1. Human Resource Planning
Human Resource Planning is a process of
determining the number and types of
people/staff required by an organization in
future. It is concerned with right number of
people with right kind of skills.
Human Resource Planning is a process of
determining the number and types of
people/staff required by an organization in
future. It is concerned with right number of
people with right kind of skills.

2. Objectives of HRP
• Determining the personnel needs of the organization;
• Planning the desired profile of personnel – like qualification skills,
knowledge, experience etc;
• Identifying the areas of critical HR shortages;
• Identifying the surplus of personnel;
• Identifying training & development needs;
• Finalizing managerial succession plans.
• Determining the personnel needs of the organization;
• Planning the desired profile of personnel – like qualification skills,
knowledge, experience etc;
• Identifying the areas of critical HR shortages;
• Identifying the surplus of personnel;
• Identifying training & development needs;
• Finalizing managerial succession plans.

3. Components of Hiring Process
Recruitment
Selection
Socialization
Recruitment
Selection
Socialization

4. Job analysisJob analysis
Job descriptionJob description
RecruitmentRecruitment
SelectionSelection
Human resource
Planning
Human resource
Planning
Relationship among Job Analysis, Human Resource Planning, Recruitment & Selection.

5. Job Analysis
It is the systematic process of collecting
information used to make decisions about
jobs.
Job analysis identifies the tasks, the duties, and
the responsibilities of a particular job.
It is the systematic process of collecting
information used to make decisions about
jobs.
Job analysis identifies the tasks, the duties, and
the responsibilities of a particular job.

6. Elements of Job Analysis
• Job Description: Describes and defines a job in
terms of its duties, responsibilities, working conditions
etc;
• Job Specification: describes the requirements
of individual in terms of his knowledge, education,
experience etc. in doing a given job;
• Job Evaluation: Assesses the
relative/comparative worth of a job in terms of its
contribution/importance to overall organizations
goals.

7. Job Analysis
• Job Analysis is intended to
reveal what is actually
done as opposed to what
should be done.
• The purpose of JA is to
show to the management
how at the moment a
particular job is being
carried out.
Is the process by means of
which a description is
developed of the present
method & procedures of doing
a job, physical conditions in
which the job is done, relation
of the job to other jobs and
other conditions of
employment.

8. Job Analysis
• Job title
• Work performed
• Equipment used (if any)
• Tools & Materials used
• Education (general, technical)
required
• Experience
• Physical effort
• Responsibility
• Discomforts
• Hazards
• Supervision (close or general)
received
• Supervision (close or general) given
• Any other (no. of men or women to
be employed)
Points on which information
may be gathered

9. Job Analysis • Questionnaire
– Through mail surveys
– Info gathered from job
incumbent
– Suitable for clerical jobs
– Time consuming
Obtaining data for JA

10. Job Analysis
• Checklist
– A worker presented with a
list of probable tasks
performed by him
– Worker asked to tick the
tasks performed by him
– Does not provide an
integrated picture of the
tasks performed by him
– Easy to administer
Obtaining data for JA

11. Job Analysis
• Interview
– Group of job incumbents
selected for extensive
interview
– Carried out individually or in
group
– Replies from incumbents
combined into a single job
description
– Integrated picture of job
obtained
– Many new things about the
job revealed
– Costly & time consuming
Obtaining data for JA

12. Job Analysis
• Observation
– Followed right on the job
– Analysts observes the
incumbent as he performs the
job
– Probes the incumbent to
gather data about the job
– Slow & costly
– Interferes in normal work
operations
– Produces a good & complete
job description
– Desirable where manual
operations are prominent
Obtaining data for JA

13. Job Analysis
• Participation
– Job performed by the
analyst himself
– Good for simple jobs
– For complex jobs advanced
training required by the
analyst
– Time consuming
Obtaining data for JA

14. Job Analysis
Technical conference
– Info gathered from
supervisor and not the
actual job incumbent
– Supervisor may have poor
knowledge about the job
Obtaining data for JA

15. Job Analysis
• Self- recording
– Record daily activities using
a log book or dairy
– Useful for high managerial
jobs
Obtaining data for JA

16. Job Analysis
• Critical incident
– Supervisor to give on the job
note worthy instances of job
holders behavior
– (Uses for students)
Obtaining data for JA

17. Job Description
A job description is an organized, factual
statement of duties & responsibilities of
a specific job. It should tell what is to be
done, how it is done and why it is done.
It is a standard of function, in that it
defines the appropriate & authorized
content of a job.

18. Job Description
• job title, code number,
department/division.
• Job contents in terms of
activities or tasks performed.
• Job responsibilities towards
effective performance of the
job.
• Working conditions
specifying specific hazards.
• Social environment
prevailing at the workplace.
• Extent of supervision given &
received
Information contained in JD

19. Job specification
“Job specification is a statement of the
minimum acceptable human qualities
necessary to perform a job properly …. It is a
standard of personnel & designates the
qualities required for acceptable
performance” (Filppo)

20. Job specification
• Personal characteristics such as
age, sex, education, job
experience & extra & co-
curricular activities;
• Physical characteristics such as
height, weight, vision, hearing,
health, voice, poise & hand etc.
• Mental characteristics such as
general intelligence, memory,
judgment, foresight, ability to
concentrate, etc.
• Social & psychological
characteristics such as
emotional stability, flexibility,
manners, initiative, drive,
conversational ability, creativity,
etc.
Basic contents in JS

21. Recruitment & Selection
• Placing the requisition
•
• Recruitment
•
•
•
• Selection
•
• Placement &
•
• Induction
•
Steps involved

22. Placing the requisition
• Specifies the jobs or operations or positions
for which persons are required ;
• The no. to be recruited;
• The time by which the persons should be
available etc.

23. Recruitment
The process of searching
prospective workers &
stimulating them to apply for
jobs in the organization

24. Recruitment • Communication medium
• Job seeker to perceive a
match bet. his personal &
prescribed job requirement
• The job seeker must be
motivated to apply
Mating theory

25. Recruitment
• Image of the organization
• Attractiveness of the job
• Organizational Policies
• Government Influence
• Recruiting Costs
Factors affecting recruitment efforts

26. Recruitment
• Has proven record of effective
recruitment and selection in the
past;
• Maintains an inventory of
employee skills;
• Has unbiased employee
performance appraisal system in
vogue;
• Stresses on continuous
employee development;
• Has cordial labor management
relations; and
• Respects the collective
bargaining agreements;
•
Internal Sources: When good

27. Recruitment
• The management can easily avoid making a wrong decision by
promoting an employee who has proven his capacity and
talent in the past;
• The existing employee can fit into the organizations’ culture
more appropriately, therefore, needs less socialization effort
on the part of the organization;
• The promotion of the existing employee can act as strong
impetus and source of motivation for others in the
organization and encourage them to emulate the promoted
employee in performance and commitment to the
organizational goals;
• The retention of talented employees can be made possible
through internal recruiting as other employees will see their
future safe and secured in the organization;
• It is also cheap, quick, dependable and accurate source of
recruitment;
• It can encourage cordial and collegial atmosphere in the
organization or labor management relations;
• It can lead to maximum possible utilization of the employee
talent, through placing him at different positions, thus the
investment on human resources can be well justified; and
• The existing employee will feel more comfortable with the
organization, thus will not hold inaccurate expectations from
the organization.
Internal sources: Advantages

28. Recruitment
• Inbreeding can constrain the innovative and
creative moves by the organization;
• A sense of complacency may occur in the
employees if the promotions are simply based
on time-bound criterion, thus will significantly
effect the individual and organizational
performance;
• Infighting for promotions can have a negative
effect on the morale and performance of those
who are not selected;
• At times may strengthen the locus standii of the
unions, who can use it for their selfish ends;
• It will dampen the entry of the fresh blood into
the organization, thus may reduce the
competitiveness of the organization;
• Above all, internal recruiting cannot meet the
demands of the fast growing organizations
especially in the service sector.
Internal sources: Disadvantages

29. Recruitment
– Both promotions and transfers should be posted;
– Openings should be posted for a specified time
period before external recruitment begins;
– Eligibility rules for the job posting system need to
be developed and communicated. For example,
one eligibility rule might be that no employee can
apply for a posted position unless the employee
has been in his or her present position say for six
months;
– Specific standards for selection should be included
in the notice;
– Job bidders should be required to list their
qualifications and reasons for requesting a
transfer or promotion; and
– Unsuccessful bidders should be notified by the
human resource department and advised as to
why they were not accepted.
Internal sources: Methods
Job Posting and Bidding
Here the notices
regarding the available jobs in
the organization are displayed
in central locations and
employees are given specified
period of time to respond to
the notice;
Employees are also informed
through company bulletins,
newsletters, memos circulars
etc.

30. Recruitment
The referred employees
• Are less expensive to recruit and
save 60% to 70% of recruitment
costs;
• Stay longer with the company;
• Adapt to the company culture
quickly;
• Are quickly searched out or
searchable;
• Instills sense of pride and
belongingness in the
recommending employee.
Internal sources: Methods
Employee Referrals/Recommendations
Present employee referrals of
job candidates have assumed
a great ascendancy in the
recent past.
Also considered as external
source of recruitment
Today 80% of the IT or ITEs
companies resort to this
method of recruitment (ET.
Nov. 21, 2008)

31. Recruitment
• Economic greed may at times over power the
rational or considered judgment of the
employee, therefore, he may recommend a less
desirable and unsuitable job candidate to the
organization.
• Also the existing employee cannot be expected
to recommend an outstanding candidate to the
organization, because the very existence of such
a talented new comer may threaten him his own
position especially if they fall in same job
category and if the promotions are linked to
employee performance.
• Employee referrals may also discourage the
workforce diversity, as existing employees may
be more interested in obliging their own
relations and friends. While, this may be true for
lower level and managerial positions, in higher
level positions however, the referral will be
ordinarily a professional acquaintance rather
than a friend or a relative of the referee.
Internal sources: Methods
Disadvantages of employee
referrals

32. Employees hired through referral programmes
Company Percentage of Referred Employees Reasons
VMoksha Technologies 35 percent
Checks the quality of candidates as only quality candidates are
referred to by an employee. Also reinstates the faith which an
employee has in the organization.
Tavant Technologies 60 percent
Saves a lot on direct recruiting through placement agencies. Chances
of a candidate taking up the offer are very high.
FCG Nearly 50 percent Brings in quality candidates in an organization.
Netkraft 35 percent Gets the right kind of people and helps in checking attrition.
i2Technolgies 58 percent
An employee's productivity increases if he works in a friendly
atmosphere.The company believes that when a new employee joins
through the referral system, he or she has a friend who also acts as a
mentor during their first few days in the company.
Source: IT vendors: abhinav@expresscomputeronline.com

33. Reruitment
• The pool of talent available outside
is obviously large than the one
available inside the organization;
• The readymade technical and or
skilled employees could be cheaper
and easier for organizations to
recruit than to train and develop
them internally especially when the
organization has a pressing demand
for talent/them;
• Fresh recruits can bring new insights
and perspectives to the
organization, thus, will boast
competitiveness and vigor among
all.
External sources: Adavantages

34. Recruitment
• Fresh recruits may take time to
adjust in the new environs and also
in reading and understanding the
culture of the organization;
• It can act as a de-motivator for the
existing workforce thus will effect
their morale and performance;
• It may also lead to hostile labor
management relations;
• New recruits could be eyesores for
the existing employees particularly
in small organizations, thus would
create an unhealthy atmosphere in
the organization.
External sources: Disadvantages

35. Recruitment
• Advertisement
• Employment
Agencies
• Internet or Cyber
• Colleges, Institutes.
• Unsolicited
Applications
• Job fairs
• TV Shows
External sources: These may include

36. Recruitment
• In India, public employment agencies
are governed by Compulsory
Notification Act 1959 and the online
registration is available for the desired
unemployed youth;
• 950 employment exchanges in India
with an estimated 47,32,000 candidates
registered with them.
• Mandatory for both private and public
companies as per SC order to inform the
District Employment Exchanges about
their vacancies, though they can
conduct recruitment process
themselves.
• As per SC order an establishment can be
penalized between Rs. 250 to Rs. 10000.
• In India, public employment agencies
are governed by Compulsory
Notification Act 1959 and the online
registration is available for the desired
unemployed youth;
• 950 employment exchanges in India
with an estimated 47,32,000 candidates
registered with them.
• Mandatory for both private and public
companies as per SC order to inform the
District Employment Exchanges about
their vacancies, though they can
conduct recruitment process
themselves.
• As per SC order an establishment can be
penalized between Rs. 250 to Rs. 10000.
External Sources
Employment Exchanges
There are two types of
employment agencies working
for recruiting employees for
organizations: public and
private agencies.

37. 1996 1997 1998 1999 2000
1 2 3 4 5 6
1. Number of exchanges 914 934 945 955 958
2. Registration (` 000 ) 5872 6322 5852 5966 4732
3. Placement (` 000 ) 233 275 233 221 132
4. Application on Live register
(` 000 )
3743
0
3914
0
40090 4037
1
4146
0
5.Av.No.of employers using E.E.
(`000)
0 0 0 0 0
Source: Central Statistical Organization (Statistical Pocket Book, 1999, 2000)

38. Recruitment
• The executive search which recruits
top officials for the firm are
commonly called as head hunters.
• Naukri.com is a very popular private
agency in India. It has offices in
major cities of India and abroad in
USA.
• Prizedjobs.com an online interactive
division of M/S Placements.com Ltd.,
Bangalore has more than 140000
professional registered with it within
and outside India.
• The executive search which recruits
top officials for the firm are
commonly called as head hunters.
• Naukri.com is a very popular private
agency in India. It has offices in
major cities of India and abroad in
USA.
• Prizedjobs.com an online interactive
division of M/S Placements.com Ltd.,
Bangalore has more than 140000
professional registered with it within
and outside India.
External sources:
Private employment
exchange
The private
employment agencies
search out for two
categories of
employees.

39. RecruitmentRecruitment
• They allow organization to get specific
projects done;
• Expose themselves to talented and
potential employees who may become
their “recruiters” at school/college;
• Provide trial-run employment to
determine if they want to hire particular
people full time;
• Allows both employer and the
employee a chance to understand each
other before entering into a permanent
bond of employment relationship; and
• Can supplement the globalization
efforts of the organization.
External sources: Methods
Internships
This approach to recruiting is
concerned with hiring
students as interns usually
during the summers.
Benefits of Internship
External sources: Methods
Internships
This approach to recruiting is
concerned with hiring
students as interns usually
during the summers.
Benefits of Internship

40. RecruitmentRecruitment
Benefits to recruiting firm
• Flexibility of employment,
• Ease of recruitment and
replacement,
• long-term cost advantages,
• Opportunity for focusing on core
areas.
Demerits
• Suffer from employee disloyalty,
• Breach of trade secrets,
• Lack of employee commitment
and the like.
External Source
Temporary Worker
A “temp” is a temporary worker
with an organization who is on a
third party (staffing company)
payroll.
The staffing company pays salary
and other benefits to the
temporary worker.
The employing organization in
turn pays the staffing company
an agreed-upon amount of the
services rendered by the
temporary worker.
The employment of the temp is
purely based on the company
needs and requirements.
External Source
Temporary Worker
A “temp” is a temporary worker
with an organization who is on a
third party (staffing company)
payroll.
The staffing company pays salary
and other benefits to the
temporary worker.
The employing organization in
turn pays the staffing company
an agreed-upon amount of the
services rendered by the
temporary worker.
The employment of the temp is
purely based on the company
needs and requirements.

41. 12 mn temporary jobs in India
Temporary jobs are fast becoming employers' favourite in cities like Delhi and Mumbai while the gap between salary
levels of "Temps" and permanent employees has also narrowed down, a new survey has revealed. The compensation
offered to temporary job seekers or Temps has gone up substantially for freshers; with an average growth of 15 per cent
across all experience levels.
The Temps salary levels are closer to permanent salary levels this year as against last year, the TeamLease Annual Temp
Salary Primer 2006 said. Information Technology and IT-enabled services companies are hiring more of temporary
workers with both these segments emerging as top verticals for temp job prospects, it said.
Temporary jobs can create 12 million jobs in India in the next five years, if requisite amendments are made in the
Contract Labour Act, TeamLease said.
IT city Bangalore and Delhi are the favourite destinations for temp job seekers, offering higher compensation for all the
job functions across all verticals. Human Resources and administration are also emerging as the preferred functions.
The percentage of temp jobs in verticals like banking, financial services and insurance, manufacturing and consumer
durables has also jumped by over 20 per cent since last year.
National capital Delhi is gradually emerging as the hot location for temp job seekers in sales sector, Mumbai for accounts
and Bangalore for HR and administration.
Like in permanent jobs, level of education influences the compensation as it increases by more than 20 per cent for every
increase in the education level except for sales, the survey said.
Source: Hindustan Times, (PTI) New Delhi, February 13, 2006

42. Recruitment
Campus Recruitment
– here the college/university graduates are
interviewed by the company representatives
and the suitable candidates are selected for
the jobs. This is the dominant mode of
recruitment nowadays (ET, Nov. 21, 2008)
Unsolicited applications
– here the prospective employees through
letters, e-mails, and telephones or in person
contact the employer for the job vacancy.
Cyber recruiting or internet recruiting
– is the latest way of recruiting the job
applicants nowadays where prospective
candidates use the company websites for
jobs.
External Source
Campus Recruitment
TV Shows
Cyber Recruiting
Unsolicited Applications

43. Selection
• The process of choosing individuals’ who
have relevant qualifications to fill jobs in
organization
• Selecting qualified employees is like putting
money in the bank

44. Two HR Truisms
• “Good training will not fix for bad selection”
• “If you don’t hire the right one, your
competitor will”
• “Good training will not fix for bad selection”
• “If you don’t hire the right one, your
competitor will”

45. Selection Process
Application Forms
Preliminary Interview
Employment Tests
Reference Checks
Medical Examination
Figure: Framework of Recruitment & Selection
Selected Candidates/Final Decision
Recruitment Organizational Goals Job Analysis
Sources
Applicants Workload Analysis Job Description
Manpower Requisition Job Specification
Applicants Workload Analysis Job Description
Manpower Requisition Job Specification

46. Selection techniques
• Structured Application Form
• Unstructured Application
Form
• Weighted Application Form
• Structured Application Form
• Unstructured Application
Form
• Weighted Application Form
Application Scrutiny
Identifies those candidates who fit the
job specification and can be called
later for the interview

47. Selection Techniques
(Cont.)
•Types of interview:-
•1-Structured or systematic Interview.
•*An interview conducted as per the pre-
determined plan.
•
•2-Unstructured interview
•*An interview conducted without any pre-
determined plan and questions.
•
•3-Stress interview:
•Where an applicant is put under pressure for
knowing how emotional he is.
•
•4-Panel or Board interview
•An interview method where two or more people
interview a single applicant.
•5-Group interview:
•An interview method where several applicants
are interviewed to gathers.
Interview
Face-to-face, observational
and personal method of
evaluating the applicant
Interview
Face-to-face, observational
and personal method of
evaluating the applicant

48. Selection Techniques
(Cont.)
• Reviewing background
information
• Preparing a question plan
• Creating a helpful setting
• Conducting the interview
• Concluding the interview
Procedure for an Interview

49. Selection Techniques
(Cont.)
1-Aptitude Tests
Measure/ test the person's capacity to learn or perform
(future inn consideration(
2-Psychomotor Tests
This test measure the person's strength, dexterity and
coordination.
•3-Ability/Proficiency Tests
This test measures how well an applicant can do a given job
(present in consideration(.
4-Interest Tests
Measures various interests of the applicants
5-Polygraph Tests
Here the physiological changes in the bodies of the person
are recorded on the machine to see whether the
person is lying or not.
6-Graphology Tests
Here the personality, emotional problems and honesty is
measured through analyzing applicants hand writing.
Employment testing

50. Selection Techniques
(Cont.)
• References are usually
obtained from the
candidate’s friends or from
his previous employer
• Contagious diseases can be
avoided from spreading if the
candidate is tested in
advance for them;
• The company may also avoid
incurring medical bills on
employees found medically
unfit.
Reference Checking
Requesting references is a
wide spread practice with
substantial doubt to its
validity
Physical/Medical
examination
Physical examination reveals
whether the candidate
possesses the required
stamina, strength and
tolerance of hard working
conditions.

51. Battery of Selection
Techniques
Battery of Selection
Techniques • Profile Matching
• Multiple Cut-off
• Multiple Regression
• Multiple Hurdles
• Profile Matching
• Multiple Cut-off
• Multiple Regression
• Multiple Hurdles
No single selection
technique can be believed
to measure all the abilities
required on any job.
Therefore, a battery of
selection techniques are
used to overcome this
problem.

52. Battery of Selection
Techniques
• Selection is made in any of the
following ways:
– Individuals whose scores are
above the standard score may be
selected;
– Individuals whose scores show
min. deviations from the ideal
score may be selected after the
deviations are calculated,
squared & totalled. The lesser
the total the better it is;
– Individuals whose scores show
max. covaraition with the
standard scores may be selected.
The r may be calculated between
the scores of each individual &
the ideal score. The higher the r ,
the better the match.
Profile Matching
The ideal profile of a
successful worker is obtained
by making him to pass
through the various selection
techniques/criterions
The standard so obtained is
then used to measure the
individual profile of all the
new applicants

53. Battery of Selection
Techniques
• An applicant is bound to score
above this point on each
technique;
• Cut-off points are usually
determined by trail & error
method;
• Individuals who score above all
cut-off points are ranked on the
basis of their total scores;
• Final selection or rejection
decision taken at the end.
• An applicant is bound to score
above this point on each
technique;
• Cut-off points are usually
determined by trail & error
method;
• Individuals who score above all
cut-off points are ranked on the
basis of their total scores;
• Final selection or rejection
decision taken at the end.
Multiple Cut-offs
A minimum acceptable
point is established
separately for each
technique.
This method assumes that
for job success, a certain
minimum score is needed
by an applicant in respect
of each technique.
Multiple Cut-offs
A minimum acceptable
point is established
separately for each
technique.
This method assumes that
for job success, a certain
minimum score is needed
by an applicant in respect
of each technique.

54. Battery of Selection
Techniques
x2 makes twice the
contribution as the
selection technique x1 in
predicting job success (y)
Suppose
Applicant 1 scores
x1= 5 & x2= 10
Applicant 2 scores
x1= 15 & x2= 5
Multiple Regression
The relative contribution
of each selection
technique in predicting job
performance is found out
through using the multiple
regression model.
y= 2x1 + 4x2
(where y stands for
predicted job success and
x1 & x2 stand for the
different selection
techniques)

55. Multiple hurdle
An applicant must clear all
the hurdles to reach the
final stage where he is
considered for selection
Preliminary interview
Application scrutiny
Tests
Interview by personnel dpt.
References
Physical examination
Interview by line manager
Multiple hurdle
An applicant must clear all
the hurdles to reach the
final stage where he is
considered for selection
Preliminary interview
Application scrutiny
Tests
Interview by personnel dpt.
References
Physical examination
Interview by line manager
Battery of Selection
Techniques
• An applicant must score
the minimum given score
at each stage;
• Every stage acts as device
for weeding out applicants;
• Progressively decreasing
the cost of selection
• Final selection or rejection
decision taken at each
stage.

56. Determining the
Functional Value of
Selection Technique
Determining the
Functional Value of
Selection Technique
• Reliability
• Validity
• Selection ratio
• Ability to increase the
percentage of satisfactory
performance
• Reliability
• Validity
• Selection ratio
• Ability to increase the
percentage of satisfactory
performance
Factors determining
the functional utility
of a selection
technique

57. Determining the
Functional Value of
Selection Technique
• The reliability of a test is
determined in any of the
following ways:
– By giving the test to the same
group at separate times &
correlating the resultant series
of test scores;
– By giving two or more
different (but equivalent)
forms of the same test &
correlating the resultant test
scores;
– By split-half or odd-even
method.
Reliability
This means that test
should give consistent
results in repeated
trials as the unreliable
test has little merit
and therefore may act
as an elastic ruler
Reliability
This means that test
should give consistent
results in repeated
trials as the unreliable
test has little merit
and therefore may act
as an elastic ruler

58. Determining the
Functional Value of
Selection Technique
• Face Validity
– Test should look right to the
test taker. For example, test
designed to measure
supervisory skills would lack
face validity if it contains items
which assess arithmetic
knowledge.
• Content validity
– Test should be fully
representative of the relevant
domain. For example, if a
typist is only tested for typing
the numbers, it would lack the
content validity.
Validity
Means that the test should
measure what it purports
to measure.
4 types of validity
measures:
Face validity
Content validity
Construct validity
Criterion-related
validity
Validity
Means that the test should
measure what it purports
to measure.
4 types of validity
measures:
Face validity
Content validity
Construct validity
Criterion-related
validity

59. Determining the
Functional Value of
Selection Technique
Determining the
Functional Value of
Selection Technique
• Construct Validity
– By construct validity is meant the
appropriateness of the
operational definition of the
construct (abstract variables like
intelligence, aptitude etc., that
cannot be directly observed).
• Criterion-Related Validity
– Is the ability of a test to
successfully predict an
applicant’s performance on a
specific job as measured by a
particular index of job success. A
test that has been shown to
predict successfully an index of
job proficiency is said to be a
valid test.
Validity
Means that the test should
measure what it purports
to measure.
Validity
Means that the test should
measure what it purports
to measure.

60. Selection RatioSelection Ratio
• Selection device used will
have no functional utility,
in case the selection ratio is
greater than 1;
• A manager can afford to
raise the standards and
select only those who hold
high promise, in case the
selection ratio is less than 1
It is the ratio of the
number of applicants to be
selected to the total
number of applicants
available.
Expressed as:
SR = n⁄N
Where nis the number of
jobs to be filled up &
N is the number of
applicants for those jobs
It is the ratio of the
number of applicants to be
selected to the total
number of applicants
available.
Expressed as:
SR = n⁄N
Where nis the number of
jobs to be filled up &
N is the number of
applicants for those jobs