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8/3/2019 Unit III - b - Mit212c Selection
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SELECTION
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Definition Picking individuals with requisite
qualifications
It is the process of differentiating betweenapplicants in order to identify (and hire) those
with a greater likelihood of success in a job.
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Recruitment ---- +ve seeks to attract
candidates
Selection ----- - ve ------seeks to eliminateapplicants
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Role of selection Work performance depends on individuals
Hire people who have competence and
willingness to work Cost incurred talks about role of selection
Consultant charge 20-50% of 1st year salary
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Possible outcomes of selection
decisionSuccess False Negative (Error) True Positive
(High Hit) Right
selection decision
Failure True Negative
(low hit)
Right selection
decision
False Positive
(Error)
Failure predicted Success predicted
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False +ve applicant hired based on success
predicted but failure results
- ve applicants rejected based on failure
False positive incur 3 costs a) P & L,
damage co reputation absenteeism b)
training cost c) replacing employee
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Organisation for selection Applicant send easily applications to one
department
Facilitates contact, helpful during hiringperiods
Managers concentrate on responsibilities better selection, consideration, duplication ofefforts minimised
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Selection process Environmental factors affecting selection
HRP cost, policy co image, legal and
political considerations internal/externalenvironment
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1. Preliminary interview Scrunity to eliminate unqualified courtesy
interview for good public relations
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2. Selection tests Determine ability, aptitude and personality
test
Ability (achievement) how well anindividual perform tasks
Aptitude persons potential to learn in agiven area
GMAT General Management Aptitude test
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Personality measure employees motivation
to function in environment
TAT assess individuals achievement andmotivation levels
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CPI California Psychological Inventory
TTS Thurstone Temperament Survey
MMPI Minnesote Multiphasic Personality Guilford Zimmerman Temperament Survey
All these methods to assess personality traits
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Interest Tests To measure individuals activity preferences
Graphology analyse handwriting of an individual
Polygraph (lie detector) dept. stores, jewelryshops
Medical tests reveal physical fitness of a candidate
Drug tests, Genetic screening predisposition to
specific medical problems
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Choosing tests Reliability standard of the procedure and
scoring test results
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Validity predict whether a person will be
successful in a given job
Concurrent validity determine characteristicof successful employees
Predictive validity selection test identifying
a successful candidate Synthetic validity- involves several jobs
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Objective 2 or more derive same result/
conclusion.
Standardised standard conditions of peoplewho are representatives- specific test score
meaningful.
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3. Employment interview Indepth conversation conducted to evaluate
applicants
Acceptability
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Employment interview can be One to One interview: interviewer and
interviewee
Sequential: Series of interview- eachinterviewer ask questions as candidate moves
from room to room
Panel 2 or more interviewers- more formal
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Objectives of interviews Get additional information from applicant
Giving general information to applicant
Build company image
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Types of interviewsStructured Unstructured Mixed Behavioural Stress
Predetermined
Checklist of
questions
Few planned
Some asked on
spot
both Question to
hypotheticalsituation
Harsh, rapid
fire questions
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Common interview problems Interviewers do not seek applicants
information for successful job performance
Snap judgements early
Permit one trait or job related attributes
Halo effect
Tendency swayed by negative information
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Not in systematic manner
Favour a candidate
Interviewers judgement often affected
Some interviewers place more weight on
certain attributes
Sex, race lead to favourable evaluation
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Steps to overcome problemsDos Donts
Plan interview Unprepared to start
Easy, informal relationship Too quickly top demanding questions
Encourage candidate to talk Ask leading questions
Cover ground as planned Jump to conclusions
Probe where necessary Pay too much attention to strength/weakness
Analyse career and interests Gloss over important facts
Maintain control over direction Talk too much
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Reference and background checks Employers request name, telephone number-
for verification
Previous employers, known public figures,university professors, friends can act as
references
Telephone reference get immediatecomments
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References influence selection decision Reasons:
Persons who would speak well, write
favourably- not like to divulge truth about acandidate
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Selection Decision Who pass the test, interview and reference
check
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Physical examination Detect infectious disease, fit to perform,
physical capabilities differentiate, protect
from compensation skill
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Job offer Letter of appointment
Date-reasonable time for reporting
For reporting relieving certificate from
previous employer
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Contracts of employment Certain documents executed by candidate
Attestation form vital details about a
candidate valid for future references
Written contract company prepare
Job title, continuous employment, rate of pay,
hours of work
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Paid holidays, holiday pay, qualifying period
Accrual, details of holiday, year, when
holidays can be taken
Maximum holidays, carry over, public
holidays
Sickness pay for time loss, insurance,medical certificate
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Notice, grievance procedure, disciplinary
procedure, work rules, arrangements for
terminating, union membership, special terms
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Concluding the selection process Reassuring the candidates not selected
(purely on merit basis)
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Evaluation of selection programme Periodic audit, systematic evaluation
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Barriers to effective selection Perception inability to understand others
Fairness discriminated on the basis of
religion
Validity who will perform/not
Reliability produce consistent result
Pressure by politicians, bureaucrats,relatives, friends
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New methods of selection Participative selection subordinates
participate in co-workers selection
Employee leasing client co leasesemployees from third party
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Selection in India No Vacancy wanted board -seen
No specific skills -but have degree
Selection process- well defined practised
Merit objectivity considered
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Summary Selection process of differentiating between
applicants in order to identify those with a
greater likelihood of success in a job