PE RFO RMANCE APPRAIS AL S

WHAT IS P ERF OR MANC E AP PR AIS AL?

P erform anc e Apprai sal s i s t he assessm ent of indi vi dual ’s perform anc e in a syst em at i c way. It
i s a devel opm ent al t ool used for all round devel opm ent of the em pl oyee and t he organi zat i on.
The perform anc e i s m easured agai nst a num ber of fact ors. These fact ors can be di vi ded i nt o
t wo groups.
(a) Gener al personal i t y such as i ni t i at i ve, l eadershi p qual i t i es, dependabi l i t y, t eam
spi ri t , et c.
(b) P rofessi onal qual it i es l i ke j ob knowl edge, qual i t y and quant i t y of out put ,
versat i l i t y and so on.
F act ors vary from organi zat i on to organi zat i on and j ob t o job. F or a sol di er, courage and
enduranc e are m ore im port ant fact ors. B ut for t he Arm y Gener al , hi s t act i cal abi l i t i es are
m ore i m port ant . On t he ot her si de, a forem an i n a fact ory woul d never be assessed for his
courage. Assessm ent i s oft en not confi ned t o past perform anc e but checks for pot enti al
perform an ce al so. The second defi ni t i on bri ngs i n focus behavi our because behavi our affe ct s
not onl y em pl oyee’s perform anc e but even his peers’ and subordi nat es’.

Defi ni t i on 1: “It is a syst em at i c eval uat i on of an i ndi vi dual wi t h respect t o present

perform an ce on the j ob and hi s pot ent i al .”

Defi ni t i on 2: “It i s form al , st ruct ured syst em of m easuri ng/ eval uat i ng j ob rel at ed behavi ours
and out com es t o di scover how an em pl oyee has perform ed on t he j ob and how he can perform
m ore effect i vel y i n fut ure so t hat em pl oyee, organi zat i on and soci et y, al l benefi t s.”

P ERF OR MANC E AP PR AIS ALS AND JOB ANALYS IS RELATIONS HIP

Job Anal ysi s  P erform anc e S t andard  P erform ance Apprai sal
Descri bes the work and Transl at e j ob requi rem ent s Descri be t he i ndi vi dual ’s
personnel requi rem ent of a i nt o l evel s of acc ept abl e or past perform an ce,
part i cul ar j ob unaccept abl e perform an ce sui t abi li t y and pot ent i al .

O b jecti ves : P erform anc e apprai sal s are used as a basi s for fol l owi ng act i vi t i es: -
1. P rom oti ons
2. C onfi rm at i ons
3. Trai ni ng and Devel opm ent program pl anni ng
4. C om pensat i on revi ews
5. C om pet ency bui l di ng
6. Eval uat i on of HR P rogram s
7. F eedback & Gri evanc es
 SE LE CT IO N

ME ANING O F SE LE CT IO N

S el ect i on i s t he process of pi cki ng up i ndi vi dual s (out of t he pool of j ob appl i cant s) wi t h

requi si t e qual i fi cat i ons and com pet ence t o fil l j obs i n the organi zat i on. A form al defi ni t i on
of S el ect i on is as under:

“S el ect i on is t he process of di fferent i at i ng bet ween appl i cant s in order t o i dent i fy and hi re
t hose wi t h a great er l i kel i hood of success i n a j ob.”

R ECR UITMENT Vs SELEC TION: DIFF ER ENC E

R ecrui t m ent S el ect i on

1. R ecrui t m ent refers t o t he process of
i dent i fyi ng and encour agi ng peopl e
wi t h requi red qual i fi cat i ons to appl y
for j ob.
2. R ecrui t m ent is sai d t o be posi t i ve i n
i t s approach as it seeks t o att ract as
m any candi dat es as possi bl e.
1. S el ect i on i s concern ed wi t h pi cki ng up
t he ri ght candi dat es from a pool of
appl i cant s.
2. S el ect i on on t he ot her hand i s
negat i ve i n it s appl i cat i on i n as much
as it seeks t o eli m i nat e as m any
unqual i fi ed appl i cant s as possi bl e i n
order t o i dent i fy t he ri ght candi dat es.

PRO CE SS / S TE PS IN SE L E CT IO N

1. P rel i m i nary Int ervi ew: Thi s is a short i nt ervi ew. The purpose of prel i m i nary i nt ervi ews
i s t o weed out the pri m a faci e mi sfi t appli cant s. It i s al so cal l ed court esy i nt ervi ew
and is a good publi c rel at i ons exerci se.

2. S el ect i on Test s: Jobseekers who pass t he prel i mi nary int ervi ews are cal l ed for t est s.
There are vari ous t ypes of t est s conduct ed dependi ng upon nat ure of j ob and t he
com pany. These t ests can be Apt i t ude Test s, P ersonal i t y Test s and Abi l it y Test s and
are conduct ed t o j udge how wel l an i ndi vi dual can perform t asks rel at ed to t he job.
B esi des t hi s, t here are som e ot her t est s al so l i ke Int erest Test s (act i vi t y prefe ren ces),
Graphol ogy Test (Handwri t i ng), Medi cal Test s, P sychom et ri c Test s et c.

3. Em pl oym ent Int ervi ew: The next st ep in sel ect i on is em pl oym ent i nt ervi ew. Here,
i nt ervi ew i s a form al and in- dept h conversat i on t o assess appl i cant ’s sui t abi li t y. It i s
consi dered to be an excel l ent sel ect i on devi ce. Int ervi ew type and pat t ern can vary
great l y. Int ervi ews can be One- t o-One, P anel Int ervi ew, or S equent i al Int ervi ews.
B esi des t here can be St ruct ured and Unst ruct ured i nt ervi ews, B ehavi oural Int ervi ews,
S t ress Int ervi ews.

4. R eferen ce & B ackground Checks: R efer ence checks and background checks are
conduct ed for provi si onal l y ident i fi ed candi dat es t o veri fy t he inform at i on provi ded
by t hem . R eferen ce checks can be t hrough form al l ett ers or t el ephoni c. Howeve r, it is
m ore of a form al i t y and sel ect i ons deci si ons are very sel dom affe ct ed by i t .

5. S el ect i on Deci si on: Aft er obt ai ni ng al l t he i nform at i on, sel ect i on deci si on i s m ade. The
fi nal deci si on has to be m ade out of appl i cant s who have been i dent i fi ed as sui t abl e.
The vi ews of l i ne m anagers carry m uch wei ght at thi s st age because i t is t hey who are
 event ual l y responsi bl e for t he perform an ce of t he new em pl oyee. C onsi deri ng t he j ob
cl i m at e, oft en m ore t han requi red num ber i s sel ect ed t o cat er for any sel ect ed
candi dat e wi t hdrawi ng at t he j ob offer st age.

6. P hysi cal Exam i nat i on: Aft er t he sel ect i on deci si on is m ade, t he candi dat e i s requi red
t o undergo a physi cal fi t ness t est . A job offer is oft en cont i ngent upon t he candi dat e
passi ng t he physi cal exam i nat i on.

7. Job Offer: The next st ep i n sel ect i on process is j ob offer t o t hose appl i cant s who have
successful l y passed al l t ests. It is m ade by way of l ett er of appoi nt m ent .

8. C ont ract of Em pl oym ent : Aft er t he j ob offer is m ade and candi dat es acc ept t he offer,
cert ai n docum ent s are needed t o be execut ed by the em pl oyer and t he candi dat e. A
form al cont ract of em pl oym ent , cont ai ni ng wri t t en cont ract ual t erm s of em pl oym ent
et c are si gned by bot h si des.

GOOD S ELEC TION PR AC TIC E: ES S ENTIALS

1. Det ai l ed Job Descri pt i ons and Job Speci fi cat i ons prepar ed i n advance and endorsed by
personnel and li ne m anagem ent shoul d be avai l abl e wi t h S el ect i on B oard.
2. Trai n t he sel ect ors t o assess t he ri ght at t ri but es i n appl i cant s.
3. Det erm i ne ai ds t o be used for sel ect i on process.
4. C heck com pet ence of recrui t m ent consult ant s before hi ri ng t hei r servi ces.
5. Invol ve li ne m anagers at al l st ages
6. At t em pt t o val i dat e t he procedur e regul arl y
7. Hel p the appoi nt ed candi dat e t o succeed by t rai ni ng and m anagem ent devel opm ent

B AR R IERS TO EF F EC TIVE S ELEC TION

1. P ercept i on: We all perc ei ve t he worl d di ffer ent l y. Our l i mi t ed percept ual abi l it y i s
obvi ousl y a st um bl i ng bl ock t o t he obj ect i ve and rat i onal assessm ent of peopl e.
2. F ai rness: B arri ers of fai rness i ncl udes di scri m i nat i on agai nst rel i gi on, regi on, cast e,
race or gender, et c.
3. P l et hora of Hum an Trai t s: S uccess i n any job i s m ore a funct i on of att i t ude t han
apt i t ude. The t est s are val i dat ed over a peri od of t i m e t o di ffer ent i at e bet ween the
em pl oyees who can perform wel l and t hose who wi l l not . Yet , no t est can cl ai m 100%
success i n fi ndi ng t he ri ght em pl oyee.
4. P ressure: P ressure brought on sel ect ors by m anagem ent , poli t i ci ans, bureauc rat s,
rel at i ves, fri ends and peers t o sel ect part i cul ar candi dat e are al so barri ers t o effect i ve
sel ect i on.
5. Ti m e and Cost : Oft en the t im e and funds avai l abl e t o undert ake sel ect i on process are
l i mi t ed forci ng t he sel ect ors t o forego cert ai n t est s.
 R EC R UITMENT

Defi ni t i on:

“R ecrui t m ent i s the process of fi ndi ng and at t ract i ng capabl e appl i cant s for a j ob to creat e a
pool from whi ch sel ect i on i s t o be m ade of t he m ost sui t abl e candi dat es”.

The P rocess begi ns when new recrui t s are sought and ends when t hei r appl i cat i ons are
subm it t ed. Though theoret i cal l y recrui t m ent process i s sai d t o end wi t h t he recei pt of
appl i cat i ons, i n pract i ce, the act i vi t y ext ends t o t he screeni ng of appl i cat i ons so as t o
el i m i nat e t hose who are not quali fi ed for the j ob. The resul t i s a pool of appl i cant s from
whi ch sel ect i ons for new em pl oyees are m ade.”
S ources of R ecrui t m ent

S OUR C ES OF MANAGER IAL REC R UITMENT

INTER NAL S OUR C ES EXTER NAL S OUR C ES

1) P rom ot i on 1) C am pus recrui t m ent
2) Transfers 2) P ress advert i sem ent
3) Int ernal not i fi cat i on 3) Managem ent consul t ancy servi ce
(Advert i sem ent ) & pri vat e em pl oym ent exchanges
4) R et i rem ent 4) Deput at i on of personnel or t ransfer
from one ent erpri se t o anot her
5) R ecal l 5) Managem ent t rai ni ng schem es
6) Form er em pl oyees 6) Wal k- i ns, wri t e-i ns, t al k-i ns
7) Mi scel l aneous ext ernal sources

P URP OS E AND IMP OR TANC E

1. To broad base t he appl i cant pool i n order t o get t he ri ght t al ent at t he afford abl e cost .
2. Incre ase the pool of j ob candi dat es at mi ni m um cost
3. Hel p i ncrease success rat e of sel ect i on process by reduci ng num ber of under- qual i fi ed
or over- qual i fi ed appl i cat i ons .
4. Meet l egal and soci al obli gat i ons
5. Ident i fy and prepar e pot ent i al j ob appl i cant s

F AC TORS AF F EC TING R EC R UITMENT

Ext ernal F act ors:

1. Dem and and Suppl y st at us of speci fi c skil l s set .
2. Unem pl oym ent R at e (Area- wi se)
3. Labour Market C ondi t i ons
4. P oli t i cal and Legal Envi ronm ent (R eservat i ons, Labour l aws)
5. C om pany’s Im age

Int ernal F act ors:

1. R ecrui t m ent Pol i cy (Int ernal Hi ri ng or Ext ernal Hi ri ng?)
2. Hum an R esource Pl anni ng (P l anni ng of resources requi red)
3. S i ze of t he Organi zat i on (B i gger the si ze l esser t he recrui t m ent probl em s)
4. C ost
5. Growt h and Expansi on P l ans
INDUC TION

Int roduci ng t he new em pl oyee who is desi gnat ed as a probat i oner t o the job, j ob l ocat i on,
surroundi ngs, organi sat i on, organi sat i onal surroundi ngs and vari ous em pl oyees i s t he fi nal
st ep of em pl oym ent process. Som e of the com pani es do not l ay em phasi s on thi s funct i on as
t hey vi ew t hat t hi s funct i on wi l l be aut om at i cal l y perform ed by t he col l eagues of the new
em pl oyees. Thi s is m ore so i n educat i onal i nst it ut i ons. Thi s process gai ns more si gni fi cance
as the rat e of t urnover i s hi gh am ong new em pl oyees com pared t o t hat am ong seni or
em pl oyees. Thi s is m ai nl y because of t he probl em of adj ustm ent and adapt abi l i t y t o the new
surroundi ngs and envi ronm ent . F urt her, absence of inform at i on, l ack of knowl edge about the
new envi ronm ent , cul t ural gap, behavi oral vari at i ons, di ffer ent l evel s of t echnol ogy,
vari at i ons in t he requi rem ent s of t he j ob and t he organi sat i on al so di st urb the new em pl oyee.
F urt her, induct i on i s essent i al as the newcom er m ay feel insecure, shy, nervous and
di st urbi ng. Thi s si t uat i on l eads t o i nst abil i t y and t urnover. Hence, induct i on pl ays a pi vot al
rol e i n acquai nt i ng t he new em pl oyee to t he new envi ronm ent , com pany rul es and regul at i ons.

Gener al l y, the newcom er m ay expect opport uni t i es for advancem ent , soci al st at us and
prest i ge, responsi bi li t y, opport uni t i es t o use speci al apt it udes and educat i onal background,
chal l enges and advent ure, opport uni t y to be creat i ve and ori gi nal and a lucrat i ve sal ary. B ut
j obs wi t h low ini t i al chal l enge, i nadequat e feedba ck and inadequat e perform anc e apprai sal
resul t i n real i t y shock. Induct i on i s necessary to educe real i t y shock.

“Induct i on i s the process of recei vi ng and wel com i ng an em pl oyee when he fi rst j oi ns a
com pany and gi vi ng him t he basi c i nform at i on needs t o sett l e down qui ckl y and happi l y and
st art work.”

Lect ure, handbook, fi l m , group sem i nar are used t o im part t he i nform at i on t o new em pl oyees
about t he envi ronm ent of t he job and the organi sat i on i n order t o m ake t he new em pl oyee
acquai nt hi msel f wi t h the fol l owi ng heads: (i ) About the com pany’s hi st ory, obj ect i ves,
pol i ci es, procedur es, rul es and regul at i ons, codes et c.; (i i ) About the depart m ent and (i i i )
About t he superi ors, subordi nat es et c.

(I) About t he C om pany

• Hi st ory, growt h, organi sat i on and m anagem ent , product s, m arket , cust om ers et c., of t he
com pany.
• B asi c condi t i ons of em pl oym ent — hours of work, shi ft , hol i days, ret i rem ent benefi t s.
• P ay, al l owances, deduct i ons.
• S i ckness rul es, inform at i on — pay — si ck l eave.
• Leave rul es—casual , speci al , earned—hol i days, vacat i on.
• Work rul es, work- l oad, use of m at eri al s, equi pm ent , and m achi ne.
• Di sci pl i nary rul es and procedur e.
• Gri evanc e procedur e.
• C areer pat h, prom ot i on channel .
• Uni ons, negot i at i ng m achi nery.
• Educat i on, t rai ni ng and devel opm ent faci l i t i es.
• Heal t h, safet y, m edi cal care arrangem ent s.
• C ant een and rest aurant faci l i t i es.
• S oci al benefi t s and wel far e m easures.
• Tel ephone cal l s and corresponden ce.
• Travel i ng and subsi st ence expenses.
• Uni form s, cl ot hi ng.
• Vari ous em pl oyees — thei r desi gnat i ons — posi t i on i n the organi sat i on.

In addi ti on t o usi ng vari ous rout i ne m easures, the personnel m anager personal l y expl ai ns,
cl ears doubt s and queri es of t he new em pl oyee about the com pany.

(i i ) About t he Depart m ent

The depart m ent al head concerned int roduces t he new em pl oyee t o the im port ant em pl oyees
and descri bes bri efl y about the depart m ent and t he j ob. Then t he supervi sor concern ed
i nt roduces t he em pl oyee t o all t he em pl oyees i n t he sect i on/ uni t , descri bes i n det ai l the j ob or
work, m at eri al , m achi ne, equi pm ent wi t h whi ch t he worker has t o work, process of t he
product i on, pl ace of t he em pl oyee’s j ob and i t s si gni fi cance i n the process of product i on, hi s
posi ti on i n t he depart m ent al organi sat i on st ruct ure, work di st ri but i on, assi gnm ent , worki ng
hours, shi ft , qual i t y/ st andard to be m ai nt ai ned, cust om ers! users of the product / servi ce et c.

(i i i ) About t he S uperi ors, Subordi nat es et c.

• Int roduce the new em pl oyee t o t he superi or t o whom he shoul d report .
• Int roduce to ot her superi ors wi t h whom hi s work i s i ndi rect l y rel at ed.
• Int roduce hi m t o his subordi nat es wi t h whom he has t o work.
• Int roduce to t he subordi nat es who wi l l report to hi m .
• Int roduce to hi s col l eagues.

Obj ect i ve of Int roduct i on: Whi l e i nt roduci ng t he new em pl oyee, t he supervi sor or m anager
shoul d ai m at :
• P utt i ng t he new em pl oyee at ease.
• C reat i ng int erest i n hi s j ob and the com pany.
• P rovi di ng basi c i nform at i on about worki ng arrangem ent s.
• Indi cat i ng the st andards of perform anc e and behavi or expect ed of hi m . Maki ng t he
em pl oyee feel t hat hi s job, however sm al l , i s m eani ngful , t hat he is not a cog i n the vast
wheel .
• Inform i ng him about t rai ni ng faci l i t i es.
• C reat i ng the feel i ng of soci al securi t y.
• Mi nim i zi ng t he real i t y shock whi ch woul d be caused due to i ncom pat i bi l it y caused bet ween
t he em pl oyee expect at i ons and act ual l y what t he com pany provi des/ offers regardi ng pay,
benefi t s, st at us, worki ng condi t i ons, responsi bil i t y, opport unit y for growt h, i nnovat i ons,
creat i ve i deas et c.

Advant ages of Induct i on: The advant ages of i nduct i on are:

(i ) Fi rst i m pressi on m at t ers a good deal and resul t s in fewe r t urnovers.
(i i ) Newcom e r adj ust s hi msel f t o the work qui ckl y, and it saves t he t im e of t he supervi sor.
(i i i ) R educes em pl oyee dissat i sfact i on and gri evanc es and
(i v) Devel ops a sense of bel ongi ngness and com m i t m ent .

Induct i on Probl em s: Though t he m anagem ent t akes al l possi bl e precaut i ons, som e probl em s
crop up due t o t he vari ed ground real i t i es. As i s sai d, ‘F i rst im pressi on is t he good
i m pressi on.” the HR m anager t ri es hi s l evel best t o m ake the induct i on program m e effi ci ent .
B ut som et i m es i t m ay fai l , i f t he em pl oyee get s wrong im pressi on at t he fi rst t im e. The
probl em s i ncl ude:
(i ) Busy and/ or unt rai ned supervi sors m ay fai l i n carryi ng out t he program m e.
(i i ) The new em pl oyee m ay not cope up, i f t oo m uch i nform at i on i s provi ded t o t he em pl oyee
duri ng t he induct i on program m e.
(i i i ) The induct i on program m e fai l s, i f the em pl oyee is m i spl aced.
(i v) The gap bet ween t he wi der ori ent at i on by t he hum an resourc es depart m ent and t he
narrow ori ent at i on by t he depart m ent concerned.
(v) S om e organi zat i ons resort t o ‘t rai l by fi re’ ori ent at i on.
(vi ) The em pl oyee m ay be requi red t o fil l t oo m any form s duri ng t he ori ent at i on/i nduct i on
program m e.

 Promoti on s an d T ransfers –

P rom oti on i s an effect i ve m eans usi ng job post i ng and personnel records. Job post i ng
requi res not i fyi ng vacant posit i ons by post i ng not i ces, ci rcul at i ng publ i cat i ons or announci ng
at st aff m eet i ngs and invi t i ng em pl oyees t o appl y. P ersonnel records hel p di scover em pl oyees
who are doi ng j obs bel ow t hei r educat i onal qual i fi cat i ons or ski l l l evel s. P rom oti ons has
m any advant ages li ke i t i s good publi c rel at i ons, bui l ds m oral e, encourag es com pet ent
i ndi vi dual s who are am bi t i ous, i m proves t he probabi l it y of good sel ect i on si nce i nform at i on
on t he i ndi vi dual ’s perform anc e is readi l y avai l abl e, i s cheap er t han goi ng out si de t o recrui t ,
t hose chosen i nt ernal l y are fam i l i ar wi t h the organi zat i on thus reduci ng t he ori ent at i on ti m e
and energy and al so act s as a t rai ni ng devi ce for devel opi ng mi ddl e- l evel and t op-l evel
m anagers. However, prom ot i ons rest ri ct t he fi el d of sel ect i on prevent i ng fresh bl ood & ideas
from ent eri ng t he organi zat i on. It al so l eads to i nbreedi ng i n t he organi zat i on. Transfe rs are
al so i m port ant i n provi di ng em pl oyees wi t h a broad- based vi ew of t he organi zat i on, necessary
for fut ure prom oti ons.

T yp es of i n tervi ew: -
Int ervi ews can be of di fferent t ypes. There int ervi ews em pl oyed by the com pani es.
F oll owi ng are the vari ous t ypes of int ervi ew: -

1) In formal In tervi ew :
An i nform al i nt ervi ew i s an oral i nt ervi ew and m ay t ake pl ace anywher e. The em pl oyee
or the m anager or t he personnel m anager m ay ask a few al m ost i nconsequent i al quest i ons li ke
nam e, pl ace of bi rt h, nam es of rel at i ves et c. ei t her i n thei r respect i ve offi ces or anywhere
out si de the pl ant of com pany. It i d not pl anned and nobody prepar es for it . This i s used
wi del y when t he l abour m arket i s t i ght and when you need workers badl y.

2) Formal In tervi ew :
Form al i nt ervi ews m ay be hel d i n the em pl oym ent offi ce by he em pl oym ent offi ce i n a
m ore form al at m osphere, wi t h t he hel p of wel l st ruct ured quest i ons, the ti m e and pl ace of t he
i nt ervi ew wi ll be sti pul at ed by the em pl oym ent offi ce.

3) Non -d i recti ve In tervi ew :

Non- di rect i ve int ervi ew or unst ruct ured int ervi ew i s desi gned t o l et t he i nt ervi ewee speak
hi s mi nd freel y. The i nt ervi ewer has no form al or di rect i ve quest i ons, but hi s al l at t ent i on is
t o the candi dat e. He encourag es t he candi dat e t o t al k by a li t t l e proddi ng whenever he i s
si l ent e.g. “Mr. R ay, pl ease t el l us about yoursel f aft er your graduat ed from hi gh school ”.
The i dea i s o gi ve t he candi dat e com pl et e freedom t o “sel l ” hi m sel f, wit hout t he
encum bran ces of the i nt ervi ewe r’s questi on. B ut t he i nt ervi ew er m ust be of hi gher cal i ber
and must gui de and rel at e t he i nform at i on gi ven by t he appl i cant t o the obj ect i ve of the
i nt ervi ew.

4) Dep th In tervi ew :
It i s desi gned to i nt ensel y exam i ne t he candi dat e’s background and t hi nki ng and t o go int o
consi derabl e det ai l on part i cul ar subj ect s of an im port ant nat ure and of speci al i nt erest t o t he
candi dat es. F or exam pl e, i f t he candi dat e says that he i s int erest ed i n t enni s, a seri es of
quest i ons m ay be asked t o t est t he dept h of underst andi ng and int erest of t he candi dat e. These
probi ng quest i ons m ust be asked wit h t act and t hrough exhaust i ve anal ysi s; it i s possi bl e t o
get a good pi ct ure of t he candi dat e.

5) S tress In tervi ew :
It i s desi gned to t est t he candi dat e and hi s conduct and behavi or by hi m under condi ti ons of
st ress and st rai n. The int ervi ewe r m ay st art wi t h “Mr. Joseph, we do not t hi nk your
qual i fi cat i ons and experi enc e are adequat e for t hi s posi t i on,’ and wat ch the react i on of t he
candi dat es. A good candi dat es wil l not yi el d, on t he cont rary he m ay subst ant i at e why he i s
qual i fi ed to handl e t he j ob.
Thi s t ype of int ervi ew i s borrowed from the Mi l i t ary organi sat i on and t hi s is very useful t o
t est behavi our of i ndi vi dual s when t hey are faced wi t h di sagreeabl e and t ryi ng si t uati ons.

6) G rou p In tervi ew :
It i s desi gned to save busy execut i ve’s t i m e and t o see how t he candi dat es m ay be brought
t oget her i n the em pl oym ent offi ce and t hey m ay be i nt ervi ewed.

7) Pan el In tervi ew :
A panel or i nt ervi ewi ng board or sel ect i on com m it t ee m ay i nt ervi ew t he candi dat e, usual l y i n
t he case of supervi sory and m anageri al posi ti ons. Thi s t ype of int ervi ew pool s t he col l ect i ve
j udgm ent and wi sdom of t he panel i n t he assessm ent of t he candi dat e and al so in quest i oni ng
t he facul t i es of the candi dat e.

8) S equ en ti al In tervi ew :
The sequent i al i nt ervi ew t akes t he one-t o-one a st ep furt her and i nvol ves a seri es of
i nt ervi ew, usual l y uti l i zi ng t he st rengt h and knowl edgebase of each i nt ervi ewe r, so t hat each
i nt ervi ewer can ask quest i ons in rel at i on t o hi s or her subj ect area of each candi dat e, as t he
candi dat e m oves from room t o room .

9) S tru ctu res In tervi ew :

In a st ruct ured i nt ervi ew, the i nt ervi ewe r uses preset st andardi zed quest i ons, whi ch are put t o
al l t he i nt ervi ewees. Thi s int ervi ew i s al so cal l ed as ‘Gui ded’ or ‘P at t erned’ i nt ervi ew. It is
useful for val i d resul t s, especi al l y when deal i ng wi t h t he l arge num ber of appl i cant s.

10) Un stru ctu red In tervi ew :

It i s al so known as ‘Unpat t erned ’ int ervi ew, t he int ervi ew is l argel y unpl anned and t he
i nt ervi ewee does m ost of t he t al ki ng. Ungui ded int ervi ew is advant ageous i n as m uch as i t
l eads t o a fri endl y conversat i on bet ween t he i nt ervi ew er and t he i nt ervi ew ee and i n the
process, t he l at er reveal s m ore of hi s or her desi re and probl em s. B ut t he Unpat t erned
i nt ervi ew l acks uni form i t y and worse, t hi s approach m ay overl ook key areas of t he
appl i cant ’s ski l l s or background. It i s useful when t he i nt ervi ewer t ri es to probe personal
det ai l s of the candi dat e it anal yse why they are not ri ght for t he j ob.