selecting human resource
TRANSCRIPT
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SELECTING HUMAN
RESOURCE
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Selection is the process of differentiating between
applicants in order to identify and hire those with a greater
l ikelihood of success in a job.
Here the focus is on applicants from outside the
organization and not those who are within.
Recruitment is considered a positive approach as it seeks to
attract as many candidates as possible, while selection is
negative in its application as it seeks to elim inate to be able
to identify the right candidate/ candidates.
NATURE OF SELECTION
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The role of selection in an organization is crucial because
Work performance depends on individuals
The cost incurred in recruiting and hiring personnel speaks
volumes about the role of selection
Costs of wrong selection are much greater
A SOURCE OF COMPETITIVE
ADVANTAGE
S
FALSE NEGATIVE
ERROR
TRUE POSITIVE (High
Hit)
TRUE NAGATIVE (Low
Hit)
FALSE POSITIVE
ERROR
Succes
sFailure
Failure
Predicted
Success
Predicted
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Until recently hiring was perform ed in a rather unplannedmanner.
Selection is now centralized and is handled by the humanresource department.
This system is preferred because of the fol lowing advantages It is easier for the applicant because they can send application to a
centralized department.
It facilitates contact with applicants because issues pertaining toemployment can be cleared through one central location.
Helps operating managers to concentrate on operating responsibilities
Provides better selection because hiring is done by specialists
The applicant is better assured of consideration for a greater variety ofjobs
Hiring costs may be cut as duplication of effort is minimized
W ith increased government regulations on the selection process, it isimportant that people who know about these rules handle a major partof the selection process.
ORGANIZATION FOR SELECTION
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Environmental factors affect ing select ion supply, demand,unemployment rate, labor mark et conditions, legal & polit icalconsiderations.
Internal factors affect ing select ion companys policy, HRP,
and cost of hir ing. The process
Preliminary interview
Selection tests
Employment interview
Reference & background analysis
Selection decision
Physical examination
Job offer
Employment contract
evaluation
SELECTION PROCESS
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This is the next step after receipt and screening of
applications.
The purpose here is similar to that of the scrutiny of
applications elimination of unqualif ied applications
Here though rejection is based on factors beyond those that
are visible in the application form.
This is also called a courtesy interview and is a good
public relations exercise.
PRELIMINARY INTERVIEW
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There are predominantly 3 kinds of tests abil i ty test, aptitudetest & personality test.
Abil i ty test also called an achievement test assists indetermining how an individual can perform tasks related to a
job. E.g. data entry secretar ial job
Aptitude test this helps determine a persons potential tolearn in a given area.
Personality test these tests are given to measure aprospective employees motivation to function in a particularworking environment e.g TAT, MMPI
Interest test these are used to measure an individualsactivity preference.
Graphology it is designed to analyze the handwrit ing of theindividual as they say that it can suggest degree of energy,inhibit ions, spontaneity as well as disclose idiosyncrasies andelements of balance & control
SELECTION TESTS
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Polygraph tests these are designed to ensure accuracy of
information given in the applications.
Medical tests these tests reveal the physical f i tness of a
candidate.
Drug tests - used to measure the presence of illegal or
performance affecting drugs
Genetic screening identifies genetic predispositions to specific
medical problems.
Choosing tests tests must be chosen based on rel iabil i ty,
validity, objectivity & standardization
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Three types here one to one, sequential, and panel
interviews
Objective of interview
Helps obtain additional information from the applicnat
Facilitates giving general information to the applicant such as
company policy etc.
Helps build the companys image among applicants
Methods of structuring / types structured, unstructured,
semi structured/ mixed, behavioral, stressful.
EMPLOYMENT INTERVIEW
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Interviewers do not seek applicants information dimensions
needed for successful job performance.
Interviewers may make snap judgments.
Halo effect
Interviewers have a tendency to be swayed by negative
information about the applicants
Information is not usually not integrated in a systematic
manner
An interviewers judgment is often affected by pressure toeither favour an applicant or f i l l the position
Judgment is often based on the list of applicants
COMMON INTERVIEW PROBLEMS
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Many employers request names, addresses, telephone
numbers, of references for the purpose of verifying
information and perhaps getting additional background
information on an applicant.
This though is checked if at al l only once the applicant has
cleared the first few rounds of the interview process.
Previous employers are a preferred source of reference as
they are aware of the applicants performance. problem here
is tendency to over- rate just to get rid of the person.
Telephonic reference are considered advantages asinformation is got faster, high accuracy, low cost, at titudes
can be inferred, candid comments can be got.
REFERENCE & BACKGROUND
CHECKS
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Criminal records
Previous employment check
Credit record checks
Civil record checks Union affi l iation checks
Character reference checks
Neighborhood checks.
E&Y 40 member team
PWN 12
KPMG - 130
WHAT SUCH CHECKS COVER
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These checks are done
To gain insight about the potential employee from people who have
already worked with them
To assess the potential success of a prospect
One should guard against the following while considering to
employ a prospect
The prospect is likely to approach those who will speak well about
him or her
People may write favorably in order to get rid of him or her
People may not divulge the truth about a candidate, less it mightdamage or ruin his/ her career.
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It is the most crit ical of al l the steps, as it is here that the
decision is made.
It becomes highly daunting when there are a large number
of job seekers.
The view of the line managers are usually taken into
consideration here as it is they who become responsible for
the performance of the new employee.
SELECTION DECISION
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This happens before the job offe r is made and after the
selection decision is over .
The several objectives behind a physical test are
To detect if the individual carries any infectious disease.
The test assists in determining whether an applicant is physically fit
to perform work.
To determine the physical capabilities which differentiate
successful and less successful employees.
It protects applicants with health defects from undertaking work
that can be detrimental to their health. It also protects t he employer f rom workers compensation claims
that are not valid because the injuries or illnesses were present
when the employee was hired.
PHYSICAL EXAMINATION
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This is usually made through a letter of appointment
It contains date of joining and other such details.
They also include what is called a contract of employment,
the content of which wil l change based on the level of job.
JOB OFFER
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There are two aspects that need to be taken care of her
Communication of non selection
Issues relating to no shows by selected candidates.
CONCLUDING THE SELECTION
PROCESS
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The broad test here is an assessment of those who are
selected.
Another method of selection that is i ncreasingly being used
is ASSESSMENT CENTRES. It is an approach to selecting
managers based on measuring their abil ity to performcritical tasks.
It can be spread across two to five days , where in
employees undertake carious tasks that further assist in
assessment of their potential skil ls and abilities.
EVALUATION OF SELECTION
PROGRAM
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Perception
Fairness
Validity
Reliabil ity Pressure.
BARRIERS TO EFFECTIVE
SELECTION
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THANK YOU !!!