Criteria Hiring and Selection Tests and Methods
- 1. Criteria For Hiring And Selection, Selection Instruments, Test & Methods Recruitment & Selection ISA 1 Group 2
- 2. Group Members Roll no: Sania P.K 22P0280044 Kartika 22P0280028 Nicole 22P0280013 Joann 22P0280012 Surabhi 22P0280067 Riya 22P0280053
- 3. Selection • It's the process of identifying and choosing the most suitable candidate from a pool of applicants for a specific job opening. • It involves a series of steps to evaluate candidates' qualifications, skills, experience, and potential fit for the role and the company culture.
- 4. Selection Criteria for Hiring Decision making Reference Check In-Person Interviews Assessment or Test Initial Screening Application Review Recruitment Job description Creation Identify the Need.
- 5. Selection as a source of competitive Advantage • The role of selection in an organization effectiveness critical for at least 4 reasons- 1. Work performance 2. Competitive advantage in an organization 3. Cost incurred in recruiting an hiring 4. Cost wrong selection
- 6. Outcome of the selection process
- 8. Preliminary interview A preliminaryinterview,also known as a screeninginterviewor initialinterview,is typicallythe first stage in the hiring process. Its primary purpose is to narrow down the pool of candidates and identify those who are most likely to be a good fit for the position. ❖ Key aspects and common elements of a preliminary interview: • Screening Questions • Introduction to the Company and Position • Confirmation of Information • Assessment of Basic Communication Skills • Discussion of Job Requirements • Salary and Availability • Next Steps and Timeline • Candidate Questions • Feedback and Evaluation
- 9. Selection tests Job seekers who pass the screening and the preliminary interview are called for a selection test. Selection tests used by human resources are designed to assess various skills, abilities and qualities of candidates to determine their suitability for a specific job.
- 10. • Personality test Measures a prospective employee’s motivation to function in a particular working environment. There are various tests designed to assess a candidate’s personality like; ▪ Bernsenter Personality inventory: This test measures ones self-sufficiency,neurotic tendency, sociability, extroversion and self-confidence. ▪ Myers-Briggs Type Indicator (MBTI): MBTI is a personality assessment tool that categorizes individuals into different personality types based on preferences related to extroversion/introversion , thinking/feeling, and judging/perceiving. ▪ Hogan Personality Inventory (HPI): HPI measures personality characteristics relevant to work behavior, including interpersonal relations, communication style, and leadership qualities. • Interest tests These test are used to measure an individual’s activity preferences. These tests help individuals and employers identify career paths that align with the person's interests. Examples:Holland Code Career Test & Strong Interest Inventory (SII) • This test categorizes individuals into six personality types: Realistic, Investigative,Artistic, Social, Enterprising, and Conventional. Sample questions might include :“ I enjoy working with tools and machinery.“or "I am good at coming up with creative solutions to problem
- 11. • Graphology test Graphology test is designed to analyze the handwriting of an individual. While some people believe in the validity of graphology as a personality assessment tool, it's important to note that it lacks empirical support and is generally not considered a reliable method for making employment or psychological assessments. Example: Size of Letters: • Large Letters: Indicates extroversion and sociability. • Small Letters: Suggests introversion and attention to detail. Slant of Writing: • Right Slant: Indicates a forward-looking and open personality. • Left Slant: Suggests a reserved and introspective personality. • Vertical Writing: May indicate a logical and practical thinker. Pressure Applied: • Heavy Pressure: May indicate determination, assertiveness, or emotional intensity. • Light Pressure: Suggests sensitivity, empathy, or a more laid-back personality.
- 12. • Polygraphy tests A polygraph tests, commonly known as a lie detector, is a device that measures physiological responses to detect signs of deception. Polygraphs can produce inaccurate results, leading to both false positives (indicating deception when the person is truthful) and false negatives (failing to detect deception when it is present). • Medical test Medical tests in the context of employment are often conducted as part of pre-employment screenings, periodic health assessments, or in response to specific job requirements. The purpose of these tests is to ensure that employees are fit for the job and to identify any health conditions that may impact their ability to perform specific tasks safely. The types of medical tests conducted can vary based on the nature of the job and industry. Example; pre-employment physical examination, drug and alcohol testing, vision and hearing test, mental health assessments.
- 13. • Skill and job knowledge tests Skill and job knowledge tests are assessments used in the employment process to evaluate a candidate's proficiency in specific skills or knowledge areas relevant to a particular job. These tests help employers ensure that candidates possess the necessary competencies to perform well in the role. Example; medical knowledge test, writing and editing test. • Cognitive ability tests Cognitive ability tests, also known as aptitude or intelligence tests, are assessments designed to measure an individual's mental capabilities and problem-solving skills. Example; numerical reasoning test, verbal reasoning test.
- 14. Choosing tests • Reliability • Validity • Concurrent Validity • Predictive Validity • SyntheticValidity • Objective • Standardised
- 15. Employment Interview • STRUCTURED INTERVIEWS • UNSTRUCTURED INTERVIEWS • COMPETENCY BASED INTERVIEWS
- 16. Common Interview challenges • Biases and Stereotypes • Lack of Standardization • Overemphasis on First Impressions • Insufficient Training for Interviewers • Inadequate Job Analysis
- 17. Reference & Background checks • To verify factual verification provided by applicants. • To uncover damaging information. • To aid accurate hiring decisions. • Examples- Knowy Infotech private limited provides BGV services in Goa
- 18. TOP BGV SERVICES IN INDIA (Third-party Agencies) • HireRight (Example-Infosys, wipro) • AuthBridge – Award winning BGV Expert • First Advantage- Multinational BGV company
- 20. Discrepancy trends in Moonlighting
- 21. Selection Decision • It is the most critical step 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 indeed has to be made from the pool of individuals who pass the test, interview and reference checks. • The final decision indeed becomes daunting task when there are a large number of job seekers lined up for final selection. Example - • It has happened to HR people in Infosys. In 2003, the Bangalorebased software giant received 1 million applications of which only 10000 were finallyhired. • The views of the line manager will be generally considered in the final selection because it is he/she who is responsible for the performance of new employees. • The HR manager plays a crucial role in final selection.
- 22. Physical Examination • Purpose- Conductingphysical or medical examination is to have proper matching of job requirement with the physical ability of the candidate. • To detect if the individual is carrying any infectious diseases. • To identify health defects of an individual undertakingcertain works determined to his or her health. EXAMPLES- Transportationand Logistics, Aviation Industry, Mining and Heavy Industries etc.
- 23. Job Offer • A job offer typically refers to a written or verbal proposal made by an employer to an individual for employment in a specific role. • It includes details such as compensation, job responsibilities, and the start date of employment.
- 24. Contract of employment A contract of employment is a legally binding agreement between an employer and an employee. It outlines the terms and conditions of the employment relationship. . • Job Details • Salary and Benefits • Working Hours • Leave Entitlements • Termination Terms • Confidentiality and Non-CompeteClauses • Code of Conduct
- 25. ASSESSMENT CENTERS • Process whereby a person is evaluated on critical competencies necessary for their job using job-related simulations and exercises. • Incorporates a variety of exercises, showcasing a candidate’s ability to handle job-related situations, presentations to assess communication skills, and in- depth interviews focusing on behavioral and situational questions.
- 26. Benefits of Assessment center method • It helps in selecting the right person for the job, and the selection procedure is fair. • Allows the candidates to showcase their wide range of skills that they couldn’t show otherwise. • Provides the candidate with a better understandingof their job role. • It helps in screening multiple candidates at the same time. • Allows the interviewer to assess existing performance and predict future performance at the same time. • Promote fairness and objectivity in the evaluation process. By using standardizedcriteria and exercises, all candidates are assessed consistently, reducing biases and ensuring a level playing field.
- 27. Assessment Center Exercises • Role Plays: Candidates are placed in simulated scenarios where they act out specific roles, allowing recruiters to evaluate their problem-solving, communication, and interpersonal skills. • Group Discussions: Participants collaborate on a given topic or scenario, providing insights into their teamwork, leadership, and communication abilities. • In-Tray Exercises: Candidates prioritize and respond to tasks typically found in the day-to-day responsibilities of the role, offering a glimpse into their organizational and decision-making skills.
- 29. Steps in Assessment center 1. Designing Exercises: Carefully choose exercises that align with the job requirements. Consider including role plays, group tasks, and case studies that simulate real work scenarios. 2. Ensuring Fairness: Implement measures to ensure fairness in the assessment process. Provide clear instructions, offer equal opportunities to all candidates, and minimize the potential for biases. 3. Objectivity: Establish objective evaluation criteria for each exercise. This helps maintain consistency in assessments and ensures that all candidates are evaluated based on the same standards. 4. Feedback Mechanism: Plan for constructive feedback to candidates. This also allows individuals to understand their strengths and areas for improvement.
- 30. Barriers of effective selection Barriers of effective selection Biased perception Fairness Validity Reliability Pressure
- 31. Evaluation of the selection process ▪ Cost per Hire (CPH): CPH refers to the total cost incurred by an organization for the hiring process divided by the number of hires. ▪ Time to Hire (TTH): TTH measures the time elapsed between the notification of a vacant position and the new hire joining the organization. ▪ Quality of Hire: Quality of hire is achieved when the three "R" criteria (right candidate, right job, right time) are fulfilled. ▪ Selection Programme Audit: The audit is recommended to be conducted by individuals independent of the HR department.
- 32. AI as the future of selection process • Resume Screening and Candidate Matching • Chatbots and Virtual Assistants • Video Interviewing and Facial Expression Analysis • Predictive Analytics for Candidate Success • Automated Skill Assessment • Personality and Culture Fit Assessment • AI-powered Job Matching Platforms • Continuous Learning and Improvement
- 33. Making selection Effective Define Clear Job Requirements Attract a diverse pool of candidates Screen and shortlist applicants efficiently Conduct structured interviewst Assess additional skills and fit Check References Optimize and improve
- 34. THANK YOU ☺