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MBA Information Systems 1st Year - Assignment Annamalai University

5: Human Resource Management

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Question #1: What are all the roles of HR Manager? Explain line and staff function.

Answer:-

IntroductionOrganisations are made up of people and functions through people. Without people organisations cannot exists. The resources of men, money, material and machinery are collected, coordinated and utilised through people. Therefore people are the most significant resources of any organisation.

Business houses are made or broken in the long run not by markets or capital, patents or equipment but by men L. F. Urwick

The total knowledge, skills, creative abilities, talents and aptitudes of an organisations workforce, as well as the values, attitudes and beliefs of the individuals involved Megginson

Thus, human resources represent the quantitative and qualitative measurement of the workforce required in an organisation.

In order to bind people and the organisation together to achieve their objectives an effective Human Resource Management (HRM) is required by every organisation.

Planning, organizing, directing, controlling of procurement, development, compensation, integration, maintenance and separation of human resources to the end that individual, organizational and social objectives are achieved. Edwin Flippo defines

HR Manager who leads this critical department of an organisation is one of the most important key to open a lock hanging on the door of success. If he/she is efficient enough to handle and to take out best from his/her team members any organisation can achieve more from his target goals. He/she plays a very important role in hierarchy, and also in between the higher management and low level employees.

Qualities of HR Manager

The job of Human Resource Manager is quite complex and challenging. In order to be successful, several qualities are required in an HR Manager. Some of these qualities are

1. Educational Qualifications: Degree of recognized university. Postgraduate degree/diploma in sociology or social work or human resource management/industrial relations/labor welfare/labor law, or MBA with specialization in HRM. Degree in law will be an additional/desirable qualification.2. Personal Attributes: The HR manager, as in case of any other manager, must have initiative, resourcefulness, depth of perception, maturity in judgment, and analytical ability. Freedom from bias would enable the HR manager to take an objective view of both of management and workers. He must thus have intellectual integrity. HR manger should be thorough with labor laws. The HR manager must be familiar with human needs, wants, hopes and desires, values, aspirations, etc., without which adequate motivation is impossible.

The HR manager should also possess other personal attributes like: Intelligence: This includes skills to communicate, articulate, moderate, and understand, etc., command over language, mental ability and tact in dealing with people intelligently, ability to draft agreements, policies etc. Educational skills: HR manager should possess learning and teaching skills as he has to learn and teach employees about organizational growth, need for and mode of development of individuals. Discriminating skills: HR manager should have the ability to discriminate between right and wrong, between the just and unjust, merit and demerit. Executing skills: HR manager should execute HR issues with speed, objectivity and accuracy. He should also be able to streamline the office, set standards of performance Co-ordinate and control, etc. He should also have leadership qualities, deep faith in human values, empathy with human problems, foreseeing future needs of employees, organization, government, trade unions, society, etc.

3. Experience and Training: Previous experience is an added advantage, provided the experience was in an appropriate environment and in the same area. Training in psychological aspects, labor legislation and in HR management. Experience in an enterprise in some other executive capacity can also help towards an appreciation of the general management problems and a practical approach in meeting HR problems.

4. Professional Attributes: HR manager should have patience and understanding, ability to listen before offering advice. HR manager should have the knowledge of various disciplines like technology, engineering, management, sociology, philosophy and law. He must be able to couple his social justice with a warm personal interest in people which must be secured by an uncommon degree of common sense.

5. Commitment

A manager is committed to the success of the project and of all team members. She holds the vision for the collective team and moves the team closer to the end result. It's the manager's commitment that pulls the team forward during trying times.

6. VersatilityFlexibility and versatility are valuable qualities in a manager. Beneath the flexibility and versatility is an ability to be both non-reactive and not attached to how things have to be. Versatility implies an openness this openness allows the leader to quickly *change on a dime* when necessary. Flexibility and versatility are the pathways to speedy responsiveness.

Role of HR Manager

The role of Human Resource manager may be analyzed as

1. As a specialist:HR Manager is an expert. As a specialist, he advices the heads of different functional departments on various aspects of human resource management, such as human resource planning, recruitment, selection, orientation, training, appraisal, compensation, etc. with his counsel and suggestions, functional managers can perform these functions successfully. The human resource manager should provide information, suggestions and assistance in such a way that he is considered a source of help rather than a source of threat to line managers. He should earn their confidence and goodwill. Staff assistance is likely to be effective when it is wanted rather than when imposed. HR Manager must analyze different classification studies related to job audits and other activities to identify duties and responsibilities assigned to employees; develops job descriptions, job specifications, organization charts and other materials to describe positions and duties performed by employees; determines appropriate classifications for individual positions.

2. An a Information Source:

The HR Manager provides valuable information about labor market, laws and other related areas. Such information is necessary for the formulation of proper policies and procedures about human resources. He serves as a record keeper and researcher to provide the required information.

3. As a Change Agent:

The HR Manager can serve as an internal change agent to initiate and spearhead necessary improvements in human resource practices. As a consultant, he can provide necessary infrastructure and support for institutional changes in the organization. He is an innovator in human resource matters. To be an effective consultant, the HR Manager should be familiar with the needs and changing environment of the organization.

As a controller:The HR Manager assists line managers in effective implementation of human resource policies and programs. His advice and service is essential for monitoring and controlling the progress. As an arm of the top management, the human resource manager ensures that the human resource policies and procedures approved and adopted by the management are being consistently carried out in all the departments.

4. As a liaison Man:Very often the human resource manager is asked to act as a linking pin between different departments/divisions of an organization.

5. As a Housekeeper:

The HR Manager looks after safety, health, welfare, etc. of employees.

6. As a Fire Fighter:

In union-management relations, the HR Manager acts as a shock absorber. He is the managements defense against trade union activities. He acts as a trouble shooter.

Thus a HR Manager plays a variety of roles depending on the needs of the particular organization. He is basically an advisor or controller rather than a decision-maker. He is there to assist, advice, counsel and guide the line executives in the performance of human resource function.

Ethical Duties of HR Manager

Respecting people and not using them solely as means to ones own ends. Not doing any harm providing equal pay for equal work. Telling the truth being truthful in recruitment. Interprets and communicates laws and regulations to ensure the agency is aware of its legal responsibilities; in conjunction with the Legal Department. Develops and implements personnel rules and regulations, and interprets and administers human resources-related provisions of collective bargaining agreements. Analyses processes and procedures in assigned functional areas including conducting research and statistical analyses, and makes recommendations for improvement. Trains and evaluates subordinates and prepares preliminary budget reports in assigned functional areas. Keeping promises taking responsibility for occupational diseases. Treating people fairly and without discrimination avoiding discriminatory practices in selection, appraisal etc. Not depriving people of basic rights, such as the right to free speech and association.

Staff and Line Function of HR Manager

HR: No More a Staff But a Line Function Sidharth Nahata & K. Snehapriya"All managers are, in a sense, HR managers, since they all get involved in activities like recruiting, interviewing, selecting, and training." Gary Dessler

HR managers are, in most of the cases even now in this modern world, generally staff managers. They are responsible for advising line managers (like those for production and sales) in areas like recruiting, hiring, and compensation.

The human resource department provides this specialized assistance. Thus, an HR manager will perform three distinct functions: -1. A Line Function :

An HR manager possesses a line authority over his own department to accomplish the task and roles assigned to each employee of the department. Line manager is the one who is responsible for getting effective performance, for ensuring adequate training and development, for welfare and discipline, counseling, and hiring, and firing; responsible for the planning, control and organization of work, for motivating staff and generally for getting the job done through people.

2. A Coordinative Function: An HR manager is also a coordinator of all the decision, activities in the personnel area. This is referred to as functional control. Whatever, policies procedures and objectives are set for the HR manager implements on employees in the organization. HR Develops and implements a recruitment and selection system that is suitable to the nature of the business. 3. A Staff Function:

This is basically an advisory role played by the manager whereby he only assists line managers, but that does not mean his advice shall be taken finally. It all depends on the discretion of the line manager. Such a function involves assisting on areas such as training, evaluating, rewarding, counselling, promoting, and firing of employees, etc. Many a times, HR managers also update the line managers as well as top management regarding the current trends and new methods of solving problems. The staff function is advisory but owns the responsibility for the results and in accountable for non-performance.

HR Manager Activities between the Line and the Staff Duties

Department Supervisors (Line) ActivitiesPersonnel Specialists (Staff) Activities

Recruitment & SelectionAssist job analyst by listing specific duties and responsibilities of the job in question and explain to HR future staffing needs and sorts of people needed to be hired. Describe "human requirements" of job so HR can develop selection tests Interview candidates and make final selection decisionWrite job description and job specification based on input from department supervisor. Develop personnel plans showing promo table employees. Resorting of qualified applications. Conduct initial serving interviews and refer feasible candidates to department supervisor.

Training & DevelopmentOrient employees regarding the company and job and instruct and train new employees. Evaluate and recommend managers' developmental activities. Provide the leadership and empowerment that builds effective work teams. Use the firm's appraisal forms to appraise employee performance. Assess subordinates' career progress and advise them regarding career options.Prepare training materials and orientation documents and outlines. Advise CEO regarding development plan for managers based on CEO's stated vision of firm's future needs.Providing information regarding how to institute and operate quality improvement programs and team building efforts. Develop performance appraisal tools and maintain records of appraisals

CompensationAssist HR by providing information regarding the nature and relative worth of each job to serve as the basic for compensation decisions. Don the nature and amounts of incentives to be paid to subordinates. Decide on the package of benefits and services the firm is to payConduct job evaluation procedures aimed at determining relative worth of each job in the firm. Conduct salary survey for same job type in the market.Serve as a resource in advising line management regarding financial incentives and pay plan alternatives

Labour RelationsEstablish the day-to-day climate of mutual respect and trust needed to maintain healthy labour management relations. Consistently apply the terms of the labour agreement. Ensure that the firm's grievance process is functioning in a manner consistent with the labour agreement and make final decisions on grievances after investigating same. Work with HR in negotiating the collective bargaining agreementDiagnose underlying causes of labour discontent with an eye toward anticipating with the sorts of moral and lead to unionization efforts. Train line managers regarding the interpretation of contract terms and the legal pitfalls to be avoided during the union organizing effort. Advise managers regarding how to handle grievances and assist all parties in reaching agreement regarding grievances

Employee Security & SafetyKeep the lines of communication open between employees and managers so employees are kept abreast of important company matters and have a variety of vehicles they can use to express concerns and use to express concerns and gripes. Sure employees are guaranteed fair treatment as it relates to discipline, dismissals and job security. Continually direct employees in the consistent application of safe work habits. Prepare accident reports promptly and accurately.Advise line management regarding the communication techniques that can be used to encourage upward and downward communication. Develop a fair treatment process and train line managers in its use. Analyze jobs to develop safe practice rules and advise on design of safety apparatus such as machinery guards. Promptly invest accidents analyze causes, make recommendations for accident presentation and submit necessary forms to occupational safety and health administration

Question #3: a) Write short note on:i) job specificationii) job analysisiii) job evaluationb) Explain the types of interviews

Answer:-

a) Short note on

i) Job Specification

Job Specification is the delineation of the knowledge, skills, and abilities along withthe associated education, training, and experience required to successfully perform withina position. The stipulated criterion normally constitutes the minimum recruiting criteria or minimum qualifications for the position.

Job Specification contains or consists of the following information:-1. Personal characteristics such as education, job experience, age, gender, extracurricular activities, etc.2. Physical characteristics such as height, weight, vision, hearing, fitness, health, etc.3. Mental characteristics such as general intelligence (IQ), memory, judgment, foresight, etc.4. Social and Psychological characteristics such as emotional ability, flexibility, manners, creativity, group behavior, etc.

Job specification tells what kind of person is required for a given job. It serves as a guide in the recruitment and selection process. It also helps in training and appraisal of the employee. Organizations generally tend to specify relatively high requirements for formal education and training with the result that highly qualified personnel end up doing routine jobs. Despite these problems, it is necessary to specify for every job the minimum acceptable human qualities.Advantages of Job Specification1. It is helpful in preliminary screening in the selection procedure.2. It helps in giving due justification to each job.3. It also helps in designing training and development programmes.4. It helps the supervisors for counseling and monitoring performance of employees.5. It helps in job evaluation.6. It helps the management to take decisions regarding promotion, transfers and giving extra benefits to the employees.For Example:Job specification of Compensation ManagerPosition:Manager, wage and administration.

Department:Human Resource division.

Education and training:a. A good bachelor degree with at least 50 percent marksb. MBS with specification in HRM/MA Social Work/Diploma in HRM or other equivalent qualificationc. A degree or diploma in labour law will be an additional desirable qualification

Experience:At least five years experience in a similar position in a large organisation of repute.

Age:Preferably above 30 years and below 45 years

Other attributes:a. Good healthb. Pleasing mannersc. Fluency in speaking and writingd. Analytical and decision making skillse. Ability to work long hoursf. Innovative approachg. Good knowledge of computer applications

ii) Job Analysis

Organizations consist of positions that have to be staffed. Job analysis is the procedure through which you determine the duties of these positions and the characteristics of the people to hire for them. Job analysis produces information used for writing job descriptions (a list of what the job entails) and job specifications (what kind of people to hire for the job).

The supervisor or HR specialist normally collects one or more of the following types of information via the job analysis:

Work activities. First, he or she collects information about the jobs actual work activities, such as cleaning, selling, teaching, or painting. This list may also include how, why, and when the worker performs each activity. Human behaviors. The specialist may also collect information about human behaviors like sensing, communicating, deciding, and writing. Included here would be information regarding job demands such as lifting weights or walking long distances. Machines, tools, equipment, and work aids. This category includes information regarding tools used, materials processed, knowledge dealt with or applied (such as finance or law), and services rendered (such as counseling or repairing). Performance standards. The employer may also want information about the jobs performance standards (in terms of quantity or quality levels for each job duty, for instance). Management will use these standards to appraise employees. Job context. Included here is information about such matters as physical working conditions, work schedule, and the organizational and social contextfor instance, the number of people with whom the employee would normally interact. Information regarding incentives might also be included here. Human requirements. This includes information regarding the jobs human requirements, such as job-related knowledge or skills (education, training, work experience) and required personal attributes (aptitudes, physical characteristics, personality, interests).

Uses of Job Analysis InformationJob analysis information is the basis for several interrelated HR management activities. Recruitment and Selection Job analysis provides information about what the job entails and what human characteristics are required to perform these activities. This information, in the form of job descriptions and specifications, helps management decide what sort of people to recruit and hire. Compensation Job analysis information is crucial for estimating the value of each job and its appropriate compensation. Compensation (such as salary and bonus) usually depends on the jobs required skill and education level, safety hazards, degree of responsibility, and so onall factors you can assess through job analysis. Furthermore, many employers group jobs into classes (say, secretary III and IV). Job analysis provides the information to determine the relative worth of each joband thus its appropriate class. Performance Appraisal A performance appraisal compares each employees actual performance with his or her performance standards. Managers use job analysis to determine the jobs specific activities and performance standards. Training The job description should show the activities and skillsand therefore the trainingthat the job requires. Discovering Unassigned Duties Job analysis can also help reveal unassigned duties. For example, your companys production manager says shes responsible for a dozen or so duties, such as production scheduling and raw material purchasing. Missing, however, is any reference to managing raw material inventories? On further study, you learn that none of the other manufacturing people are responsible for inventory management, either. You know from your review of other jobs like these that someone should be managing inventories. Youve uncovered an essential unassigned duty, thanks to job analysis.

iii) Job Evaluation

Job evaluation is an orderly and systematic technique of determing the relative worth of the various jobs within the organization so as to develop an equitable wage and salary structure. It is a process which is helpful even for framing compensation plans by the personnel manager. Job evaluation as a process is advantageous to a company in many ways:

Reduction in inequalities in salary structure - It is found that people and their motivation is dependent upon how well they are being paid. Therefore the main objective of job evaluation is to have external and internal consistency in salary structure so that inequalities in salaries are reduced. Specialization - Because of division of labor and thereby specialization, a large number of enterprises have got hundred jobs and many employees to perform them. Therefore, an attempt should be made to define a job and thereby fix salaries for it. This is possible only through job evaluation. Helps in selection of employees - The job evaluation information can be helpful at the time of selection of candidates. The factors that are determined for job evaluation can be taken into account while selecting the employees. Harmonious relationship between employees and manager - Through job evaluation, harmonious and congenial relations can be maintained between employees and management, so that all kinds of salaries controversies can be minimized. Standardization - The process of determining the salary differentials for different jobs become standardized through job evaluation. This helps in bringing uniformity into salary structure. Relevance of new jobs - Through job evaluation, one can understand the relative value of new jobs in a concern. Due to increasing mechanization and automation, perofmance depends in many cases more on the machine than on the worker. Job evaluation is a realistic basis of wage fixation in these cases.

Job evaluation represents an effort to determine the relative value of every job in a plant and to determine what the fair basic wage for such a job should be. Kimball and Kimball

Thus, job evaluation is different from performance appraisal. In job evaluation, worth of a job is calculated while in performance appraisal, the worth of employee is rated.

Job Evaluation MethodsThere are 4 basic and traditional systems of job evaluation.It grouped as under:

Non quantitative methods 1. Ranking or job comparision2. Grading or job classification

1. Ranking - This method is one of the simplest to administer. Jobs are compared to each other based on the overall worth of the job to the organization. The 'worth' of a job is usually based on judgements of skill, effort (physical and mental), responsibility (supervisory and fiscal), and working conditions.

Advantages: Simple. Very effective when there are relatively few jobs to be evaluated (less than 30).Disadvantages: Difficult to administer as the number of jobs increases. Rank judgements are subjective.

Since there is no standard used for comparison, new jobs would have to be compared with the existing jobs to determine its appropriate rank. In essence, the ranking process would have to be repeated each time a new job is added to the organization.

2. Classification - Jobs are classified into an existing grade/category structure or hierarchy. Each level in the grade/category structure has a description and associated job titles. Each job is assigned to the grade/category providing the closest match to the job. The classification of a position is decided by comparing the whole job with the appropriate job grading standard. To ensure equity in job grading and wage rates, a common set of job grading standards and instructions are used. Because of differences in duties, skills and knowledge, and other aspects of trades and labour jobs, job grading standards are developed mainly along occupational lines. The standards do not attempt to describe every work assignment of each position in the occupation covered. The standards identify and describe those key characteristics of occupations which are significant for distinguishing different levels of work. They define these key characteristics in such a way as to provide a basis for assigning the appropriate grade level to all positions in the occupation to which the standards apply.

Advantages: Simple. The grade/category structure exists independent of the jobs. Therefore, new jobs can be classified more easily than the Ranking Method. Disadvantages Classification judgments are subjective. The standard used for comparison (the grade/category structure) may have built in biases that would affect certain groups of employees (females or minorities). Some jobs may appear to fit within more than one grade/category.

Quantitative Methods

3. Factor Comparison 4. Point Rating 3. Factor Comparison - A set of compensable factors are identified as determining the worth of jobs. Typically the number of compensable factors is small (4 or 5). Examples of compensable factors are: Skill, Responsibilities, Effort Working Conditions Next, benchmark jobs are identified. Benchmark jobs should be selected as having certain characteristics. Equitable pay (not overpaid or underpaid) Range of the factors (for each factor, some jobs would be at the low end of the factor while others would be at the high end of the factor). This process establishes the rate of pay for each factor for each benchmark job. Slight adjustments may need o be made to the matrix to ensure equitable dollar weighting of the factors. The other jobs in the organization are then compared with the benchmark jobs and rates of pay for each factor are summed to determine the rates of pay for each of the other jobs.

Advantages: The value of the job is expressed in monetary terms. Can be applied to a wide range of jobs. Can be applied to newly created jobs. Disadvantages The pay for each factor is based on judgements that are subjective. The standard used for determining the pay for each factor may have build in biases that would affect certain groups of employees (females or minorities).

4. Point Method - A set of compensable factors are identified as determining the worth of jobs. Typically the compensable factors include the major categories of:Skill, Responsibilities, Effort, Working ConditionsThese factors can then be further defined.Skill, Experience, Education, Ability, Responsibilities, Fiscal, Supervisory, Effort, Mental, Physical, Working Conditions, Location, Hazards, Extremes in EnvironmentThe point method is an extension of the factor comparison method. Each factor is then divided into levels or degrees which are then assigned points. Each job is rated using the job evaluation instrument. The points for each factor are summed to form a total point score for the job. Jobs are then grouped by total point scores and assigned to wage/salary grades so that similarly rated jobs would be placed in the same wage/salary grade.

Advantages The value of the job is expressed in monetary terms. Can be applied to a wide range of jobs. Can be applied to newly created jobs. Disadvantages The pay for each factor is based on judgements that are subjective. The standard used for determining the pay for each factor may have build in biases that would affect certain groups of employees (females or minorities).

b) Types of interviews

IntroductionInterview is a face to face interaction between two persons for a particular purpose. It is widely used not only in employee selection but for placement, orientation, appraisal, disciplinary action, exit or separation, counselling and general problem solving. It is also employed to screen candidates for admission into the institution of higher learning. Thus, an interview is a purposeful exchange of views, the answering of questions and communication between two or more persons.The qualitative research interview seeks to describe and the meanings of central themes in the life world of the subjects. The main task in interviewing is to understand the meaning of what the interviewees say -(Kvale,1996)

Types of Interview

1. Formal Interview - The course of the interview is pre planned. Also, the fixing of value, time limit, panel of the interview, intimating the candidate officially of selection / rejection etc is decided. The questions to be asked to the candidate are pre decided and the panel of experts will be allotted the areas they are required to probe the interviewee. The panel generally does not deviate from the objective set for the interview.

2. Informal Interview - This type of interview is more casual in approach. The interviewer may ask the candidate basic questions related to the job. They might change their mind about questions and carry on a conversation with the candidate, e.g. Tell me something about your family background. In this type of interview, the interviewer tries to bring the candidate at ease before probing deeper into the job related field.

3. Structured Interview - This type of interview is perfectly planned and the course of action is defined. The panel is not given room to go beyond the formulated structure of the interview. Here a list of questions to be asked is prepared and the questions are asked in a particular cycle. This type of interview is very similar to Formal Interview.

4. Unstructured Interview - In this type of interview, the candidate is given full freedom to talk about the areas he is comfortable with. These areas are normally restricted to academics, family backgrounds, self, previous work experience, etc. The course of action is not decided. The interviewer may ask questions based on the candidates answer to previously asked questions. To probe further the interviewer may assist the candidate to open up on various areas to understand the candidate better.5. Panel Interview - In this type of interview, the candidate is interviewed by more than 1 person. This is done because 1 interviewer may not be able to judge the candidate in different areas/ skills owning to lack of knowledge and competence in multiple disciplines and areas. Hence most organizations invite a panel of experts, specialized in different areas / fields / disciplines, to interview the candidates. A panel of experts can judge the candidate on his / her performance and prepare a consolidated report of the performance. The panel may be employees of the organization or experts in the field maybe invited to conduct the interview.6. Group Interview - Group interview could be of 2 typesi) Group interview: Here, a group of candidates, say 4-5 candidates, are brought in the room and interviewed in turns. The question may keep snowballing or different questions may be asked to different candidates as they are carefully observed who will lead this discussion and how each will make his presentation and how well they react to each others views.. This method helps a busy executive to save valuable time and gives a fair account of the objectivity of the interview to the candidates.ii) Discussion Interview: Here, the group of candidates is called in a room and given 1 topic to discuss. Every candidate in the room has an opportunity to bring forward his views on the topic. This method is usually adopted for college admissions. But now it has become a trend in job selections also. This type of interview helps the interviewer in appraising, certain skills of the candidates like initiative, inter-personal skills, etc.

7. Stress Interview - This type of interview tries to judge the candidates patience levels and also his behaviour towards a problem / situation when under stress. Interviewer tests the candidate by putting him under stress and strain by interrupting the applicant from answering, criticizing his opinions, asking questions pertaining to unrelated areas, keeping silent for unduly long period after he has finished speaking etc. Usually, stressing the candidate in the middle segment of the interview will generate effective results. But the interviewer must be very careful and tactful.

8. Depth Interview - In this type of interview, the candidate is asked questions extensively in the particular field to extract as much information possible related to the candidates skills and knowledge in that area. Experts in that particular field examine the candidates by posing relevant questions as to extract critical answers from them, initiating discussions regarding critical areas of the job, and by asking the candidates to explain even minute operations of the job performance. This will help the expert judge the candidate easily because of the minute details expected to be shared by the candidate. Depth Interview is the opposite of discussion interview.

9. Telephonic Interview - Interviews that are conducted via telephone. This type of interview generally takes place when the organization and the candidate are based in different locations, where travelling might incur cost for the company. Now-a-days to save time and resources a lot of organizations are taking up telephonic interviews. While job hunting the candidate should be prepared for a telephonic interview at any moment.

10. Video Interviews - In this type of interview, the candidate is interviewed via a video conferencing call. This is possible due to advancement in technology. Similar to the telephonic interview, the candidate is interviewed using the internet connection based in different countries altogether. The candidate may be called to the organizations country office or he may be contacted directly at a pre specified time. The candidate should make sure he is on time and not keeps the interviewer/s waiting.This is the first part of the article, where we have tried to cover the basic and widely known types of interview. In the coming article, we shall consider other types that are employed across the globe but the organizations might not have named them.

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