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Once the hiring manager tells the recruiter who has been selected as the
most suitable candidate, the recruiter dispatches a conditional job offer. As
part of the selection techniques, a conditional offer goes out to the No. 1
candidate, while keeping the runner-up in mind should the first candidate not
pass the final stage. The final stage in what's now become the vetting
process consists of pre-employment matters, such as background checks and
drug testing. Even small businesses should invest in the time and expense of
background checks -- doing so can reduce the likelihood of hiring mistakes.
Background checks verify information provided by the candidate and are an
exercise in due diligence, according to management consultants Kim Kerr
and Barry Nixon, in their May 2008 article on HR.BLR.com titled "Benefits and
Components of a Background Screening Policy." Once the candidate passes
the background check and the drug test, the company extends a final offer.
The company then sends a rejection letter to the No. 2 candidate now that it
knows the No. 1 candidate can move forward with the on-boarding process.
Hiring Decision
You will hear and read a lot of information about what factors influence how
the hiring decision is made. In reality, it all comes down to one thing - will
hiring you make the hiring manager's job easier. The takes many things into
consideration, but the person who gets hired is the one the hiring manager
perceives will do the most to make his or her job easier.
Can You Do The Job?
Clearly this is a major consideration. The better you can do the job the easier
the manager's job will be. The more skilled you are the less time the
manager will have to spend managing you and directing your work. You will
need less training if you are already good at the job. This saves the manager
time and saves money in his/her budget.
The manager is going to rank all the candidates for the job based on how
well they can do the job:
Do you have the basic skills required for the job?
How much experience have you had doing the work required by this
job?
What advanced skills do you have that are relevant to this job?
to spend any time making adjustments. If you request a salary above the
target the hiring manager may be able to accommodate that salary, but
he/she will have to spend some time making adjustments. Are you
requesting any benefits that are outside the company norm, like an extra
week of vacation? Even if the hiring manager can arrange that, he or she is
going to have to spend time and effort making the necessary arrangements.
This doesn't mean you should not ask for the salary and benefits you feel
you deserve, just that they may make the hiring manager's work load
increase. The hiring manager may decide you are worth the cost, but it will
impact the hiring decision.
The hiring manager is going to rank all the candidates for the job based on
what they will cost, in both time and money:
Are your salary requirements at or below the target for the position?
Will hiring you require the hiring manager make adjustments to any
other team member's salary?
Will hiring you require any additional effort on the hiring manager's
hire.
Human
Resources
(HR)
is
concerned
that
company
and
you are less likely to be hired because it will make the manager's job more
difficult.
The hiring manager is going to rank all the candidates for the job based on
whether hiring them will cause any problems with any of the other
departments:
Will hiring you cause any problems with the hiring manager's boss?
What other departments will you work with and do any of them have
preferences that you don't meet?
Is hiring you going to cause any problems with the company's hiring
practices that will take time or effort on the manager's part to explain or
justify?
Selection
1.
Recruitment refers to the
process
of
identifying
and
encouraging
prospective
employees to apply for jobs.
1.
Selection is concerned with
picking up the right candidates from
a pool of applicants.
2.
Recruitment is said to be
positive in its approach as it
seeks
to
attract
as
many
candidates as possible.
2.
Selection on the other hand is
negative in its application in as much
as it seeks to eliminate as many
unqualified applicants as possible in
order
to
identify
the
right
candidates.
Selection Ratios
The selection ratio is a very easy concept to understand. It is simply the
number of people hired divided by the number of applicants. Selection Ratio
= Number of Hires / Number of Applicants Because it is a ratio, the selection
ratios value must range between 0 and 1 (theoretically it really ranges from
-1 to 1, but in the real world you will never find a negative selection ratio in a
hiring situation), with 0 indicating a low selection ratio and 1 indicating a
very high selection ratio. A selection ratio is low if any of three conditions
exist:
1.
2.
3.
As the numerator and the denominator grow farther apart, the selection ratio
gets smaller. When they grow closer to one another, the selection ratio will
get larger. What Does This Mean To Me? When it comes to selection ratios,
the lower the ratio, the better because the smaller the ratio is, the greater
the likelihood you will make good selection decisions. Think about it, if you
hire every person who walks in the door, no questions asked, then you will
have a selection ratio of 1. It does not take a staffing genius to know that
hiring
everyone
who
walks
in
the
door
without
investigating
their
7. Job Offer: The next step in selection process is job offer to those
applicants who have crossed all the previous hurdles. It is made by way of
letter of appointment.
8. Final Selection
including effective
interviewing
techniques,
thoughtful interview
talking. Save your overview of the company and job for the end of the
meeting. Otherwise, job seekers might tell you what they think you want to
hear rather than speaking honestly.
Avoid the Tried and True
Interview questions such as, Where do you want to be in five years? elicit
well-rehearsed responses. Instead, ask the unexpected interview question.
Watch how applicants think on their feet -- its a good indicator of how theyll
deal with day-to-day challenges.
Three Interview Questions to Ask:
Tell me about a time you needed to learn a new skill.
Describe the worst job you ever had.
How do you motivate someone who isnt doing his or her job?
Three Interview Questions to Avoid:
Where do you want to be in five years?
What are your strengths and weaknesses?
Why are you leaving your present position?
Elicit Practical Information
What types of questions get you the information youll need? Scenario-based
questions, where you ask a candidate to react to a typical on-the-job
challenge, can give you an idea of how a candidate would react. Questions
that focus on measurable outcomes, such as what roadblocks did you face
on a project and how did you get around them? give you insight into
pertinent accomplishments. Follow up when necessary to get the specific
information you need.
Talk About Your Company Brand and Culture
As a small company, your company brand is a crucial element to helping
"sell" the candidate.
Types of interview
The interviews are classified by the purpose for which the interview is held.
Promotion interview: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.
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, education and
experience, etc. when candidate enquires about the vacancies after reading
an advertisement, its an example of informal interview.
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.
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
Directive
Non-Directive
Hypothetical or Behavioural
Job-Company-Industry
Location
Stress
DIRECTIVE
These are specific interview questions that require you to respond with a
precise
answer.
What kinds of work have you done which would prepare you for the
duties of this position?
How does your education equip you for the job at hand?
and non-work, to your ability to perform the immediate job and to estimate
your potential for future performance or promotion.
HYPOTHETICAL OR BEHAVIORAL
The interviewer uses these interview questions in an attempt to assess
how you might perform on the job. These interview questions are usually
presented in two parts. The first part presents a possible job situation. The
second part asks how you would deal with the situation.
o
One of the job functions in this position is supervision of two clerktypists. A conflict between these two people has arisen which is affecting
office morale and job performance. How would you handle this situation?
What do you think you will be doing in this job you are applying for?
What do you think this job requires, and how do you match those
requirements? What do you think the duties of someone who holds this job
are?
and non-work, to your ability to perform the immediate job and to estimate
your potential for future performance or promotion.
LOCATION
o
Q.5: Reliability and Validity of Test, Types of Reliability and Validity, Types of Test.
Develop of Testing Program?
Test reliability
The reliability of a test refers to stability of measurement over time. When
a person's data entry skills are measured on two occasions (with no special
training in between), the two sets of scores should be similar. Reliability is
often measured with a reliability coefficient, which is simply a correlation
between sets of scores from people who have been given the test on two
occasions (X = first time score on the test, Y = second time score on the
test) - see the correlation module for review.
additional
criteria
or
types
of
evidence
for
test
Criterion validity - do the test results match up with other known measures
of a characteristics (the criterion)?
There are two (2) types of criterion validity: concurrent and predictive.
a) Concurrent validity - a test result is compared with another indicator
(criterion) at the same time. For example, to check the concurrent
validity of the State Anxiety Scale, it could be administered at the
same time as the older, established Taylor Manifest Anxiety Scale. If
both scales give the same result, then the newer one possesses
criterion validity. It is valid because it gives the same result as a known
criterion (standard).
b) Predictive validity - the test result predicts a later outcome. Police
selection example: Applicants who scored low on the test (but passed
and were hired) had more discipinary citations in their records a year
later than person who scored high on the test. The test has predictive
validity in that it predicts (fortells) subsequent behavior.
Types of Tests
Job seekers who pass the screening and the preliminary interview are
called for tests. Different types of tests may be administered, depending on
the job and the company. Generally, tests are used to determine the
applicants ability, aptitude and personality.
The following are the type of tests taken:
1). Ability tests: Assist in determining how well an individual can perform
tasks related to the job. An excellent illustration of this is the typing tests
as
asbestos
worker,
punch-press
operators,
electricians
and
THE END