4 hrm selection_jjm_mb203

SELECTIONHRM MB-203

Chapter 4

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J J Maini, Faculty, MIMIT MALOUT

Contents

Opening case Meaning and

definition Selection vs.

Recruitment Selection process


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Opening Case

Madras Fertilisers Ltd (MFL)- the biggest fertiliser company in the country was established in 1991.

Several management experts in the country were appointed as Directors of the Board to run the company in a professional way

The company constituted a team of specialists to develop and administer tests & interviews to select candidates for the post of DGM (Marketing).

The team selected a promising candidate Mr Praveen, a post graduate in Statistics & a D. Litt. holder from USA as DGM (Marketing) for Southern Area after administering a battery of tests scientifically.

Mr. Chaitanya, an MBA from SK University, with 10 years experience in a similar field was not selected as his score in some tests was below the cut-off point and overall score was less than that of Mr. Praveen.

However, Mr. Chaitanya was employed as DGM (Marketing) in Pragati Fertilisers Ltd (PFL) Hyderabad without administering any tests.


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Opening Case

M/s PFL is a medium scale organisation and its market share was only 10% in the southern region, whereas MFL was enjoying 50% market share in the south in 2001, when Mr. Praveen took charge

Mr. Chaitanya has been in-charge of the southern region since 2001. It is said that increase in market share from 10% to 60% during 2001 to 2006 of PFL in the southern region has been conclusively due to the efforts of Mr. Chaitanya.

The market share of MFL dwindled from 50% to 15% during 2001 to 2006 and Mr. Praveen has been made responsible for this situation.

The Board of Directors of PFL knew the reasons for the success of Mr. Chaitanya, whilst the Board of Directors of MFL. Appointed a committee to go into the matter of validity & reliability of tests.

Question Do you attribute the failure of Mr. Praveen to tests? If yes,

how?


Selection Meaning

Is process of choosing appropriate candidate from obtained applications to match requirements of job

Is a process of matching between skills of individual & requirements of job

Care need be taken , as these decisions affect not only career of individual but also future of orgs

No shortcut to accurate evaluation of candidate.

Hiring procedures generally long & complicated.

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J J Maini, Faculty, MIMIT MALOUT7

Preliminary Interview

Selection Tests

Employment Interview

Reference & Background Analysis

Selection Decision

Physical Examination

Job Offer

Employment Contract

Evaluation

Reje

cte

d

Ap

plicati

on

s

Selection

Process


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Selection Process


Steps in Selection Process

Steps in Selection process

Preliminary Screening InterviewApplication Blank or FormWeighted application BlankEmployment tests

Interviewing the candidateReference Checks

Final Selection

Physical ExaminationHiring Decision


Medical examination, if required

Initial Screening

Employment Test

Selection Interview

Background Examination, if req’d

Reject Applicant

Permanent Job offer

Passed

Passed

Passed

Passed

Failed to meet minimum qualifications

Failed test

Problems encountered

Failed to impress interviewer and/or meet job expectations

Selection Process

Passed

Difference between Recruitment & Selection

Recruitment 1. Process of searching for prospective employees & stimulating them to apply

for jobs in org2. Positive process3. Purpose is to create a pool of applicants for jobs

in the organisation

4. It is a simple process

Selection1. Selection means

employment of workers

2. Negative process3. Aims at eliminating

unsuitable candidates 4. It is a complex process

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Recruitment vs. Selection Both recruitment and selection are the two phases of the employment process. The

differences between the two are:

1. Recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organisation WHEREAS selection involves the series of steps by which the candidates are screened for choosing the most suitable persons for vacant posts.

2. The basic purpose of recruitments is to create a talent pool of candidates to enable the selection of best candidates for the organisation, by attracting more and more employees to apply in the organisation WHEREAS the basic purpose of selection process is to choose the right candidate to fill the various positions in the organisation.

3. Recruitment is a positive process i.e. encouraging more and more employees to apply WHEREAS selection is a negative process as it involves rejection of the unsuitable candidates.

4. Recruitment is concerned with tapping the sources of human resources WHEREAS selection is concerned with selecting the most suitable candidate through various interviews and tests.

5. There is no contract of recruitment established in recruitment WHEREAS selection results in a contract of service between the employer and the selected employee.


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Outcomes of Selection Decision

False Negative Error (Reject)

True Positive (High Hit)

True Negative (Low Hit)

False Positive Error (Accept)

Success

Failure

Failure Predicted

Success Predicted

Selection Decision



Follows standardised process beginning with initial screening interview & concluding with final employment decision

Involves following steps: Preliminary screening interview Completion of application form Employment tests, interview & evaluation methods Medical examination Background investigations & references Final decision to hire

Order & emphasis on each of these aspects may differ from company to company

Some may give more importance to tests, some emphasize one, two or three rounds of interview, others rely on background or reference checks

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Step-1:Preliminary Screening Interview Step-2:Application Blank or Form: Step- 3: Weighted application blank Step-4: Use of Selection Methods

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Steps in Selection Process-Selection Tests

Ability/ Achievement tests

Aptitude tests Personality tests Interest tests Graphology test Polygraph test Medical tests

CHOOSING TESTS Reliability Validity


Steps in Selection Process- selection tests

1. Aptitude or Potential Ability Tests: Are of three types:

Mental or Intelligence Test: Mechanical Aptitude Test: Psychomotor or Skill Tests:

2. Achievement Tests: also known as proficiency tests; measure the skill of knowledge acquired as a result of a training programme and on the job experience. These are of two kinds:

Job Knowledge Tests - oral or written. Work Sample Tests - typing test

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Steps in Selection Process- selection tests (contd.)

3. Personality Tests: Are of three types: Objective tests- neurotic tendencies, self

sufficiency, dominance-submission, and self confidence.

Projective tests Situation tests

4. Interest Test Examples: Kuder Reference Record, The Strong Vocational

Interest Blank etc. 5.Graphology Tests 6. Polygraph test 7. Medical Tests


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Problem from the Test of Mechanical Comprehension

Which gear will turn the same way as the driver?


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Sample Picture Card fromThematic Apperception Test

How do you interpret this picture?

Source: Harvard University Press. Used with permission.


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Graphology

Graphology (handwriting analysis) Assumes that handwriting reflects basic

personality traits. Graphology’s validity is highly suspect.

Source: Reproduced with permission from Kathryn Sackhein, Handwriting Analysis and the Employee Selection Process (New York: Quorum Books, 1990), p. 45.

Figure 6–8

Handwriting Exhibit Used by Graphologist

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Graphology

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The Polygraph and Honesty Testing

The polygraph (or lie detector) A device that

measures physiological changes,

The assumption is that such changes reflect changes in emotional state that accompany lying.


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Physical Examination / Medical Tests

Reasons for pre-employment medical examinations: To verify that the applicant meets the physical

requirements of the position To discover any medical limitations you should

take into account in placing the applicant. To establish a record and baseline of the

applicant’s health for future insurance or compensation claims.

To reduce absenteeism and accidents To detect communicable diseases that may be

unknown to the applicant.


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Basic Testing Concepts- CHOOSING TESTS

Reliability The consistency of scores obtained by the same

person when retested with the identical or equivalent tests.

Are the test results stable over time? Test validity

The accuracy with which a test, interview, and so on measures what it purports (claims) to measure or fulfills the function it was designed to fill.

Does the test actually measure what we need for it to measure?


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Basic Testing Concepts- CHOOSING TESTS -Types of Validity

Criterion validity A type of validity based on showing that scores on

the test (predictors) are related to job performance (criterion). Are test scores in this class related to students’

knowledge of human resource management? Content validity

A test that is content valid is one that contains a fair sample of the tasks and skills actually needed for the job in question. Do the test questions in this course relate to human

resource management topics? Is taking an HR course the same as doing HR?


Steps in Selection Process – Step 5 Types of Interview

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1. Patterned or Structured Interview2. Non Directive or Free Interview3. Depth or Action Interview4. Group Discussion Interview5. Panel or Board Interview6. Stress Interview


Steps in Selection Process - Interview Process Steps

1. Preparation for Interview2. Physical Setting 3. Conducting the Interview4. Closing the interview5. Evaluation of Results

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Step-5: Interviewing the Candidate An interview is a purposeful exchange of ideas,

the answering of questions and communication between two or more persons.

Step-6: Reference Checks Step-7: Final Selection Step-8: Physical Examination Step-9: Hiring Decision


Reference Checking Form(Verify that the applicant has provided permission before conducting reference checks)Candidate Name:

Reference Name: Company Name:

Dates of Employment: (From: and To:)

Position(s) Held: Salary History:

Reason for Leaving:

Explain the reason for your call and verify the above information with the supervisor (including the reason for leaving)

1. Please describe the type of work for which the candidate was responsible.

2. How would you describe the applicant’s relationships with coworkers, subordinates (if applicable), and with superiors?

3. Did the candidate have a positive or negative work attitude? Please elaborate

4. How would you describe the quantity and quality of output generated by the former employee?

5. What were his/her strengths on the job?

6. What were his/her weaknesses on the job?

7. What is your overall assessment of the candidate?

8. Would you recommend him/her for this position? Why or why not?

9. Would this individual be eligible for rehire? Why or why not?

Other comments?


Selection Methodology at HSBC Has evolved its own unique selection procedure According to Ronald Sequeira, Senior Resourcing &

Development Manager: Manpower selection in HSBC is open & transparent String of competencies are identified

are crucial for the progress of the employee & organisation are tested several times at each step of the recruitment

process by senior HR professionals & across functions for specific job profile

Have ‘soft’ bio data questionnaire; brings out candidate’s profile beyond conventional requirements of age, expertise, achievements & academic background

Then there are 50 questions estimating candidate’s relevant competencies to provide the right job fit Questionnaire applies to diverse range of corporate functions

ranging from customer service & sales to front end operations like call centres

Candidate is accorded a score that determines his/her right fit

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Selection Methodology at HSBC

Short listed are put through process of assessment centres

Assessment Centres test range of competencies of candidates, incl their management styles, leadership skills, communication skills & commercial orientation

Evaluation process passes through 3 stages: psychometric, intray & aptitude Psychometric Test level: there is occupations personality

questionnaire where candidate describes his own personality Intray: case study round, where candidate is given a certain

situation with constraints, opportunities & other inputs Is customised to job in question Abilities are measured based on kind of solution-centric

feedback that the candidate delivers Aptitude level: candidate assessed for any special skills -like

exceptional power point presentation abilities or gift of gab Candidate is finally selected based on performance in

all these rounds

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Selection Methodology at IAF

IAF has 4-step selection procedure Step 1- Scanning of Application

Selection procedure begins after candidate sends his application form

All application forms checked for eligibility Followed by call letter to report to any one of Air Force Selection

Boards at Dehradun, Varanasi & Mysore Step 2- Testing Officer like Qualities

At Air Force Selection Boards candidate undergoes no. of psychological tests, an interview & group activities, collectively called Officer Like Qualities (OLQ) Tests

Are designed to gauge candidate’s potential & suitability as an officer in Armed Forces Psychological Tests are written tests conducted by Psychologist Group Tests are interactive indoor & outdoor tests. IAF expects

physical participation from all candidates Interview involves personal conversation with their interviewing

officer All these tests are screening tests; if a candidate doesn’t make

passing grades, he is routed back home the same day

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Selection Methodology at IAF Step 3- Conducting Medical Examinations

If candidate has applied for Flying branch and is found suitable by the selection Board, he is sent to Air Force Central Medical Establishment, New Delhi or Institute of Aviation Medicine for thorough medical examination

Step 4- Preparing All India Merit List An All India merit list is compiled on basis of

candidate’s performance at the group tests & medical examination

If they qualify the merit list, depending upon vacancies, they are instructed to go to training academy

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According to Pigors and Myers

"Placement is determination of the job to which an accepted candidate is to be assigned and his assignment to that job.

Placement


Placement

Placement succeeds selection process Placement refers to actual procedure

wherein an individual is assigned with a job Also involves assigning a specific rank &

responsibility to an employee Decision taken after matching requirements

of job with qualifications of candidate When handled carefully

reduces absenteeism & employee turnover, prevents accidents & classifies expectations

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Placement

Placing right man at right job is as important as hiring the right person.

Desirable : sound placement scheme to make employees feel comfortable on their new jobs.

Placement – process of assigning specific job to each one of

selected candidates means sending newly employed person to some

dept for work also implies assigning specific rank &responsibility

to an individual matching requirements of job with qualifications of

candidate is essence of placement

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Placement

It is a matching of what the supervisor has reason to think he can do with the job demands.

It is a matching of what he imposes (in strain, working conditions etc.) and what he offers (in the form of payroll, companionship with others, promotional possibilities etc.)”

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Placement

Basic principles be followed at time of placement of worker : Man be placed on job according to requirement of

job. Job not be adjusted according to qualifications of man. Job first, man Next, be the principle of placement.

Job be offered according to his qualifications; placement be neither higher nor lower than qualifications.

Employee be made conversant with working conditions prevailing in industry & all things relating to job. Should also be made aware of penalties if he commits a wrong.

While introducing the job to new employee, effort be made to develop sense of loyalty &cooperation in him so that he realises his responsibilities better towards the job

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Placement Basic principles…contd

Placement should be ready before selected person joins

Placement in initial period may be temporary till completion of training. Employee be transferred to job where he can do better justice.

Proper placement helps to improve employee morale.

Capacity of employee be utilised fully if placed on job for which suitable.

If candidate adjusts himself to job & continues to perform as per expectations, means candidate is properly placed.

Main problem: when recruiters look at individual but not the job.

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According to Edwin B. Flippo "Induction is welcoming process, makes new employee feel at home and generate in him feeling of belongingness to organisation."

Induction


Induction

When new employee joins, be welcomed & be helped to get acquainted and adjusted with fellow employees & work environment.

Be introduced to fellow employees, working conditions, rules & regulations etc.

First day of employment long remembered & counts much in attitude of employee towards job & company.

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Objectives of Induction To promote a feeling of belonging and loyalty to the

organisation among newcomers To build up new employee's confidence in organisation

enabling him to become efficient employee To bring about agreement between the organisation

goals and individual’s goals. To give new employee information regarding org

structure, product, policies, rules & regulations and facilities provided by company such as cafeterias, locker room, leave rules etc.

To introduce new worker to supervisor & fellow colleagues with whom he has to work.

To create sense of security for the worker in his job that fairness to the worker is the inherent in organisation.


Steps of Induction

1. Immediate supervisor welcomes newcomer to organisation

2. Explains overall objectives of company & dept

3. Explains employees’ role in achieving the objectives

4. Shows place of work5. Hands over rule & job description6. Gives details about training opportunities &

promotional avenues7. Discusses working conditions8. Furnishes all details reg salary & benefits9. Guides employee through tour of entire org

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Induction

Topics covered in employee induction programme Organisational issues

History of the companyNames & titles of key executivesEmployee's title & deptLayout of physical facilitiesProbationary periodProducts/ services offeredOverview of company’s proceduresDisciplinary proceduresEmployee handbookSafety steps

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Induction

Employee benefits Pay scales Vacations , holidays Rest pauses Training avenues Counseling Insurance, medical, retirement benefits

Introduction To supervisors To co-workers To trainers To employee counselors

Job duties Job location Job tasks Job safety needs Overview of jobs Job objectives Relationship with other jobs

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Induction

Programme usually completed in a day Some large orgs show video film about the

company, including past achievements Personalities who made significant contribution

to company also serve as role models for others At end of the day, new entrant

is comfortable with environment, understands his job responsibilities & duties, identifies his team members, & Is clear about his career goals

Follow-up process usually after one week or so: to know if he understood the orientation programme, & has got adjusted to company’s processes

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Induction

Reasons for failure of orientation programme; must be avoided Supervisor who has to induct the employee lacks

training, may be too bossy. Employee overwhelmed with too much information

in short time Employee is confused with wide variety of forms to

be filled In initial stages, employee given only very trivial jobs

that discourage job interest & affect company loyalty Employee is asked to perform challenging jobs where

chances of failure are high; could needlessly discourage the employee.

Employee forced to balance between broad orientation by dept & narrow orientation at div’al level.

Employee thrown into action too soon.

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New Employee Orientation at HP

HP’s consulting division consists of around 6500 employees worldwide

After employee joins, he/she is educated about complete corporate history

Within first 4 months of the job, consultants travel all around globe to main office at Palo Alto, California to attend 5-day programme, termed ‘HP Global New Hire Orientation’

Cultural orientation includes tour to famous HP garage where founders transformed their ideas into action

Trip to first office with original office furniture & architecture dates back to 1950s, helps the new employee feel connected to large MNC

Place also houses personalized notepads and paperwork By building such connection to corporate mission, new hire

programme introduces consultants to business strategy origins & core values

New hires are able to understand position of HP consulting in HP’s overall value delivery system

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New Employee Orientation at HP

Programme in use for over 12 years & is primarily aimed at new hires understanding HP’s traditions & values

New employee orientation programme also provides tools for growth & success of the individuals & organisation

Some of these include Business climate information & instructions on building

consultative skills Customer engagement Client relationships & selling skills

Programme reaches across demographic lines & builds bridge between different cultures

Over past 2 years, nearly 1000 consultants from 30 different countries have benefited from the programme

Many relationships made during the orientation programme last over the years

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Polarization at Polaris

Nalanda, called Corporate University of Polaris, cares to the needs of individual & organisational learning

Intensive 4-week Induction programme provides campus recruits the necessary wherewithal to make the transition to thoroughbred software engineers

Induction programme introduces them to various Polaris processes & Software development methodologies

Socialization process suitably ‘acculturates’ them to Polaris way of life

Trains new recruits on service delivery process of Polaris

Various presentations during induction programme help them understand the business context of the organisation

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Polarization at Polaris

Induction is not conventional class room instruction mode-batches divided into small groups; they have to explore & gather information in area of technology given to them

They have to share it with rest of the batch through presentations

Ample measure of soft skills is thrown into the induction programme.

Communication workshops, team building exercises, business etiquettes & presentation skill feature prominently during the induction programme

Importance of application of one’s learning is underlined by Project work that fresh recruits are required to do for successful completion of the programme

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“God doesn't require us to succeed; he only requires that you try.” - Mother Teresa

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4 hrm selection_jjm_mb203