TESTS AND INTERVIEWS

TESTS
A test may be defined as a systematic and standardized procedure for
sampling human behavior.
PURPOSE OF TESTS
(i) For the selection and placement of new employees.
(ii) For appraising employees for employment potentials.
(iii) For counseling employees
CHARACTERISTICS OF A GOOD TEST
1. Assumption
2. Validity
3. Criterion validity
4. Content validity
5. Construct validity
3. Reliability
(i) Test-retest reliability
(ii) Inter-rater reliability
(iv) Alternative form method
(v) Split halves method
What would cause a test to be unreliable there are at least four source of
error that might explain this anomaly.
(i) The questions may do a poor job of sampling the material similarly
one or more of the question may not do a good job of measuring
what it is supposed to measure.
(ii) There may be error due to chance response tendencies for example
the test may be too boring or hard or inconsequential that the
candidate given up and starts answering the questions at random.
(iii) There might to error due to changes in the testing conditions for
instance the room next month may be more noisy.
4. Standardization
5. Objective\it
6. Qualified people
7. Tailor made
8. Preparation
9. Usefulness
10. Imprecise
CLASSIFICATION OR TYPE OF TESTS
1. Intelligence tests
2. Aptitude tests
3. Personality tests
4. Interest tests
5. Achievement tests
6. Simulation tests
7. Assessment centers
(i) The in basket
(ii) Leaderless group discussion
(iii) Management games
(iv) Individual presentations
(v) Objective tests
(vi) Interviews
8. Video based situational testing.
9. Graphology tests.
10.Polygraph tests.
DEVELOPMENT A TEST PROGRAMME
1. Deciding the objective of the testing programmer
2. Analyzing the job
3. Choosing the tests
4. Administering the test
5. Relating the test score and criteria
6. Cross-validating and revalidating
7. Analyzing the result of tests
TESTING GUIDELINES
1. Use tests as supplements
2. Validate the tests
3. Analyses all current hiring and promotion standards
4. Keep Accurate records
5. Begin the validation programmer
6. Use a certified psychologist
7. Test candidate important
INTERVIEWS
Interview is a face to face interaction between two persons for a
particular purpose.
OBJECTIVES OF INTERVIEW
1. Judgment of applicant
2. Give information to the applicant
3. Promote goodwill
4. To established a rapport
5. In valuation tools
6. Solve problem
7. Exit
 8. According to Richard Calhoun

TYPES OF INTERVIEW
A. Classification according to structure
1. Unstructured or non-directive interview
2. Structured or direct interview
Classification According to the purpose of the interview
1. Stress interview
2. Appraisal interview
3. Exit interview
C. CLASSIFICATION ACCORDING TO THE INTERVIEW
CONTENT
1. Situational interview
2. Job-related interview
3. Behavioral interview
4. Psychological interview
D. CLASSIFICATION ACCORDING TO ADMINISTERING
THE INTERVIEW
1. One on one interview
2. Sequential interview
3. Group interview
4. Panel interview
LIMITATIONS OF INTERVIEW
1. Personal bias
2. The halo effect
3. Constant error
4. Leniency
5. Projection
6. Stereotyping
7. Snap judgment
8. Lack of integration
9. Negative emphasis
10.Pressure to hire
11.Telegraphing
12.Too much/too little talking
GUIDELINES FOR EFFECTIVE INTERVIEW
1. Interview should never be hurried an interview should have a
define time schedule with ample time for its conduct.
2. A description of the job should be prepared in advance. It
should be in the from of a list of job duties required knowledge
skills abilities and other qualifications.
3. Interview questions should be developed based on the listing of
job duties with more interview questions developed for more
important duties.
4. Benchmark answers should be developed for the questions and
a five point rating scale for each question should also be
developed.
5. Competent trained and experienced persons should be chosen
as interview.
6. The interview should be conducted in a quiet, comfortable no
stressful atmosphere.
7. The interview should try to minimize his personal bias or
prejudice.
8. The interview should listen carefully to what the applicant says
and the information collected should be records carefully.

HUMAN RESOURCE DEVELOPMENT

Significance of human resource development
HRD assumes significance in view of the fast changing
organizational environments and need of the organization to adopt
new technique in order to respond to the environment changes the
changers environmental factors include:
 Unprecedented increase in competition within and
outside the country consequent upon the announcement
and implementation of economic liberalizations the
economic liberalization demand for continuous
improvement of human resource company example of
continuous improvement are presented in box 6.1
Characteristics of human resources
 Human resource is complete human being economic
social and psychological employees enter the
organization with their values, sentiment aptitudes etc.
 The competencies of human resources are developed
through HRD programmers box.
6.2 WIPRO’S BELIEFS ABOUT HUMAN
RESOURCES
* Respect the individual people are our greatest asset
* achieve and maintain a position of leadership in each of
the business we are in
* Govern individual and company relationships with are
highest standard of conduct and integrity.
Serve our internal and external costumers through defect-
free product services and processes.
 Employees background, expectations values etc. vary
from person to person. Therefore each employee should
be managed differently based on different
principles/approach.
 The value of human resources increases over the time
due to continuous learning process unlike other
resources.
The concept of human resources development (HRD)
(i) Acquire or sharpen capabilities required to perform
various functions associated their present or expected
future roles.
(ii) Develop their general capabilities as individuals and
discover and exploit their own inner potentials for
their own and/or organizational development
purposes;
(iii) Develop an organizational culture in which superior –
subordinate relationship team work and collaboration
among sub-units are strong and contribute to the
professional well-being motivation and pride of
employees.
Features of human resource development

(i) HRD is a systematic and planned approach for the

development of individual in order to achieve organizational
group and individual goals.
(ii) HRD is a continuous process for the development of
technical managerial and conceptual skills and knowledge.
(iii) HRD developed the skills and knowledge not only at the
individual level but also at dyadic level group level and
organizational level.
(iv) HRD is a multi-disciplinary it draws inputs from engineering
technology Anthropology management commerce economic
medicine etc.
(v) HRD is essential not only for manufacturing and service
industry but also for information technology industry.
Scope of HRD
(i) Recruiting the employees within the dimensions and
possibilities for development human resources.
(ii) Selecting the employees having potentialities for
development to meet the present and future organizational
needs.
(iii) Train all the employees in acquiring new technical skills and
knowledge
(iv) Develop the employees in managers and behavioral skills
and knowledge.
(v) Planning for succession and develop the employees
(vi) Learning through social and religious interactions and
programmers
(vii) Learning through quality circles and the schemes of workers
participation in the management.
Need for HRD
(i) Changes in economic polices
(ii) Change job requirement
(iii) Need for multi-skilled human resources
(iv) Organizational viability and transformation process
(v) Technological Advance
(vi) Organization complexity
(vii) Human relations
HRD objectives
The objectives of HRD are:
 to prepare the employee to meet the present and changing
future job requirement
 to prevent employees obsolescence.
 To develop creative abilities and talents
 To prepare employee for higher level jobs
 To impart new entrants with basic HRD skills and
knowledge.
 To aid total quality management.
 To provide comprehensive framework for HRD.

Creative thinking requires:

 Intellectual independence
 Cognitive flexibility
 Self discipline
 Risk taking
 Tolerance for ambiguity
 Perseverance and
 Lack of concern for social approval.
HRD Functions
The functions of HRD include:
(i) Performance Appraisal
(ii) Employee training
(iii) Executive development
(iv) Career planning and development
(v) Succession planning and development
(vi) Organization change and organization development
(vii) Involvement in quality circles and
(viii) Involvement in workers participation in management.
HUMAN RESOURCES DEVELOPMENT
FRAMEWORK
Analysis of roles as
- individuals
- Members of teams
- Members of organization
Potential appraised
Performance appraised
Employees present capabilities and potentialities
Capabilities to be acquired
Input: skills knowledge behavior values etc.
Techniques of human resources development
(i) Performance Appraisal
(ii) Potential appraisal
(iii) Career planning
(iv) Career development
(v) Employee training
(vi) Executive development
(vii) Organizational change
(viii) Organizational development
(ix) Social and cultural programmers
(x) Quality circles
(xi) Team work
(xii) Role analysis
(xiii) Monetary rewards
(xiv) Employee benefits and
(xv) Grievance mechanism.

HRD outcomes include

(i) Training makes people more competent they develop
new skills knowledge and attitudes.
(ii) There is greater clarity of norms and standard people
become better aware of the skills required for job
performance and the expectations which other
members have set for them.
(iii) People develop great trust and respect for each other
they become more open in their thus new values come
to be generated.
(iv) There is great collaboration and team work which
produces synergy effect.
(v) Lot of useful and objective data on employees are
generated which facilitates human resources planning.
FUNCTIONS OF HRD MANAGER AT SHELL
(i) Role analysis
(ii) Human resources planning
(iii) Recruitment
(iv) Selection
(v) Placement
(vi) Performance appraisal
(vii) Induction and orientation
(viii) Training
(ix) Management development
(x) Career planning and development
(xi) Organization development
(xii) Compensation
(xiii) Social and cultural programmers
(xiv) Workers participation in management
(xv) Quality circles
(xvi) Employee counseling
(xvii) Teamwork
(xviii)Communication policies
(xix) Grievance mechanism
(xx) The other function of HRD managers include:
 To develop a human resources philosophy for the entire
organization and get the top management committed to it
openly and consistently.
 To plan and design new HRD methods
 To monitor effectively the implementation of various
HRD methods.
 To work with unions and association and inspire them.

POSITIVE ATTITUDES MAKE AN ORGANIZATION

 It’s not my job attitude of line managers towards HRD
responsibilities.
 Access to information about HRD problems
 Accountability for HRD responsibilities
 Building teams
 Commitment of the top management towards HRD
 Environment where people work for people
 HRD responsibilities forced on line managers
 Image of organization and its HR policy
 Lack of freedom
 Lack of decision taking
 Lack of management support
 Lack of systems and documentation
 Lack of responsibilities
 Lack of trust and loyalty of line managers in HRD
 Line managers lack of competence in HRD
 Nature of business and policy of the industry
 Need to climb ladder /fear of competition
 Social responsibilities of organization
 Work culture
 Role clarity
Attributes of an HRD manager
Technical
(i) Knowledge of various types of performance appraisal
systems and potential systems and ability to develop
them.
(ii) Knowledge of various types of tests and measurement
of behaviors.
(iii) Knowledge of behavioral sciences.
(iv) Knowledge of techniques in behavioral research.
(v) Knowledge and skills in counseling.
Managerial
(i) Organization ability
(ii) Systems development skills.
Personality
(i) Initiative
(ii) Faith in human beings and their capabilities
(iii) Positive attitude towards other
(iv) Imagination and creativity.
(v) Concern for excellence
(vi) Concern for people and their development
(vii) Friendly sociable and affable
(viii) Interest in learning new things
(ix) Ability to work as a team member
DIFFERECES BETWEEN TRAINING AND
DEVELOPMENT
Area
Content
Purpose
Duration
For whom
Training
Technical skills and know-ledge
Specific job-related
Short –tram
BENEFITS OF TRAINING
 Leads to improved profitability and/or more positive
attitude toward profit orientation
 Improves the job knowledge and skills at all level of the
organization
 Improves the morale of the work life
 Helps people identify with organization goals
 Helps create a better corporate
 Fosters authenticity openness and trust
 Aids in organization development
 Learn from the trainee
 Helps prepare guidelines for work
 Aids in understanding and carrying out organizational
policies.
 Provides information for future needs in all areas of the
organization.
 Organization gets more effective in decision-making and
problem solving
 Aids in development for promotion from within
 Aids in developing leadership skill motivation loyalty
better attitudes and other aspects that successful workers
and managers usually display
 Aids in improving organizational communication
 Helps employees adjust to change
 Aids in handing conflict, there by helping to prevent
stress and tension.
 Create an appropriate climate for growth and
communication.
Benefits to the individual which in turn ultimately should
benefit the organization
 Helps the individual in making better decisions and
effective problem solving
 Aids in encouraging and achieving self-development and
self-confidence
 Helps a person handle stress, tension frustration and
conflict
 Provides information for improving leadership
knowledge communication skills and attitudes
 Increate job satisfaction and recognition
 Satisfies personal needs of the trainer
 Provides the trainee an avenue for growth and a say in
his/her own future
 Develop a sense of growth in learning
 Helps eliminate fear in attempting new tasks.
Benefits in personnel and human relations intra and
inter-group relations and policy implementation
 Improves communication between groups and
individuals
 Aids in orientation for new employees and those taking
new jobs through transfer or promotion
 Improve inter-personal skills
 Makes organization policies rules and regulations viable
 Improves morale
 Builds cohesiveness in groups
 Makes the organization a better place to work and like
Need for training
(i) To match the employee specifications with the job
requirements and organizational
(ii) Organizational viability and the transformation
process
(iii) Technological advance
(iv) Organizational complexity
(v) Human relations
(vi) Change in the job assignment
 The needs for training also arises to
 Increase productivity
 Improve quality of the product/service
 Help a company to fulfill its future personal needs
 Improve organizational climate
 Improve health and safety
 Effect personal growth
 To act as mentor
 Prevent obsolescence
Training objectives
(i) To prepare the employee, both new and old to meet
the present as well as the changing requirement of the
job and the organization.
(ii) To prevent obsolescence
(iii) To impart the new entrants the basic knowledge and
skills they need for an intelligent performance of a
definite job
(iv) To prepare employees for higher level tasks
(v) To build up a second line of competent officers and
prepare them to occupy more responsible positions.
(vi) To develop the potentialities of people for the next
level job
(vii) To ensure economical output of required quality
(viii) To ensure smooth and efficient working of
(ix) department

ASSESSMENT METHODS
(i) Organizational requirements/weakness
(ii) Departmental requirement/weakness
(iii) Job specification and employee specifications
(iv) Identifying specific problems
(v) Anticipation future problems
(vi) Management requests
(vii) Observation
(viii) Interviews
(ix) Group conference
(x) Questionnaire surveys
(xi) Test or examination
(xii) Check lists
Training methods
On the job methods
Job rotation
Coaching
Job instruction
Training through step-by-step
Committee assignment
Off –the –job methods
Vestibule training
Role playing
Lecture method
Conference or discussion
Programmed instruction
On the job training methods
(i) Job rotation
(ii) Coaching
(iii) Job instruction
(iv) Committee assignment
Advantages
 less cost, less time-consuming highly appropriate as the
supervisors coach
 familiarity of the employee to the work place and work
environment of the industry
 loss of time due to employee absence to his work is
minimum
 Employee progress can be judged easily and immediately
 Employees can implement the training inputs effectively
Advantages of training
(i) Increased productivity
(ii) Heightened morale
(iii) Reduced supervision
(iv) Reduced accidents
(v) Increased organizational stability
Evaluation of training programmer
(i) Reactions
(ii) Learning
(iii) Job behavior
(iv) Organization
(v) Ultimate value
(i) Immediate assessment of trainees reaction to the
programmer
(ii) Trainees observation during the training
programmers
(iii) Evaluation of trainee’s skill level before and after the
training programmers
(iv) Measurement of improvement in trainees on the job
behavior
(v) Seeking opinions of trainee’s subordinate regarding
his/her job performance and behavior