 Recruitment,placement &

CHAPTER 6 & 7
Talent Management
PRESENTATION  Interviewing candidates
Submitted by:
• Nighat Shah (20181-23569)
• Umer Farooq (20181-23466)
• MohammadMohsin Iqbal (20191-25534)
• Muhammad Humas Jaffer (20181- 23653)
• Hamza Ali Khan (20202-27013)
• Anas Khalid (20191-25211)
EMPLOYEE TESTING
& SELECTION
WHY CAREFUL SELECTION IS
IMPORTANT ?
 Performance
 Cost
 Legal Obligations

PERSON AND JOB/ORGANIZATION FIT

 Person Job-Fit: Fits the job as per job analysis but does fit the organization
 Person Organization-Fit: Fits the organization as well along with Job fit
BASIC TESTING CONCEPTS:
 Reliability.
 Validity:

1. Test Validity
2. Criterion Validity
3. Content Validity
4. Construct Validity
EVIDENCE-BASED HR: HOW TO VALIDATE A
TEST
 Step-1: Analyze The Job
 Step-2: Choose The Test
 Step-3: Administer The Test
 Step-4: Relate Your Test Score And Criteria
 Step-5: Cross Validate & Revalidate

WHO SCORES THE TEST?

 Wonderlic. Inc scores and screens the test.
 BIAS:

1. Measures the trait.

2. Prediction on makes.
 Utility Analysis.
 Validity Generalization
 Test Takers Individual Rights & Test Security

1. Privacy Issue
USING TEST AT
WORK
 USING TEST AT WORK
Major Types of Test
 Basic skills Tests
 Job skills Tests
 Psychological Tests

Why Use Testing?

 Increased work demands = more testing
 Screen out bad or dishonest employees
 Reduce Turnover by Personality profiling
 COMPUTERIZED AND ONLINE
TESTING
Online Tests
 Telephone Prescreening
 Offline computer tests
 Virtual ‘inbox’ Tests
 Online Problem solving tests
TYPES OF TEST
THE BIG 05 PERSONALITY
TEST
WORK SAMPLES AND
SIMULATION
• Using Work Sampling for Employee
Selection:
1. Select tasks crucial to performing the job
2. Monitor each task performance of applicants
3. Checklist of applicants performance
• Situational Judgement Tests:
Designed to assess an applicant’s judgment
regarding a situation encountered in the workplace.
• Management Assessment Centers
A 2- to 3-day simulation of candidates performing
realistic tasks to appraise candidates leadership potential
by the experts.
1. The In basket
2. Leaderless group Discussions
3. Management Games
4. Individual Presentations
5. Objective tests
6. Interview
Effectiveness: Expensive but worth it.
Situational Testing and Video-Based Situational
Testing
• Examinees respond to situations representative of the
job.
• The video-based simulation presents the candidate
with several online video situations which ends at a
critical moment and the video asks the candidate to
choose from several courses of action.
Computerized Multimedia Candidate Assessment
Tools
Uses computerized multimedia candidate assessment
tools
Hr in Practice: Testing techniques for Managers
The Miniature Job Training and Evaluation Approach
• Training candidates to perform severalof the job tasks, and
then evaluating the candidates performance prior to hire.
• Tests applicants with actual samples of the job
• The big problem is the expense involved in the instruction
and training.
• Honda Example
Realistic Job Previews
• A dose of realism makes the best screening tool
• Helpful in lowering the turnover of the firm.
BACKGROUND INVESTIGATIONS AND OTHER
SELECTION METHODS
 Check the candidate’s background thoroughly.

 Why Check:

To verify the applicant’s information and to uncover damaging information

 The Legal Dangers and How to Avoid Them:

If the courts believe you gave the bad reference to retaliate for the employee previously filing an EEOC
claim, they might let him or her sue you.
Defamation:
1. Tort of defamation applies to any information you supply.
2. Defamatory Communication for false communication to harm reputation.
The person alleging defamation has various legal remedies, including suing the source of the reference for
defamation.

Privacy:
Employees can sue employers for disclosing to a large number of people true but embarrassing private facts
about the employee.
CHECKING
CANDIDATE’S
BACKGROUND
 INVESTIGATIONS & CHECKS
 Reference Checks
 Background Employment Checks
 Criminal Records
 Driving Records
 Credit Checks

Why background checks are conducted?

 To verify information provided by applicants
 To Uncover Damaging information
MAKING BACKGROUND
CHECKS VALUABLE
 Including on the application form a statement for applicant to sign explicitly authorizing a
background check.
 Use telephone references if possible.
 Be Persistent in obtaining information.
 Use references as a source for other references.
 Ask open-ended questions to elicit more information from references.
PRE-EMPLOYMENT
INFORMATION METHODS
 The Polygraph and Honesty Testing
 Physical Examination
 Substance Abuse Screening
IMPROVING PRODUCTIVITY
THROUGH HRIS
 CHAPTER: 07
INTERVIEWING
CANDIDATE
WHAT YOU WILL LEARN AFTER LISTENING
THIS CHAPTER?

 Main type of selection interviews.

 Main errors which can undermine an interview’s usefulness.
 Guidelines for being more effective interviewer.
 Structural interview having situational, behavioral & background questions with an examples.
WHAT IS AN INTERVIEW?
 It is procedure design to obtain information from a person through oral responses to oral
inquiries.

Mainly we will discuss about selection interview which can be classify into:
1. How structure they are?
2. Their content (Type of Questions).
3. How the firm administer interviews?
&
Three ways to make the interview useful.
Unstructured (Non directive) interviews:
 No set format.
 No proper scoring criteria.

 Kind of general conversation.

STRUCTURED VS
Structured (Directive) interviews: UNSTRUCTURED
 Set format of questions. INTERVIEW
 Proper scoring criteria for answers.

WHICH TO BE USE?
Obviously structured interview because these interviews tend to be more
reliable and valid.
It helps less talented interviewers conduct better interviews.
INTERVIEW CONTENT (WHAT
TYPES OF QUESTIONS TO
ASK):
Interview content should be based upon following type of questions:

Situational Question:
 Ask questions by providing situational condition.
 How to react upon hypothetical situation?

Behavioral Question:
 How they reacted to actual situation in the past?
 Ask questions which consist behavior prediction.

Other Type Of Question:

 Job related
 Stress situational
 Puzzle questions
HOW SHOULD WE ADMINISTER THE
INTERVIEW?
Interviews can be administrate in various ways:
 One on one or Panel.
 Sequentially (serial) or all at once (mass interview).
 Computerized or personally.

There are four main types of interviews:

 Panel interviews
 Phone interviews

 Video/web assisted interviews

 Make sure you look presentable
 Cleanup the room
 Test first
 Do a dry run
 Relax

 Computerized interview
THREE WAYS TO MAKE THE
INTERVIEW USEFUL
1. Use structured situational interview.
2. Carefully select traits to assess.
3. Beware of committing interviewing errors.
THE MAIN ERRORS THAT UNDERMINE INTERVIEWING USEFULNESS:
4. First impression (Snap judgment)
5. Not clearing what the job requires.
6. Candidate order (Contrast) Error & Pressure to Hire
7. Nonverbal Behaviour and Impression Management
8. Effect of Personal Characteristics: Attractiveness, Gender, Race
9. The interviewer s inadvertent behaviours
HOW TO DESIGN AND CONDUCT AN EFFECTIVE INTERVIEW

Designing a Structured Situational Interview

Rate the Create Create Appoint the

Analyse
jobs main interview benchmar interview panel
the job.
duties questions k answers and conduct
interviews

1 2 3 4 5
Step Step Step Step Step

www.free-powerpoint-templates-design.com
 HOW TO CONDUCT AN
EFFECTIVE INTERVIEW
STEP 1: STEP 2: STEP 3: STEP 4:

First, Make Sure Structure The

You Know The Job Interview Get Organized Establish Rapport

STEP 5: STEP 6: STEP 7: STEP 8:

Take Brief,
Unobtrusive Notes Review The
Ask Questions During The Interview Close The Interview Interview
TALENT MANAGEMENT: PROFILES
AND EMPLOYEE INTERVIEWS
 Talent management is the goal-oriented and

integrated process of planning for, recruiting,

selecting, developing, and compensating
employees.

 Managers can use a job s profile to formulate

job-related situational, behavioural, and

knowledge interview questions when
selecting someone for a job or set of roles.