Lecture 7 & 8Date: Topics Discussed: The Systematic approach to Selection.Instructor: Mr. Parikshit Joshi

MEANING AND DEFINITION

Selection is the process of picking individuals (out of the pool of job applicants) with requisite qualifications and competence to fill jobs in the organisation. A formal definition of selection is:

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

Although, some selection methods can be used within an organisation for promotion or transfer, this chapter focuses on selecting applicants from outside the organisation.Recruitment and selection are the two crucial steps in the HR process and are often used interchangeably. There is, however, a fine distinction between the two steps. While recruitment refers to the process of identifying and encouraging prospective employees to apply for jobs, selection is concerned with picking the right candidates from a pool of applicants. Recruitment is said to be positive in its approach as it seeks to attract as many candidates as possible. Selection, on the other hand, is negative in its application in as much as it seeks to eliminate as many unqualified applicants as possible in order to identify the right candidates.

According to Dale Yoder, “Selection is the process in which candidates for employment are divided into two classes those who are to be offered employment and those are not.” Selection means a process by which qualified personnel may be choosen from the applicants as possible in order to identify the right candidates.

PURPOSE OF SELECTION

The purpose of selection is to pick up the most suitable candidate who would meet the requirements of the job and the organization best, to find out which job applicant will be successful, if hired. To meet this goal, the company obtains and assesses information about the applicants in terms of age, qualifications, skills, experience, etc. The needs of the job are matched with the profile of candidates. The most suitable person is then picked up after eliminating the unsuitable applicants through successive stages of selection process. How well an employee is matched to a job is very important because it directly affects the amount and quality of employees work. Any mismatch in this regard can cost an organization a great deal of money time and trouble, especially, in terms of training and operating costs . In course of time the employee may find the job distasteful and leave in frustration. He may even circulate 'hot news' and juicy bits of negative information about the company, causing incalculable harm in the long run.

Effective selection, therefore, demands constant monitoring of the ‘fit’ between people and the job.

ROLE OF SELECTION

The role of selection in an Organisation’s effectiveness is crucial for at least, two reasons:-

First, work performance depends on individuals. The best way to improve work performance is to hire people who have the competence and the willingness to work. Arguing from the employee's viewpoint, poor or inappropriate choice can be demoralising to the individual concerned (who finds himself or herself in the wrong job) and de-motivating to the rest of the workforce. Effective selection, therefore, assumes greater relevance.

Second, cost incurred in recruiting and hiring personnel speaks volumes about the role of selection. Here is one instance to prove how expensive recruitment has become. Pepsi had gone on a crash recruitment drive. Six people from the company took over the entire Oberoi Business Centre in Bombay for six days; 3000 applications in response to an advertisement issued earlier were scanned; applicants were asked to respond by fax within 100 hours; finally, the short listed persons were flown in and interviewed. Quite an expensive affair by any standard.

Costs of wrong selection are much greater. Figure 1 shows four possible outcomes of a selection decision. Two of these—'true positive' ('high hit') and 'true negative' ('low hit')—are right selection decisions. The other two outcomes represent selection errors. In the 'false positive error', a decision is made to hire an applicant based on predicted success, but failure results. In 'false negative error', an applicant who would have succeeded is rejected based on predictions of failure. In either case, selectors will have erred. They may remember that the selection successes will be written in sand and failures in stone.

An organisation with a false positive error incurs three types of costs. The first type is incurred while the person is employed . This can be the result of production or profit losses, damaged company reputation, accidents due to negligence, absenteeism , and the like. The second type of costs is associated with the training, transfer or terminating the services of the employee. Costs of replacing an employee with a fresh one ----cost of hiring, training and replacement—constitute the third type of costs. Generally, the more important the job, the greater the cost of the selection error.

Success

Failure

False Negative Error

True Positive (High Hit)

True Negative (Low Hit)

False Positive Error

Failure Predicted Success Predicted

Fig 1. Outcomes of Selection Procedure

In the case of false negative error, an applicant who would have succeeded is rejected because of predicted failure. Most false negative errors go unnoticed except when the applicant belongs to a reserved category and files a discrimination charge. Costs associated with this type of error are generally difficult to estimate.

A careful selection will help an organisation avoid costs associated with both false positive error as well as false negative error.

METHODS OF SELECTION

i) Unscientific Method of Selection:

a) Physiognomy: Physical features, such as shape of the face, colour, etc, sometimes influence in the selection of workers.

b) Graphology: Selection is made on the basis of handwriting. For e.g., small letters indicate miserliness, self-centeredness & paying attention to minute detail.

ii) Scientific Method of Selection:a) Photograph: It is not correct to judge mental abilities & qualities only from a photograph without conducting any interviews & tests.

b) Letter of Application: The letter of application is a good basis of prediction about the job success of the individual, which gives sufficient information about the applicant.

c) Application Blanks: An application blank is prepared from the application form. For different jobs different application blanks are prepared & given to the applicants before the interview to fill up the necessary requirements. It is more specific compared to the application forms.

Application blanks usually have two functions:(i) They provide useful information about the employee according to the

requirements of the company, such as the age, sex, number of dependants, social security, etc.

(ii) Application blanks provide information about job applicants, which the personnel officer consider necessary to the hiring process. Thus, it can be held that the application blank is a highly structured interview in which the questions have been formulated & standardized in advance .

The application blank mainly requires the personnel history of the applicant.

According to Blum & Naylor "Used properly as an aid to selection, the application blank can be & sometimes is, one of the better selection devices at the disposal of the personnel technician".

Weighted Application Blank (WABs): To make the application form more job related, some organizations assign numeric values or weights to responses

provided by applicants. Generally, the items that have a strong relationship to job performance are given high scores.

d) References & Recommendations: Documentary evidences in favor of satisfactory performance in the past are provided by references & recommendations from the previous employer.

e) Interview: Interview techniques are extensively used for the selection of employees in any & every job. This is a very popular & traditional technique of selection. By this technique, the interviewer gets an idea about the overall personality of the interviewee. It is definitely a good source of obtaining information about the person seeking a job.

THE SELECTION PROCEDUREThe selection procedure is essentially a series of steps by means of which additional specific information is secured about the individual job-seekers or candidates for hire with a view to bring to light facts at each step or stage which may lead to the rejection of the candidate.

As Observed by Jucius, "The selection procedure is the system of functions and devices adopted in a given company for the purpose of ascertaining whether or not candidates possess the qualifications called for by a specific job or for progression through a series of jobs."

The selection procedures or processes of various organizations or companies differ widely . Generally, selection procedures adopted in various companies are long and complicated and as observed by Edwin B. Flippo, "Many employers make use of such techniques and pseudo- sciences as phrenology, physiognomy, astrology, graphology, etc, while coming to hiring decisions," So, it is important that systematic and planned procedures should be set up and followed in obtaining and analyzing both objective as well as subjective data.

According to Michael J. Jucius, the selection procedure cannot be effectively placed in operation until three major steps have been taken:

i) Recruitments of the job to be filled have been specified,

ii) Qualifications people must possess have been specified,

iii) Candidates for screening have been attracted.

With these steps completed, it is then the task of selection to match the qualifications of candidates with the requirements of the job. Undesirable candidates are screened out and the qualified retained.

STEPS IN SELECTION PROCEDURESelection is usually a series of steps. The basic idea is to solicit maximum possible information about the candidates to ascertain their suitability for employment . Since the type of information required for various positions may vary, it is possible that selection process may have different steps for various positions. So, a standard selection process has the following steps:

The following is a popular procedure though it may be modified to suit individual situation:

1. Reception or preliminary interview or screening;

2. Application blank — a fact-finder which helps one in learning about an applicant's background and life history;

3. A well conducted interview to explore the facts and get at the attitudes of the applicant and his family to the job;

4. A physical examination — health and stamina are vital factors in success;5. Physiological testing to explore the surface area and get an objective look

at a candidate's suitability for a job;6. A reference check;7. Final selection approval by manager; and communication of the decision to

the candidate.

RECEPTION, INITIAL OR PRELIMINARY INTERVIEW OR SCREENING

A special interviewer or a high calibre receptionist in the employment office usually conducts the initial screening. When a large number of applicants are available the preliminary interview is desirable both from the company's point of view and that of the applicant seeking employment. This interview is essentially a sorting process in which perspective applicants are given the necessary information about the nature of the jobs in the organisation. The necessary information, then, is elicited (draws out) from the candidates relating to their education, experience, skill, salary demanded, the reasons for leaving their present jobs, their job interests and whether they are available for the job, their physical appearance, age, "drive" and facility in speech. If a candidate meets with the requirements of the organisation, he may be selected for further action. If he does not fit into the organisational structure (because of lack of requisite qualifications, physical disability, weak sight, or poor physique), he is eliminated at the preliminary stage. Such interviews are usually short and may be conducted at a desk, across a counter or railing and they are known as stand-up interviews . The main objective of such interviews is to screen out undesirable/unqualified candidates at the very outset. Someone who inspires confidence, who is genuinely interested in people, and whose judgement in the “sizing up” of applicants is fairly reliable, should conduct such interviews . Care is taken to ensure that the "Weeding out" process does not lead to the elimination of desirable workers.

Sometimes, applicants are eliminated because of some feature in the organisation, which cannot be adjusted satisfactorily at this stage. Six biographical items have been suggested as knock-out factors in the preliminary screening Programme for salesmen. They include instability of residence, failure in business within two years, divorce or separation within two years, excessive personal indebtedness, too high a standard of living and unexplained gaps in the employment record .

The organisation may fit a job to the person who is available, as when a girl is appointed as a stenographer, telephone operator, secretary or saleswoman. Or jobs may be provided for the blind, the infirm or other handicapped persons. Working hours may be so adjusted as to make it possible for housewives/young girls to get employment. A typical selection programme tries to fit applicants to particular jobs, i.e., match jobs and people . This selection philosophy assumes that the requirements of a given job and the characteristics of a given applicant are sufficiently unique and explicit to make an intelligent match possible between them.

Since the preliminary interview brings about one of the first personal contacts of an individual with a company and since it is the stage at which some candidates

must be rejected, it is desirable that the interviewer should be courteous, kind, receptive and informal. Despite the pressure under which he frequently works, he should avoid appearing brusque or impatient. Further, privacy must be maintained in holding interviews.

APPLICATION BLANK OR APPLICATION FORM

An application blank is a traditional, widely accepted device for getting information from a prospective applicant , which will enable a management to make a proper selection.

The blank provides preliminary information as well as aid in the interview by indicating areas of interest and discussion. It is a good means of quickly collecting verifiable (and therefore fairly accurate) basic historical data from the candidate . It also serves as a convenient device for circulating information about the applicant to appropriate members of management and as a useful device for storing information for, later reference (Data Bank of the employee) .As a selection tool, application blank or form indicates the applicant's ability to communicate clearly, write legibly and understand and follow instructions. It is a traditional, and widely accepted device for gathering information from a prospective applicant.

The application blank provides preliminary information as well as aid in the interview by indicating areas of interest and discussion. It is a good means of quickly collecting verifiable (and therefore, fairly accurate) basic historical data from the candidates. It also serve as a convenient device for circulating information about the applicant to appropriate members of management and as a useful device for storing information, for later reference.

The information required to be given in the applicant's own handwriting is needed to identify him properly and to draw tentative inferences about his suitability for employment. Many types of application forms-sometimes very long and comprehensive and sometimes brief are used.

According to one U. S. National Industrial conference Boards Publication, "the main items of information requested on application blanks are name, address, age, martial status and dependants, schooling, experience and references."

The information required to be given in the applicant's own hand-writing is needed to identify him properly and to draw tentative inferences about his suitability for employment Many types of application forms — sometimes very long and comprehensive and sometimes brief — are used. Information is generally called on the following items:

(a) Biographical Data: Name, father's name, date and place of birth, age, sex, nationality, height, weight, identification marks, physical disability, if any, marital status, and number of dependants.

(b) Educational Attainment: Education (subjects offered and grades secured) training acquired in special fields and knowledge gained from professional / technical institutes or evening classes or through correspondence courses.(c) Work Experience: Previous experience, the number of jobs held with thesame or other employers, including the nature of duties, and responsibilities and

the duration of various assignments, salary received, grades, and reasons for leaving the present employer.(d) Salary and Benefits: Present and expected.

(c) Personal Items: Association memberships, of NCC or NSS, extra-curricular activities, sports, hobbies, and any other pertinent information supporting a candidate's ability for a post.

(f) Other Items: Names and addresses of previous employers, references, etc.

An application blank is a brief history sheet of an employee's background and canbe used for future reference, in case or need.

The data submitted in an application form should help predict the candidate's chances for making a success of his job. The information sought in it should be relevant to the objective of selection. To ensure that the information given by the applicant is true, application blank usually carries a threat of discharge at any time after employment if the information furnished in it proves to be false.

The questions included in an application blank should be such as are valid and necessary. Superfluous questions should be avoided. They should not by their wording or nature, encourage dishonest answers. In brief, an application form should be complete ugh to relieve the interviewer of the burden of recording considerable factual data.

Application Blank THE ARAVALI PUBLISHING COMPANY PVT. LTD.

(for staff)Registered office: Aravali Buildings

Udaipur (Rajasthan)

FORM FOR APPLICATION

(a) All entries must be made in candidate's handwriting.(b) All subsequent change in the particulars given in the application must be intimated to the Personnel Department within a week of such change.(c) If space against any query is not adequate a separate sheet should be attached.

(d) Canvassing in any form will disqualify a candidate. (e) The candidate will render himself liable to summary dismissal if it is found that any information given by him is incorrect or any relevant information has been

supressed.

NOTE:

1. Full Name (with surname} in Block Letters:2. Nationality: ...... Caste: .......... Religion: .......Sex:........................3. Father's Name and Occupation: .................................................4. Present Address: ...........................................................................5. Permanent Address: ............. Village ......... Mohaila................ H. No: ........ P.O............. Dist............ State.....................6. Age:….......... Date of Birth .......... Place of Birth .................

7Academic/Technical Qualifications stating examinations passed from High School SLC/ Hr. Secondary onwards:

Name of Examinations Subjects Year of

University Passed Offered Passing

(a)

(b)

(c)__________________________________________

8. Apprenticeship/Practical Training:Nature of Organisation Duration Apprenticeship/Training in which From To

Served (Date) (Date)9. Languages: (a) Can Speak: Hindi English/Gujarati, Marathi any other

(b) Can Speak read and write:10. Physique: Games played: ...

(a)............................................Height: (in cms)................ Hobbies:(b)............................................Weight: (in kgs) (c)Strength of glasses (if worn): .........(d)...............................................................Any disability: (current):

(e) Any major disability or alignment suffered in past: ……………

(f) Identification Marks: ……………….

11. Past Experiences:Name of Total Post held Period Salary: basic Reasonsemployer number and exact Date of Date of and allowances forwith of staff nature of joining leaving at start and leaving

complete and duties leavingaddress workers

1.

2.

3.

4.

Division /Class

Result

5

Information regarding specialization in a particular subject and other matters of interest ………………………………………………………………………………

12. (a) Have you ever been removed from your job. If so, state where and why…

.................................................................................................

(b) Have you been convicted by a court of law? If so, give particulars ……

………………………………………………………………

13. (a) Have you ever applied to been interviewed by this Company before?

(If yes, please state the name of the post and the date of interview)14. References (other than relations) (Name and full address to be given)

15. Minimum salary acceptable ( including all allowances):

14. Time required for joining (if selected):15. Number of dependants:............ Male ............ Female ...............16. Marital status: Married/Bachelor Divorced/Widowed/Separated17. (a) Children .............................

(b) Ages of children ............... Sons ............................................Daughters............................. Name of relative .......................Department.......................... Relationship................................

20. Any acquaintance in our Company or at Udaipur? If so, give name and full particulars of each acquaintance:

18. Copies of Testimonials attached.

Place…………………………….

Date……………………………. Signature of Applicant

Usefulness of Application Blanki) It introduces the candidate to the company in a formal way.ii) It helps the company to have a cross-comparison of applicants; the company can screen and reject candidates if they fail to meet the eligibility criteria at this stage

itself. iii) It can serve as a basis to initiate a dialogue in the interview.

LimitationsIn practice, the use of application blank as a sound selection technique falls short of expectations because of certain reasons:

i) Some application blanks are often designed rather haphazardly.ii) Some applicants have a tendency to exaggerate (overstate) their capabilities and easy

verification of such response bias from other sources may not always be obtained.iii)There is a danger that the personnel man often may not know to evaluate the information.

iv) Lengthy and inappropriate application blanks.

Evaluation of Application BlanksThere are two methods of evaluating an application blanks. They are:

i) Clinical Method: Under the clinical method, the application forms will be analyzed in detail, drawing all possible inferences, projecting the applicants personality and forecasting future job success.

ii) Weighted Method: Under it, certain points or weights are assigned to the answers given by the applicant in the application form. It is a statistical technique.

WEIGHTED APPLICATION BLANKSome companies analyze the information on an application blank and

determine statistically its relation to later success in the job . The answers are weighted according to the extent of job success. Such application blanks are known as weighted application blanks. Such fo rms may speed up bo th r ec ru i tmen t and se l ec t ion .

A weighted application form should be established and used with a caution. Its objectives should be clearly determined. For example, there may be a selection of more stable employees to decrease labour turnover or increase job efficiency. The factors that bring about success may also be taken into account. For this purpose, the varying conditions in an organisation should be noted. The blank should be continually updated. Finally, no firm should try to select an employee solely on the basis of one or two important facts.

Weighted Application Blank for the Post of Secretary

Item Percentage Weight

Short-term Long-term

Age20 or under 10 0 021-25 50 12 426-30 20 12 031-35 20 23 0Over 35 10 53 5Marital StatusMarried 20 47 2Single 63 41 1Widowed 0 0 0

Divorced 10 6 0Separated 7 6 0EducationAttended Grade School 0 0 0Grade School Graduate 0 0 0Attended High School 0 12 0High School Graduate 33 41 0Attended College 40 41 0College Graduate 27 6 1Business School 10 29 0Years on Last JobLess than 1 50 0 51 to 1.5 7 35 21.5 to 2.5 37 12 12.5 to 3 0 6 0

10 35 2Years of Experience0 3 18 0Less than 1 20 0 11 to 2 20 0 12 . 5 t o 3 30 0 3

BIO-DATASometimes, when a management wants to appoint an existing employee to a

higher position, it may ask him to submit his necessary bio-data for consideration at the time of selection or interview . In such circumstances, an employee need not fill in an application blank. Such bio-data may also be got from different organisations having good employees for whom chances of advancement in their own organisation are very bleak.

BIOGRAPHICAL INVENTORIESThese inventories are specially constructed for the purpose of predicting success

in given type of work . The items included are those, which a person, who conduct analysis, believes to have some potential as predictors. A typical inventory contains a large number of items, utilizes a multiple-choice format exclusively, and deals with those matters that are normally not covered in an application blank. Such items deal with experiences in early life, hobbies, social relations, values and opinions, etc.

Typical Biographical Inventory QuestionsClassification Data:What is your present marital status?

1. Single2. Married, no children3. Married, with one or more children4. Widowed5. Separated or divorced

Habits and Attitudes:How often do you crack jokes?

1. Very frequently2. Frequently3. Occasionally4. Seldom5. Cannot remember jokes

Health:Have you every suffered from?

1. Allergy2. Asthma3. High blood pressure4. Tuberculosis5. Ulcers6. None of these

Human Relations:What are your relations with your neighbors?

1. Not interested in them2. Like them but seldom see them3. Visit each-other's homes occasionally4. Spend a lot of time together

Parental Home Childhood Teens:With whom did you live for most of the time before you were 18?

1. Parents2. Relatives3. Hostel

Personal Attributes:

How creative do you think you are?1. Highly creative2. Somewhat more creative than most in your field3. Moderately creative4. Somewhat less creative than most in your field

Present Home, Spouse and Children:Regarding moving from location to location, my wife

1. Would go willingly wherever I do2. Would not move under any circumstances3. Would move only if it were absolutely necessary4. Has not told me how she feels about moving

5. Not married

Self-impressions:Do your generally do your best?

1. At whatever job you are doing2. Only in what you are interested3. Only when it is demanded of you

Recreation, Hobbies, Interest:How do you pass your leisure time?

1. Going to a movie2. Visiting friends3. Playing games4. Reading light material5. Gardening6. Stamp collecting

Values, Opinions and Preferences:Which one of the following seems most important to you?

1. Having a pleasant home and family life2. Getting a challenging and exacting job3. Forging ahead in the world4. Making the most of your particular ability

Work:How do you feel about travelling on business?

1. Would you enjoy it tremendously?2. Would you like to do some travelling?3. Would travelling be troublesome if it were necessary?4. Do you definitely dislike travelling?

PHYSICAL EXAMINATIONCertain jobs require unusual stamina, strength or tolerance of hard conditions . A physical examination reveals whether or not a candidate possesses these qualities . It brings out deficiencies, not as a basis of rejection but as a positive aid to selective placement and as indicating restrictions on his transfer to other positions.

Purpose: A physical examination serves the following purposes: (i) It gives us an indication whether a candidate is physically able to perform the

job. Those who are physically unfit are rejected. (ii) It prevents the employment of those who suffer from some type of infectious diseases.

(iv) It places properly those people who are otherwise employable but whose physical

handicaps may necessitate assignment only to specific jobs.

The basic purpose of a physical examination is to place persons in jobs which they can handle without injury or damage to their health.

Candidates are medically examined either by the company's physician or by a medical officer approved by the company for the purpose.

Contents: Usually a medical check-up involves a quick examination of the eyes, ears and throat. Bronchial weakness is looked for as an indication of nervousness, tuberculosis and hernia. Heart and lungs may also be thoroughly examined.

It is worth noting that those to whom heavy manual work is to be assigned are tested for physical strength as well as physical health; while those who are to be placed in the office should be particularly tested for eyesight, the condition of the pulmonary system and for signs of tubercular tendencies.

Stone and Kendall have outlined the following contents of physical examination:(a) The applicant's medical history is obtained by interviews between the

applicant and the medical officer.

(b) Physical measurements such as height, weight, chest and the abdominal circumferences.

(c) General examination, including an examination of the skin, musculature and joints.

(d) Examination of special senses of the applicant — visual and auditory activity to be checked closely.

(e) Clinical examination of eyes, ears, nose, throat and teeth.(f) Examination of chest and lungs.(g) Check-up of blood pressure and heart.

(h) Laboratory tests to urine, blood, etc. (i) X-Ray examination of chest, and other parts of the body.

(j) Specialist's test, such as basal metabolic rate or consultation by a specialist.

(k) A neuro-psychiatric examination particularly when medical history or physician's observations indicate an adjustment problem.

In some organisations, the procedure for the physical examination and selection a farce. A candidate is often approved within a few minutes and without having really been examined by a qualified physician. In other organisations, particularly when the appointment of a top executive is being considered, the medical examination is very comprehensive and thorough, and determines whether the candidate should or should not be offered the job.

REFERENCE CHECKSThe use of references is common in most selection procedures, for it involves

only a little time and money, and minimum of effort.The procedure places reliance on the evaluation of former employers, friends and

professional personnel. Checks on references are made by mail or by telephone, an occasionally in person, or by using a reference form, which require specific answers.

It is vitally important that references should indicate how long and in what capacity the referees had the contact with the applicant.

However, some employers are of the opinion that references are useless because a referee rarely gives an unfavorable opinion about the application. But other employers consider reference checking to be an integral part of the total over-all selection and assessment programme.

THE OFFER OF EMPLOYMENTThe employment is offered to those applicants who have crossed all the hurdles which come across in the way of selection process. The offer of employment is made through a letter of appointment. Such a letter generally contains a date by which the appointee must report on duty . The appointee must be given reasonable time for reporting. This is particularly necessary when he or she is already in employment in which case the appointee is required to obtain a relieving certificate from the previous employer. Again, a new job may require movement to another city , which means considerable preparation, and movement of property.

The company may also want the individual to delay the date of reporting on duty . If the new employees first job upon joining the company is to go on training, the organization may request that the individual delays joining the company until perhaps a week before such training begins. Naturally, this practice cannot be abused especially if the individual is unemployed and does not have sufficient finances

When the job is offered and the candidates accept the offer, certain documents are to be executed by the employer and the candidate. One such document is the attestation

form, which contains certain vital details about the candidate, which are authenticated and attested by him/her. Attestation form is a valid record for future reference.

There is also a need for preparing a contract of employment. The basic information that should be included in a written contract of employment will vary according to the level of the job, like:

i) Job title.ii) Dutiesiii) Hours of workiv) Holiday arrangementsv) Sickness leave, paymentvi) Rate of pay, allowances, overtime, method of payment, shift rates.vii) Data when continuous employment starts and the basis for calculating service.viii) Grievance procedure, etc.

Great care is taken to draft the contract forms

After all the formalities are completed, the candidates are placed on their jobs initially on probation basis. The probation period may range from 3 months to 2 years. During this period, they are observed keenly and when they complete this period successfully, they become the permanent employees of the organization.

Recent Trends in SelectionNew trends have been emerging in selection techniques along with other areas of human resource management. The recent trends in selection include: (i) Selection by invitation, (ii) Leasing and (iii) 360° selection programme.

i) Selection by Invitation: Management observes the performance of key executives of competitors , if the performance of the key executives is excellent or the key executives are change agents, the management invites such executives to join the organization by offering attractive salary and benefits. Thus, the significant performance of the executives forms basis for selecting them by invitation.

ii) Leasing: Presently, the organizations need to employ specialists to take-up the highly skilled jobs. In fact, the changes in technology demand highly skilled employees. It would be very difficult to small organizations to employ the skilled employees as they demand high pay. Added to this such employees may not have enough work . These factors enabled the consultancy organizations to employ experts and depute these employees to the needy companies on lease.

These consultancy organizations are principal employers and the needy organizations draw the required employees from the pool on lease and pay the agreed fee to the consultancy firms. The consultancy firms pay the salary to the employees.

This type of arrangement is beneficial to the consultants, employees on lease and the industrial organizations. The business organizations can utilize the services of the

experts with less cost. The employees get high pay and benefits. The leasing company derives surplus from its charges and fees.

iii) 360° selection programme: Normally superiors administer the selection tests and interviews. They judge the fit between the job and the candidate. But the employee skills, knowledge and performance affect not only superiors bur also subordinates and the employees of the same level. Hence, the organizations started involving the subordinates and the employees of the some level in administering the employment tests and interviews. This type of selection programme is called 360° selection programme.

EVALUATION OF SELECTION PROGRAMMEThe purpose of selection programme and techniques is to choose the most suitable candidate for a given job from among the prospective employees. The selection programme would be effective, if the candidates selected / hired perform their jobs efficiently and sincerely with commitment. The human resource manager should evaluate the effectiveness of the selection programme periodically. Dale S Beach suggests audit of the selection programme to know the effectiveness of the selection programme. The model checklist of the audit of the selection programme.

Model Checklist for Audit of the Selection Programme

1) Analysis of the programmei) Is the selection programme consistent with human resource management theory and practice?ii)Have well-defined selection policies and procedures been developed? iii) Are the employment policies consistent with public policy?iv) Do the wage levels, fringe benefits, and level of employee satisfaction within the organization have a beneficial effect upon the ability to attract and retain good employees?

2) How adequately are the programme and its procedures communicated to all those involved in and affected by it?

3)How well is the programme implemented:i) Have those entrusted with carrying out the employment programme been adequately trained?ii) Does the performance of the programme match the state goals? iii) Are policy and procedure manuals developed and utilized?

4) Feedbacki) What image has been created in the minds of university and institute

placement officers, and public and private employment agencies by the approach adopted by the company in conducting its hiring programme.

ii) Have recently hired employees and rejected applicants been surveyed to gauge the type of treatment they have received in the selection process?

iii) How many persons have rejected the company as a poor place to work because of low wages, a poor reputation and so on?

5) Analysis of resultsi) How well do those hired perform on the job?ii) What percentage of those who apply are hired?iii) Of those hired what percentage are discharged during the probationary

period? What percentages resign because the job and employment conditions were misrepresented to them?

iv) What portion of employee turnover can be attributed to faulty selection? v) What contribution does each of the selection tools make to the programme?vi) How well do the predictions form each of the selection devices been

properly validated?