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Session 4

Recruitment and Selection Process

Decide what positions to fill through personnel planning and forecasting

Build a pool of candidates for these jobs, by recruiting internal or external candidates Have candidates complete application forms and undergo initial screening intvws. Use selection tools like tests, background investigation and physical exams to identify viable candidates Decide who to make an offer to by having the supervisor,and others to intvw the candidate

Why Careful Selection is Important

The Importance of Selecting the Right Employees

Organizational Performance

Costs of Recruiting and Hiring

Legal Obligations and Liability

Basic Testing Concepts

Consistency of scores obtained by the same person

when retested with identical or equivalent tests. Are test results stable over time?

Indicates whether a test is measuring what it is

supposed to be measuring. Does the test actually measure what it is intended to measure?

How to estimate reliability

Retest estimate- same test, same person, twice

Equivalent form estimate- test+expert's choice of equivalent test Internal Comparison Estimate- items, repetitive questions

Types of Validity
Test Validity

Criterion Validity
Related to job perf

Content Validity Sample of tasks

Face Validity

How to Validate a Test

Steps in Test Validation

Analyze the Job: predictors(JS) and criteria(JD) Choose the Tests: test battery or single test Administer the Tests: concurrent or predictive validation Relate Your Test Scores and Criteria: scores versus actual performance Cross-Validate and Revalidate: repeat Steps 3 and 4 with a different sample

Types of Tests
What Tests Measure

Cognitive (Mental) Abilities

Motor and Physical Abilities

Personality and Interests



Sample Picture Card from Thematic Apperception Test

Source: Reprinted by permission of the publishers from Henry A. Murray, THEMATIC APPERCEPTION TEST, Plate 12F, Cambridge, Mass: Harvard University Press, 1943.



Method of obtaining information from a person through oral responses to oral inquiries
Most widely used selection tool Latest HR practice- pick your gift after the intvwipad for every applicant passing

Basic Features

Intvw structure/format Intvw content Intvw administration

Types of Interviews
Selection Interview

Types of Interviews

Appraisal Interview

Exit Interview


Interview Format
Interview Formats

Unstructured or Nondirective Interview

No set format, follow-up questions, pursue points of interest

Structured or Directive Interview

Questions are specified ahead of time, predetermined answers are also set. Helps untrained interviewers, increases consistency and reduces subjectivity


Interview Content
Types of Questions

Situational Interview Give a hypothetical situation and assess the response, give a choice of options

Behavioral Interview Ask for actual situations and emp's response or action; can u tell us a time when u met with an angry customer

Job-Related Interview

Stress Interview Make applicant Uncomfortable With rude quest Probe for Weaknesses Make sit for entire day, intvw At night

Deduce on job perf Based on ans abt past Experiences; how did u design the course manual


Administering the Interview

Unstructured Sequential Interview

Web-Assisted Interviews

Structured Sequential Interview

Computerized Interviews

Ways in Which Interviews Can Be Conducted

Panel Interview

Phone and Video Interviews

Mass Interview

Which type of interview is comprehensive viva??- structured serial intvw


What Can Undermine An Interviews Usefulness?

First Impressions (Snap Judgments)

Nonverbal Behavior and Impression Management

Interviewers Misunderstanding of the Job

Factors Affecting Interviews

Applicants Personal Characteristics

Candidate-Order (Contrast) Error and Pressure to Hire

Interviewer Behavior


How to Conduct a More Effective Interview


Structure Your Interview Prepare for the Interview Establish Rapport Ask Questions

2 3


Close the Interview

Review the Interview

Effective Interviews
Structure the Interview:
1. Base questions on actual job duties. 2. Use job knowledge, situational or behavioral questions, and objective

criteria to evaluate interviewees responses.

3. Train interviewers. 4. Use the same questions with all candidates. 5. Use descriptive rating scales (excellent, fair, poor) to rate answers. 6. Use multiple interviewers or panel interviews. 7. If possible, use a standardized interview form. 8. Take control of the interview.

9. Take brief, unobtrusive notes during the interview.