Recruitment and Selection. Prof. K.B. Akhilesh Dept. of Management Studies Indian Institute of Science, Bangalore

Transcription

1 Recruitment and Selection Prof. K.B. Akhilesh Dept. of Management Studies Indian Institute of Science, Bangalore

2 Learning Objectives In this lecture, you should be able to learn and understand the following: The selection process: concept and definition. The role of selection process. The selection process. Types of interviews. Common Interview Problems. Advantages and disadvantages of interviews. References and background checks. Selection decision.

3 Learning Objectives (Contd..) Job offer. Contracts of employment. Evaluation of selection process. Legal aspects of recruitment and selection. Selection in India.

4 Selection o Meaning Selection is the process of picking individuals (out of the pool of job applicants) with requisite qualifications and competence to fill job vacancies in the organization.

5 Selection (Contd..) o A formal definition of selection: It is the process of differentiating between applicants in order to identify (and hire) those with a greater likelihood of success in a job.

6 Selection (Contd..) Selection is the process of making a hire or no hire decision regarding each applicant for a job. The process typically involves determining the characteristics required for effective job performance and then measuring applicants on those characteristics. The characteristics required for effective job performance are typically based on job analysis.

7 Employee Selection (Contd..) Selection is the process of making a hire or no hire decision regarding each applicant for a job.

8 Finding the Best Process for Employee Selection Job Vacancy Recruiting Plan Recruiting Process Interview Assess Need Identify Labor Pool Define the Job Application Process Advertising Selection Screening Web site Newspaper Newsletter Radio Flyers Grapevine Employee Referrals School TV Channel School bulletin board Applications Telephone

9 Development Model Steps in the Development of a Selection Program Job Analysis Identification of Relevant Job Performance Dimensions Identification of Knowledge, Skills and Abilities (KSAs) Necessary for Job Development of Assessment Devices to Measure KSAs Validation of Assessment Devices 1. Content 2. Construct 3. Criterion Use of Assessment Devices in the Processing of Applications

10 Challenges in Hiring What are key performance characteristics? What is the applicant s ability / motivation? Who will be involved in selection / hiring?

11 Role of Selection o The role of selection in influencing organizational effectiveness is crucial for at least 2 reasons: o First, work performance depends on individuals. o Second, cost incurred in recruiting and hiring personnel speaks volumes for the role of selection.

12 Role of Selection (Contd..) o The best way to improve performance is to hire the right people who have the competence and the willingness to work.

13 Selection Process o Selection is a long process commencing from the preliminary interview of applicant and ending with the contract of employment.

14 Selection Process (Contd..) o Selection process differs among various organizations and between jobs within the same organization.

15 Selection Having attracted applicants for the job, the next stage is to select the candidate who is most suitable for the job and the company. Further, we will see the selection process in detail.

16 Selection Process o Preliminary Interview o Selection Test o Employment Interview o Reference and Background Analysis o Selection Decision

17 Selection Process (Contd..) o Physical Examination o Job offer o Employment Contract o Evaluation

18 Preliminary Interview o It is more or less the same as scrutiny of application, i.e., elimination of unqualified applications.

19 Preliminary Interview (Contd..) o Scrutiny enables the HR specialist to eliminate unqualified job-seekers based on the information supplied in their application forms.

20 Preliminary Interview (Contd..) o Preliminary interview helps reject misfits for reasons, which don't appear in the application forms. o Is often called courtesy interview", is a good public relations exercise.

21 Preliminary Interview (Contd..) Selection includes at least one interview. It is also to present the job and the company to the candidate.

22 Preliminary Interview (Contd..) It is a two way process because the organization will require good candidates and will be competing with other companies for their services.

23 Preliminary Interview (Contd..) The interview should allow the company to determine what the candidate is like, whether or not he/she could do the job, and whether he/she will fit in with the existing team.

24 Preliminary Interview (Contd..) Candor is important because the company will want both to employ and retain the best candidate.

25 Selection Test o Screening -> Preliminary interview -> selection tests. o Tests depend on different jobs and companies. o It determines the applicant s ability, aptitude and personality.

26 Selection Test (Contd..) o The tests range from simple Intelligence Quotient (IQ) and reasoning tests to residential outward-bound courses. o These test the candidate s ability to work with others, identifies leadership qualities, examines behavior under stress.

27 Selection Test (Contd..) o Few types of tests o Ability test o Aptitude test o E.g.: GMAT o Personality test

28 Ability Tests Advantages highly reliable verbal reasoning and numerical tests have shown high validity for a wide range of jobs the validity rises with increasing complexity of the job

29 Ability Tests (Contd..) combinations of aptitude tests have higher validities than individual tests alone may be administered in group settings where many applicants can be tested at the same time

30 Ability Tests (Contd..) scoring of the tests may be completed by computer scanning equipment lower cost than personality tests.

31 Ability Tests (Contd..) Disadvantages Non-minorities typically score one standard deviation above minorities which may result in adverse impact depending on how the scores are used in the selection process.

32 Ability Tests (Contd..) Differences between males and females in abilities (e.g., knowledge of mathematics) may negatively impact the scores of female applicants.

33 Personality Tests Personality Tests: A selection procedure to measure the personality characteristics of applicants that are related to future job performance. Personality tests typically measure one or more of the five personality dimensions: extroversion, emotional stability, agreeableness, conscientiousness, and openness to experience.

34 Personality Tests (Contd..) Advantages o 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.

35 Personality Tests (Contd..) o Can reveal more information about applicant's abilities and interests. o Can identify interpersonal traits that may be needed for certain jobs. Disadvantages o Difficult to measure personality traits that may not be well defined.

36 Personality Tests (Contd..) o Applicant's training and experience may have greater impact on job performance than applicant's personality. o Responses by applicant may be altered by applicant's desire to respond in a way they feel would result in their selection.

37 Personality Tests (Contd..) o Cost may be prohibitive for both the test and interpretation of results. o Lack of evidence to support validity of use of personality tests

38 o Choosing Test :- Criteria o Reliability o Validity o Objectivity o Standardization Selection Test

39 Employment Interview Interview - definition o A formal, in-depth conversation conducted to evaluate the application acceptability. Excellent selection device. Popularity stems from its flexibility.

40 Employment Interview (Contd..) Can be adapted to unskilled, skilled, managerial and professional employees. Allows two-way information exchange between interviewers and applicants.

41 Employment Interview (Contd..) o The employment interview can be (i) (ii) One-to- One Sequential (iii) Panel o In one-to-one interview, there are only two participants viz., the interviewer and the interviewee.

42 Employment Interview (Contd..) o The sequential interview takes the oneto-one step further and involves a series of interviews. o Each interviewer can ask questions in relation to his or her subject area.

43 Employment Interview (Contd..) o The panel interview o consists of two or more interviewers and the figure may go up to 15.

44 Employment Interview (Contd..) o Is less intimate and more formal than the one-to-one. o If handled and organized well, it can provide a wealth of information.

45 Objectives of Interview Interview has at least three objectives: o Helps obtain additional information from the applicant.

46 Objectives of Interview (Contd..) o Facilitates giving general information from the applicant, such as company policies, job, product manufacturing and the like.

47 Objectives of Interview (Contd..) Helps build the company s image in front of the applicant.

48 Types of Interviews o The usual types of interviews: 1. Structured Interview 2. Unstructured Interview 3. Mixed Interview 4. Behavioral Interview 5. Stress Interview

49 Type : Structured Interview Type of Questions: A predetermined checklist of questions, usually asked to all applicants.

50 Type : Structured Interview (Contd..) Usual Application: Useful for valid results, especially when dealing with large number of applicants.

51 Type : Unstructured Interview Types of Questions: Few, if any, planned questions. Questions are made up during the interview.

52 Type : Unstructured Interview (Contd..) Usual Application: Useful when the interviewer tries to probe personal details of the candidates to analyze why they are not right for the job.

53 Type: Mixed Interview Type of Questions: A combination of structured and unstructured questions, which resemble what is usually done in practice.

54 Type: Mixed Interview (Contd..) Usual Application: A realistic approach that yields comparable answers plus indepth insights.

55 Type: Behavioral Interview Types of Questions: Questions limited to a hypothetical situation. Evaluation is based on the solution and approach of the applicant.

56 Type: Behavioral Interview (Contd..) Usual Application: Useful to understand applicant s reasoning and analytical abilities under modest stress.

57 Type: Behavioral Interview (Contd..) Typical behavioural interview questions: "Describe a time you had to work with someone you didn't like." "How would you handle a boss you suspected of performing unethical actions?"

58 Type: Behavioral Interview (Contd..) "Would you describe yourself as an innovative person? Give us an example of something particularly innovative that you have done that made a difference in the workplace."

59 Type: Behavioral Interview (Contd..) "What was the last time you were late with a project?" "Tell me about a time when you had to stick by a decision you had made, even though it made you very unpopular."

60 Type: Stress Interview Type of Question: A series of harsh, rapid fire questions intended to upset the applicant. Usual Application: Useful for stressful jobs, such as handling complaints.

61 Type: Stress Interview (Contd..) A stress interview is where the employer lines up a bunch of interviewers (one at a time or en masse) whose mission is to intimidate the applicant. The ostensible purpose of this interview: to find out how the candidate handles the stress.

62 Type: Stress Interview (Contd..) Stress interview might involve testing applicant's behavior in a busy environment. Questions about handling work overload and dealing with multiple projects are typical.

63 Common Interview Problems 1. Interviewers do not seek applicant s information dimension needed for successful job performance. They do not have a complete job description or an accurate appraisal of the critical job requirement.

64 Common Interview Problems (Contd..) 2. Interviewers may make snap judgments early in the interview. o Consequently, they block out further potentially useful information.

65 Common Interview Problems (Contd..) 3. Interviewers have a tendency to be swayed by negative information about the applicant.

66 Common Interview Problems (Contd..) 4. Interviewers judgments are often affected by the pressure to favour a candidate or fill the position. This lowers the standards. 5. Interviewers judgments are often affected by the list of available applicants.

67 Selection Tools - Interviewers must always be prepared put applicants at ease remain unbiased and open ask result-oriented questions use silence selectively close the interview with care

68 Structured Interview The structured interview is based directly on a thorough job analysis. It applies a series of job-related questions with predetermined answers consistently across all interviews for a particular job.

69 Examples of Structured Interview Questions Type Situational Job Knowledge Worker Requirements Example You re packing things into your car and getting ready for your family vacation when it hits you that you promised to meet a client this morning. You didn t pencil the meeting into your calendar and it slipped your mind until just now. What do you do? What is the correct procedure for determining the appropriate oven temperature when running a new batch of steel? Some periods are extremely busy in our business. What are your feelings about working overtime?

70 Advantages of an Interview Useful for determining if the applicant has requisite communicative or social skills which may be necessary for the job. Interviewer can obtain supplementary information.

71 Advantages of an Interview (Contd..) Used to appraise candidate s verbal fluency. Can assess the applicant's job knowledge. Can be used for selection among equally qualified applicants.

72 Advantages of an Interview (Contd..) Enables the supervisor and/or co-workers to determine if there is compatibility between the applicant and the employees. Allows the applicant to ask questions that may reveal additional information useful for making a selection decision.

73 Advantages of an Interview (Contd..) The interview may be modified as needed to gather important information.

74 Disadvantages of an Interview Subjective evaluations are made. Decisions tend to be made within the first few minutes of the interview with the remainder of the interview used to validate or justify the original decision.

75 Disadvantages of an Interview (Contd..) Interviewers form stereotypes concerning the characteristics required for success on the job. Research has shown disproportionate rates of selection between minority and nonminority members using interviews.

76 Disadvantages of an Interview (Contd..) Negative information seems to be given more weight. Not much evidence of validity of the selection procedure. Not as reliable as tests.

77 Reference and Background Checks o Required for o verifying information. o gaining additional background information on an applicant. o Checked at fourth stage of interview

78 Reference and Background Checks (Contd..) o References : Previous employers Known public figures University professors Neighbors and friends

79 Reference and Background Checks (Contd..) The value of references is not high since it is unlikely that anyone would name a referee if they thought something bad would be said. But, they do give opportunity to get a different perspective of the candidate.

80 Reference and Background Checks (Contd..) Usually taken up after a job offer is made subject to satisfactory references. Presence of references is often more significant than the content.

81 Selection Decision o Selection decision - the most critical of all the steps o Used to narrow down the number of candidates.

82 Selection Decision (Contd..) o The final decision had to be made from the pool of individuals who pass the test, interviews and reference checks o The HR manager plays a crucial role.

83 Physical Test Objective behind a physical test: o Detect if the individual carries any infectious diseases. o Assists in determining whether an applicant is physically fit to perform the work.

84 Physical Test (Contd..) o Used to determine if there are certain physical capabilities.

85 Physical Test (Contd..) o Protects the employer from worker s compensation and claims that are not valid because the injuries or illness that were present when the employee was hired

86 Physical Test (Contd..) o Managers must be careful to ensure that physical requirements are job related and do not discriminate. o Some physical requirements may exclude certain disabled people, when in fact such requirements don t affect performance.

87 Other Assessment Methods Other assessment methods may be used in the selection process. For example, candidates for an instructor s position may be asked to prepare and/or deliver a lesson plan, allowing the panel to assess candidates instructional abilities.

88 Other Assessment Methods (Contd..) Short-listed candidates are advised of the steps in the assessment process at the outset.

89 Job Offer o After the process of selection, interviewing and testing, a job offer is made. o Many companies allow a period of time between carrying out interviews and making an offer.

90 Job Offer (Contd..) o It is made through a letter of appointment containing a date by which the appointee must report on duty. o The appointee must be given reasonable time for reporting.

91 Job Offer (Contd..) Sufficient time should be given because: If an offer is made on the same day as the interview, it allows an offer to a different candidate if the first refuses, thus avoiding a whole new round of selection.

92 Job Offer (Contd..) When a person is employed, he/she is contracted to work in return for remuneration and the terms and conditions under which he/she works will be defined in a contract of employment.

93 Contracts of Employment o After the job offer has been made and the candidate accepts the offer, certain documents need to be executed by the employer and the candidate.

94 Contracts of Employment (Contd..) o One such document is the attestation form. o This form contains certain vital details about the candidate which are authenticated and attested by him/her.

95 Contracts of Employment (Contd..) o Contract of employment exists from the moment the two parties reach agreement on the basic terms. o The parties to contract being the employer and the employee.

96 Contracts of Employment (Contd..) o The existence of a contract gives rise to both explicit and implied terms of employment. o Implied terms are that an employer is expected to pay wages, take reasonable care of the employee, indemnify the employee for expenses and liabilities in the course of employment.

97 Contracts of Employment (Contd..) o Main terms and conditions: o An employer is required to notify the employee in writing of the main terms and conditions of work. o Name of the employer and the employee. o The date of starting employment.

98 Contracts of Employment (Contd..) o Whether previous employment counts towards the employee s period of continuous employment. o The date at which the contract expires. o The rate of pay.

99 Contracts of Employment (Contd..) o The intervals of pay. o The normal hours of work. o Holidays, sick pay and pension agreements. o Terms of notice. o Grievance and disciplinary procedures.

100 Evaluation of Selection Programme o The broad test of the effectiveness of the selection process is the quality of the personnel hired.

101 Evaluation of Selection Programme (Contd..) o An organization must have competent and committed personnel.

102 Evaluation of Selection Programme (Contd..) o The selection process, if properly done, will ensure availability of such employees.

103 Legal Aspects of Recruitment and Selection Employment practice is regulated by legislation in all countries. During recruitment and selection process, care must be taken to avoid discrimination on the basis of sex, color, disability and ethnic minority.

104 Selection in India o Selection practices in hiring skilled and managerial personnel are fairly well-defined and systematically practised.

105 Selection in India (Contd..) o Particularly in hiring managerial personnel and executives, a lot of professionalism has come in.

106 Selection in India (Contd..) o Thanks to the realization that these individuals are difficult to come by and no effort is too excess to attract them.

107 Selection in India (Contd..) o Specialization agencies are available whose services are retained for hiring technical and managerial personnel.

108 Selection in India (Contd..) o Merit and not favouritism, objectivity and not subjectivity will be the criteria for such selections.

109 Summary In this lecture, we have seen the following: The selection process: concept and definition. The role of selection process. The selection process. Types of interviews. Common interview problems.

110 Summary Common Interview Problems. Advantages and disadvantages of interviews. References and background checks. Selection decision.

111 Summary (Contd..) Job offer. Contracts of employment. Evaluation of selection process. Legal aspects of recruitment and selection. Selection in India.

112 In the next session In the next session, we will have a close look at the following: Concept of Performance Appraisal. History of Performance Appraisal. Objectives of Performance Appraisal.

113 In the next session (Contd..) o Performance Appraisal process. o Types of Performance Appraisals.