Employee Selection Process

Employee Selection is the process of putting right men on right job. It is a procedure of matching organizational requirements with the skills and qualifications of people. 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. But selection must be differentiated from recruitment, though these are two phases of employment process. Recruitment is considered to be a positive process as it motivates more of candidates to apply for the job. It creates a pool of applicants. It is just sourcing of data. While selection is a negative process as the inappropriate candidates are rejected here. Recruitment precedes selection in staffing process. Selection involves choosing the best candidate with best abilities, skills and knowledge for the required job. The Employee selection Process takes place in following order1. Preliminary Interviews- It is used to eliminate those candidates who do not meet the minimum eligiblity criteria laid down by the organization. The skills, academic and family background, competencies and interests of the candidate are examined during preliminary interview. Preliminary interviews are less formalized and planned than the final interviews. The candidates are given a brief up about the company and the job profile; and it is also examined how much the candidate knows about the company. Preliminary interviews are also called screening interviews. Application blanks- The candidates who clear the preliminary interview are required to fill application blank. It contains data record of the candidates such as details about age, qualifications, reason for leaving previous job, experience, etc. Written Tests- Various written tests conducted during selection procedure are aptitude test, intelligence test, reasoning test, personality test, etc. These tests are used to objectively assess the potential candidate. They should not be biased. Employment Interviews- It is a one to one interaction between the interviewer and the potential candidate. It is used to find whether the candidate is best suited for the required job or not. But such interviews consume time and money both. Moreover the competencies of the candidate cannot be judged. Such interviews may be biased at times. Such interviews should be conducted properly. No distractions should be there in room. There should be an honest communication between candidate and interviewer. Medical examination- Medical tests are conducted to ensure physical fitness of the potential employee. It will decrease chances of employee absenteeism. Appointment Letter- A reference check is made about the candidate selected and then finally he is appointed by giving a formal appointment letter.

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TYPES OF TESTS FOR SELECTION Tests are classified into five types. They are: (i) Aptitude tests (ii) Achievement tests (iii) Situational tests (iv) Interest tests (v) Personality test Aptitude Tests: These tests measure whether an individual has the capacity or latent ability to learn a given job if given adequate training. Aptitudes can be divided into general and mental ability or intelligence and specific aptitude such as mechanical, clerical, manipulative capacity etc.

Intelligence Tests: These tests in general measure intelligence quotient of a candidates. In detail these tests measure capacity for comprehension, reasoning, word fluency, verbal comprehension, numbers, memory and space .Other factors such as digit spansboth forward and backward, information known, comprehension, vocabulary, picture arrangement and object assembly. Though these tests are accepted as useful ones, they are criticized against deprived sections of the community. Further, it is also criticized that these tests may prove to be too dull as a selection device. Mechanical Aptitude Tests: These tests measure the capacities of spatial visualization, perceptual speed and knowledge of mechanical matter. These tests are useful for selecting apprentices, skilled, mechanical employees, technicians etc. Psychomotor Tests: These tests measure abilities like manual dexterity, motor ability and eye-hand coordination of candidates. These tests are useful to select semi-skilled workers and workers for repetitive operations like packing, watch assembly. Clerical Aptitude Tests: Measure specific capacities involved in office work. Items of this test include spelling, computation, comprehension, copying, word measuring etc. Achievement Tests: These tests are conducted when applicant claims to know something as these tests are concerned with what one has accomplished These tests are more useful to measure the value of specific achievement when an organization wishes to employ experienced candidates. These tests are classified into: Job Knowledge test; (b) Work sample test. Job Knowledge Test: Under this test a candidate is tested in the knowledge of a particular job. For example, if a junior lecturer applies for the job of a senior lecturer in commerce, he may be tested in job knowledge where he is asked questions about Accountancy principle, Banking, Law, Business Management etc. Work Sample Test: Under this test a portion of the actual work is given to the candidates as a test and the candidate is asked to do it. If a candidate applies for a post of lecturer in Management he may be asked to deliver a lecture on Management Information System as work sample test. Thus, the candidates achievement in his career is tested regarding his knowledge about the job and actual work experience. Situational Test: This test evaluates a candidate in a similar real life situation. In this test the candidates is asked either to cope with the situation or solve critical situations of the job. (a)Group Discussion: This test administered through group discussion approach to solve a problem under which candidates are observed in the areas of initiating, leading, proposing valuable ideas, conciliating skills, oral communicating skills, coordinating and concluding skills. (b)In Basket: Situational test is administered through in basket The candidate, in this test, is supplied with actual letters, telephone and telegraphic message, reports and requirements by various officers of the organization, adequate information about the job and organization. The candidates is asked to take decisions on various items based on the in basket information regarding requirements in the memoranda. Interest Test: These tests are inventories of the likes and dislikes of candidates in relation to work, job, occupations, hobbies and recreational activities. The purposes of this test is to

find out whether a candidate is interested or disinterested in the job for which he is a candidate and to find out in which area of the job range/occupation the candidate is interested. The assumption of this test is that there is a high correlation between the interest of a candidate in a job and job success. Interest inventories are less faked and they may not fluctuate after the age of 30. Personality Tests: These tests prove deeply to discover clues to an individuals value system, his emotional reactions and maturity and characteristic mood. They are expressed in such traits like self-confidence, tact, emotional control, optimism, decisiveness, sociability, conformity, objectivity, patience, fear, distrust, initiative, judgment dominance or submission, impulsiveness, sympathy, integrity, stability and self-confidence. (a) Objective Tests: Most personality tests are objective tests as they are suitable for group testing and can be scored objectively. (b) Projective Tests: Candidates are asked to project their own interpretation of certain standard stimulus situations basing on ambiguous pictures, figures etc, under these tests. Personality tests have disadvantage in the sense that they can be faked by sophisticated candidates and most candidates give socially acceptable answers. Further, personality inventories may not successfully predict job success.

Interview Types
Screening Interview
This type of interview is generally conducted by larger companies when there is a large applicant pool and is typically the first phase of selection. Screening interviews are used to ensure that the candidates meet minimum requirements and are often conducted by a computer or by an interviewer from the human resources department who is skilled at determining whether there is anything that might disqualify you from the position.

Telephone Interview
Telephone interviews are often used to screen candidates in order to narrow the pool of applicants who will be invited for in-person interviews- and is a good way to minimize travel expenses! They can be challenging because you arent able to rely on nonverbal communication or b ody language. You should prepare for this type of interview just as you would for a regular interview so, if you are not given any warning and are not ready for an interview when called, politely request that the interviewer call back at another mutually convenient time. This will allow you to refresh your memory on the organization and be better prepared.

Video Conferencing
Video conferencing is typically used to conduct interviews using video technology from a distance. The same interview strategies you would use if you were meeting in person apply - clothing, body language, and dialogue are important.

One-on-One Interview
The most common interview format is the one-on-one (or face-to-face). This interview is traditionally conducted by a direct supervisor and if often the last step in a series of interviews. The interviewer may or may not be experienced in conducting interviews and, depending on personality and experience, the

interview may be directive following a clear agenda, or non-directive relying on you to lead the discussion as you answer open-ended questions.

Panel Interview
A panel interview is conducted by two or more interviewers and is designed to reduce individual interviewer bias. It is very common for entrance into graduate and professional schools. One member of the panel may ask all of the questions or individual panel member may take turns.

Group Interview
A group interview occurs when several candidates for a position are interviewed simultaneously. Group interviews offer employers a sense of your leadership potential and style, and provide a glimpse of what you may actually be like as an employee and how you would fit into the team. Candidates may also be asked to solve a problem together which allows interviewers to assess candida tes skills in action (e.g. teamwork).

General Group Interview/Information Session

This approach is intended to save time and ensure applicants understand the basics of the job and organization by providing large amounts of information. This process is usually followed by an individual interview.

Sequential/Serial Interview
A sequential interview is conducted by two or more interviewers, separately or in sequence. The candidate either moves from one location to another or stays in one room and while different interviewers join them. Sequential interviews involve a number of first impression opportunities so be aware of how you present yourself each time. At the end of the process, the interviewers meet to evaluate each applicant and make their decision.

Interview Formats
Behavioural Interview
The Interviewer will ask for specific examples from your past experiences to determine if you can provide evidence of your skills in a certain area the best predictor of future behaviour is past behaviour. Although the interviewer is having you recount stories from your past, they are really trying to imagine how you would handle similar situations in the future. When deciding what examples from your past to use, consider the following: The more recent the behaviour, the better its predictive power. The more long-lasting the behaviour, the better its predictive power. Prepare yourself for the probable skill areas the employer will be interested in and will, therefore, likely be asked about in the interview. Determine this by reviewing the job description.

Situational Interview
This format is highly structured in that hypothetical situations are described and applicants are asked to explain what they would do in these situations. Interviewers may use a scoring guide consisting of sample answers to evaluate and score each applicants answers.

Structured Interview
This format combines the situational interview with a variety of other types of interview questions. Typically, each candidate is asked the same set of questions and their answers are compared to a scoring guide and rated. The goal of this approach is to reduce interviewer bias and to help make an objective decision about the best candidate.

Unstructured Interview
Questions here are based on the individuals application documents such as their rsum and so different variants of a question will be asked to each applicant. Without structured guidelines, the conversation can be free-flowing, thus making this method of interviewing the most prone to bias, but allowing the interviewer to get a more natural and perhaps more realistic sense of who you are. Although this type of interview may seem more casual, and may even occur over lunch or dinner, you must still be well-prepared and maintain a professional demeanor. Be careful not to provide information you would not have communicated if the interview was more structured.

Semi-Structured Interview
This format is a blend of structured and unstructured, where the interviewer will ask a small list of similar questions to all candidates along with some questions pertaining to your resume.

Case Interview
The case interview format is popular among consulting firms. It gives the interviewer a good idea of you ability to solve problems on the spot an important skill for any consultant. This interview format is also designed to assess logical thought processes, quantitative skills, business knowledge, general knowledge, creativity, and communication skills.

Testing/Assessment
It is common for employers to use standardized tests or work simulation exercises to assess a candidates fit to the position or to test work-related competencies. Testing is usually done after an initial screening process and can be a very costly process for the employer.