Module 2- job

analysis
Job analysis

 Job analysis is a procedure for to determine the duties and

characteristics of a person occupying a position.
 Job analysis produces information regarding job descriptions(a list of
what the job entails) and job specifications(what kind of people to
hire for the job).
 A job description is a written statement of what the worker actually
does, how he or she does it, and what’s the job’s working condition
are.
 A job specification provides details regarding the knowledge,
abilities, and skills required to perform the job satisfactorily.
 Job analysis provides following kinds of information:
 Work activities: this includes information about the job’s actual work
activities. It may also include how, why, and when the worker perform
each activity.
 Human behaviors: it contains information about human behaviors the
job requires like sensing, communicating, deciding etc.
 Machines, tools, equipment and work aids: this includes information
regarding tools used, materials processed, knowledge dealt with or
applied and services rendered.
 Performance standards: it deals the information about the job’s
performance standards. Management will use these standards to
appraise employees.
 Job context: such as physical working conditions, work schedule,
and the organizational and social context etc.
 Human requirements: such as job related knowledge or skills
(education, training, work experience) and required personal
attributes(aptitudes, physical characteristics, personality and
interests).
Uses of job analysis information:
 Recruitment and selection – the information's, in the form of job
descriptions & specifications, helps managers decide what sort of
people to recruit & hire.
 Compensation – job analysis provides the information to determine
the relative worth of each job – and thus its appropriate class.
 Training – the job description lists the job’s specific duties and
requisite skills and therefore the training, that the job requires.
 Performance appraisal – a performance appraisal compares each
employee’s actual performance with his or her performance
standards. Doing so requires knowledge of the job’s duties &
standards. Managers use job analysis to learn what these duties &
standards are.
 Discovering unassigned duties – job analysis can also help reveal
unassigned duties.
 Legal compliance – job analysis also plays a big role in legal
compliance.
Job analysis guidelines
 Make the job analysis as a joint effort by a human resources
specialist, the worker, and the worker’s supervisor.
 If there are several employees doing the same job in different
departments, collect job analysis information from employees in
different departments, not just one.
 Make sure the questions and process are clear to the employees.
 Use several different tools for the job analysis. Not rely just on a
questionnaire, but perhaps supplement survey results with a short
follow up interview.
Steps in job analysis

 Step 1 – decide how you will use the information , since this will
determine the data you collect and how you collect them.
 Some data collection techniques like interviewing are good for
writing job descriptions & selecting employees for the job.
 Other techniques like position analysis questionnaire, do not provide
qualitative information, instead they provide numerical ratings for
each job, these can be used to compare jobs for compensation
purposes.
 Step 2 - Review relevant background information such as
organization charts, process charts & job descriptions.
 Organization charts show the organization wide division of work,
how the job In question relates to other jobs, and where the job fits
in the overall organization.
 A process chart provides a more detailed picture of work flow. In its
simplest form a process chart shows the flow of inputs to and outputs
from the job you are analyzing.
 Finally, the existing job description, if there is one, usually provides a
starting point for building the revised job description.
 Step 3 – select representative positions. There may be too many
similar jobs to analyze them all.
 Step 4 – actually analyze the job – by collecting data on job
activities, required employee behaviors, working conditions, and
human traits & abilities needed to perform the job.
 Step 5 – verify the job analysis information with the worker
performing the job and with his or her immediate supervisor. This will
help confirm that the information is factually correct and complete.
 This review can also help gain the employee’s acceptance of the
job analysis data and conclusions, by giving that person a chance
to review and modify the description of job activities.
 Step 6 – develop a job description and job specification.
 The job description is a written statement that describes the
activities and responsibilities of the job, as well as its important
features such as working conditions & safety hazards.
 The job specification summarizes the personal qualities, traits, skills,
and background required for getting the job done.
 Methods of collecting job analysis information – there are various ways
to collect information on a job’s duties, responsibilities and activities. In
practice, you could use any one of them, or combine several. The basic
rule is to use those that best fit your purpose. The most popular methods
for gathering information are follows:
 The interview
 Job analysis interviews ranges from completely unstructured interviews to
highly structured ones containing hundreds of specific items to check off.
 Managers use three types of interviews to collect job analysis data:
 Individual interviews with each employee.
 Group interviews with groups of employees who have the same job.
 Supervisor interviews with one or more supervisors who know the job.
 Which ever kind of interview you use, you need to be sure that the
interviewee fully understands the reason for the interview.
 Structured interviews includes a series of questions regarding matters like
the general purpose of the job, supervisory responsibilities, job duties and
education, experience and skills required.
 It’s a simple and quick way to collect information.
 But distortion of information is the main problem related with interviews.
 Questionnaires
 In this method employees fill out questionnaires to describe their job
related duties and responsibilities to obtain information.
 HR department can decide how structured the questionnaire should
be and what questions to include.
 some questions are very structured checklists. Here each employee
gets an inventory of perhaps hundreds of specific duties or tasks.
 At the other extreme, the questionnaire can be open ended, and
simply ask the employee to describe the major duties of your job.
 A questionnaire is a quick and efficient way to obtain information
from a large number of employees.
 It is less costly than interviewing hundreds of workers.
 However, developing the questionnaire and testing it can be time
consuming.
 Employees may distort their answers, consciously or un consciously.
 Observation
 Direct observation is especially useful when jobs consist mainly of
observable physical activities. On the other hand, it is not appropriate
when the job demands a lot of mental activity.
 It is also not useful if the employee only occasionally engages in
important activities.
 Managers often use direct observation and interviewing together.
 Participant diary /logs
 Are daily listings made by workers of every activity in which they engage
along with the time each activity takes.
 This can produce a very complete picture of the job, especially when
supplemented with subsequent interviews with the worker and
supervisor.
 The employee , of course might try to exaggerate some activities and
underplay others. However the detailed chronological nature of the log
tends to mediate against this.
 Position analysis questionnaire (PAQ) - is the most popular quantitative
job analysis tool, and consists of a detailed questionnaire containing 194
items.
 The 194 items each belong to one of five PAQ basic activities:
 Having decision making/ communication/ social responsibilities
 Performing skilled activities
 Being physically active
 Operating vehicles /equipment
 Processing information
 The final PAQ score shows the job’s rating on each of these five
activities. The job analyst decides each of the 194items plays a role
and if so, to what extent.
 The PAQ ‘s strength is in classifying jobs. With scores for each job’s
decision making, skilled activity, physical activity,
vehicle/equipment operation, and information processing
characteristics you can quantitatively compare jobs relative to one
another, and then assign pay for each job.
 Internet based job analysis – the HR department can distribute
standardized job analysis questionnaires to geographically
disbursed employees via there company intranets , with instructions
to complete the forms and return them by a particular date.
 Methods such as questionnaires and interviews present some
drawbacks: face to face interviews and observations can be time
consuming, and collecting the information from geographically
dispersed employees can be challenging.
 Conducting the job analysis via the internet is an obvious solution.
Writing job descriptions & job
specification
 A job description is a written statement of what the worker actually
does, how he or she does it, and what the job’s working conditions are.
 There is no standard format for writing a job description. However, most
descriptions contain sections that cover the following :
 Job identification – it contains several types of information.
 The job title specifies the name of the job (supervisor, marketing
manager, inventory control clerk etc.)
 Date, the job description was actually written, and prepared by
indicates who wrote it.
 It also indicate who approved the description, location of the job,
immediate supervisor’s title, and information regarding salary and /or pay
scale.
 There might also be space for the grade/level of the job, if there is such a
category.
 Job summary – the job summary should describe the general nature of
the job, and includes its major functions or activities.
 Responsibilities and duties – this section presents a list of the job’s major
responsibilities and duties.
 Authority of incumbent – this section should also define the limits of the
jobholder’s authority, including his/her decision making authority, direct
supervision of other personnel, and budgetary limitations.
 Standards of performance – this lists the standards the employee is
expected to achieve under each of the job description’s main duties
and responsibilities.
 Working condition – the job description may also list the working
conditions involved on the job. These might include things like noise level,
hazardous conditions or heat etc.
 Job specifications – it may be a section of the job description or a
separate document entirely. It shows what kind of person to recruit and
for what qualities that person should be tested.
 Job specifications include education or experience, required to do the
job and special knowledge and skill set necessary to carry out the job.
 In addition specifications also identify the soft skills like inter personal skills,
analytical ability, problem solving skills or decision making skill etc. which
are required to perform the duties assigned.
 It helps in the evaluation of jobs and at the same time it defines the
attributes required for a job position, which are required while going for
recruitment.
Human resource planning &
recruiting
 Human Resource Planning is a process that identifies current and
future human resource needs for an organization to achieve its
goals.
 It ensures the right type of people, in the right number, at the right
time and place.
 Human resource planning or man power planning is a primary
resource without which other resources, physical and financial
cannot be put into use.
 To achieve any goal, man power recruitment needs to be assessed,
located and harnessed.
 An organization has to categorize men as per their knowledge and
skills and also ensure their balanced allocation.
 Improper manpower planning may lead to over staffing increasing
direct cost, cost of training, amenities etc.
 Understaffing also affects production, morale and productivity.
 “Human resource planning is the process by which a management
determines how an organization should make from its current
manpower position to its desired manpower position” –E. W. Vetter
 “A process of determining and assuring that the organization will
have an adequate number of qualified persons available at the
proper times, performing jobs which meet the needs of the
enterprise and which provide satisfaction for the individuals
involved” – Dale .S. Beach
Optimum manpower planning, therefore, aims at:
 Balancing demand, supply, distribution and allocation of
manpower,
 Controlling cost of human resources,
 Formulating policies on transfer, succession, relocation of
manpower.
Objectives of HRP

 To integrate planning and control of manpower with organizational

planning to ensure best possible utilization of all resources.
 To coordinate manpower policies of the organization.
 Achieve efficiency of work in all spheres of the corporate body.
 Ensure cost minimization,
 Eliminate all types of wastages including waste of time,
 Maintain required levels of skill and competency, matching present
and future needs of the organization.
Activities required for HRP

 Forecasting future manpower requirements – this is done either in

terms of mathematical projections or in terms of judgmental
estimates.
• Mathematical projections are done based on the factors like
economic environment, development trends in industry etc.
• Judgmental estimates, are done depending on the specific future
plans of a company by managerial discretion, which is based on
past experiences.
 Preparing an inventory of present manpower – such inventory
contains data about each employees’ skills, abilities, work
preferences and other items of information.
• Inventory of manpower resources helps in assessing the extent of
deploying such resources optimally.
 Anticipating problems of manpower – this can be done by
projecting present resources into the future and comparing the
same with the forecast of manpower requirements.
• This helps in determining the quantitative and qualitative adequacy
of manpower.
 Meeting manpower requirements – this can be achieved through
planning, recruitment and selection, training and development,
induction and placement, promotion and transfer, motivation and
compensation to ensure that future manpower requirements are
correctly met.
The recruitment & selection

 “The managerial function of staffing involves managing the

organization structure through proper and effective selection,
appraisal and development of personnel to fill the roles designed
into the structure”-Koontz and O’Donnell
 “The process involved in identifying, assessing, placing, evaluating
and directing individuals at work”-S. Benjamin
Staffing process

The selection and placement of personnel involves the following

process:
 Decide what positions to fill, through Human Resource planning &
Forecasting.
 Build a pool of candidates for these jobs, by recruiting internal or
external candidates.
 Have candidates complete application forms and perhaps
undergo initial screening interviews.
 Use selection tools like, tests, background investigations, and
physical exams to identify viable candidates.
 Decide who to make an offer to, by having the supervisor and
perhaps others interview the candidates.
Advantages of proper staffing

 It helps in the recruitment of efficient staff members

 It helps the proper placement of staff members according to their
ability
 It will result in the maximum production in an organization.
 Increasing the efficiency of the workers will increase the earning
capacity of the workers.
Recruitment

Recruitment is the process of searching for and obtaining applicants

for jobs so that the right people in right number can be selected.
“Recruitment is a process of searching for prospective employees and
stimulating and encouraging them to apply for jobs in an
organization”- Flippo
 It is different from selection which begins after recruitment has
ended.
 While recruitment is a process of attracting people, selection is a
process of choosing a few among those who have bee attracted.
 Technically, though these two terms are different, in common
language they are often used interchangeably.
Sources of recruitment

 Internal sources of recruitment - means hiring people from within

the organization. In other words, seeking applicants for the job
positions from those who are currently employed with the firm.
 Present employees –
 Transfer – transfer means shifting an employee from one job to
another, typically of similar nature, without any change in his rank &
responsibility. The purpose of an employee transfer is to enable him
to get well versed with the broad based view of the organization
which is essential for the promotions in future.
 Promotion - are the mot common form of internal recruitment
wherein the employees are moved to the upper levels of the
organization with more responsibility and prestige.
 Former employees – a retired employee has experience & expertize
with the tasks that need to be completed. Hiring a retired
employee as a contract worker could be simpler than sourcing a
new, outside candidate for short term job.
 Employee referrals – the present employees can refer their friends
and family to the job. They are well aware of the organizational
culture, working conditions & job requirements.
 Previous applicants - of the organization can also be considered
for the selection procedure.
 Advantages of internal sources
 The employee is familiar with the working of the organization.
 Less cost is incurred as compared to hiring the person from the
external sources.
 The chances of selection are bright since the performance card of
the individual is readily available with the firm.
 It boosts the morale of the employee.
 The others in the organization also get motivated to work harder to
get promoted to the higher levels of the organization.
 External sources of recruitment – involve motivating the skilled and
more efficient candidates external to the organization to apply for
the vacant positions in the organizations.
 Employment exchanges - is the office run by the government
wherein the details about the job seekers such as name,
qualification, experience etc. is stored and given to the employers
who are searching for men for their organizations.
 For certain job vacancies it is mandatory for every organization to
provide details about it to the employment exchange. It is the most
common source of external recruitment that offers jobs to unskilled,
semi skilled & skilled workers.
 Employment agencies – there are a number of private employment
agencies, who register for employment and can furnish list of
suitable candidates when sought by employers from their data
bank. Very often these agencies also recruit on behalf of the
organization without necessarily disclosing the identity of the
organization. They go as far as short listing the candidates for
organization but the final decision is taken by the representatives of
the organization.
 Advertisement – this is perhaps, the most widely used method for
generating applications. Its reach is very wide.
 Different mass media could be used to make people aware of the
opportunities.
 There are special journals & magazines that cater to different
market segments and putting on advertisements in them may
generate a large number of relevant applications.
 A good advertisement has to be specific and clear cut in what it is
looking for. A good, carefully worded advertisement can also help
in building the image of the organization.
 Professional associations - very often, for certain professional and
technical positions it may be useful to go to professional
associations (e.g., institute of engineers, Indian Medical Association,
All India Management Association etc.)
 An application round through these associations would, perhaps be
better in terms of qualifications as some of these associations
themselves do a preliminary screening.
 Campus recruitment – creating a close liaison with the educational
institutes for the recruitment of students with technical & professional
qualifications has become a common practice of external
recruitment.
 The organization have definite advantages through campus
recruitment. First the cost is low, second they can arrange interviews
at short notice, third they can meet the teaching faculty, fourth it
gives them an opportunity to establish a goodwill through
presentations & distribution of company material.
 Deputation – refers to sending an employee to another organization
for a short duration of two to three years. This is useful because it
provides ready expertise and the organization does not have to
incur the initial cost of induction & training.
 Word of mouth – this could be done either through individual
employees or unions. It often serves the purpose of keeping the
union involved in recruitment and ensuring industrial harmony.
 Raiding or poaching – is a technical term used when employees
working elsewhere are attracted to join organizations. The
organizations are always on the lookout for qualified professionals,
and are willing to offer them a better deal if they make the switch.
 Web recruitment - involves screening candidates electronically,
directing potential hires to a special website for online skill
assessment, conducting background checks over the internet,
interviewing candidates via video conferencing, and managing the
entire process with web based software.
Recruitment process

 Recruitment planning – is the first step where the vacant positions

are analyzed & described. A structured recruitment plan is
mandatory to attract potential candidates from a pool of
candidates.
 The potential candidates should be qualified, experienced with a
capability to take the responsibilities required to achieve the
objectives of the organization.
 This step includes job analysis & job evaluation.
 Job evaluation is a comparative process of analyzing, assessing,
and determining the relative value / worth of a job in relation to the
other jobs in an organization.
 Strategy development –is the second step, where a strategy is
prepared for hiring the resources.
 Searching –is the process where the resources are sourced
depending upon the requirement of the job.
 Searching involves attracting the job seekers to the vacancies
through internal & external sources.
 Screening –is a process of reducing the number of applicants to a
few who have better chances of selection than those screened out.
 Screening is generally done on the basis of eligibility & suitability.
 Eligibility is to see if the applicants fulfill the minimum qualifications
stipulate in the recruitment announcement.
 Those who do not qualify are straight away eliminated from the
selection.
 It is difficult to decide on the criteria suitability, in general, those
distant from job specifications are screened out in the first round
itself.
 Evaluation &control – in this process, the effectiveness & validity of
the process and methods are assessed.
selection

 Selection is hiring the best candidate from the pool of applications.

 “Selection is the process of choosing from among the candidates
from within the organization or from the outside, the most suitable
person for the current position or for the future position”-Koontz
Stages of selection procedure

 Receiving & screening of application – once the applications are

received, they are screened by a special screening committee who
choose candidates from the applications to call for an interview.
 Applicants may be selected on special criteria like qualifications,
work experience etc.
 Initial interview – this is a very general & basic interview conducted
so as to eliminate the candidates who are completely unfit to work
in the organization.
 This leaves the organization with a pool of potentially fit employees
to fill their vacancies.
 Blank application (application blank) – this is one of the most
common methods used for collecting information from the
applicants. The general purpose of application blanks, according to
Athreya is to “ secure desired factual information from an applicant
in a form convenient for evaluating the applicant’s qualifications.”
Contents of application blanks – though the information sought in
application blanks may vary according to the level of the position and
the organization, most application blanks seem to contain the
following kinds of information :
 Personal data – name, date & place of birth, address, sex and other
identification marks.
 Marital data – whether married, number of children, whether spouse
is working, education of spouse & children, other dependents etc.
 Physical data – height, weight, general health condition, whether
physically handicapped etc.
 Educational data – various levels of formal education, years, marks
obtained, distinctions, subjects taken, merit awards, scholarships etc.
 Employment data – past experience, years, positions, company,
salary, promotions, professional courses attended, nature of duties,
reasons for leaving previous jobs, membership of professional bodies
& associations.
 Extra academic data – sports & games, NSS, NCC, level of efficiency
achieved in extra academic activities, prizes, hobbies & interests,
pastime activities etc.
 References – names of two or more people who can certify
credentials by way of the suitability of the candidate to the
announced position.
Purposes of application blanks
 They provide the candidate’s first formal introduction to the
company.
 They generate data in uniform formats and hence make it easy to
make cross comparison of the applicants.
 They generate data that can serve as a basis to initiate a dialogue
in the interview.
 Data in the application blank can be used for purposes of analysis &
research in personnel.
 Since the major part of the application blank is structured, the
responses could be pre coded for computerization. This is
particularly useful when a large number of applications are
generated and there are time & resource constraints.
 Sometimes, the application blanks are designed with weightages
assigned to various items in the application blanks based on past
experience. These are called weighted application blanks. This
method provides a single score for each applicant.
 Test – is a standardized objective measure of a sample of behavior.
It is standardized because the procedure of administering the test,
the environment in which the test is taken, and method of
calculating the individual score are uniformly applied.
 A good test measures the individual differences in an unbiased
scientific method without the interference of human factors.
Basic testing concepts
 Reliability – 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.
 Reliability refers to the consistency of scores obtained by the same
person when tested over time on the same test.
 Reliability of any tests is determined by using any of the following
methods:
 Test – retest reliability – it refers to giving the same test to the same
people in identical conditions after a lapse of time. The time interval
has to be such that neither it is too long to bring about the influence
of the changes in the individual nor too short for him to use previous
exposure to the same test as a facilitator in the second exposure.
 Alternate form reliability – this method consists of the use of identical
tests on the same population at the same time. The two tests are not
exactly alike yet they measure the same ability by different items of
equal difficulty levels. In this situation, the testing conditions, number
of items, time limit & instructions etc. remain exactly the same. The
only differences is in the items covering the same contents.
 split half reliability – a single test is administered. For purposes of
computing reliability, the test items are divided in two halves .these
halves constitute two sub parts of the test.
 Kuder – Richardson reliability – it consists of administering a single
test to the candidate. After the test is finished, each item is
compared, with other items of the test to see if responses on these
items show inter item consistency. The more homogenous the
contents of the test, the higher would be the inter item consistency.
 Validity – while reliability has to do with the consistency of
measurement over time, validity involves whether a test or any other
measuring instrument is measuring what it is supposed to measure.
 There are three methods to demonstrate the validity of selection
tests:
 Content validity – means a systemic examination of the specific
contents of the test to see if they represent sample of behavior for
which the person is going to be selected. Choice of items is based
on the thorough understanding of job contents.
 Criteria related validity – it means that the test scores are associated
with the measures of job performance to see if test scores can be
used to predict the future performance of the individual. There are
two variations of this.
 Predictive validity, where the candidates are given the test but the
scores are not used for making selection decision. However, later
job performance measures are collected and correlated to test
scores to see if they would have predicted the performance
correctly.
 Concurrent validity, where the test is administered to a group of
current employees and their scores are correlated to their current
performance data.
 Construct validity – very often, theoretical constructs or traits like
intelligence, anxiety, tension etc. are measured. These are abstract
concepts and pose a lot of problems in yielding themselves to
measurable items.
Types of tests – there are two broad categories of tests : ability tests &
personality tests. Ability tests measure achievement, aptitude &
intelligence etc. personality tests , on the other hand, measure
personality dimensions.
 Ability tests
 Aptitude test – aptitude refers to the potentiality that a person has to
profit from certain kind of training. It indicates how well a person
would be able to perform after training and not what he has done
or will necessarily do. It is thus used to predict the future
achievement and not the past achievement.
 High score on these tests indicates a strong tendency to succeed in
activities predominated by these abilities. Ex. Mechanical aptitude
test, clerical aptitude test, musical aptitude test etc.
 Achievement tests – measure the level of proficiency that a person
has been able to achieve. They measure what a person has done.
 The line between achievement & aptitude is thin as the potential is
also a function of past achievement & performance.
 We actually test a person by asking him to do the same thing and
what he does is achievement. However if we are testing a person to
see if he would profit from a certain training, it is aptitude. The
measurement of past performance is achievement.
 Most of these tests measure such themes as paragraph meaning,
word meaning, language usage, arithmetic computation &
reasoning etc.
 Intelligence tests - are tests that measure general ability for
intellectual performance. The basic concept underlying intelligence
is mental age.
 Mental age is generally indexed in terms of Intelligence Quotient
(IQ) and is calculated by the following method.
IQ = Mental age /Actual age × 100
 Personality tests – personality tests measure characteristic ways of
reacting to a variety of situations. They measure predispositions,
motivations & lasting interests of the people. There are four broad
categories of personality tests.
 Interest tests – one indicator of a person’s success in a job is the way
in which his interests compare with those who are successful in the
same job.
 A person may have sufficient proficiency in a given task but if he
does not have interest, his efficiency may not be of much value.
Interests tests, thus measure the liking or lack of it for a particular
task.
 Projective tests – usually consists of pictures or incomplete items. A
testee is asked to narrate what he sees in pictures or complete the
incomplete.
 They are called projective tests because they induce the individual
to put himself into the test situation (project) and thus reveal his
motives, attitudes, frustrations, aspirations etc. the responses are
then analyzed and a profile of personality is prepared.
 Attitudes & value tests – attitudes are tendencies to act favorable or
otherwise to people, situations, actions and a host of other such
things. A particular attitude is inferred from the responses or
response patterns. Values on the other hand, refer to a concept of
desirability. A number of attitudes & values tests have been
developed. Tests of social desirability, authoritarianism, study of
values, Machiavellianism etc.
 Checking references –conducting reference checks can be one of
the most important steps in the selection process. Since past
performance is often the best indicator of future performance,
references allows to talk to past supervisors in order to determine if
the applicant being considered is suited for the role.
 Interview – an interview may be defined as a formal discussion
between an applicant or candidate and recruiter or employer.
During the process, the interviewer hopes to judge whether or not
the applicant is suitable for the job and possess adequate levels of
education and skills required for the job.
 There are different methods of interviewing applicants.
 Preliminary interview (screening interview)- the purpose is to decide
through mutual information sharing whether a detailed interview is
desired.
 In such interviews, besides providing information about the job and
the organization to help him decide whether he would like to be
further considered, preliminary information is sought on past work
experience, education and motivation.
 The ultimate objective of this types of interview is to shortlist a few
candidates who are then called for a more comprehensive
interview by a panel consisting of both technical & HRM people.
 Patterned interview (structured interview) – in this kind of interview
what is to be asked is already structured, data considered essential
for the job are listed in a comprehensive and orderly fashion. Often
the questions and the order in which they would be asked is also
predetermined.
 Mc Murry has found that successful evaluation of certain factors
leads to accurate predictions about the applicant’s suitability for a
job. He identified three such factors (basic character traits,
motivation & emotional maturity). The focus of pattern interview is
usually on these aspects.
 Stress interview – certain jobs require, a person to cope with
uncertain and unknown data, information, situations etc. stress
interviews often provide useful information to assess whether a
person would be able to cope with stress in a job or not.
 Stress interviews are deliberate attempts to create tension and
pressure in an applicant to see how well he responds to these
tensions & pressures. Stress in induced by not allowing him to
complete his answers or too many questions are asked in quick
succession.
 Some may react in a mature way by keeping their cool and yet try
to answer the questions, others might lose their cool and react
sharply. Hence, stress interviews help in evoking important
personality characteristics which otherwise are difficult to assess.
 Depth interview – the purpose of depth interview is to get total
information on an applicant. The objective is to develop a
comprehensive profile based on in depth understanding of the
frozen aspects of his personality (education, extracurricular
activities, birth & early childhood experiences etc.)and flexible
aspects of his personality (hobbies, interests, desires, aspirations,
goals etc.)
 The kind of interview is usually very time consuming because a lot of
time is spent with the applicant to get detailed information on
various aspects of his life. Its major advantage, is in getting a
complete, detailed understanding of the applicant.
 Medical examination – this as a method of selection, is most useful
where physical strength is most important or where physically
handicapped are employed.
 Depending on the kind of job, exams may consists of physical health
checks, drug testing, psychological testing or even a combination
of each.
 A good system of medical checkups ensure that the employee
standards of health are higher and there are fewer cases of
absenteeism, accidents and employee turnover.
 Final selection & appointment letter – based on all information
gathered during the recruitment & selection process, including
resumes, interviews, test results, reference checks, and the advice of
the selection team, decide which candidate best satisfies the pre
established requirements of the vacancy.
 After the candidate has successfully passed every stage, the
employee is sent or emailed an appointment letter contains all the
details of the job like working hours, salary, leave allowance etc.