2. Selection
• Selection process is a series of specific
steps used to decide which recruits should
be hired. The process begins when recruits
apply for employment and ends with the
hiring decision.
• Recruiting and selection are combined and
called the “employment function” in many
HR departments.
• Process by which an organization chooses
from a list of applicants the person or
persons who best meet the selection
criteria for the positions available,
considering the current environment
conditions.
3. Selection: An Overview
• Internal Selection
• Selection Ratio
is the relationship between number of applicants
hired and the total number of applicants available.
No. of Applicants hired/Total No. of applicants =S R
• Uniform Guidelines on Employee Selection
4. Selection Process
Initial Screening
Employment Test
Employment Interview Reference Verification
Panel/Supervisory
Interview
Employment Offer
Medical Test
Realistic Job Previews
Hiring Decision
5. Reliability and Validity of
Selection Criteria
• Reliability refers to how stable or repeatable a
measurement is over a variety of testing
conditions OR Reliability means that the test
should yield consistent results each time and
individual takes it
• Validity refers to what a test measure is and how
well it has measured it. OR Validity of a test is
the degree to which it measures what it is
intended to measure.
6. Steps in the Selection
Process
• Preliminary reception of applications
• Employment test
• Selection interview
• Reference & background checks
• Medical evaluation
• Supervisory interview
• Realistic job preview RJP
• Hiring decision
7. Employment test
“Testing Tools & Cautions”
Psychological test
Knowledge test
Performance test
Graphic response test
Attitude and honesty test
Medical test
9. Hiring Interviews
• Structured Interviews:
predetermined script and protocol;
– Interviews in a proper format
– Asked through information gathered
from job analysis information
10. • Unstructured Interviews: no
predetermined script or protocol
– Any thing related or not related to the
job
– No prescribed format
11. • Behavioral description interviews
(BDI): ask participants to relate
actual incidents from their past
relevant work experience to the job
they are applying for.
– Think about you past job and tell us a
time where you have committed a
mistake? What was your response to the
mistake? What was the nature of the
mistake?
12. • Situational Interviews: encourage
applicants to respond to hypothetical
situations they may encounter on the
job for which they applied.
– What if you are in a situation that to
achieve your sales target the whole
seller are asking for high commission
instead of company policy? What will you
do under these circumstances?
13. STRESS INTERVIEW
• A special type of interview designed to create anxiety
and put pressure on the applicant to see how the person
responds.
• In a stress interview, the interviewer assumes an
extremely aggressive and insulting posture.
• Those who use this approach often justify its use with
individual
• who will encounter high degrees of stress on the job,
such as a consumer complaint clerk in a department store
or an air traffic controller.
• The stress interview is a high-risk approach for an
employer.
• Consequently, an applicant that the organization wishes
to hire might turn down the job offer. Even so, many
interviewers deliberately put applicants under stress.
14. Who Conducts
Interviews?
Panel
Panel
Individuals
Individuals Interviews
Interviews
Interviews
Interviews
Video
Video Team
Team
Interviewing
Interviewing Interviews
Interviews
15.
16. Problems/Error in the Interview
• HALO EFFECT
Occurs when an interviewer allows a prominent characteristic to
overshadow other evidence.
Devil’s horns (a reverse halo effect), such as inappropriate dress
or a low grade point average, may affect an interviewer as well.
• BIASES
Interviewers tend to favor or select people whom they perceive to
be similar to themselves.
This similarity can be in age, race, sex, previous work experiences,
personal background, or other factors.
• LEADING QUESTION
• “You do like to talk to people, don’t you?”
• Do you think you will like this work?
• Do you agree that profits are necessary?
• INTERVIEWER DOMINATION
• Interviewer who use the interview telling the applicant about his
success , spending entire interview telling about company plan or
benefits.
17. Conducting Effective Interviews
• Interviewers should be carefully selected and
trained properly
• Preparation of Interview Plan
• Break ice-Put interviewer at ease
• Listen Carefully
• Record the facts immediately after interviews
• Evaluate effectiveness of interviewing process
18. Eval
uati
on
Terminat
ion
Information
exchange
Creation of rapport
Interviewer preparation
Stages in the typical employment interview
19. Background Investigation
• Four Goals of Background
Screening:
– Demonstrates due diligence in hiring
– Provides factual information about
candidates
– Discourages applicants who have
something to hide
– Encourages applicants to be honest
on application forms and in interviews
20. Realistic Job Previews
• The purpose of a realistic job preview (RJP)
is to inform job candidates of the
“organizational realities” of a job, so that
they can more accurately evaluate their own
job expectations.
• By presenting applicants with a clear picture
of the job, the organization hopes to reduce
unrealistic expectations and thereby reduce
employee disenchantment and ultimately
employee dissatisfaction and turnover.
• A review on research on RJPs found that they
do tend to result in applicants having lower
job expectations.
