to extend a job offer, the next phase of the selection process
involves the completion of a medical/physical examination.
This is an examination to determine an applicant’s physical fitness for essential job
performance.
Typically, a job offer is contingent on successfully passing this examination.
For example, firefighters must perform activities that require a certain physical condition.
Whether it is climbing a ladder, lugging a water-filled four-inch hose or carrying an injured
victim, these individuals must demonstrate that they are fit for the job.

8. PERMANENT JOB OFFER

Individuals who perform successfully in the preceding steps are now considered eligible to
receive the employment offer. The actual hiring decision should be made by the manager in the
department where the vacancy exists.

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 INDIVIDUAL DIFFERENCES

Personality incorporates an individual’s fairly established emotional state, frame of mind, and
behavioral patterns. The two dimensions in which people significantly differ are manifested in
personality traits and values. Personality is the distinctive and unique. No two people are
exactly alike – even twins. Such uniqueness sets us apart from the rest. The ability to understand
and discern someone’s personality provides us indications about how that person has a tendency
to act and feel in a variety of situations. Armed with this knowledge, having a right fit to match
people into jobs and organizations is made possible.

PERSONALITY TRAITS
The Big Five Personality Traits
Trait Description
Openness Curious, original, intellectual, creative, and open to
new ides
Conscientiousness Organized, systematic, punctual, achievement
oriented, and dependable
Extraversion Outgoing, talkative, sociable, and enjoys being in
social situations
Agreeableness Affable, tolerant, sensitive, trusting, kind, and
warm
Neuroticism Anxious, irritable, temperamental, and moody

OTHER PERSONALITY DIMENSIONS

SELF-MONITORING
A concept that shows how much people monitor their self-presentations, expressive behavior,
and nonverbal affective displays. It is defined as a personality trait that indicates a person’s
capability to regulate and synchronize his behavior to be able to adapt to social situations. Those
who champion in self-monitoring basically has a thorough understanding of the situation and
what it demands. Equipped with the necessary knowledge, and armed with a desire to fit in, he
can now act accordingly and will continue to monitor the extent of his actions, conscious of
social interactions.

PROACTIVE PERSONALITY
Rather than just reacting to the situations, moaning, whining and complaining to no end, people
who demonstrate proactive behavior are change-oriented and self-initiated. Simply put, they
have the initiative to find solutions and make changes happen. In short, they go out of their way
to right what is wrong. The do not content themselves with a wait and see attitude. Proactive
behavior involved acting in advance of a future situation, rather than just reacting.

SELF-ESTEEM
The term self-esteem in psychology is used to describe an individual’s overall sense of self-
worth or personal value. So, how much you appreciate and like yourself?

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Self-esteem refers to a person’s overall sense of his or her value or worth. It can be considered
a sort of measure of how much a person “values, approves of, appreciates, prizes, or likes him
or herself” (Adler & Stewart, 2004).

SELF-EFFICACY
Self-efficacy is the belief we have in our own abilities, specifically our ability to meet the
challenges ahead of us and complete a task successfully (Akhtar, 2008). General self-efficacy
refers to our overall belief in our ability to succeed, but there are many more specific forms of
self-efficacy as well (e.g., academic, parenting, sports).

SELF-EFFICACY vs. SELF-ESTEEM: WHAT’S THE DIFFERENCE?

Self-esteem is conceptualized as a sort of general or overall feeling of one’s worth or value
(Neil, 2005)
Self-efficacy is the belief we have in our own abilities, specifically our ability to meet the
challenges ahead of us and complete a task successfully. (Akhtar, 2008)

 is focused more on “being”

SELF-ESTEEM  e.g. feeling that you are perfectly
acceptable as you are

 is more focused on “doing”

SELF-EFFICACY
 e.g. feeling that you are up to a challenge

EMPLOYEE SELECTION: PERSONALITY TESTING, INTERVIEWS, AND VALUES

VALUES
Refer to a person’s principles or standards behavior; one’s judgment of what is important in life.
Values are formed throughout one’s life as a result of accumulating experiences. Thus, values
tend to be relatively stable.

Values included in Schwartz’s (1992) Value Inventory

Values Definition
Achievement The desire for personal success
Benevolence The desire to protect the well-being of people who are close
to the person
Conformity Being motivated by self-disciplined and obedient
Hedonism The desire for pleasure in life
Power The desire for control over others, attaining power and
prestige

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 Security Valuing safety and stability
Self-Direction The desire to be free and independent
Stimulation The desire for a stimulating and exciting life
Tradition Acceptance of social customs and traditional ideas in a
society
Universalism The desire to protect the well-being of all people. Caring
about social justice

Dynamic relations among the values

SELECTION TESTS
Many organizations hold different kinds of selection tests to know more about the candidates or
to reject the candidates who cannot be called for interview etc. Selection tests normally
supplement the information provided in the application forms. Such forms may contain factual
information about candidates. Selection tests may give information about their aptitude, interest,
personality, which cannot be known by application forms.
Types of tests and rules of good of testing have been discussed in brief below:
A. Aptitude Tests:
These measure whether an individual has the capacity or talent ability to learn a given job
if given adequate training. These are more useful for clerical and trade positions.

B. Personality Tests:
At times, personality affects job performance. These determine personality traits of the
candidate such as cooperativeness, emotional balance etc. These seek to assess an

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 individual’s motivation, adjustment to the stresses of everyday life, capacity for
interpersonal relations and self-image.
C. Interest Tests:
These determine the applicant’s interests. The applicant is asked whether he likes, dislikes,
or is indifferent to many examples of school subjects, occupations, amusements,
peculiarities of people, and particular activities.
D. Performance Tests:
In this test the applicant is asked to demonstrate his ability to do the job. For example,
prospective typists are asked to type several pages with speed and accuracy.
E. Intelligence Tests:
This aim at testing the mental capacity of a person with respect to reasoning, word fluency,
numbers, memory, comprehension, picture arrangement, etc. It measures the ability to
grasp, understand and to make judgment.
F. Knowledge Tests:
These are devised to measure the depth of the knowledge and proficiency in certain skills
already achieved by the applicants such as engineering, accounting etc.
G. Achievement Tests:
Whereas aptitude is a capacity to learn in the future, achievement is concerned with what
one has accomplished. When applicants claim to know something, an achievement test is
given to measure how well they know it.
H. Projective Tests:
In these tests the applicant projects his personality into free responses about pictures shown
to him which are ambiguous.

INTERVIEW:
 An interview is a procedure designed to get information from a person and to assess his
potential for the job he is being considered on the basis of oral responses by the applicant
to oral inquiries by the interviewer. Interviewer does a formal in-depth conversation with
the applicant, to evaluate his suitability. It is one of the most important tools in the selection
process. This tool is used when interviewing skilled, technical, professional and even
managerial employees. It involves two-way exchange of information. The interviewer
learns about the applicant and the candidate learns about the employer.

TYPES OF INTERVIEW
The purpose of a job interview is for you and an employer to learn about one another.
Employers want to evaluate your qualifications, and you also want to evaluate the employer. There
are several different types of interviews:

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 Type What to Expect Tips

A call from an employer to eliminate

Have your job search records
Telephone candidates based on essential criteria. An
organized and handy. Refer to
Screening Interview employer may call you without an
your resume as needed.
appointment.

You may not be meeting with

Used instead of a telephone screening
the final decision maker, but
In-Person interview, but with same basic purpose.
don’t slack off. Sell yourself as
Screening Interview Provides an initial impression of your
you would in a “regular”
attitude, interest, and professional style.
interview.

Establish a connection with

In-depth questions to evaluate your
everyone you meet (before and
qualifications for the position and your
Selection Interview after the actual interview). Sell
ability to fit in. There may be more than
yourself as a natural addition to
one interview at this stage.
the team.

Behavioral
The interviewer will ask questions that
Interview (also Think of a few examples ahead
require you to describe how you have
known as a STAR of time. Use examples that
handled work-related situations. This
interview -Situation, illustrate your skills and give a
provides more information about your
Task, Action, and good impression of you.
behavior, personality, and character.
Results)

Gives you a chance to show samples of Run through different ways to

Work Sample work you've done or demonstrate your describe the projects in your
Interview skills. May be a display of your portfolio or portfolio. Practice your
a demonstration of your skills. presentation until it is smooth.

A meeting with your prospective

Peer Group Don't forget to smile. It shows
coworkers who evaluate how well you fit
Interview confidence.
in.

Direct your answer to the

person who asked the question,
but try to maintain some eye
contact with all group members.
If other candidates are present,
Three or more people will ask you
introduce yourself and be polite.
Group or Panel questions on your qualifications and
Volunteer to respond first to a
Interview evaluate how you fit in. It may include
few questions, but do not
other candidates for the position.
dominate the entire interview.
Compliment another
candidate's response and then
build on it with your own
thoughts.

Keep your cool and take your

Questions intended to make you
time in responding to the
Stress Interview uncomfortable and a test how you will
questions. Don't take anything
handle stress on the job.
personally.

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 Practice before a video camera
or mirror if facing a camera
during an interview makes you
Uses technology for a “person-to-person”
nervous. If the employer
Video Conference interview by video. Allow people from
requests that you interview
Interview different locations to interview you without
using an online video chat (such
traveling.
as Skype or Google Chat), do a
mock interview with a friend
using that technology.

Source: Creative Job Search

Other types of Interview Based on the Degree of Structure:

1. Unstructured or non-directive:
In which you ask questions as they come to mind. There is no set format to follow.
An unstructured interview is a job interview in which questions may be changed based on the
interviewee's responses. While the interviewer may have a few set questions prepared in
advance, the direction of the interview is rather casual, and questions flow is based on the
direction of the conversation. Unstructured interviews are often seen as less intimidating than
formal interviews. However, because each interviewee is asked different questions, this method
is not always reliable.
2. Structured or directive:
In which the questions and acceptable responses are specified in advance. The responses are
rated for appropriateness of content.
A structured interview is typically used when an employer wants to assess and compare you
with candidates in an impartial way. Essentially, the interviewer asks all the candidates the
same questions. If the position requires specific skills experience, the employer will draft
interview questions focusing exactly on the abilities the company is seeking.

PREPARING FOR AN INTERVIEW

 Prepare copies of resume
 Do not forget to bring a pen
 Review your work history
 Make a research on common interview questions and prepare how to answer such in case
you’re asked similar questions on the big day. Rehearse your answers.
 Know something about the company and the position you’re applying for.
 Be prepared or any surprise questions that may arise. This is in case of “grace under
pressure”. Response with your best poise and composure.

DRESSING FOR SUCCESS:

Tips to dress for positive impact
 The appropriate interview attire depends on the industry in which you’ll be interviewing,
as well as the geographic location and time of year.
 Spend time on the Internet researching the company, industry and competitors to
determine suitable interview outfits.

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  Still not sure? Call the company’s HR department and ask what they recommend you
wear.
 When in doubt, err on the side of being slightly over dressed, rather than show up looking
too casual.
 Don’t have an appropriate outfit? Go to a large department store like and ask for help
from a personal shopper or hire a personal stylist.
 Ensure that your clothes are cleaned and pressed.
 Avoid wearing perfume or cologne.
 Wear makeup and accessories that are appropriate to the job/company/industry.

“As the old saying goes: “Perception is reality.” Think about the image you want to project
during your interview and then choose an outfit that will create a positive perception and is
appropriate, given the time of year, your geographic location, and the job/company/industry.”

INTERVIEW DO’s and DON’Ts

DO’s
 Arrive on time or earlier
This will give you enough stretch to
freshen up and relax your nerves.
 Project confident body language
Sit straight, make an eye contact,
smile and nod when necessary.
 Stay poised and relaxed
 Listen attentively
Make sure you understand what the
interviewer is saying. Do not make
mistake of giving the right answer to
the wrong question.
 Be honest as much as you can
 Always be positive
 Be yourself
Discuss your strengths and how you
can contribute in case you’re hired.
 Be professional and observe proper
manners.
 Remember names of those involved in
the interview process. Smile and
project an aura of being happy to be
there. Show your enthusiasm but do
not overdo it.
 Turn off your phone or at least put it
in silent mode
DON’Ts
 Don’t be late
 Do not slouch or cross your arms as this
makes you seem hesitant or closed off.
 Do not panic or ramble your answers. Think
before you answer
 Do not interrupt the interviewer. Chances
are, you would be given some time to ask
questions before the end of the interview
 Do not pretend just to look good. Never
pretend to have the skills you do not have.
 Do not speak ill of your past employers. It
will only make you look bitter,
unprofessional, and a risky hire.
 Avoid personal issues
 Do not chew gum during the interview.
Also, do not bring any family member or
friends to accompany you to help you
answer questions.
 Do not do the following during the
interview:
 Tapping your fingers on the table
 Biting your nails
 Playing with your hair
 Clicking your pen
 Do not answer a call and definitely don’t call
anyone for advice on how to answer difficult
questions.
 Lastly, do not use your phone to take a selfie
with the interviewer.

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 REMEMBER:

When asked a TRICKY QUESTION…. Think SMART

When asked a CLEVER QUESTION … Think WITTY

IV. SELF ASSESSMENT QUESTIONS

1. What do you understand by selection process? Discuss various steps involved in it.
2. What is application blank? What purpose does it serve? Explain the contents of an
application blank.
3. Explain various types of tests used in the selection process.
4. What is an interview? What purpose does it serve? Discuss various types of interviews.
5. Discuss various guidelines to be followed for an interview.
6. Explain various steps involved in the selection of personnel.

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