HRM

PRESENTED BY :GROUP 2

REQUIREMENTS OF A TEST

Reliability: A test which yields consistent scores when a

person takes the same test on two or more different
occasions.
1. Equivalent form estimate
2. Internal form estimate

Validity: Indicates whether the test is measuring what it is

supposed to measure
1. Test validity
2. Criterion validity
3. Content validity

VALIDATION PROCESS

Analyze the job

Choose the tests

Administer the test

Relate the test scores and criteria

Cross validate and revalidate

EMPLOYERS WAY OF TESTING

Personality Assessment Test
Outback Steakhouse
Online Test followed by Personality
Assessment Test
City Garage
Online Aptitude Test
Capital One
Partnered with People Strong HR
Commonwealth Games 2010

TYPES OF TESTS
Tests of Cognitive Abilities
Intelligence Tests : measures range of abilities like memory,
vocabulary, verbal fluency & numerical ability
Specific Cognitive Tests (Aptitude Tests): measures persons
aptitude for the job

Tests of Motor and Physical Abilities

Includes tests like reaction time, dexterity test, physical strength
tests etc

Measuring Personalities and Interests

As personalities and interests effect performance of an individual
Projective & Self Reporting Tests
The Big Five: Extraversion, Emotional Stability, Agreeableness,
conscientiousness & openness to experience
Interest Inventories: compare interests of an individual with
professionals from other fields
Caveats: projective tests are difficult to interpret, doubt about the
performance of self reporting tests

Achievements Tests
Tests of developed skill or knowledge

WORK SAMPLES AND

SIMULATIONS
Work sampling technique
Management assessment centers

The in-basket

Leaderless group discussion

Management games

Individual presentations

Objective tests

The interview

Video-based simulation
Miniature job training and evaluation approach
Realistic job previews

BACKGROUND INVESTIGATIONS
AND OTHER SELECTION METHODS

Why perform background investigations and reference

checks?

Why check?

How to check a candidates background?

How to obtain better information?

Legal dangers involved:

Defamation

Privacy

METHODS TO CHECK
CANDIDATES BACKGROUND
Pre-emplyoment information services
Polygraph & honesty testing
Paper and Pencil honesty test
Graphology
Physical exam
Substance abuse screening
ATS
1.knock off employees who do not meet job
requirements
2.Online screening
3.Discover hidden talents

TYPES OF EMPLOYMENT
INTERVIEWS
On the basis of structure:

Structured

Unstructured

On the basis of content:

Situational interview

Behavioral interview

Job-related interview

Stress interview

On the basis of administration of interviews:

Panel interviews

Phone interviews

Video/Web-Assisted interviews

Computerized interviews

WAYS TO MAKE THE INTERVIEW

SUCCESSFUL

Structure the interview

Be careful what sorts of traits you try to assess

Beware of committing interviewing errors

INTERVIEW SELECTION ERRORS

FIRST IMPRESSION ERROR-

Judgement could be positive or negative. Interviewers are more influenced by

unfavourable information.

Impressions are more likely to change from favourable to unfavourable judgement

than from unfavourable to favourable judgement.

Judgement of an interviewer is an emotional response, like a gut feeling.

To avoid this error, interviewers should have an open mind and a set pre
structured question plan.

EFFECT OF PERSONAL CHARACTERISTICS-

Physical attributes like applicants attractiveness, gender , race or disability.

Employment discrimination testers

NO CLARIFICATION OF THE JOB REQUIREMENT-

Less clarity of job requirement and the suitable candidate traits on the part of the
interviewer.

Based on incorrect first impressions and stereotypes.

To avoid this error, the interviewer should muster and provide as much
information regarding what the job entails and should have a set trait sheet for
the perfect candidate.

NON VERBAL BEHAVIOUR AND IMPRESSION

MANAGEMENT-

Visual cues(Smiling, body orientation)

Vocal cues( Interviewees pitch, speech rate and pauses)

Inference of personality- Extraverted people preferred.

Impression management- Ingratiation, Agreeing with the

interviewers opinion, Self promotion.

CANDIDATE ORDER/ CONTRAST ERROR-

Error due to interviewing one or more good or bad candidates

just before the interview in question.

Pressure to hire leads to poor selection decisions.

Interview training, allowing time between interviews and

structured interviews with structured rating forms can help in
avoiding this error.

INTERVIEWER BEHAVIOUR-

Interviewers are of various types- the amateur psychologist, the

district attorney, the inept ones..

HOW TO DESIGN AND CONDUCT AN

EFFICIENT INTERVIEW
STRUCTURED SITUATIONAL
INTERVIEW: WHAT IF?
1.
2.
3.
4.
5.
6.
7.

Conduct a job analysis

Select critical incidents
Turn critical incident into a
"what would you do if" question
Include a dilemma in each
question
Develop Scoring Guide
Conduct a Pilot Study
Correlate

AN EFFECTIVE INTERVIEW
1. Do your Homework
2. Develop a Structure
3. Organize: Choose Appropriate
Setting
4.
5.
6.
7.
8.

Put Candidate at Ease

Ask Questions
Take Notes
End the interview
Review

STREAMLINED INTERVIEW PROCESS

Knowled
ge
Motivati
on
Intellect
Persona
lity
Preparati
on

Have a
plan
Flow that
plan
Formulat
e
question
s
Factors
like :
Intellect
Motivatio
nal
Personali

Conduct
the
interview
and its
flow

Match
the
candidat
e to the
profile
Draw
Conclusion
about the
person
relative to
the profile

GUIDELINES FOR INTERVIEWEES

Preparation
Identify and relate to the interviewer's need
Pause-Think-Speak
Make a great first impression
Ask questions

ExamplesDMRC
Arvind Eye Care
Gujrat Gas Company Limited

THANK YOU