Lecture:1

CHAPTER-5

RECRUITMENT AND SELECTION

RECRUITMENT

Recruitment forms a step in the process which continues with selection and ceases with the
placement of the candidate. It is the next step in the procurement function, the first being
the manpower planning. Recruiting makes it possible to acquire the number and types of
people necessary to ensure the continued operation of the organisation. Recruiting is the
discovering of potential applicants for actual or anticipated organisational vacancies

According to Edwin B. Flippo, ―Recruitment is the process of searching for prospective

employees and stimulating them to apply for jobs in the organisation.‖
According to Lord, ―Recruitment is a form of competition. Just as corporations compete
to develop, manufacture, and market the best product or service, so they must also compete
to identify, attract and hire the most qualified people. Recruitment is a business, and it is a
big business.‖

FACTORS AFFECTING RECRUITMENT

Internal Factors Affecting Recruitment:

The internal forces i.e. the factors which can be controlled by the organization are:

1. Recruitment policy: The recruitment policy of an organization specifies the objectives

of recruitment and provides a framework for implementation of recruitment program. It
may involve organizational system to be developed for implementing recruitment
programs and procedures by filling up vacancies with best qualified people.

2. Human resource planning: Effective human resource planning helps in determining

the gaps present in the existing manpower of the organization. It also helps in
determining the number of employees to be recruited and what qualification they must
possess.

3. Size of the firm: The size of the firm is an important factor in recruitment process. If
the organization is planning to increase its operations and expand its business, it will
think of hiring more personnel, which will handle its operations.

4. Cost: Recruitment incur cost to the employer, therefore, organizations try to employ
that source of recruitment which will bear a lower cost of recruitment to the
organization for each candidate.

5. Growth and expansion: Organization will employ or think of employing more

personnel if it is expanding its operations.

External Factors Affecting Recruitment:

The external forces are the forces which cannot be controlled by the organization. The
major external forces are:

1. Supply and demand: The availability of manpower both within and outside the
organization is an important determinant in the recruitment process. If the company has
a demand for more professionals and there is limited supply in the market for the
 professional demanded by the company, then the company will have to depend upon
internal sources by providing them special training and development programs.

2. Labour market: Employment conditions in the community where the organization is

located will influence the recruiting efforts of the organization. If there is surplus of
manpower at the time of recruitment, even informal attempts at the time of recruiting
like notice boards display of the requisition or announcement in the meeting etc will
attract more than enough applicants.

3. Image/ goodwill: Image of the employer can work as a potential constraint for
recruitment. An organization with positive image and goodwill as an employer finds it
easier to attract and retain employees than an organization with negative image. Image
of a company is based on what organization does and affected by industry. For example
finance was taken up by fresher MBA‘s when many finance companies were coming
up.

4. Political-social-legal environment: Various government regulations prohibiting

discrimination in hiring and employment have direct impact on recruitment practices.
For example, Government of Bangladesh has introduced legislation for reservation in
employment for scheduled castes, scheduled tribes, physically handicapped etc. Also,
trade unions play important role in recruitment. This restricts management freedom to
select those individuals who it believes would be the best performers. If the candidate
can‘t meet criteria stipulated by the union but union regulations can restrict recruitment
sources.

5. Unemployment rate: One of the factors that influence the availability of applicants is
the growth of the economy (whether economy is growing or not and its rate). When the
company is not creating new jobs, there is often oversupply of qualified labor which in
turn leads to unemployment.

6. Competitors: The recruitment policies of the competitors also effect the recruitment
function of the organizations. To face the competition, many a times the organizations
have to change their recruitment policies according to the policies being followed by
the competitors.

SOURCES OF RECRUITMENT

The various sources of recruitment are generally classified as internal source and external
source
INTERNAL SOURCES

1. Promotions: Promotion means to give a higher position, status, salary and

responsibility to the employee. So, the vacancy can be filled by promoting a suitable
candidate from the same organisation.

2. Transfers: Transfer means a change in the place of employment without any change in
the position, status, salary and responsibility of the employee. So, the vacancy can be
filled by transferring a suitable candidate from the same organisation.

3. Internal Advertisements: Here, the vacancy is advertised within the organisation. The
existing employees are asked to apply for the vacancy. So, recruitment is done from
within the organisation.

4. Retired Managers: Sometimes, retired managers may be recalled for a short period.
This is done when the organisation cannot find a suitable candidate.

5. Recall from Long Leave: The organisation may recall a manager who has gone on a
long leave. This is done when the organisation faces a problem which can only be
solved by that particular manager. After he solves the problem, his leave is extended.
The persons recommended by the employees may be generally suitable for the jobs
because they know the requirements of various positions. The existing employees take
full responsibility of those recommended by them and also ensure of their proper
behaviour and performance.

ADVANTAGES OF INTERNAL SOURCES

The Following are The Advantages of Internal Sources:

1. Improves morale: When an employee from inside the organisation is given the higher
post, it helps in increasing the morale of all employees. Generally every employee
expects promotion to a higher post carrying more status and pay (if he fulfills the other
requirements).

2. No Error in Selection: When an employee is selected from inside, there is a least

possibility of errors in selection since every company maintains complete record of its
employees and can judge them in a better manner.
3. Promotes Loyalty: It promotes loyalty among the employees as they feel secured on
account of chances of advancement.

4. No Hasty Decision: The chances of hasty decisions are completely eliminated as the
existing employees are well tried and can be relied upon.

5. Economy in Training Costs: The existing employees are fully aware of the operating
procedures and policies of the organisation. The existing employees require little
training and it brings economy in training costs.

6. Self-Development: It encourages self-development among the employees as they can

look forward to occupy higher posts.

DISADVANTAGES OF INTERNAL SOURCES

1. It discourages capable persons from outside to join the concern.

2. It is possible that the requisite number of persons possessing qualifications for the
vacant posts may not be available in the organisation.

3. For posts requiring innovations and creative thinking, this method of recruitment
cannot be followed.

4. If only seniority is the criterion for promotion, then the person filling the vacant post
may not be really capable.

Inspite of the disadvantages, it is frequently used as a source of recruitment for lower

positions. It may lead to nepotism and favouritism. The employees may be employed on
the basis of their recommendation and not suitability.

EXTERNAL SOURCES

All organisations have to use external sources for recruitment to higher positions when
existing employees are not suitable. More persons are needed when expansions are
undertaken. The external sources are discussed below:

1. Advertisement: It is a method of recruitment frequently used for skilled workers,

clerical and higher staff. Advertisement can be given in newspapers and professional
journals. These advertisements attract applicants in large number of highly variable
quality. Preparing good advertisement is a specialised task. If a company wants to
 conceal its name, a ‗blind advertisement‘ may be given asking the applicants to apply
to Post Bag or Box Number or to some advertising agency.

2. Employment Exchanges: Employment exchanges in Bangladesh are run by the

Government. For unskilled, semi-skilled, skilled, clerical posts etc., it is often used as a
source of recruitment. In certain cases it has been made obligatory for the business
concerns to notify their vacancies to the employment exchange. In the past, employers
used to turn to these agencies only as a last resort. The job-seekers and job-givers are
brought into contact by the employment exchanges.

3. Schools, Colleges and Universities: Direct recruitment from educational institutions

for certain jobs (i.e. placement) which require technical or professional qualification
has become a common practice. A close liaison between the company and educational
institutions helps in getting suitable candidates. The students are spotted during the
course of their studies. Junior level executives or managerial trainees may be recruited
in this way.

4. Recommendation of Existing Employees: The present employees know both the

company and the candidate being recommended. Hence some companies encourage
their existing employees to assist them in getting applications from persons who are
known to them. In certain cases rewards may also be given if candidates recommended
by them are actually selected by the company. If recommendation leads to favouritism,
it will impair the morale of employees.

5. Factory Gates: Certain workers present themselves at the factory gate every day for
employment. This method of recruitment is very popular in Bangladesh for unskilled or
semi-skilled labour. The desirable candidates are selected by the first line supervisors.
The major disadvantage of this system is that the person selected may not be suitable
for the vacancy.

6. Casual Callers: Those personnel who casually come to the company for employment
may also be considered for the vacant post. It is most economical method of
recruitment. In the advanced countries, this method of recruitment is very popular.

7. Central Application File: A file of past applicants who were not selected earlier may
be maintained. In order to keep the file alive, applications in the files must be checked
at periodical intervals.

8. Labour Unions: In certain occupations like construction, hotels, maritime industry

etc., (i.e., industries where there is instability of employment) all recruits usually come
from unions. It is advantageous from the management point of view because it saves
 expenses of recruitment. However, in other industries, unions may be asked to
recommend candidates either as a goodwill gesture or as a courtesy towards the union.

9. Labour Contractors: This method of recruitment is still prevalent in Bangladesh for

hiring unskilled and semi-skilled workers in brick klin industry. The contractors keep
themselves in touch with the labour and bring the workers at the places where they are
required. They get commission for the number of persons supplied by them.

10. Former Employees: In case employees have been laid off or have left the factory at
their own, they may be taken back if they are interested in joining the concern
(provided their record is good).

11. Other Sources: Apart from these major sources of external recruitment, there are
certain other sources which are exploited by companies from time to time. These
include special lectures delivered by recruiter in different institutions, though
apparently these lectures do not pertain to recruitment directly. Then there are video
films which are sent to various concerns and institutions so as to show the history and
development of the company. These films present the story of company to various
audiences, thus creating interest in them. Various firms organise trade shows which
attract many prospective employees. Many a time advertisements may be made for a
special class of work force (say married ladies) who worked prior to their marriage.
These ladies can also prove to be very good source of work force. Similarly there is the
labour market consisting of physically handicapped. Visits to other companies also help
in finding new sources of recruitment.

ADVANTAGES OF EXTERNAL SOURCES

1. Availability of Suitable Persons: Internal sources, sometimes, may not be able to

supply suitable persons from within. External sources do give a wide choice to the
management. A large number of applicants may be willing to join the organisation.
They will also be suitable as per the requirements of skill, training and education.

2. Brings New Ideas: The selection of persons from outside sources will have the benefit
of new ideas. The persons having experience in other concerns will be able to suggest
new things and methods. This will keep the organisation in a competitive position.

3. Economical: This method of recruitment can prove to be economical because new

employees are already trained and experienced and do not require much training for the
jobs.
DISADVANTAGES OF EXTERNAL SOURCES

1. Demoralisation: When new persons from outside join the organisation then present
employees feel demoralised because these positions should have gone to them. There
can be a heart burning among old employees. Some employees may even leave the
enterprise and go for better avenues in other concerns.

2. Lack of Co-Operation: The old staff may not co-operate with the new employees
because they feel that their right has been snatched away by them. This problem will be
acute especially when persons for higher positions are recruited from outside.

3. Expensive: The process of recruiting from outside is very expensive. It starts with
inserting costly advertisements in the media and then arranging written tests and
conducting interviews. In spite of all this if suitable persons are not available, then the
whole process will have to be repeated.

4. Problem of Maladjustment: There may be a possibility that the new entrants have not
been able to adjust in the new environment. They may not temperamentally adjust with
the new persons. In such cases either the persons may leave themselves or management
may have to replace them. These things have adverse effect on the working of the
organisation.

INNOVATIVE SOURCING STRATEGIES FOR RECRUITING THE TALENT

The world is currently facing a growing shortage of candidates with the skills necessary to
fill roles being created by the private sector. Across all industry verticals, there is an urgent
demand for skilled talent without enough qualified candidates to fill the need. In certain
sectors, such as computer science, engineering and design, especially severe skill shortages
prevail and finding top talent is more difficult than ever. The current challenges in talent
acquisition are of global concern. Winning in this increasingly competitive recruitment
environment requires the adaptation of fresh approaches to supplement traditional sourcing
strategies. Consider the following innovative techniques in recruitment and strategic
sourcing to master the current challenges existent in the talent landscape

1. Gamification: Recruitment gamification is a growing technique, seeking to reach

candidates on a more personal level. Merriam-Webster defines gamification as, ―the
process of adding games or game-like elements to something so as to encourage
participation. The employer might then post a hint on social media with an incentive.
The users could then compete to find the hidden code, thereby demonstrating their skill
through healthy competition.
2. Find them in class: For highly specialized or technical skill sets, sourcing candidates
with specific degrees or certifications can be a steep challenge. Construct a schedule of
skill aligned certification classes and university courses that are being held locally or in
the nearest metropolitan area. Engage potential candidates with branded materials in
communal study spaces or as they exit class. Engage a current employee in a similar
role and, if possible, offer them as a possible speaker or career mentor to aligned
classes or college career centers. These institutions are likely to welcome professionals
with real life experience to help inspire the student body.

3. Share their interests: Demonstrating attentiveness to candidate interests instantly

validates these individuals and draws their attention to the employer. Investigate the
probable hobbies or interests of the requisition demographic. Perform a deep search of
blogs and social pages surrounding these extracurricular topics. When appropriate,
respond to the user comments of potential candidates to engage them and peak their
interest. For instance, an employer actively seeking mechanics might approach
prospective through popular local auto shows.

4. Practice transparency: Transparency is a magic word in the recruitment landscape of

today. A 2016 survey found that 96 percent of candidates feel it is very important to
work for a company that demonstrates transparency. Dell is a strong representation of
transparency in recruitment. With over 500,000 likes on Dell‘s Facebook-based career
page, Dell has more likes and followers than Facebook‘s own career page. The widely
successful technology solutions company proactively manages its page by posting and
sharing videos and photos of its workplace environment and encouraging open
dialogue.

5. Seek them in their element: Upon examining the requisition demographic, research
and attend industry events at which potential hires might be attending or speaking. The
subject matter of the event is an ideal icebreaker in which to engage candidates. Create
a calendar of anticipated events that align with the skill vertical. Subsequently, place
advertisements for open positions on the website of organizations that are hosting the
selected events. Create custom business cards that contain a link to specific job
descriptions on the career site. Presenting the opportunity to the candidate personally,
paired with a direct path to information concerning the role provides the individual
with an impression of both sincerity and convenience. Grainger, North America‘s
leading broad line supplier of maintenance, repair and operating products, sources
many of its candidates by expanding upon its partnerships with organizations aligned
with requisitions. For instance, the Grainger team targets events hosted by community
organizations as a way to reach candidates.
6. Renovate the job description: According to the US Department of Labor, the average
cost of a bad hiring decision can equal 30 percent of the hired employee‘s first-year
income. Inferior hiring decisions are also at the root of nearly 80 percent of worker
turnover problems; the longer substandard employees stay on the job, the more it will
cost to replace them. To improve the match between job candidates and recruitment
needs, start by revisiting the job description. Ensure the job descriptions are thorough
and accurate, more clearly defining the tasks the new hire will perform, the hard skills
they will need to carry out to these responsibilities and the individualized traits and soft
skills that will be essential to success in the role. Sodexo is a great example of this,
providing some of its job descriptions in the form of an info graphic describing the role.

7. Be simple, direct and personal: Make the candidate experience as direct and simple
as possible. An employer might, for example, print flyers or cards with direct social
links or abridged website links that make it easy for busy individuals to access job
information on the go. These items should be strategically placed in requisition-aligned
locales. Providing potential hires with a simple and direct route to the job can
encourage passive candidates.

Consider sending highly personalized messages to prospective noting specifically why

they are being contacted. This message could also include how the candidate was found
and why he or she would be perfect for the role. With particularly sought after
candidates, try sending them an e-gift card to a local coffee shop and suggest meeting
to discuss opportunities.

8. Appeal to diverse candidates: Diversity hiring refers not only to ethnic variation, but
also to gender, ability and age diversity. When seeking diverse employees, show
current diversity by using images of real employees, not stock photographs. Employee
testimonials and success stories featuring diverse individuals help candidates see
themselves in the workplace environment. An employer in search of bilingual
candidates might consider targeting publications printed in the applicable language or
scheduling a radio spot on a bilingual station. Promotion of open positions in
restaurants, religious institutions, social organizations or community centers in diverse
neighborhoods is another effective way to directly target the demographic.
PROCESS OF RECRUITMENT

Recruitment is the process used by an organization to locate and attract job applicants in
order to fill a position. An effective approach to recruitment can help a company
successfully compete for limited human resources. To maximize competitive advantage, a
company must choose the recruiting method that produces the best pool of candidates
quickly and cost effectively. There are five steps to the process.

1. Identify the job opening: This step would appear to be an easy one-just wait until an
employee turns in a notice of resignation. Many job openings are, in fact, identified in
this way. A major problem with this approach is that it may take the company a long
time to fill the opening. For instance, it usually takes six to eight weeks to notify and
screen applicants, and a week or more to make a decision regarding a job offer.

2. Decide how to fill the job opening: The first question to ask after determining that an
opening exists is "Do we need to find a new person to fill the vacant position?"
Sometimes it is unnecessary to staff a vacant position because the firm can rely on
other alternatives. For instance, it may be more prudent to provide overtime
opportunities to current workers to complete the needed work. Other alternatives
include job elimination and job redesign (i.e., incorporating the tasks of the vacant
position into currently existing positions). If the firm chooses to fill the vacancy, it
must address two issues: (1) whether to outsource, and (2) in the absence of
outsourcing, whether to recruit candidates internally or externally.

3. Identify the target population: Now the organization must determine what types of
individuals it is looking for to fill the vacant positions. To address this question, an
organization must define its target population. Two issues arise here: (1) specifying
worker requirements and (2) deciding whether to target a certain segment of the
applicant population.

An organization must identify specific requirements of the job: the duties, reporting
relationships, salary range for hiring, and competencies required of a new worker (e.g.,
education, experience, knowledge, skills, and abilities). Ideally, much of this
information will have been gathered during a job analysis and thus be contained in the
job description. If not, the recruiter should gather it from the hiring manager. An
organization must also decide at this point whether to target all qualified applicants or
to focus its recruitment efforts on certain segments of the qualified applicant
population.
4. Notify the target population: Once an applicant population has been targeted, the
company must determine how to notify these individuals of the vacant position. A
variety of recruitment methods may be used for communicating vacancies. A firm can
benefit from both low-involvement and high-involvement strategies at this stage of the
recruitment process. Low-involvement strategies are things such as corporate
sponsorship or advertisements of the company's product or service may influence
applicants' positive perceptions of that firm and therefore increase applicant attraction,
but do not specifically identify a job opening. High-involvement recruitment strategies
involve things such as detailed recruitment advertisements or employee endorsements,
which occur when potential applicants meet with current employees to hear more about
their experiences with that company. Both low-involvement and high-involvement
strategies have a positive effect on the number of applicants who apply for jobs with an
organization and on the quality of the applicants who apply.

5. Meet with the candidates: Finally, the most qualified candidates are brought in for
interviews and other assessment procedures. These serve both selection and recruitment
purposes. From a selection perspective, they give the firm a chance to further assess the
candidates' qualifications. From a recruitment perspective, they provide the candidates
with an opportunity to learn more about the employment opportunity.

Candidates should be provided with information about the company and the job. Failure to
provide a sufficient amount of information could be detrimental to the recruiting process.
For example, it may be interpreted by the candidates as an attempt to evade discussion of
unattractive job attributes, or it may be viewed as an indication of the recruiter's disinterest
in them. Without specific information, applicants might accept a job offer without knowing
about aspects of it that might affect their long-term job satisfaction, or they may refuse an
offer without knowing about some of the job's attractive attributes.

SELECTION

Human resource selection is the process of choosing qualified individuals who are
available to fill positions in an organization. In the ideal personnel situation, selection
involves choosing the best applicant to fill a position. Selection is the process of choosing
people by obtaining and assessing information about the applicants with a view to
matching these with the job requirements. It involves a careful screening and testing of
candidates who have put in their applications for any job in the enterprise. It is the process
of choosing the most suitable persons out of all the applicants. The purpose of selection is
to pick up the right person for every job.
It can be conceptualised in terms of either choosing the fit candidates, or rejecting the unfit
candidates, or a combination of both. Selection involves both because it picks up the fits
and rejects the unfits. In fact, in Bangladeshn context, there are more candidates who are
rejected than those who are selected in most of the selection processes. Therefore,
sometimes, it is called a negative process in contrast to positive programme of recruitment.

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 who are
not‖.

According to Thomas Stone, ―Selection is the process of differentiating between

applicants in order to identify (and hire) those with a greater likelihood of success in a job‖.

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.

SELECTION PROCESS

A scientific and logical selection procedure leads to scientific selection of candidates. The
criterion finalized for selecting a candidate for a particular job varies from company to
company. Therefore, the selection procedure followed by different organizations, many
times, becomes lengthy as it is a question of getting the most suitable candidates for which
various tests are to be done and interviews to be taken. The procedure for selection should
be systematic so that it does not leave any scope for confusions and doubts about the
choice of the selected candidate. Brief details of the various steps in selection procedure are
given as follows:

1. Inviting applications: The prospective candidates from within the organization or

outside the organization are called for applying for the post. Detailed job description
and job specification are provided in the advertisement for the job. It attracts a large
number of candidates from various areas.

2. Receiving applications: Detailed applications are collected from the candidates which
provide the necessary information about personal and professional details of a person.
These applications facilitate analysis and comparison of the candidates.

3. Scrutiny of applications: As the limit of the period within which the company is
supposed to receive applications ends, the applications are sorted out. Incomplete
applications get rejected; applicants with un-matching job specifications are also
rejected.
4. Written tests: As the final list of candidates becomes ready after the scrutiny of
applications, the written test is conducted. This test is conducted for understanding the
technical knowledge, attitude and interest of the candidates. This process is useful
when the number of applicants is large.

5. Psychological tests: These tests are conducted individually and they help for finding
out the individual quality and skill of a person. The types of psychological tests are
aptitude test, intelligence test, synthetic test and personality test

6. Personal interview: Candidates proving themselves successful through tests are

interviewed personally. The interviewers may be individual or a panel. It generally
involves officers from the top management. The candidates are asked several questions
about their experience on another job, their family background, their interests, etc.
They are supposed to describe their expectations from the said job. Their strengths and
weaknesses are identified and noted by the interviewers which help them to take the
final decision of selection.

7. Reference check: Generally, at least two references are asked for by the company from
the candidate. Reference check is a type of crosscheck for the information provided by
the candidate through their application form and during the interviews.

8. Medical examination: Physical strength and fitness of a candidate is must before they
takes up the job. In-spite of good performance in tests and interviews, candidates can
be rejected on the basis of their ill health.

9. Final selection: At this step, the candidate is given the appointment letter to join the
organization on a particular date. The appointment letter specifies the post, title, salary
and terms of employment. Generally, initial appointment is on probation and after
specific time period it becomes permanent.

10. Placement: This is a final step. A suitable job is allocated to the appointed candidate so
that they can get the whole idea about the nature of the job. They can get adjusted to the
job and perform well in future with all capacities and strengths.

Effective selection can be done only when there is effective matching. By selecting best
candidate for the required job, the organization will get quality performance of employees.
Moreover, organization will face less of absenteeism and employee turnover problems. By
selecting right candidate for the required job, organization will also save time and money.
Proper screening of candidates takes place during selection procedure. All the potential
candidates who apply for the given job are tested.
SELECTION STANDARDS

Selection Criteria 1: Education: Level completed, relevancy and quality.

Selection Criteria 2: Previous Work Experience: Amount, relevancy and quality;

organizational skills including the ability to work in a diverse environment, multitask and
work under pressure; reliability including good attendance and punctuality.

Selection Criteria 3: Communication: Written, oral and interpersonal.

Selection Criteria 4: Technology (if applicable): Amount, relevancy and quality of

information technology training and/or experience.

Selection Criteria 5: Licenses and Certifications (if applicable): Possesses or can timely
obtain necessary licenses and certifications

VALIDITY AND RELIABILITY OF TEST

VALIDITY: The term validity has varied meanings depending on the context in which it
is being used. Validity generally refers to how accurately a conclusion, measurement, or
concept corresponds to what is being tested.

Validity is defined as the extent to which an assessment accurately measures what it is

intended to measure. Let me explain this concept through a real-world example. If you
weigh yourself on a scale, the scale should give you an accurate measurement of your
weight. If the scale tells you weigh 150 pounds and you actually weigh 135 pounds, then
the scale is not valid.

Validity means that the test scores significantly relate to job performance. It measures how
successful is selection technique is in predicting the future performance of the job
occupant. When scores and performance are unrelated, the test is invalid and should not be
used for selection

STEPS TO VALIDATE A TEST

The human resource department validates the test before using it by ensuring that scores on
the test are a good predictor of some criterion like job performance. The supervisor‘s role
is to describe the job and its requirements so that the human requirements of the job and its
performance standards are clear to the psychologist. The validation process consists of five
steps: analyze the job, choose your tests, administer the tests, relate the test scores and the
criteria, and cross validate and revalidate.

Step 1: Analyze the Job: The first step is to analyze the job and write job descriptions and
job specifications. Here, manager needs to specify the human traits and skills you
believe are required for adequate job performance. For example, Is programming
required? Must the person assemble small, detailed components? These
requirements become the predictors. These are the human traits and skills you
believe predict success on the job.

Step 2: Choose the Tests: Next, choose tests that you think measure the attributes
important for job success. Employers usually base this choice on experience,
previous research, and ―best guesses.‖ They usually don‘t start with just one test.
Instead, they choose several tests and combine them into a test battery. The test
battery aims to measure an array of possible predictors, such as aggressiveness,
extroversion, and numerical ability.

Step 3: Administer the Test: Next, administer the selected test(s) to employees. Manager
has two choices here. One option is to administer the tests to employees presently
on the job. You then compare their test scores with their current performance; this
is concurrent validation.

Step 4: Relate Your Test Scores and Criteria: The next step is to ascertain if there is a
significant relationship between scores and performance. The usual way to do this
is to determine the relationship between scores on the test and job performance
using correlation analysis, which shows the degree of relationship. If there is a
correlation between test and job performance, you can develop an expectancy chart.
This presents the relationship between test scores and job performance graphically.

Step 5: Cross-Validate and Revalidate: Before putting the test into use, you may want to
check it by cross-validating, by again performing steps 3 and 4 on a new sample of
employees. At a minimum, an expert should revalidate the test periodically.

GUIDELINES FOR TESTING PROGRAM

1. Use tests as supplements. Don‘t make tests your only selection tool; use them to
supplement other tools like interviews and background checks.

2. Validate the tests. It‘s best to validate them in your own organization. However, the
fact that the same tests have proven valid in similar organizations—called validity
generalization—is usually adequate.
3. Monitor your testing/selection program. Ask questions such as, ―What proportions
of minority and nonminority applicants are rejected at each stage of the hiring
process?‖ and ―Why am I using this test—what does it mean in terms of actual
behavior on the job?‖

4. Keep accurate records. Record why you rejected each applicant. A general note such
as ―not sufficiently well qualified‖ is not enough. Your reasons for rejecting the person
may be subject to validation at a later date.

5. Use a certified consultant. Developing, validating, and using selection standards

(including tests) generally require a qualified consultant. Most states require persons
who offer consultant services to the public to be certified or licensed. A Ph.D. degree
(the bachelor‘s degree is never sufficient) is usually one qualification. Potential
consultants should provide evidence of similar work and experience in test validation,
and demonstrate familiarity with federal and state equal rights laws and regulations.

6. Manage test conditions. Administer tests in areas that are reasonably private, quiet,
well lighted, and ventilated, and make sure all applicants take the tests under the same
test conditions. Once completed, keep test results confidential. Give them only to
individuals with a legitimate need for the information and the ability to understand and
interpret the scores (including the applicant). Train your supervisors regarding test
results confidentiality.

7. Revalidate periodically. Employers‘ needs and applicants‘ aptitudes change over time.
You should have your testing program revalidated periodically.

RELIABILITY OF TEST

Reliability is a test‘s first requirement and refers to its consistency. A reliable test is one
that yields consistent scores when a person takes two alternate forms of the test or when he
or she takes the same test on two or more different occasions. Test reliability refers to the
degree to which a test is consistent and stable in measuring what it is intended to measure.
Most simply put, a test is reliable if it is consistent within itself and across time. To
understand the basics of test reliability, think of a room scale that gave you drastically
different readings every time you stepped on it regardless of whether your had gained or
lost weight. If such a scale existed, it would be considered not reliable
SOURCES OF UNRELIABILITY

Test length: Generally, the shorter a test is, the more reliable it is.

1. Speed: When a test is a speed test, reliability can be problematic. It is inappropriate to

estimate reliability using internal consistency, test-retest, or alternate form methods.
This is because not every candidate is able to complete all of the items in a speed test.

2. Group homogeneity: In general, the more homogeneous the group of candidates who
take the test, the more unreliable the measure will be.

3. Item difficulty: When there is little variability among test scores, the reliability will be
low. Thus, reliability will be low if a test is so easy that every candidate gets most or all
of the items correct.

4. Subjectively: Subjectively scored tests, rather than objectively scored tests, show a
higher unreliability.

5. Test-retest interval: The longer the time interval between two administrations of a
test, the more likely that changes will occur and the higher the unreliability will be.

6. Variation with the testing situation: Errors in the testing situation (e.g., students
misunderstanding or misreading test directions, noise level, distractions, and sickness)
can cause test scores to vary.

Other sources:

i. Test Scoring
ii. Test Content
iii. Test Administration
iv. Personal Conditions
INTERVIEW

Interview is probably the most widely used selection tool. It is a most complex selection
technique because its scope includes measuring all the relevant characteristics and
integrating and classifying all other information about the applicant. In practically all
organization interviewing is used for a variety of purposes, including selection, appraisal,
disciplinary action, counseling and general problem solving.

The interview is a selection technique which enables the employer to view the total
individual and directly appraise him and his behavior. It is a method by which an idea
about an applicant‘s personality can be obtain by a face-to-face contact. It tries to achieve
an exacting appraisal of an applicant, his previous experience, education, training and
family backgrounds.

According to Gary Dessler, “An interview is a procedure designed to obtain information

from a person’s oral response to oral inquiries.”

According to Thill and Bovee, “An interview is any planed conversation with a specific
purpose involving two or more people”.

According to Dr. S. M. Amunuzzaman, “Interview is a very systematic method by which a

person enters deeply into the life of even a stranger and can bring out needed information
and data for the research purpose.”

The interview is used in practically every business and profession. Some activities call for
a high degree of proficiency in interviewing ;these are the activities of engineers, lawyers,
social workers, industrial relations managers ,salesmen and supervisors, investigating
grievances. The interview is widely used in securing credit information, making loans,
selling, adjusting complaints as well as in personnel administration and management.

PURPOSES OF INTERVIEW

Before jumping ship to a new company, candidates inevitably need to test the waters
during the job interview. The purpose of a job interview is twofold: It offers the employer
valuable insight into your personality and abilities, and it allows you the chance to discern
whether your credentials and career goals match up with what the company seeks. Some of
the objectives of interview are discussed as follows:

1. Judgment of Applicant: Interview gives an opportunity to the interviewer to know

about the applicant. The information gathered from application- blank and tests is
verified by talking to the candidate. It provides a chance to know whether the
information (about previous experience and training, etc.) supplied by the candidate is
justified by him or not. The appearance, ability to communicate, attitude, nature, etc. of
the applicant are also judged at the time of interview.
2. Give Information to The Applicant: Interview is undertaken not only to know about
the applicant but also to use it as an opportunity to give him information about the
company and the job. Applicant is given full information about the nature of job, hours
of work, medical facilities, and opportunities for advancement, employee benefits and
services, etc. Thus, the applicant can make a decision of joining or not joining the new
job.

3. Promote Goodwill: An interview also gives an opportunity to create and enhance

goodwill of the company. The interviewee should be treated with curtsy. If not
selected, then reasons for the same are explained offering constructive suggestions.

4. Figure out the company culture: There are great benefits to meeting at the job site,
whether it's a high-rise office building or downtown at a construction site. Getting a
sense of the employee personalities and how people are interacting with each other is
crucial to understanding the company's culture. Just by having the interview near the
employees, you'll see how people are dressed, what the tone of the job site evokes, and
if company morale appears high.

5. Judge the knowledge and understanding candidates: The purpose of the interview is
to judge the knowledge and understanding of the candidate. Conducting of interview is
a difficult task and there is a scope for committing mistakes during the process.
Interview should be opened with polite words and informal talks such as asking the
candidate about his journey, difficulty in locating the office etc. It will create a sense of
confidence in the candidate and he will feel easy.

6. Identify behavioral patterns of the interviewee: Another purpose of the interview is

to identify behaviour patterns of the interviewee or candidate. Occurrence and reactions
to situations that are repeated in the applicant‘s experience suggest characteristics
reaction pattern. Interview enables the interviewer to judge certain qualities like
manners, appearance, ability to speak, grasp of things etc., of the candidate.

7. Decide whether or not to make you a job offer: While the interviewer will examine
your work history and educational background, your strengths and accomplishments
will also be important criteria. In other words, to find out if you‘re the right person for
the job, what your potential is for promotion and whether or not you will fit into the
company environment.

Interview is face to face interaction between two persons for particular purpose. It‘s also
employed to screen candidates for selection. Thus an interview is a purposeful exchange of
views, the answering of questions and communication between two or more persons
TYPES OR TECHNIQUES OF INTERVIEW

All job interviews have the same objective, but employers reach that objective in a variety
of ways. Interviews come in all shapes and sizes: Sometimes you're with one interviewer,
others you're with five. Maybe you'll be asked to lunch, expected to solve a problem, or
invited to a Skype interview. The interviews are classified and discussed below:

1. Promotion interview: In this method, persons due for promotion are interviewed even
if there is no competition. The interview is likely to be informal and serves as induction
into a new team, with new responsibilities. Clarification about nature of duties,
responsibilities and expectations are made during a promotion interview.

2. Informal interview: It is planned and is used when the staff is required urgently. A
friend or relative of the employer may take a candidate to the house of employer or
manager who ask few questions like name, birth place, educations and experience etc.
when candidate enquires about the vacancies after reading an advertisement, it‘s a
example of informal interview.

3. Formal interview: This type of interview is preplanned and is held in a formal

atmosphere. All the formalities and procedure, e.g. the time, the venue and the
questions to be asked are decided in advance.

4. Appraisal or assessment interview: An appraisal interview is one of the methods of

periodical assessment of employees. There are other methods like completion of self
assessment forms and assessment by supervisors. But annual appraisal interview is the
best method for judging employees' attitudes. A face-to-face confidential talk is an
opportunity for both , the employee an the supervisor to discuss several issues.

5. Patterned or structured interview: This interview is fully planned to a high degree of

accuracy and precision. It‘s based on the assumption that to be more

effective every pertinent detail should be worked out in advance. Therefore, a list
questions to be asked is prepared and the questions are asked in a particular cycle. The
time to be allowed to each candidate and the information to be sought a pre-decided.
The interviewer is carefully selected. The interviewer actively participates and the
candidate is expected only to answer the questions. Thus, a standardized pattern is
adopted or the structure of the interview is decided in advance. Such interview is also
known as directed or guided interview. It allows for a systematic coverage of the
required information.
6. Stress Interview: This interview aims at testing the candidate‘s job behavior and level
of withstanding during the period of stress and strain. Interviewer tests the candidate by
putting him under stress and strain by interrupting the applicant from answering,
criticizing his opinions, asking questions pertaining to unrelated areas, keeping silent
for unduly long period after he has finished speaking etc. Stress during the middle
portion of the interview gives effective results. Stress interview must be handled with at
most care and skill. This type of interview is often invalid.

7. Behavioral Interview: In a behavioral interview, the interviewer will ask questions to

candidates based on common situations of the job candidates are applying for. The
logic behind the behavioral interview is that candidate‘s future performance will be
based on a past performance of a similar situation. In a behavioral interview, the
interviewer wants to see how candidate deal with certain problems and solve them.

8. Group Interview: Many times companies will conduct a group interview to quickly
prescreen candidates for the job opening as well as give the candidates the chance to
quickly learn about the company to see if they want to work there. Many times, a group
interview will begin with a short presentation about the company. After that, they may
speak to each candidate individually and ask them a few questions

9. Lunch Interview: Many times lunch interviews are conducted as a second interview.
The company will invite candidate to lunch with additional members of the team to
further get to know about the candidate. This is a great time to ask any questions.

10. Group Discussion Interview: There are two methods of conducting group discussion
interview, namely group interview method and discussion interview method. All
candidates are brought into one room i.e. interview room and are interviewed one by
one under group interview This method helps a busy executive to save valuable time
and gives a fair account of the objectivity of the interview to the candidates. Under the
discussion interview method, one topic is given for discussion to the candidates who
assemble in one room and they are asked to discuss the topic in detail. This type of
interview helps the interviewer in appraising, certain skills of the candidates like
initiative, inter-personal skills, dynamism, presentation, leading comprehension,
collaboration etc.

11. Depth Interview: In this type of Interview, the candidates would be examined
extensively in core areas of knowledge and skills of the job. Experts in that particular
field examine the candidates by posing relevant questions as to extract critical answers
from them, initiating discussions regarding critical areas of the job, and by asking the
candidates to explain even minute operations of the job performance. Thus, the
candidate is examined thoroughly in critical / core areas in their interviews.
12. Phone interview: A phone interview may be for a position where the candidate is not
local or for an initial prescreening call to see if they want to invite you in for an in-
person interview. You may be asked typical questions or behavioral questions. Most of
the time candidate will schedule an appointment for a phone interview. If the
interviewer calls unexpectedly, it's ok to ask them politely to schedule an appointment.
On a phone interview, make sure your call waiting is turned off, you are in a quiet
room, and you are not eating, drinking or chewing gum.

13. Panel or board interview: This interview is conducted by a group of interviewers. It

seeks to pool the collective wisdom and judgment of several interviewers. Question are
asked in turn or at random. The candidate may even be asked to meet the members of
the panel individually for a fairly lengthy interview.

Interviewing methods differ greatly depending on the industry to which you‘re applying,
the company and even the position within the company. The interviewers may focus on
one style or engage you in a combination of several interview types. The best thing you can
do to prepare is to understand each kind and its intention from the interviewer's
perspective.

INTERVIEW PROCESS

Job interviews provide opportunities for job applicants to sell themselves to potential
employers. Job applicants need to invest their time in preparing for the interview and
understanding the interview process. Seven different phases comprise the complete job
interview process. The job applicant should understand the purpose of each phase and how
to make the best impression.

1. Preparation: The preparation phase comes before the actual job interview and requires
the most substantial time investment by the job applicant. The job applicant needs to
research the company‘s history and values, review potential questions that might be
asked, choose an outfit to wear and locate the company on a map. The applicant should
ask a friend to role-play the interview. This gives the applicant an opportunity to
rehearse and become comfortable with the interview process.

2. Greeting: The interview begins with the greeting phase. The job applicant greets every
person she meets that day. This includes the receptionist as well as the interviewers. As
the job applicant greets each individual, she should shake the other person‘s hand, look
him in the eye and introduce herself. This introduction needs to include the applicant‘s
name and the name of the person with whom she is meeting.
3. Rapport: After the greeting phase, the job applicant enters the rapport phase. During
this phase, the job applicant establishes rapport with each person she meets.
Establishing rapport allows her to build a relationship with the other person and allows
the other person to remember her favorably after the interview ends. The applicant
should note specific items around the office that she could talk about to establish that
rapport.

4. Information Gathering: The interview then moves into the information-gathering

phase. The applicant uses this phase to gather information about the company, such as
markets where the company operates, potential opportunities or what the company
culture is like. The interviewer gathers information regarding the applicant, such as her
professionalism, her qualifications and her ability to fit with the company.

5. Sell Yourself: The interview also includes a selling phase. During the selling phase,
the applicant sells herself to the interviewer. She talks about the way that her
qualifications match the needs of the company. She also shares any opportunities she
sees and how she can contribute to the company.

6. Close: The closing phase ends the physical interview. During this phase, the applicant
requests business cards from the interviewer and expresses her interest in the job. She
shakes hands with the interviewer. She also asks the interviewer about the next steps in
the hiring process.

7. Follow Up: When the applicant leaves the physical interview, the follow-up phase
begins. The applicant begins this phase by writing notes about the interview that took
place. These notes include specific information about the job or the needs of the
interviewer. When the applicant arrives back home, she pulls out these notes and writes
thank-you letters to each person she met at the interview. She should include a sentence
that applies to the specific conversation she had with the interviewer.

A successful interview can create a two-way conversation to find the best qualified
applicant for a specific job, provide accurate and appropriate information to the applicant
about the job and the working conditions, and reinforce a positive image of the Institution.

DETECTION OF DISHONEST CANDIDATE

In today‘s competitive workforce, candidates will go to great lengths to get a second look
from a hiring manager. They may even lie. Unfortunately, some are so good at lying, it‘s
tough for employers to tell a dishonest employee from the real deal. Employers need to
learn how to spot these liars before they make the mistake of hiring them. Here are some
ways to catch dishonest candidates before it‘s too late:

1. Test candidates’ skills: Find out what candidates are really made of by testing their
skills either before or after the interview. It‘s better to find out sooner than later. Use an
app such as Interviewed to administer job simulations such as customer service or tech
support, or tests in accounting, typing and math for retail.

2. Contact references: Contact previous employers to ask about dates of employment,

responsibilities and overall performance. If possible, call. Phone calls will reveal verbal
clues such as hesitation or unease, which may mean the reference is unsure of what to
say or afraid to speak badly about the candidate.

3. Research candidates online: Check out all candidates‘ social-media channels to get a
feel for who they really are and what they value and believe. Look at work history,
volunteer experience and what their friends have to say about them. If it doesn‘t align
with what‘s on their resumes or cover letters, move on to someone else.

4. Perform background checks: Background checks should be a required part of the

interview process. Background checks will not only help boost the employer brand
demonstrating safety, but it will show existing employees the organization‘s leaders
care about who they let join the team.

5. Trust that first instinct: Don‘t ignore that feeling that says ―something isn‘t right‖
when first meeting a candidate. Though mysterious, the mind is a powerful thing. Don‘t
second guess or over-think if something feels off. Trust that gut feeling.

LIMITING FACTORS OF INTERVIEW OR PROBLEMS OF INTERVIEW

Interview is the most influencing step in selection process. Successful candidates in

interview, is normally selected for the job. This means interview is the crucial step in
selecting right man at right job. There may be some hurdle or limitations which make the
interview less effective. Some of the are as below:

1. Snap Judgment: It is very common proverb that first impression is the last impression.
This is perfectly applicable in interview. Interviewers make their judgment in the first
look. Such judgments do not depend in factual information. And the decisions made in
such snap judgment may be wrong.

2. Halo effect: Halo effect is the tendency of making decisions on the basis of single trait
or characteristic. Interviewers make decision of like or dislike on the basis of dress up,
 walking style, hair style, facial expression, etc. which may not judge the actual skills,
experience or job related qualities. This reduces the effectiveness of the interview.

3. Contrast effect: This is the tendency of making decision on the basis of previous
candidate. This means the interviewers make decisions regarding like or dislike on the
basis of the presentation of previous candidate. For instance, if the previous candidate
has not presented well and comparatively the present candidates presents better, then
the present candidates gets some sympathy marks as well.

4. Pressure: Pressure from top level management, investors, board of directors,

politician, bureaucrats, and other pressure groups or individual to the interviewers also
affect the evaluation decision. They must make favorable decision for the candidates of
pressure group or individual. Because of this qualified candidates may be rejected and
less qualified candidates may be accepted.

5. Personal biases: Interviewers in most of cases may have some strong beliefs. Such
believes makes them personal biasness. Such biases may also affect negatively. For
example, some may be strong feminist, some may be anti-feminist, anti-black, anti-
ethnic etc., they choose the candidates on the basis of their favored.

6. Emphasis on negative factors: Some interviewers may give over emphasis on

negative factors only. If they find such negative factors in candidates, they reject them
whatever positive qualities may be present in them. This increases the chance to reject
right man.

7. Lack of Knowledge: In some cases, interviewers may have very little or no knowledge
relating to job responsibilities. In such situation, they don't known what is right or
wrong response of the candidates. This also produces the wrong decision.

GUIDELINE FOR INTERVIEWER

1. Write down a list of questions that directly relate to the job's responsibilities. If you
don't have a job description, list the key responsibilities of the position, and then draw
up a list of questions that relate to those responsibilities.

2. Review the candidate's resume before the interview. This may seem obvious, but
by preparing your interview questions and reviewing the resume, you are showing the
candidate you have taken the time to ensure a productive interview.

3. Outline the interview structure for the candidate. First, give a brief description of the
company, and then outline the job duties. Finally, ask the applicant questions. After
 that, the candidate will have the opportunity to ask you questions. This sets up the
parameters of the interview, keeps you both focused, and gives the candidate an idea of
what to expect.

4. Don't talk too much during the interview process. Hiring managers should talk only
about 30 percent of the time. Allow candidates time to describe their skills and
qualifications during the interview. Make sure you've covered all your questions and
you haven't missed anything.

5. Extend professional courtesies. Offer candidates a glass of water, and ask if they had
difficulty finding the place. Be on time. Consider giving them a tour of the office. Give
them an opportunity to speak with other team members or prospective coworkers, if
appropriate.

6. Watch nonverbal signals. Just as you are looking for eye contact and appropriate dress,
the candidate is looking for those unspoken signals from you. Be sure your tone of
voice is appropriate and professional. Clearly articulate the job's duties and the
company's mission. Dress as you normally would, and pay attention to manners. You
are a representative of your company and department, so make sure your actions reflect
this.

7. While being polite and professional, don't get too chummy. Keep all your questions
job-related. If you spend the interview chatting, you may make a hiring decision
because you liked the candidate versus whether the person is truly qualified for the job,
he explains.

8. Whether it's by email or phone, follow up to let candidates know whether they got the
job. This is one more way of extending a professional courtesy and gives the interview
process closure.

GUIDELINE FOR INTERVIEWEES

Employment interview is mainly aimed at selecting the best candidate for the job. Getting a
job offer mostly depends on performance during the interview session. The following
guidelines can help the job seekers to face interview successfully:

1. First impressions are important: The correct appearance is vital - even if the
employer has a relaxed dress code. Turning up smartly dressed for the interview tells
them how much importance you place on their company and the position on offer.
2. Arrive about 5 minutes early: This will give you time to relax, check your
appearance and read any notes you may have. It gives you a chance to glance through
any corporate literature on display in reception. It will also ensure that you‘ve done
everything possible to enable the interview to start on time

3. Make sure you know the interviewer’s name and position in the company: On
meeting, good eye contact and a firm handshake help convey a feeling of confidence.
The way you sit at interview helps to ascertain your interest levels – so DO NOT
slouch or sit in a manner more accustomed to your sofa!

4. Prepare for the interview: You can anticipate some of the questions likely to be
asked. It is worthwhile looking at the company‘s website to find out about their
background, structure, services etc. Ensure that you‘ve not only prepared yourself to
answer in-depth technical questions relating to your particular skills and experience –
but also that you have prepared questions to ask the interviewer(s).

5. Ask questions: Prepare your questions before the interview. This demonstrates an
interest in the company, their team, their future plans and, more importantly, the job
itself

6. Study your CV: To test your communications skills, an interviewer may ask you to
give a verbal account of your background. With practice, you will be able to deliver
this concisely, smoothly and in logical order. Your verbal account also allows you to
emphasize the areas of your background that are relevant to the position.

7. Listen carefully: If you do not understand a question, ask the interviewer to repeat or
clarify it. If you do not know an answer to a question, say so - if you do not have
exactly the right knowledge, you may have experience in similar areas that are to those
mentioned. Discuss these with your interviewer.

8. Be positive: Where possible, give positive responses to the questions asked and try to
expand beyond a simple ―yes‖ or ―no‖.

9. Is that everything? Before the interview ends, make sure that you have mentioned all
of your relevant experience - your interviewer may not have covered everything in their
questioning. If appropriate, summarize your understanding of what is needed - get their
agreement or clarification where necessary. If you are still keen on the position,
reinforce this before you leave. Ask the interviewer about what happens next, when a
decision will be made. Don‘t forget to thank them for seeing you.