Managing People and Organizations

MBA ZG 511

BITS Pilani Dr. Jayashree Mahesh,

Pilani | Dubai | Goa | Hyderabad Department of Management, BITS Pilani.
 BITS Pilani
Pilani | Dubai | Goa | Hyderabad

Lecture- 11-12
 BITS Pilani
Pilani | Dubai | Goa | Hyderabad

T2. Chapter 7:
Selection
Learning Objective
1. Understand the meaning and definitions of selection
2. Differentiate between recruitment and selection
3. Enumerate the steps in the selection process
4. Understand the meaning and types of selection tests
5. Develop a test programme
6. Enumerate the objectives and kinds of selection
interviews
7. Understand the selection process in India

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Meaning of Selection

• Selection is a systematic process of identifying

suitable candidates for the available jobs from
the available applicant pool.

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Differences between Recruitment and
Selection
Recruitment Selection
The process of procurement begins The process of procurement
with the recruitment ends with the selection.
Recruitment is a positive task. Selection is a negative task.
Recruitment is a searching function Selection is a screening
function
Recruitment is comparatively easy Selection is a difficult job as it
as it does not require expertise on requires specialized
the part of the recruiters knowledge and skills on the
part of the selectors

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Phases of the Selection Process
Phase -1 Measurement
 Involves the verification of accuracy and consistency of
Ensuring selection techniques
Phase -2 Decision- Making
 Ensuring the completeness of employee data to make
accurate and uncompromising hiring selection decisio n
Phase 3- Evaluation
 Identifying the role and effectiveness of selection process
from organizational perspective
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Steps in Selection Process
 Employment Application Forms/Blanks: standardized format to
collect the necessary information
 Selection Test: This is a psychological test for comparing and
contrasting the behaviour of two or more persons on the basis
of a standardized measure
 Selection Interview: This is a face-to-face conversation with the
candidate to collect the required information
 Reference Check: cross-checking information provided by the
candidates in different stages of the selection process
 Physical Examination: medical test to ensure that the candidates
meet the physical requirements of the job.
 Job offer: A job offer is a formal communication which specifies
the details of job offer made to the selected candidate. 8
BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
Selection Decision Outcomes

BITS Pilani, Pilani Campus

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Selection Process
External Environment

Internal Environment

Preliminary Interview

Selection Tests

Employment Interview

Rejected Applicants Reference and

Background Analysis

Selection Decision

Physical Examination

Job Offer

Employment Contract

Evaluation

BITS Pilani, Pilani Campus

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Employment Application Forms/Blanks
Application forms normally solicit the following
information from the candidates:
Biographical information
Educational qualifications
Work Experience
Pay and other perquisites
Additional information
References

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 Selection Tests
 A test is a standardized assessment of a sample but
critical behaviour of candidates to determine their
suitability for the job
 Characteristics of Psychological Tests
 Objectivity- refers to the validity and reliability of the
measuring tools
 Standardization-means that there is uniformity in the
procedure followed in conducting the test
 Sample of Behaviour -refers to test contents that should
predict the representative sample of eventual behaviour of
the candidates
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Types of Psychological Tests
Psychological
Tests

Honesty or
Ability tests Personality tests Interest tests
integrity tests

 Intelligence test
 Aptitude test
 Achievement test

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BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

Choosing test: Basic Testing Concepts
• Reliability
– The consistency of scores obtained by the same person when
retested with identical or equivalent tests.
– Are the test results stable over time?
• Test validity
– The accuracy with which a test, interview, and so on measures
what it purports to measure or fulfills the function it was designed
to fill.
– Does the test actually measure what we need for it to measure?
Ways to validate test:
– Concurrent validity
– Predictive Validity
– Synthetic validity
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Types of Ability Test
 Intelligence (IQ) Test-The aim of an intelligence test
is to measure the general intellectual abilities of a
person
 Aptitude Test – An aptitude test measures the
latent talents of a person that may be crucial to
performing the job successfully
 Achievement Test - The aim of an achievement test
is to measure the knowledge gained by a person in
his/her job.

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 Personality Test
 Personality Test A personality test proposes to assess
and predict these basic characteristics of a person.
 Its results are useful in predicting the future
performance of the candidate
 Rorschach Blot Test (RBT), Thematic Apperception
Test (TAT), Minnesota Multiphase Personality
Inventory (MMPI) and Myer-Briggs type indicator
(MBIT) are some of the popular forms of personality
test

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Interest Test

 The aim of the interest test is to know the interest,

attitude and preference of a person towards the job
offered
 Kuder Preference Record and Strong Vocational
Interest Blank are some well-known interest tests.

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Honesty or Integrity Test

 In an honesty or integrity test, the questions

are asked in such a way that the attitude and
actual behaviour of the candidates can be
found out.
 They are rarely used in India.

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Evaluation of Psychological Tests

Merits
 Objective in Evaluation
 Ideal for Large Groups
 Predictor of Intangible Talents
 Goal-specific and Target-oriented
 Record for Future

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Evaluation of Psychological Tests

Limitations
Lack of Flexibility
Unsuitable for Smaller Groups

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Developing a Test Programme -Steps
 Determining the Job and Skills Requirements
 Deciding the Types of Test
 Developing the Success Criteria
 Administering the Test
 Evaluating the Results

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Screening Interview

– Usually conducted by telephone.

– Not done in all organizations.

– A few straight-forward questions.

– Can eliminate those less qualified early in the

selection process.

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Selection Interview
• Interview is a face–to–face conversation to collect
information from a candidate to determine his
suitability for a job
Panel interviews

Stress interviews Structured interviews

Selection Interviews

In-depth interviews Unstructured interviews

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• Employment Interview

• Types of interview:

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Kinds of Interview
 Structured Interview-In this method, the interviewer
predetermines the questions to be asked and follows
the same to ask the interviewee a series of questions
with little or no deviation
 Unstructured Interview-In this type of interview, the
interviewer does not pre-plan the questions to be
asked. In fact, he decides on the questions as the
interview proceeds

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BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

Kinds of Interview
 In-Depth Interview - the purpose of this interview is to
discuss the information concerning the candidate in
detail. The intention is to ensure that no vital
information is missed out
 Stress Interview - The intention of the interviewer in
this kind of interview is to identify the sensitive
candidates who have low-stress tolerance. The
purpose of a stress interview is to put the candidate in
an uncomfortable situation to see his/her ability to
handle stress.
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BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

Kinds of Interview
 Panel Interview - A panel of two or more
interviewers is formed to interview the
candidate. The interviewers are generally
drawn from different fields.

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Computerized Interview
 In Computerized Interviews, the applicant is
asked computerized oral questions and his oral
or computerized replies are recorded.
Computerized interviews are often used as
preliminary interviews.

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BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

Strategy for an Effective Interview Process
1. Familiarizing Oneself with the Information Available
2. Getting Ready with an Interview Plan
3. Creating a Supportive Environment
4. Conducting the Interview
5. Ending the Interview
6. Reviewing the Performance

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BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

Weaknesses of the Interview Method
 Lack of objectivity,
 Halo effect,
 Inadequacy of time,
 Lack of uniformity, and
 The absence of training for the interviewers

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BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

Reference & Background Checks

 Investigations and checks

 Reference checks
 Background employment checks
 Criminal records
 Driving record
 Credit checks
• Why?
 To verify factual information provided by applicant
 To uncover damaging information
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BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

Reference & Background Checks

– The importance of checking:

• 40 percent of applicants lie about work
histories and educational backgrounds.
• 20 percent of applicants falsify credentials and
licenses.
• 30 percent of applicants make
misrepresentations on their resumes.

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 Reference Checking Form
(Verify that the applicant has provided permission before conducting reference checks)
Candidate Name:
Reference Name: Company Name:
Dates of Employment: (From: and To:)
Position(s) Held: Salary History:
Explain the reason for your call and verify the above information with the supervisor (including the reason for
leaving)
Reason for Leaving:
1. Please describe the type of work for which the candidate was responsible.
2. How would you describe the applicant’s relationships with coworkers, subordinates (if applicable), and with
superiors?
3. Did the candidate have a positive or negative work attitude? Please elaborate
4. How would you describe the quantity and quality of output generated by the former employee?
5. What were his/her strengths on the job?
6. What were his/her weaknesses on the job?
7. What is your overall assessment of the candidate?
8. Would you recommend him/her for this position? Why or why not?
9. Would this individual be eligible for rehire? Why or why not?
Other comments:

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Source: Society for Human Resource Management, © 2004. BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
Selection Decision
 After obtaining information through the preceding steps,
selection decision – the most critical of all the steps – must be
made. The other stages in the selection process have been
used to narrow the number of candidates. The final decision
has to be made from the pool of individuals who pass the
tests, interviews and reference checks.
 The views of the line manager will be generally considered in
the final selection because it is he who is responsible for the
performance of the employee. The HR manager plays a critical
role in the final selection.

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Physical examination &The Job Offer

– Making the job offer:

• May be done by phone, letter or in person.
• Make arrangements for further conditions:
– Physical exam and drug screen.
• Discuss salary and benefits:
– Avoid quoting an annual salary.
• Realistic job preview,

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 The Job Offer (Contd.)

• Job offer is made through a letter of appointment.

• Decency demands that the rejected applicants be
informed about their non-selection.

• Contracts of Employment: Job titles, duties, date of

joining, salary, method of payment, working hours,
holidays, notice period.

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BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956