Selection and Placement

Professor Dr Khin Myint

 Personnel Selection

•Which psychological characteristics and traits

•are important for personnel selection?

 Personnel selection

• - to choosing, from a number of available candidates, one or more who

are to be employed

• assigning an individual to a given job or training for a job

• Such decisions are based on data or judgments of the various

candidates' qualification. as related to the requirements of the job.
 Placement

• placement is viewed more from the individual's viewpoint and

focuses on choosing from a number of possible jobs that one
presumably best suited to a given candidate

• the placement decision is then made to assign the employee to

the job for which he is considered to be best qualified

• classification is rather closely related to placement -applies to a

situation in which there is a pool of individuals and a pool of
jobs and refers to the assignment of the individuals to the jobs
in order to optimise, collectively, the matches between the two
Major selection & Placement Issues

•  How to collect information on job applicant How to

make selection and placement
• decision
• How selection can be used to improve the
profitability of the company
• How selection ties into the basic philosophy of a
company
 Personnel selection systems

• the procedures and tools used to

determine staffing needs, recruit job
applicants, gather information and make
decisions on job applicants, and evaluate
the effectiveness of procedures and tools
Components of a personnel selection
system

•Recruiting
•Gathering
•information on applicants
•Making decision on applicants
•Evaluation of selection system
 The Importance of Recruitment

• Methods of recruitment that an organization uses will directly affect

the efficiency of its selection and placement program in at least three
ways:
• determine the number of qualified applicants applying for a particular
position
• will influence how well the organization meets its obligation to hire
minority group members and women
• can affect the subsequent turn over rates of employees
 Recruiting Sources

• Internal Sources External Sources

• By using computerized Advertizing in
• data banks that store radio, professional
• information about the magazines, and local
• skills, knowledge and television
• abilities of each • Visits to colleges and
• employee universities
 Job Analysis

by observation or interview or some

• 1.

other technique of job analysis with a job

incumbent
•2. obtaining information about the jobs in
question
•3. Job analysis
Person-job Fit

• Overqualified
• Under-qualified
• Match
 Person-organization Fit

• Personality
• Goals
• Values
• Interpersonal Skills
 The objective of job analysis:

• -to define each job in terms of the behaviour

necessary to perform it
• Job analyses are composed of two major
elements:
• job descriptions
• job specifications
 Job Specifications

• personnel characteristics necessary to do the work - educational

and work background, physical characteristics, and personal
strengths
 Job Descriptions

•the physical and environmental

characteristics of the work to be
done -title, duties involved, and
working conditions
 The information obtained by job analysis can
Serve a variety of purposes:

• personnel administration,
•  selection,
• work design and
•job classification purposes, etc.
 OBTAINING JOB INFORMATION

• Direct Observation
• Interview
• Questionnaires
• Critical Incidents
• Other sources
 Direct Observation

•may then be recorded in a narrative format or on some type of

checklist or worksheet
•appropriate for jobs that require a great deal of manual, standardized,
and short-cycled activities
•a technique - functional job analysis (FJA) (Fine and Wiley, 1971).
•attempts to identify exactly what the worker does in the job as well as
the result of the worker's behaviour
 Interview
• the most commonly used technique for establishing the tasks, duties,
and behaviours necessary for both standardized and non-standardized
activities, and for physical as well as mental work

• can report activities and behaviours that would not often be observed,
as well as those activities that occur over long time spans

• is partly dependent on the skill of the interviewer

• The interview is an important part of the
selection process.
• It is where the supervisor has a chance to
obtain additional information to determine if
the candidate will meet the qualifications of
the job.
• It is also an opportunity for the candidate to
find out more about the organization.
 Interviewing for a Job

• Structured Interview: An interview based on specific questions determined

before the interview.
• The same questions are covered with each candidate.
• Unstructured Interview: There is no specific list of questions to direct the
interview.
• The questions are directed by responses to previous questions.
• This type of interview allows for more flexibility.
 Open-ended Question:

• A question that gives the person responding broad

control over the response,
• This type of question can be asked as a single question,
for example,
• List for m-, all of the associations you belong to.
• It may also be used as a follow-up question to a yes or
no question, for example,
• "Did you attend classes that included the legal
requirements of the human resources department?"
• —"Yes."
• "What were the classes, and what topics were
covered?"
 Closed-ended Question:

• A question that requires a simple answer such as yes or no.

• Closed-ended questions also include those that are answered by a
number, such as the number of years at one job.
• Closed-ended questions are easy to answer and easy to use for
comparisons.
• However, in really getting to know the candidate for a job, they limit
the depth of information that can be obtained.
• The interview should determine the suitability of the
candidate for the position.
• — It is also an opportunity to let the candidate find out
about the company.
• In addition to the description given by tine interviewer,
the candidate should be given an opportunity to ask
questions.
• The interview should close by telling the candidate
what to expect, such as a phone call in a week or a
letter by the end of the month.
• As soon as the candidate has left, jot down notes of his
or her impression.
 Questionnaires
• usually standardized
• provide either for checking items that apply to a job or for rating
items in terms of their relevance to the job in question
• task inventories and checklists
• used to elicit information about a particular job or occupation
 Critical Incidents

• describe behaviours that determine outstandingly effective or

ineffective performance
• involves the collection of a series of anecdotes of job behaviour that
describe especially good or especially poor job performance
• hundreds or even thousands of incidents may be required to cover
adequately the behavioural domain
• serve as a basis for the development of checklists of effective and
ineffective performance
 Other Sources

• an examination of training materials may

reveal what skills, abilities and behaviours
• experience and diaries in which job incumbents
record their work tasks day by day
• **Both task-oriented and worker-oriented job
analysis procedures can have utility for specific
purposes
Thank You!!