Staffing System Components

Applicant (Person) Organization (Job)

Recruitment (identification & attraction)

Selection (assessment & evaluation Employment (decision making & final match)

Basic Diff. Between Recruitment and Selection:

Recruitment- searching for and attracting applicants qualified to fill vacant positions Selection- Analyzing the qualifications of applicants and deciding upon those who show the most potential

SELECTION
Selection is the process of gathering information for the purposes of evaluating and deciding who should be hired, under legal guidelines, for the short and long term interests of the individual and the organization. A good selection requires a methodical approach to the problem of finding the best matched person for the job

SELECTION PROCEDURE/STEPS
12 11 10 9 INTIMATION TO SALARY DEPT . FINAL SELECTION ORIENTATION REFERENCE

8 ON THE JOB TEST 7 PHYSICAL TEST 6 5 4 3 INTERVIEW PSYCHOLOGICAL TEST WRITTEN TEST TRADE TEST

2 SENDING APPLICATION FORMS 1 PRELIMINARY SCREENING

 Interviews

SELECTION TOOLS

Skills Testing Personality / Psychometric Assessments Aptitude and competency based assessments Reference Checks Police checks and working with children checks Dont forget your network

Why choose testing

Objectivity good psychological tests are standardised on a large sample and provide normative data across a wide range of demographics and age cohorts. Well selected tests will allow you to demonstrate talents that may otherwise not be evident. Validity psychometric tests are a more valid method of assessment than interviews, academic achievement & reference checks, and when utilised in combination (for example in an assessment centre) are highly predictive of future job performance. Cost the cost of selection errors is large for both the employer and the employee. Psychometric tests help to minimise costs while maximizing potential fit between the candidate and the job.

Brief history of tests

Comparisons of human attributes and differences have a very long history. Hippocrates (400BC) attempted to theoretically define four basic temperament types: sanguine (optimistic), melancholic (depressed), choleric (irritable) and phlegmatic (listless and sluggish). Galton - (19th century) measured human individual differences in terms of ability to discriminate between stimuli. Binet - devised tests to measure differenced in specific human abilities. Now numerous tests measure specific abilities, strengths and competencies.

Army Alpha and Beta tests (WW1) developed out of an urgent need to select personnel with specific aptitudes for training in specialist and strategic roles. Today Psychological tests widely used in selection practices.

Psychological tests (definition and dimensions)

A selection procedure measure the personality characteristics of applicants that are related to future job performance. Personality tests typically measure one or more of five personality dimensions: Extroversion, Emotional stability, Agreeableness, Conscientiousness and Openness to experience.

Types Of Psychological Tests

Psychological tests fall into several categories: Aptitude tests: It refers to potentiality that a person has to profit from certain kind of training. Achievement tests: It helps to measure the skill that a person has been able to achieve. Intelligence tests: as Alfred Whitehead said about intelligence, it enables the individual to profit by error without being slaughtered by it.[1] Intelligence, therefore, is a measure of a potential, not a measure of what youve learned (as in an achievement test), and so it is supposed to be independent of culture.

deficits in cognitive functioning (i.e., your ability to think, speak, reason, etc.) that may result from some sort of brain damage, such as a stroke or a brain injury. Occupational tests : It attempts to match your interests with the interests of persons in known careers. The logic here is that if the things that interest you in life match up with, say, the things that interest most school teachers, then you might make a good school teacher yourself. Personality tests : It attempts to measure your basic personality style and are most used in research or forensic settings to help with clinical diagnoses . Two of the most well-known personality tests are 1. Minnesota Multiphase Personality Inventory (MMPI), or the revised MMPI-2, composed of several hundred yes or no questions, and 2. Rorschach (the inkblot test), composed of several cards of inkblotsyou simply give a description of the images and feelings you experience in looking at the blots. Specific clinical tests :It attempts to measure specific clinical matters, such as your current level of anxiety or depression.

Neuropsychological

tests: It attempts to measure

USES OF TESTS

Evaluation of right candidate Proper selection of candidate Identifying the candidates personality

Places Where Psychological Testing Is Used

Colleges or Educational Institutes Army,Navy etc. Bank Airlines Companies Schools So, now a days in most of the places candidates are evaluated on the basis of the psychological test.

Advantages

can result in lower turnover due if applicants are selected for traits that are highly correlated with employees who have high longevity within the organization can reveal more information about applicant's abilities and interests can identify interpersonal traits that may be needed for certain jobs

Disadvantages

difficult to measure personality traits that may not be well defined applicant's training and experience may have greater impact on job performance than applicant's personality responses by applicant may may be altered by applicant's desire to respond in a way they feel would result in their selection lack of diversity if all selected applicants have same personality traits cost may be prohibitive for both the test and interpretation of results lack of evidence to support validity of use of

Tips

Select traits carefully : An employer that selects applicants with high degree of 'assertiveness', 'independence', and 'selfconfidence' may end up excluding females significantly more than males which would result in adverse impact. Select tests carefully: Any tests should have been analyzed for (high) reliability and (low) adverse impact. Not used exclusively: Personality tests should not be the sole instrument used for selecting applicants. Rather, they should be used in conjunction with other procedures as one element of the selection process. Applicants should

TESTS
Aptitude Mental Mechanical Achievement Job knowledge Work sample Personality Objective Projective Situational

Guidelines for the use of TESTS should supplement not substitute other methods are a screening device are not precise measures test conditions are important must be conducted/assessed by competent persons

Types of Interviews
Unstructured / Non-directive Structured / Patterned Panel Group Stress Behavioural (BDI) Situational (SI) Interviews using other media

Behaviour Description Interview (BDI)

Assumption: "Best predictor of future performance is past performance in similar circumstances. Overcomes excellence assumption "Experience equals excellence" (i.e. tasks have been performed well.) Requires candidate to give specific examples of how they performed job duties.

Example BDI: Middle Manager

Meetings & presentations are an important part of a Manager's job. Tell me about your most successful presentation to a management meeting.
What was the topic of the presentation? What were your objectives for the meeting? When did you start preparing for the

meeting? What did you do to prepare? What was your role at the meeting?

Situational Interview (SI)

Hypothetical
Questions focus on what an applicant

would do in a hypothetical situation. e.g. scenario

Why Situational Interviewing

Based on goal-setting theory which states that intentions are related to behaviour Job Experts Develop Questions and sample GOOD, AVERAGE & POOR answers.

Problems/Error in the Interview

HALO EFFECT Occurs when an interviewer allows a prominent characteristic to overshadow other evidence. Devils horns (a reverse halo effect), such as inappropriate dress or a low grade point average, may affect an interviewer as well. BIASES Interviewers tend to favor or select people whom they perceive to be similar to themselves. This similarity can be in age, race, sex, previous work experiences, personal background, or other factors. LEADING QUESTION You do like to talk to people, dont you? Do you think you will like this work? Do you agree that profits are necessary? INTERVIEWER DOMINATION Interviewer who use the interview telling the applicant about his success , spending entire interview telling about company plan or benefits.

Costs of Poor Selection

Direct Costs
Re-advertising costs Panel time and effort HR staff time and effort

Hidden Costs
Reduced productivity Lost productivity whilst position

vacant Time taken for new hire to become productive

PLACEMENT

The assignment or allocation of people to jobs in the organization

2 ways Placement can happen

Match Match

1 looking for an individual for a specific job 2 looking for a job to match an individual

ORIENTATION or INDUCTION

a planned introduction of employees to their jobs, co-workers and the organisation

WHY INDUCTION
Reduce

the cost and inconvenience of early leavers Increase commitment Socialization Accelerate progress up the learning curve

Who needs special attention?

Institute leavers. People returning to work after a break. Disabled employees. Management trainees. Employees with language difficulties.

31

Induction Programme

Before designing induction programme firm need to decide four strategic choice.
Formal Individual Serial Investiture
32

Informal Collective Disjunctive Divestiture

Who is responsible for the induction process?

HR manager Health and safety advisor Training officer Department or line manager Supervisor Trade union or employee representative

33

Points while implementing Induction

Identify the business objectives and desired benefits. Secure early commitment Agree roles and responsibilities of different players in the process Think of induction as a journey

34

Contd.....
Engage staff prior to joining Have clear learning objectives for training sessions Respect the induction needs of different audiences Keep induction material up to date

35

Evaluation
Feedback from whom who completed induction Retention rates Exit interviews Monitoring queries

36

Trends in Induction

37

Problem in induction

38

Advantages of Good Induction

39

In absence of Induction
Uneasiness

of new employee in the environment of the org. Poor integration in team Low morale Loss of productivity Failure to work with their highest potential Company image goes down

40

Contd.....

41