Description
ALL ABOUT SELECTION
SELECTION
Selection is defined as the process of differentiating between applicants in order to identify (and
hire) those with a greater likelihood of success in a job.
Selection is basically picking an applicant from (a pool of applicants) who has the appropriate
qualification and competency to do the job.
The difference between recruitment and selection:
Recruitment is identifying n encouraging prospective employees to apply for a job and
Selection is selecting the right candidate from the pool of applicants.
SELECTION PROCESS
Selection is along process, commencing from the preliminary interview of the applicants and
ending with the contract of employment.
he following chart gives an idea about selection process! "
• #$ternal #nvironment
• %nternal #nvironment
• &reliminary %nterview
• Selection ests
• #mployment %nterview
• Reference and 'ackground
• (nalysis
• Selection )ecision
• &hysical #$amination
• *ob +ffer
• #mployment ,ontract
• #valuation
Environment factor affecting selection: -
Selection is influenced by several factors. -ore prominent among them are supply and
demand of specific skills in the labour market, unemployment rate, labour" market
conditions, legal and political considerations, company s image, company s policy, ? ?
human resources planning and cost of hiring. he last three constitute the internal
environment and the remaining form the e$ternal environment of selection process.
STEP 1: - PRELIMINAR INTER!IE"
he applicants received from job seekers would be subject to scrutiny so as to eliminate
unqualified applicants. his is usually followed by a preliminary interview the purpose of
which is more or less the same as scrutiny of application, that is, eliminate of unqualified
applicants. Scrutiny enables the .R specialists to eliminate unqualified jobseekers based
on the information supplied in their application forms. &reliminary interview, on the other
hand, helps reject misfits for reason, which did not appear in the application forms.
'esides, preliminary interview, often called /courtesy interview , is a good public relation ?
e$ercise.
STEP #: - SELE$TI%N TEST
*ob seekers who pass the screening and the preliminary interview are called for tests.
)ifferent types of tests may be administered, depending on the job and the company.
0enerally, tests are used to determine the applicant s ability, aptitude and personality. ?
he following are the type of tests taken!
1&' Abilit( tests: -
(ssist in determining how well an individual can perform tasks related to the job. (n
e$cellent illustration of this is the typing tests given to a prospective employer for
secretarial job. (lso called as /(,.#%1#-#2 #SS . %t is concerned with what one ?
has accomplished. 3hen applicant claims to know something, an achievement test is
taken to measure how well they know it. rade tests are the most common type of
achievement test given. 4uestions have been prepared and tested for such trades as
asbestos worker, punch"press operators, electricians and machinists. here are, of course,
many unstandardised achievement tests given in industries, such as typing or dictation
tests for an applicant for a stenographic position.
#&' A)titude test: -
(ptitude tests measure whether an individuals has the capacity or latent ability to
learn a given job if given adequate training. he use of aptitude test is advisable when an
applicant has had little or no e$perience along the line of the job opening. (ptitudes tests
help determine a person s potential to learn in a given area. (n e$ample of such test is the ?
general management aptitude tests (0-(), which many business students take prior to
gaining admission to a graduate business school programme.
(ptitude test indicates the ability or fitness of an individual to engage successfully in
any number of speciali5ed activities. hey cover such areas clerical aptitude, numerical
aptitude, mechanical aptitude, motor co"ordination, finger de$terity and manual de$terity.
hese tests help to detect positive negative points in a person s sensory or intellectual ?
ability. hey focus attention on a particular type of talent such as learning or reasoning in
respect of a particular field of work.
*orms of a)titude test:
-ental or intelligence tests! hey measure the overall intellectual ability of a
person and enable to know whether the person has the mental ability to deal with
certain problems
-echanical aptitude tests! hey measure the ability of a person to learn a
particular type of mechanical work. hese tests helps to measure speciali5ed
technical knowledge and problem solving abilities if the candidate. hey are
useful in selection of mechanics, maintenance workers, etc.
&sychomotor or skills tests! hey are those, which measure a person s ability to ?
do a specific job. Such tests are conducted in respect of semi" skilled and
repetitive jobs such as packing, testing and inspection, etc.
+&' Intelli,ence test:
his test helps to evaluate traits of intelligence. -ental ability, presence of mind
(alertness), numerical ability, memory and such other aspects can be measured.
he intelligence is probably the most widely administered standardi5ed test in industry. %t
is taken to judge numerical, skills, reasoning, memory and such other abilities.
-&' Interest Test:
his is conducted to find out likes and dislikes of candidates towards occupations,
hobbies, etc. such tests indicate which occupations are more in line with a person s ?
interest. Such tests also enable the company to provide vocational guidance to the
selected candidates and even to the e$isting employees.
hese tests are used to measure an individual s activity preferences. hese tests are ?
particularly useful for students considering many careers or employees deciding upon
career changes.
.&' Personalit( Test:
he importance of personality to job success is undeniable. +ften an individual who
possesses the intelligence, aptitude and e$perience for certain has failed because of
inability to get along with and motivate other people.
%t is conducted to judge maturity, social or interpersonal skills, behavior under stress and
strain, etc. this test is very much essential on case of selection of sales force, public
relation staff, etc. where personality plays an important role.
&ersonality tests are similar to interest tests in that they, also, involve a serious problem
of obtaining an honest answer.
/&' Pro0ecti1e Test:
his test requires interpretation of problems or situations. 6or e$ample, a photograph or a
picture can be shown to the candidates and they are asked to give their views, and
opinions about the picture
2&' 3eneral 4nowled,e Test:
2ow days 0.7. ests are very common to find general awareness of the candidates in the
field of sports, politics, world affairs, current affairs.
5&' Perce)tion Test:
(t times perception tests can be conducted to find out beliefs, attitudes, and mental
sharpness.etc.
6&' 3ra)holo,( Test:
%t is designed to analy5e the handwriting of individual. %t has been said that an
individual s handwriting can suggest the degree of energy, inhibition and spontaneity, as ?
well as disclose the idiosyncrasies and elements of balance and control. 6or e$ample, big
letters and emphasis on capital letters indicate a tendency towards domination and
competitiveness. ( slant to the right, moderate pressure and good legibility show
leadership potential.
17&' Pol(,ra)h Test:
&olygraph is a lie detector, which is designed to ensure accuracy of the information given
in the applications. )epartment store, banks, treasury offices and jewellery shops, that is,
those highly vulnerable to theft or swindling may find polygraph tests useful.
11&' Medical Test:
%t reveals physical fitness of a candidate. 3ith the development of technology, medical
tests have become diversified. -edical servicing helps measure and monitor a
candidate s physical resilience upon e$posure to ha5ardous chemicals. ?
Choosing Tests:
he test must be chosen in the criteria of reliability, validity, objectivity and
standardi5ation. hey are! "
1' Reliabilit
-
%t refers to standardi5ation of the procedure of administering and scoring the test
results. ( person who takes tests one day and makes a certain score should be able to take
the same test the ne$t day or the ne$t week and make more or less the same score. (n
individual s intelligence, for e$ample, is generally a stable characteristic. So if we ?
administer an intelligence test, a person who scores 889 in -arch would score close to
889 if tested in *uly. ests, which produce wide variations in results, serve little purpose
in selection.
#' !alidit -
%t is a test, which helps predict whether a person will be successful in a given job.
( test that has been validated can be helpful in differentiating between prospective
employees who will be able to perform the job well and those who will not. 2aturally, no
test will be 899: accurate in predicting job success. ( validated test increases possibility
of success
here are three ways of validating a test. hey are as follows! "
8). ,oncurrent 1alidity! " this involves determining the factors that are characteristics of
successful employees and then using these factors as the yardsticks.
. &redictive 1alidity! " it involves using a selection test during the selection process and
then identifying the successful candidates. he characteristics of both successful and less
successful candidates are then identified.
.
)ate when continuous employment starts and the basis for calculating service.
Rate of pay, allowance, overtime and shift rates, method of payments.
• .ours of work including lunch break and overtime and shift arrangements.
• .oliday arrangements!
• &aid holidays per year.
• &ublic holidays.
• Bength of notice due to and from employee.
• 0rievances procedure (or reference to it).
Special terms relating to rights to patent s and designs, confidential
information and restraints on trade after termination of employment.
#mployer s right to vary terms of the contract subject to proper notification being ?
given.
he drawback with the contracts is that it is almost to enforce them. ( determined
employee is bound to leave the organisation, contract or no contract. he employee is
prepared to pay the penalty for breaching the agreement or the new employer will provide
compensations. %t is the reason that several companies have scrapped the contracts
altogether.
STEP 6: -$%N$L:8IN3 T;E SELE$TI%N PR%$ESS: -
,ontrary to popular perception, the selection process will not end with e$ecuting the
employment contract. here is another step C amore sensitive one reassuring those
candidates who have not selected, not because of any serious deficiencies in their
personality, but because their profile did not match the requirement of the organisation.
hey must be told that those who were selected were done purely on relative merit.
STEP 17: -E!AL:ATI%N %* SELE$TI%N PR%3RAMME: -
he broad test of the effectiveness of the selection process is the quality of the
personnel hired. (n organisation must have competent and committed personnel. he
selection process, if properly done, will ensure availability of such employees. .ow to
evaluate the effectiveness of a selection programmeD ( periodic audit is the answer.
3.* 'o+r ,%%roaches to Selection:
1&' Ethnocentric Selection:
%n this approach, staffing decisions are made at the organi5ation s headquarters. ?
Subsidiaries have limited autonomy, and the employees from the headquarters at home
and abroad fill key jobs. 2ationals from the parent country dominate the organisations at
home and abroad.
#&' Pol(centric Selection:
%n polycentric selection, each subsidiary is treated as a distinct national entity with
local control key financial targets and investment decisions. Bocal citi5ens manage
subsidiaries, but the key jobs remain with staff from the parent country. his is the
approach, which is largely practiced in our country
+&' Re,iocentric Selection: -
.ere, control within the group and the movements of staff are managed on a
regional basis, reflecting the particular disposition of business and operations within the
group. Regional managers have greater discretion in decision. -ovement of staff is
largely restricted to specific geographical regions and promotions to the jobs continue to
be dominated by managers from the parents company.
-&' 3eocentric Staffin,: -
%n this case, business strategy is integrated thoroughly on global basis. Staff
development and promotion are based on ability, not nationality. he broad and other
parts of the top management structure are thoroughly international in composition.
2eedless to say, such organisations are uncommon.
3.3 PRO-LE.S IN E''ECTI/E SELECTION: -
he main objective of selection is to hire people having competence and commitment.
his objective s often defeated because of certain barriers. he impediments, which
check effectiveness of selection, are perception, fairness, validity, reliability and pressure.
&erception! "+ur inability to understand others accurately is probably the most
fundamental barrier to selecting the right candidate.
Selection demands an individual or a group of people to assess and compare the
respective competencies of others, with the aim of choosing the right persons for
the jobs. 'ut our views are highly personali5ed.
6airness in selection requires that no individual should be discriminated against
on the basis of religion, region, race or gender. 'ut the low numbers of women
and other less privileged sections of the society in middle and senior management
positions and open discrimination on the basis of age in job advertisements and in
the selection process would suggest that all the efforts to minimi5e inequity have
not been effective.
1alidity, as e$plained earlier, is a test that helps predict job performance of an
incumbent. ( test that has been validated can differentiate between the employees
who perform well and those who will not. .owever, a validated test does not
predict job success accurately. %t can only increase possibility of success.
Reliability! "( reliable method is one, which will produce consistent results when
repeated in similar situations. Bike validated test, a reliable test may fail to predict
job performance with precision.
&ressure! " &ressure is brought on the selectors by politicians, bureaucrats,
relatives, friends and peers to select particular candidates. ,andidates selected
because of compulsions are obviously not the right ones. (ppointments to public
sectors undertakings generally take place under such pressures.
". 0ifference bet&een Recr+itment an# Selection
8. Recruitment is the process of searching for prospective candidates and motivating
them to apply for job in the organi5ation. 3hereas, selection is a process of choosing
most suitable candidates out of those, who are interested and also qualified for job.
;. %n the recruitment process, vacancies available are finali5ed, publicity is given to
them and applications are collected from interested candidates. %n the selection
process, available applications are scrutini5ed. ests, interview and medical
e$amination are conducted in order to select most suitable candidates.
TERN,L:
Bearning-ate is a small but a fast growing company with employee strength of just about
;HI and a modest turnover of8E9 million rupees in the year ;99F"9G. %ts recruitment
targets are also pretty low at just 8F9S for the year ;99H. +wing to the financial
constraints and limited recruitment targets it has to select the sources carefully keeping
the cost factor in mind
'arring the nominal use of the internal sources the remainder of the recruiting is done
through the e$ternal sources which includes,
o (pproved Recruitment ,onsultants and Sub C contractors
o &rint -edia " (dvertisements
o +utstation recruitment
o 3ebsites C subscribed and unsubscribed
o 3alk"ins
o Recruitment consultants and Sub C contractors!
Bearning-ate normally uses these sources to develop the required pool of
candidates and also to achieve specialist help in its recruitment process. Sub C
contractors are normally used in case of temporary requirements due to
une$pected events or some emergency situations.
Print .e#ia ? ,#vertisements
Bearning-ate advertises mostly through newspaper and not so much by way of
maga5ines. he newspapers they normally advertise in are
o imes"(scent
o .industan times
o )2(
O+tstation recr+itment:
+utstation recruitments are conducted by Bearning-ate by calling the candidates to their
office and taking the required tests and interviews as per a process which is e$plained
later in the project.
The reimb+rsements ma#e to them are as follo&s:
A' Reimbursement of =oinin, related Tra1el *are:
6or candidates recruited at all levels % class (A, train +R flight fare to be considered on
case"to"case basis. he same needs to be approved by the '..
#ither Bearning -ate administration doses the booking +R employee can make hisAher
own arrangements for purchase of tickets.
>' Reimbursement of E@)enses towards mo1ement of household ,oods:
6or candidates recruited at all levels, reimbursement of e$penses towards movement of
household goods to be considered on case"to"case basis. he same needs to be approved
by the '..
#mployee needs to submit three quotations from three different transporters to
(dministration department +R employee s needs to arrange transporter on their own, ?
based on approved amount by '..
+R 'usiness .ead needs to approve specific relocation amount to move household
goods.
+n joining, employee needs to fill in the reimbursement voucher (available with
(ccounts )epartment) and enclose the tickets in original, and take approval of
)epartment .ead before submitting to (ccounts.
#mployees are required to submit such claims within 89 days from the date of joining to
the (ccounts )epartment in the prescribed format available with the (ccounts
)epartment.
$' ;otel B 3uest ;ouse Accommodation:
(ll outstation employees will be considered for a ma$imum of 89 days .otel A 0uest
accommodation. .owever, they are e$pected to make their own arrangements after
mentioned duration and Bearning-ate (dministration will provide necessary assistance
on lease accommodation.
3herever .otel accommodation is provided, room rent only will be directly billed to the
company. #$tra food A laundry (which are applicable in hotel package) related bills will
be borne by the employees.
• 4ebsites:
o www.mosterindia.com
o www.naukri.com
o www.jobsahead.com
o www.learningmate.com
4al5-ins:
his is the most common and least e$pensive approach for candidates is direct
applications, in which job seekers submit unsolicited application letters or resumes.
)irect applications provide a pool of potential employees to meet future needs. his also
is one of the sources which Bearning-ate uses for its recruitment purposes.
;.3 T(E SELECTION PROCESS O' LE,RNIN@.,TE:
3. INITI,L SCREENIN@
(fter receiving the profiles of candidates through the sources as listed above, the
matching profiles as per the specifications are generated by the Recruitment ,ell. hese
profiles are then forwarded to the concerned '. A 6. A S. A Requisitor for further shortlisting.
*. CO.PLETION O' ,PPLIC,TION 'OR.S:
.ere the eligible candidates are made to fill in the application forms wherein the
company can come to know candidates skills, background, past records, education,
activities, health, personal details, languages he knows, work e$perience, etc.
(pplication forms are such framed that, they provide the necessary details to the
organisation without affecting the sentiments and feelings of the candidate
3. E.PLO2.ENT TESTS:
+nce the application forms are filled tests are conducted which provides further
information to the organisation about the candidate and assists them in selection.
he tests are normally technical cum aptitude tests C he short"listed candidates are
administered with these tests. he candidates who pass the test are then interviewed for
the technical fitment. he tests are mandatory for all the candidates who have less than <
years of total working e$perience.
". INTER/IE4S:
Technical inter1iew C ,andidates who pass the test are made to appear for a technical
interview in which their technical competence is evaluated for the requirement and is
captured by the echnical interviewer in the %nterview 6eedback 6orm. heir skill
fitment is done and suitability to the project concerned is established through the
interview. %t is mandatory that an interviewer at least 8 level senior than the position for
which the interview is being done conducts the technical interview. Recruitment cell
should ensure that the interviewer is not related to the candidate. Skill .ead or concerned
manager will have final authority to select candidates (up to eam Beader A Specialists
level). he short listed candidates will be forwarded to .R interview as further selection
process.
>usiness ;ead Inter1iew C 'usiness .ead will evaluate A interview &roject -anagers
and above positions. he short listed candidates will be forwarded to .R interview as
further selection process.
;R inter1iew C %f short listed in technical interview, the candidate then appears for an
.R interview, where his fitment to the organi5ation culture, personality, communication
skills, verification of his credentials, salary drawn and e$pectations are recorded. (fter
the interview is done, if the candidate is selected, then a salary cum designation fitment is
done on the basis of comparable data of the employees in the organi5ation.
'esides these there are also some other interview that are conducted by Bearning-ate.
hey are!
o )epth interview
o Stress interview
o &anel interview
1. RE'ERENCE C(EC)S
he reference check for candidates (&roject -anager and above) is done simultaneously
with e$tending the offer. he Recruitment cell conducts a formal A informal reference
check with the candidate s referrals, which then forms a part of the candidate s profile ? ?
and assessment.
;. O''ER ,N0 NE@OTI,TION
( formal offer of employment is e$tended to the finally selected candidates.
A. 'OLLO4-7P ,N0 8OININ@
he Recruitment ,ell does a follow up with the candidate who is e$tended an offer to
ensure candidate is joining within the stipulated time.
CONCL7SION
he human element of organi5ation is the most crucial asset of an organi5ation. aking a
closer perspective "it is the very quality of this asset that sets an organi5ation apart from
the others, the very element that brings the organi5ation s vision into fruition. ?
hus, one can grasp the strategic implications that the manpower of an organi5ation has
in shaping the fortunes of an organi5ation. his is where the complementary roles of
Recruitment and Selection come in. he role of these aspects in the contemporary
organi5ation is a subject on which the e$perts have pondered, deliberated and studied,
considering the vital role that they obviously play.
he essence of recruitment can be summed up as /the philosophy of attracting as many
applicants as possible for given jobs . he face value of this definition is what guided ?
recruitment activities in the past. hese days, however, the emphasis is on aligning the
organi5ation s objectives with that of the individual s. 'y making this a priority, an ? ?
organi5ation safeguards its interests and standing. (fter all, a satisfied workforce is a
stable workforce which also ensures that an organi5ation has credible and reliable
performance. %na bid to underscore this subtle point, the project e$amines the various
processes and nuances one of the most critical activities of an organi5ation.
he end result of the recruitment process is essentially a pool of applicants. 2e$t to
recruitment, the logical step in the .R process is the selection of qualified and
competent people. (s such, this process concentrates on differentiating between
applicants in order to identify C and hire" those individuals whose abilities are consistent
with the organi5ation s requirements. ?
he reader will do well to note that the transition between the ; activities is not
stringent. he ; activities basically have one aim" to yield a perfect employee for the
organi5ation.
2or are these activities typecast. #very organi5ation tailors the processes keeping in
mind the nature of the organi5ation, its needs and constraints.
%n this project, we e$amine this angle through the case studies of ; companies, involved
in the same sector but essentially different in their perceptions towards recruitment and
selection. (nd both seem to have benefited from their take on the ; processes.
%n the end, this project endeavors to present a comprehensive picture of Recruitment and
Selection and hopes to enable the reader to appreciate the various intricacies involved.
doc_391629069.docx
ALL ABOUT SELECTION
SELECTION
Selection is defined as the process of differentiating between applicants in order to identify (and
hire) those with a greater likelihood of success in a job.
Selection is basically picking an applicant from (a pool of applicants) who has the appropriate
qualification and competency to do the job.
The difference between recruitment and selection:
Recruitment is identifying n encouraging prospective employees to apply for a job and
Selection is selecting the right candidate from the pool of applicants.
SELECTION PROCESS
Selection is along process, commencing from the preliminary interview of the applicants and
ending with the contract of employment.
he following chart gives an idea about selection process! "
• #$ternal #nvironment
• %nternal #nvironment
• &reliminary %nterview
• Selection ests
• #mployment %nterview
• Reference and 'ackground
• (nalysis
• Selection )ecision
• &hysical #$amination
• *ob +ffer
• #mployment ,ontract
• #valuation
Environment factor affecting selection: -
Selection is influenced by several factors. -ore prominent among them are supply and
demand of specific skills in the labour market, unemployment rate, labour" market
conditions, legal and political considerations, company s image, company s policy, ? ?
human resources planning and cost of hiring. he last three constitute the internal
environment and the remaining form the e$ternal environment of selection process.
STEP 1: - PRELIMINAR INTER!IE"
he applicants received from job seekers would be subject to scrutiny so as to eliminate
unqualified applicants. his is usually followed by a preliminary interview the purpose of
which is more or less the same as scrutiny of application, that is, eliminate of unqualified
applicants. Scrutiny enables the .R specialists to eliminate unqualified jobseekers based
on the information supplied in their application forms. &reliminary interview, on the other
hand, helps reject misfits for reason, which did not appear in the application forms.
'esides, preliminary interview, often called /courtesy interview , is a good public relation ?
e$ercise.
STEP #: - SELE$TI%N TEST
*ob seekers who pass the screening and the preliminary interview are called for tests.
)ifferent types of tests may be administered, depending on the job and the company.
0enerally, tests are used to determine the applicant s ability, aptitude and personality. ?
he following are the type of tests taken!
1&' Abilit( tests: -
(ssist in determining how well an individual can perform tasks related to the job. (n
e$cellent illustration of this is the typing tests given to a prospective employer for
secretarial job. (lso called as /(,.#%1#-#2 #SS . %t is concerned with what one ?
has accomplished. 3hen applicant claims to know something, an achievement test is
taken to measure how well they know it. rade tests are the most common type of
achievement test given. 4uestions have been prepared and tested for such trades as
asbestos worker, punch"press operators, electricians and machinists. here are, of course,
many unstandardised achievement tests given in industries, such as typing or dictation
tests for an applicant for a stenographic position.
#&' A)titude test: -
(ptitude tests measure whether an individuals has the capacity or latent ability to
learn a given job if given adequate training. he use of aptitude test is advisable when an
applicant has had little or no e$perience along the line of the job opening. (ptitudes tests
help determine a person s potential to learn in a given area. (n e$ample of such test is the ?
general management aptitude tests (0-(), which many business students take prior to
gaining admission to a graduate business school programme.
(ptitude test indicates the ability or fitness of an individual to engage successfully in
any number of speciali5ed activities. hey cover such areas clerical aptitude, numerical
aptitude, mechanical aptitude, motor co"ordination, finger de$terity and manual de$terity.
hese tests help to detect positive negative points in a person s sensory or intellectual ?
ability. hey focus attention on a particular type of talent such as learning or reasoning in
respect of a particular field of work.
*orms of a)titude test:
-ental or intelligence tests! hey measure the overall intellectual ability of a
person and enable to know whether the person has the mental ability to deal with
certain problems
-echanical aptitude tests! hey measure the ability of a person to learn a
particular type of mechanical work. hese tests helps to measure speciali5ed
technical knowledge and problem solving abilities if the candidate. hey are
useful in selection of mechanics, maintenance workers, etc.
&sychomotor or skills tests! hey are those, which measure a person s ability to ?
do a specific job. Such tests are conducted in respect of semi" skilled and
repetitive jobs such as packing, testing and inspection, etc.
+&' Intelli,ence test:
his test helps to evaluate traits of intelligence. -ental ability, presence of mind
(alertness), numerical ability, memory and such other aspects can be measured.
he intelligence is probably the most widely administered standardi5ed test in industry. %t
is taken to judge numerical, skills, reasoning, memory and such other abilities.
-&' Interest Test:
his is conducted to find out likes and dislikes of candidates towards occupations,
hobbies, etc. such tests indicate which occupations are more in line with a person s ?
interest. Such tests also enable the company to provide vocational guidance to the
selected candidates and even to the e$isting employees.
hese tests are used to measure an individual s activity preferences. hese tests are ?
particularly useful for students considering many careers or employees deciding upon
career changes.
.&' Personalit( Test:
he importance of personality to job success is undeniable. +ften an individual who
possesses the intelligence, aptitude and e$perience for certain has failed because of
inability to get along with and motivate other people.
%t is conducted to judge maturity, social or interpersonal skills, behavior under stress and
strain, etc. this test is very much essential on case of selection of sales force, public
relation staff, etc. where personality plays an important role.
&ersonality tests are similar to interest tests in that they, also, involve a serious problem
of obtaining an honest answer.
/&' Pro0ecti1e Test:
his test requires interpretation of problems or situations. 6or e$ample, a photograph or a
picture can be shown to the candidates and they are asked to give their views, and
opinions about the picture
2&' 3eneral 4nowled,e Test:
2ow days 0.7. ests are very common to find general awareness of the candidates in the
field of sports, politics, world affairs, current affairs.
5&' Perce)tion Test:
(t times perception tests can be conducted to find out beliefs, attitudes, and mental
sharpness.etc.
6&' 3ra)holo,( Test:
%t is designed to analy5e the handwriting of individual. %t has been said that an
individual s handwriting can suggest the degree of energy, inhibition and spontaneity, as ?
well as disclose the idiosyncrasies and elements of balance and control. 6or e$ample, big
letters and emphasis on capital letters indicate a tendency towards domination and
competitiveness. ( slant to the right, moderate pressure and good legibility show
leadership potential.
17&' Pol(,ra)h Test:
&olygraph is a lie detector, which is designed to ensure accuracy of the information given
in the applications. )epartment store, banks, treasury offices and jewellery shops, that is,
those highly vulnerable to theft or swindling may find polygraph tests useful.
11&' Medical Test:
%t reveals physical fitness of a candidate. 3ith the development of technology, medical
tests have become diversified. -edical servicing helps measure and monitor a
candidate s physical resilience upon e$posure to ha5ardous chemicals. ?
Choosing Tests:
he test must be chosen in the criteria of reliability, validity, objectivity and
standardi5ation. hey are! "
1' Reliabilit
-%t refers to standardi5ation of the procedure of administering and scoring the test
results. ( person who takes tests one day and makes a certain score should be able to take
the same test the ne$t day or the ne$t week and make more or less the same score. (n
individual s intelligence, for e$ample, is generally a stable characteristic. So if we ?
administer an intelligence test, a person who scores 889 in -arch would score close to
889 if tested in *uly. ests, which produce wide variations in results, serve little purpose
in selection.
#' !alidit
-%t is a test, which helps predict whether a person will be successful in a given job.
( test that has been validated can be helpful in differentiating between prospective
employees who will be able to perform the job well and those who will not. 2aturally, no
test will be 899: accurate in predicting job success. ( validated test increases possibility
of success
here are three ways of validating a test. hey are as follows! "
8). ,oncurrent 1alidity! " this involves determining the factors that are characteristics of
successful employees and then using these factors as the yardsticks.
. &redictive 1alidity! " it involves using a selection test during the selection process andthen identifying the successful candidates. he characteristics of both successful and less
successful candidates are then identified.
.
)ate when continuous employment starts and the basis for calculating service.
Rate of pay, allowance, overtime and shift rates, method of payments.
• .ours of work including lunch break and overtime and shift arrangements.
• .oliday arrangements!
• &aid holidays per year.
• &ublic holidays.
• Bength of notice due to and from employee.
• 0rievances procedure (or reference to it).
Special terms relating to rights to patent s and designs, confidential
information and restraints on trade after termination of employment.
#mployer s right to vary terms of the contract subject to proper notification being ?
given.
he drawback with the contracts is that it is almost to enforce them. ( determined
employee is bound to leave the organisation, contract or no contract. he employee is
prepared to pay the penalty for breaching the agreement or the new employer will provide
compensations. %t is the reason that several companies have scrapped the contracts
altogether.
STEP 6: -$%N$L:8IN3 T;E SELE$TI%N PR%$ESS: -
,ontrary to popular perception, the selection process will not end with e$ecuting the
employment contract. here is another step C amore sensitive one reassuring those
candidates who have not selected, not because of any serious deficiencies in their
personality, but because their profile did not match the requirement of the organisation.
hey must be told that those who were selected were done purely on relative merit.
STEP 17: -E!AL:ATI%N %* SELE$TI%N PR%3RAMME: -
he broad test of the effectiveness of the selection process is the quality of the
personnel hired. (n organisation must have competent and committed personnel. he
selection process, if properly done, will ensure availability of such employees. .ow to
evaluate the effectiveness of a selection programmeD ( periodic audit is the answer.
3.* 'o+r ,%%roaches to Selection:
1&' Ethnocentric Selection:
%n this approach, staffing decisions are made at the organi5ation s headquarters. ?
Subsidiaries have limited autonomy, and the employees from the headquarters at home
and abroad fill key jobs. 2ationals from the parent country dominate the organisations at
home and abroad.
#&' Pol(centric Selection:
%n polycentric selection, each subsidiary is treated as a distinct national entity with
local control key financial targets and investment decisions. Bocal citi5ens manage
subsidiaries, but the key jobs remain with staff from the parent country. his is the
approach, which is largely practiced in our country
+&' Re,iocentric Selection: -
.ere, control within the group and the movements of staff are managed on a
regional basis, reflecting the particular disposition of business and operations within the
group. Regional managers have greater discretion in decision. -ovement of staff is
largely restricted to specific geographical regions and promotions to the jobs continue to
be dominated by managers from the parents company.
-&' 3eocentric Staffin,: -
%n this case, business strategy is integrated thoroughly on global basis. Staff
development and promotion are based on ability, not nationality. he broad and other
parts of the top management structure are thoroughly international in composition.
2eedless to say, such organisations are uncommon.
3.3 PRO-LE.S IN E''ECTI/E SELECTION: -
he main objective of selection is to hire people having competence and commitment.
his objective s often defeated because of certain barriers. he impediments, which
check effectiveness of selection, are perception, fairness, validity, reliability and pressure.
&erception! "+ur inability to understand others accurately is probably the most
fundamental barrier to selecting the right candidate.
Selection demands an individual or a group of people to assess and compare the
respective competencies of others, with the aim of choosing the right persons for
the jobs. 'ut our views are highly personali5ed.
6airness in selection requires that no individual should be discriminated against
on the basis of religion, region, race or gender. 'ut the low numbers of women
and other less privileged sections of the society in middle and senior management
positions and open discrimination on the basis of age in job advertisements and in
the selection process would suggest that all the efforts to minimi5e inequity have
not been effective.
1alidity, as e$plained earlier, is a test that helps predict job performance of an
incumbent. ( test that has been validated can differentiate between the employees
who perform well and those who will not. .owever, a validated test does not
predict job success accurately. %t can only increase possibility of success.
Reliability! "( reliable method is one, which will produce consistent results when
repeated in similar situations. Bike validated test, a reliable test may fail to predict
job performance with precision.
&ressure! " &ressure is brought on the selectors by politicians, bureaucrats,
relatives, friends and peers to select particular candidates. ,andidates selected
because of compulsions are obviously not the right ones. (ppointments to public
sectors undertakings generally take place under such pressures.
". 0ifference bet&een Recr+itment an# Selection
8. Recruitment is the process of searching for prospective candidates and motivating
them to apply for job in the organi5ation. 3hereas, selection is a process of choosing
most suitable candidates out of those, who are interested and also qualified for job.
;. %n the recruitment process, vacancies available are finali5ed, publicity is given to
them and applications are collected from interested candidates. %n the selection
process, available applications are scrutini5ed. ests, interview and medical
e$amination are conducted in order to select most suitable candidates.
TERN,L:
Bearning-ate is a small but a fast growing company with employee strength of just about
;HI and a modest turnover of8E9 million rupees in the year ;99F"9G. %ts recruitment
targets are also pretty low at just 8F9S for the year ;99H. +wing to the financial
constraints and limited recruitment targets it has to select the sources carefully keeping
the cost factor in mind
'arring the nominal use of the internal sources the remainder of the recruiting is done
through the e$ternal sources which includes,
o (pproved Recruitment ,onsultants and Sub C contractors
o &rint -edia " (dvertisements
o +utstation recruitment
o 3ebsites C subscribed and unsubscribed
o 3alk"ins
o Recruitment consultants and Sub C contractors!
Bearning-ate normally uses these sources to develop the required pool of
candidates and also to achieve specialist help in its recruitment process. Sub C
contractors are normally used in case of temporary requirements due to
une$pected events or some emergency situations.
Print .e#ia ? ,#vertisements
Bearning-ate advertises mostly through newspaper and not so much by way of
maga5ines. he newspapers they normally advertise in are
o imes"(scent
o .industan times
o )2(
O+tstation recr+itment:
+utstation recruitments are conducted by Bearning-ate by calling the candidates to their
office and taking the required tests and interviews as per a process which is e$plained
later in the project.
The reimb+rsements ma#e to them are as follo&s:
A' Reimbursement of =oinin, related Tra1el *are:
6or candidates recruited at all levels % class (A, train +R flight fare to be considered on
case"to"case basis. he same needs to be approved by the '..
#ither Bearning -ate administration doses the booking +R employee can make hisAher
own arrangements for purchase of tickets.
>' Reimbursement of E@)enses towards mo1ement of household ,oods:
6or candidates recruited at all levels, reimbursement of e$penses towards movement of
household goods to be considered on case"to"case basis. he same needs to be approved
by the '..
#mployee needs to submit three quotations from three different transporters to
(dministration department +R employee s needs to arrange transporter on their own, ?
based on approved amount by '..
+R 'usiness .ead needs to approve specific relocation amount to move household
goods.
+n joining, employee needs to fill in the reimbursement voucher (available with
(ccounts )epartment) and enclose the tickets in original, and take approval of
)epartment .ead before submitting to (ccounts.
#mployees are required to submit such claims within 89 days from the date of joining to
the (ccounts )epartment in the prescribed format available with the (ccounts
)epartment.
$' ;otel B 3uest ;ouse Accommodation:
(ll outstation employees will be considered for a ma$imum of 89 days .otel A 0uest
accommodation. .owever, they are e$pected to make their own arrangements after
mentioned duration and Bearning-ate (dministration will provide necessary assistance
on lease accommodation.
3herever .otel accommodation is provided, room rent only will be directly billed to the
company. #$tra food A laundry (which are applicable in hotel package) related bills will
be borne by the employees.
• 4ebsites:
o www.mosterindia.com
o www.naukri.com
o www.jobsahead.com
o www.learningmate.com
4al5-ins:
his is the most common and least e$pensive approach for candidates is direct
applications, in which job seekers submit unsolicited application letters or resumes.
)irect applications provide a pool of potential employees to meet future needs. his also
is one of the sources which Bearning-ate uses for its recruitment purposes.
;.3 T(E SELECTION PROCESS O' LE,RNIN@.,TE:
3. INITI,L SCREENIN@
(fter receiving the profiles of candidates through the sources as listed above, the
matching profiles as per the specifications are generated by the Recruitment ,ell. hese
profiles are then forwarded to the concerned '. A 6. A S. A Requisitor for further shortlisting.
*. CO.PLETION O' ,PPLIC,TION 'OR.S:
.ere the eligible candidates are made to fill in the application forms wherein the
company can come to know candidates skills, background, past records, education,
activities, health, personal details, languages he knows, work e$perience, etc.
(pplication forms are such framed that, they provide the necessary details to the
organisation without affecting the sentiments and feelings of the candidate
3. E.PLO2.ENT TESTS:
+nce the application forms are filled tests are conducted which provides further
information to the organisation about the candidate and assists them in selection.
he tests are normally technical cum aptitude tests C he short"listed candidates are
administered with these tests. he candidates who pass the test are then interviewed for
the technical fitment. he tests are mandatory for all the candidates who have less than <
years of total working e$perience.
". INTER/IE4S:
Technical inter1iew C ,andidates who pass the test are made to appear for a technical
interview in which their technical competence is evaluated for the requirement and is
captured by the echnical interviewer in the %nterview 6eedback 6orm. heir skill
fitment is done and suitability to the project concerned is established through the
interview. %t is mandatory that an interviewer at least 8 level senior than the position for
which the interview is being done conducts the technical interview. Recruitment cell
should ensure that the interviewer is not related to the candidate. Skill .ead or concerned
manager will have final authority to select candidates (up to eam Beader A Specialists
level). he short listed candidates will be forwarded to .R interview as further selection
process.
>usiness ;ead Inter1iew C 'usiness .ead will evaluate A interview &roject -anagers
and above positions. he short listed candidates will be forwarded to .R interview as
further selection process.
;R inter1iew C %f short listed in technical interview, the candidate then appears for an
.R interview, where his fitment to the organi5ation culture, personality, communication
skills, verification of his credentials, salary drawn and e$pectations are recorded. (fter
the interview is done, if the candidate is selected, then a salary cum designation fitment is
done on the basis of comparable data of the employees in the organi5ation.
'esides these there are also some other interview that are conducted by Bearning-ate.
hey are!
o )epth interview
o Stress interview
o &anel interview
1. RE'ERENCE C(EC)S
he reference check for candidates (&roject -anager and above) is done simultaneously
with e$tending the offer. he Recruitment cell conducts a formal A informal reference
check with the candidate s referrals, which then forms a part of the candidate s profile ? ?
and assessment.
;. O''ER ,N0 NE@OTI,TION
( formal offer of employment is e$tended to the finally selected candidates.
A. 'OLLO4-7P ,N0 8OININ@
he Recruitment ,ell does a follow up with the candidate who is e$tended an offer to
ensure candidate is joining within the stipulated time.
CONCL7SION
he human element of organi5ation is the most crucial asset of an organi5ation. aking a
closer perspective "it is the very quality of this asset that sets an organi5ation apart from
the others, the very element that brings the organi5ation s vision into fruition. ?
hus, one can grasp the strategic implications that the manpower of an organi5ation has
in shaping the fortunes of an organi5ation. his is where the complementary roles of
Recruitment and Selection come in. he role of these aspects in the contemporary
organi5ation is a subject on which the e$perts have pondered, deliberated and studied,
considering the vital role that they obviously play.
he essence of recruitment can be summed up as /the philosophy of attracting as many
applicants as possible for given jobs . he face value of this definition is what guided ?
recruitment activities in the past. hese days, however, the emphasis is on aligning the
organi5ation s objectives with that of the individual s. 'y making this a priority, an ? ?
organi5ation safeguards its interests and standing. (fter all, a satisfied workforce is a
stable workforce which also ensures that an organi5ation has credible and reliable
performance. %na bid to underscore this subtle point, the project e$amines the various
processes and nuances one of the most critical activities of an organi5ation.
he end result of the recruitment process is essentially a pool of applicants. 2e$t to
recruitment, the logical step in the .R process is the selection of qualified and
competent people. (s such, this process concentrates on differentiating between
applicants in order to identify C and hire" those individuals whose abilities are consistent
with the organi5ation s requirements. ?
he reader will do well to note that the transition between the ; activities is not
stringent. he ; activities basically have one aim" to yield a perfect employee for the
organi5ation.
2or are these activities typecast. #very organi5ation tailors the processes keeping in
mind the nature of the organi5ation, its needs and constraints.
%n this project, we e$amine this angle through the case studies of ; companies, involved
in the same sector but essentially different in their perceptions towards recruitment and
selection. (nd both seem to have benefited from their take on the ; processes.
%n the end, this project endeavors to present a comprehensive picture of Recruitment and
Selection and hopes to enable the reader to appreciate the various intricacies involved.
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