Selection process in human resource management for MBA
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Transcript of Selection process in human resource management for MBA
Selection
Why careful selection is important
• Performance
• Cost
• Legal Obligations
Basic testing concepts
• Reliability – stability of measurement over time
• Validity – measures what it is supposed to measure
How to validate a test
• Analyze the job
• Choose the tests
• Administer the test
• Relate test scores and criteria
• Cross validate and revalidate
Testing program guidelines
• Use tests as supplements
• Validate the tests
• Monitor your testing/selection program
• Keep accurate records
• Use a certified psychologist
• Manage test conditions
• Revalidate periodically
What tests do applicants like?
• Tests that are fair
• Good test practices
• Obviousness of the link of the test to the job
• Fairness in selection
Types of tests
• Tests of cognitive Ability
Intelligence tests
Specific cognitive abilities
Types of tests
• Motor and physical abilities
Types of tests
• Achievement tests
Types of tests
• Work samples and simulations
Types of tests
• Personality tests
What do the tests measure?
The big five: extraversion, emotional stability, agreeableness, conscientiousness, openness to experience
Do these tests predict performance?
Types of tests
• Assessment centers –
The in basket
Leaderless group discussion
Management games
Individual presentations
Objective tests
The interview
Effectiveness
Situational testing and video based situational testing
Background investigations
• Legal eligibility
• Dates of prior employment
• Education
• Identification
Background investigations
Legal dangers: Defamation, privacy
Making background checks more valuable:Include in application form signature authorizing background checksRely on telephone referencesPersistence and attentiveness paysCompare application to resumeAsk open ended questionsUse references of candidates to get further references
Medical exam
• Does applicant meet physical requirements?
• Medical limitations
• Baseline for future medical or insurance claims
Experiential exercise
• A test for a reservation clerk
Interviews
A selection interview is a selection procedure designed to predict future job performance on the applicants oral responses to oral inquiries.
Types of interviews
• Structured
• Unstructured
Types of interviews
Situational questions
Behavioral Questions
Types of interviews
Panel Interviews
Phone Interviews
Video/Web – assisted interviews
Ways to make the interview useful
• Structure the interview• Be careful what sort of traits you try to assess• Be aware of common interview errors:
First impressions Not clarifying what the job requiresContrast errorPressure to hireNon verbal behavior and impression managementEffect of personal characteristicsInterviewer behavior
Designing the Interview
• Analyze the job
• Rate the jobs main duties
• Create interview questions
• Create benchmark answers
• Appoint the interview panel and conduct interviews
Conducting an effective interview
• Make sure you know the job• Structure the interview: Base questions on actual job
duties, use job knowledge, situational or behavioral questions, use the same questions for all candidates, use descriptive rating scales
• Get organized• Establish rapport• Ask questions• Take brief unobtrusive notes• Close the interview• Review the interview
Do’s and Don’ts
Do’s Don’ts
Ask open ended questions Ask questions which a candidate can answer
Listen to candidates and encourage them to express thoughts clearly
Put words in the applicants mouth
Draw out the applicants and feelings by repeating the person’s last comment as a question
Interrogate the applicant as if the person is on trial
Ask for examples Monopolize the interview
Streamlined Interview Process
• Prepare for the interviewKnowledge and experienceMotivationIntellectual capacityPersonality factor• Formulate questions to ask in the interviewIntellectual factorMotivation factorPersonality factor• Conduct the interviewHave a planFollow the plan• Match the candidate to the job