selecting human resource

8/7/2019 SELECTING HUMAN RESOURCE

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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 !!!

selecting human resource

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