SELECTION

Concept of Selection

‘ Selection is the process of differentiating between applicants in order to identify ( and hire ) those with greater likelihood of success in a job.’

‘ Recruitment is the process of searching for prospective employees and stimulating and encouraging them to apply for jobs in an organization. It is often termed positive in that it stimulates people to apply for jobs to increase the hiring ratio,i.e.,the number of applicants for a job.’

• They differ in terms of objective, process, technique and outcome.

Traditional Methods of Selection

Earlier times selection based on stereotype impressions and characteristics, like; administrators from families of civil services, soldiers from Army families.

19th century saw ‘pseudo-scientific’ methods, e.g., Phrenology, Physiognomy and Graphology.

Phrenology Assumption – mental faculties located in

various parts of skull and identifiable by bumps outside the head.

How ?? No clarification.

Physiognomy Art of reading face of a person. Thin lips – determination, shifty eyes -

untrustworthy, broad jaws – tenacity and so on.

Graphology

• Chinese method – 11th Century later French.

• Person uses the dimensions of space like a paper.

• Handwriting.• Some companies want applications in

hand.

Factors Affecting Steps• Types of persons to be selected, i.e., for

managers more information vis-à-vis workers.

• Sources of recruitment and methods – Advertisement long process, campus recruitment not.

• Number of candidates – Larger the number more the filtering processes.

• Organizational selection policy – Different selection tests or only interview.

TYPES OF TESTS

Ability Personality Interest

Achievement Intelligence Aptitude

Thematic Appreciation Test Myers – Briggs Type Indicator

ABILITY ‘To possess quality or ability to do

work’ Ability of a person constitutes his :- (a) His intelligence – Ability to think

abstractedly. (b) Skills – Proficiency required to use

knowledge to work. (c) Aptitude – Potential abilities that have not

been developed fully or applied. Mechanical ability, motor development,

intellectual, i.e., reasoning. Tests are, achievement, Intelligence and aptitude.

Achievement Tests

Also called ‘Performance Test / Trade Test.’• Achievement related to what one has

achieved.• Knowledge may be ascertained through

answers to certain questions or performance at practical tests.

• Typist – speed , accuracy, consistency, pressure etc.

Intelligence Includes verbal comprehension, word

fluency, memory, reasoning, number facility, speed of perception, spatial visualization etc.

Aptitude tests• To measure performance characteristics

related to possible development of proficiency on specific jobs.

• It measures latent and potential characteristics to do something provided proper environment and training are provided to the individual.

• Some special tests have been developed that measure clerical, mechanical and spatial relationship, and manual dexterity abilities and skills. It does not measure motivation.

Personality Tests• Administers to test performance that requires

dealing with people or jobs that are essentially supervisory or managerial.

• Org behaviorists have identified 5 primary traits:- 1. Agreeableness ( High / Low ) 2. Conscientiousness (High / Low ). 3. Negative emotionality ( High / Low ) 4. Extraversion ( Extravert / introvert ). 5 Openness ( More / Less )

• In addition, other traits are :- avenues 1. Self esteem ( High / Low ) 2. Locus of control ( Internal / external ) 3. Role propensity

Advantages of Selection Tests

• These are standardized and unbiased methods of soliciting information.

• A person who fails in these tests cannot argue for partiality.

• Weeding off easier as cut off limit can be decided.

• Saves time and energy.• Uncover qualities and potential of prospective

candidates which cannot be found during interview.

• Also provide inputs for furtherance of career.

Disadvantages of Selection Tests

• Not cent percent foolproof.

• At best suggests that those above cut off point are expected to be more successful than below.

• Cannot be used in isolation.

• Invades privacy.

Interview

Different types – post performance, exit, problem solving and SELECTION INTERVIEW.

Also called ‘Employment interview’. Most widely used method. Combined with other tests. Formal in depth conversation to draw/substantiate

inputs for employability. It provides most befitting inputs to assess matchability

with organizational culture.

Types of Interview Based on Contact One to One PanelOne to One- Only one interviewer at a time.- Max information solicited about knowledge, skills, etc.- Candidate lesser scared, therefore, gives more information.- Interviewer free of group think, thereby he draws better conclusion- However, interviewer may not have expertise of related subjects-

have sequential interviews.- Possible when number not large

TYPES OF INTERVIEW Based on Contact One to One PanelPanel Interview- Number of interviewees at the same time.- They belong to different fields to get maximum information about

tech and behavioural knowledge.- One of them chairman of the panel.- Independent evaluation.- Groupthink influence, a drawback

Types of Interview Based on Interaction Pattern Structured Interview. Unstructured Interview. Depth Interview. Stress Interview. Structured Also known as highly organized, patterned or directive. Most common interview. Assumption that maximum info can be obtained by previously

designed questions. Pattern is generally same for all candidates. There is thus uniformity, however candidates tend to pass on info

and there after true picture does not emerge

Unstructured Interview

Also called non-directive interview. No pre-planned questions before interview. Questions emerge as interview proceeds. Candidate encouraged to express as freely

as possible on subjects like; motivation, ambition, interest and so on.

Such interview can have deep insight of a candidate if interviewer has desired skill to probe.

Depth Interview

Semi-structured in nature. Involves questions in key ares which

interviewer has studied in advance, like; home life, education, experience, aptitude,

interests. Etc. Interviewer provides info about organization,

nature of job, salary, benefits development opportunities.

Require high skill.

Stress Interview

• To find how candidate behaves in stressful situation.

• Stressful situation – asking questions rapidly, criticizing his answers,interrupting, dropping something etc.

• To embarrass and frustrate him/her.• Does candidate get upset, confused and

frightened ?• For job in stressful situations

STEPS IN INTERVIEW PROCESS

Preparation for interview

Physical setting

Conducting interview

Closing interview

Finalising evaluation

Preparation for Interview

Time is short for interview – more details in preparation.

Interviewer needs certain Performa and info for making his job easier.

Re-interview preparation required in relation to following info:-

a) Defining objective of interview.b) Determining method of interview.c) Determining number of interviewers.d) Preparing brief resume of candidates.e) Working out administrative details.

Determining Number of Interviewers

For lower level lesser number. Experts of the field. Have rep from HR. Experts from outside organization may

be involved.

Conducting Interview• Establish rapport / make candidate feel mentally comfortable.

• Soliciting information • In addition to job related specific questions some information

seeking questions are :- 1. Strengths and weaknesses? 2. Where do you want to be in next 5 years/ 3. Why should I hire you? 4. In case you could have any job/position what would you

do? 5. What do people most criticize you for? 6. What was your last boss like? 7. Describe ideal boss. 8. What would you do if your aspirations are not met? • Recording Information – In addition to necessity for

evaluation, candidate believes in seriousness of interview.

CLOSING INTERVIEW

Closing as important as beginning. It creates final impression. Before closing ask candidate if he/she would like to say something.

Thank him/her.

Evaluation

oIf possible have it recorded in quantifiable terms.

o Must be done immediately.oEvaluations may be individual or panel based.

o Follow it up by making merit list.o send to competent authority.

Qualities of Effective Interviewer

• Maturity and positive outlook.• Be able to control ego and not involve emotionally in an

issue during interview.• Have adequate knowledge of behavioural pattern of job

holders for which candidate is being interviewed.• Warmth and affection.• Technical knowledge.• Knowledge about recent events that have affected

organization.• Be a good listener.

Ineffective Interview Process

• Interviewer starting interview without developing rapport – not eliciting proper info.

• Not having right type of expertise.• Not planning for interview in advance –

floundering.• Questions not framed properly.• Putting larger number of questions than

required in given time frame.

Common Errors in Evaluation

• Impression Management.Untrained interviewer,first impression creation by candidate.

• Halo Effect Interviewer judges all traits based on one/ small number of traits.

• Stereotyping When interviewer judges on basis of characteristics of the group candidate belongs to, e.g., schooling, caste, religion, family background.

• Projection Interviewer gives weightage to own qualities in interviewee, If qualities irrelevant then wrong selection

InductionPre-arrival Stage: • Values, expectations and attitude• Web sitesEncounter Stage:Remove dichotomy

between individuals and organization’s perception

Metamorphosis Stage: Sense of belonging, become contributor, facilitate goals achievement ………

Important Terms

• Validity• Reliability• Mergers and Acquisition Recruiting• E-recruiting• Nepotism• Blind advertisement • Thematic Aperception Test •

Thanks

SELECTION PROCESS1. Application pool from recruitment process 2. Screening of application forms Eliminate those not meeting initial

criteria3. Selection tests Eliminate below cut-off point4. Selection interview Eliminate those not meeting job and

organizational requirements

5. Checking references Eliminate/reconsider those with adverse remarks

6. Physical examination Eliminate those not meeting QR7. Approval by appropriate authority Adopt objectivity8. Final selection Congratulate9. Employment contract Include all terms and conditions

Development of Test Programme Requires careful planning, analysis and experience – specific

skills. Steps 1. Define job performance criteria and predictors – job

description and specification. 2. Choose tests for measuring traits :- (a) Be valid and reliable. (b) Measure traits specific to job. (c) Measure accurately. (d) Try for validity on present employees. (e) Consider cost, time, organization, evaluation etc 3. Administer tests – Physical and psychological conditions

be conducive and candidates be at ease. 4. Analysis of results – Avoid human element ( computers ),

candidate may perform well in one and poorly in other( no aggregate, but cut off ) and give weightage.