SELECTION A.V.

Raman
WHAT IS SELECTION?
Definition of Selection
To select means to choose.
Selection is the process of picking individuals who have
relevant qualifications and behavioural competencies to fill
jobs in an organisation.
The basic purpose is to choose the individual who can
most successfully perform the job, from the pool of qualified
candidates.
 Table 7.1 Differences between Recruitment and Selection
Recruitment Selection

The process of procurement begins with the recruitment The process of procurement ends with the
selection.

Selection is a negative task.

Recruitment is a positive task.

Recruitment is a searching function Selection is a screening function

Selection is a difficult job as it requires

Recruitment is comparatively easy as it does not require specialized knowledge and skills on the part of
expertise on the part of the recruiters the selectors
 THE JOURNEY OF AN
APPLICANT
Prospective Employee fills in a application form or sends his CV He
may sit for a competitive examination-Results Declared and
Interview Call notified-Goes for the Interview and faces the
receptionist and waits alongside other potential recruits.
Called into the Interview Room- Assessed over an array of
parameters
If Successful he is notified that he has been shortlisted for the job.
He then goes to mandatory medical examinations
Meanwhile the employees-check his antecedents through the
references he has provided
Management decides that they would like to hire him for the job.
 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 decision
Phase 3- Evaluation
Identifying the role and effectiveness of selection process
from organizational perspective
BACKGROUND CHECKS DETAILED
BACKGROUND CHECKS NEED TO BE
PERFORMED.
One of the easiest ways to avoid hiring mistakes is to check the candidates
background thoroughly. Doing so is cheap and (if done right) useful. There are two
main reasons to check backgroundsto verify the applicants information and to
uncover damaging information.

In terms of effectiveness, however, most managers dont view references as very

useful. This makes sense, given that few employers will talk freely about former
employees for legal or ethical reasons. They can be taken to court for defamation.
First-line supervisors and managers, not just employers, are potentially at risk. As a
rule, only authorized managers should provide information.
Most employers at least try to verify an applicants position and salary with his or her
current or former employer by phone. Others call the applicants current and previous
supervisors for information
BACKGROUND CHECKS TO THE
CANDIDATE DURING THE SELECTION
PROCESS
Asking open ended questions
Keep probing
Compare the resume with the application form.
Ask the candidate to sign an undertaking that the facts
supplied by him are true
If needed perform a lie detector test.
Do a comprehensive analysis of the candidates career
pathway and background before hiring him.
TYPES OF TEST IN SELECTION

Cognitive tests include testing general reasoning ability or intelligence. In addition, they include
tests of specific mental abilities such as memory or inductive reasoning.
Intelligence tests are tests of general intellectual abilities. They measure a continuum of abilities,
including memory, vocabulary, verbal fluency, and numerical ability. There are also measures of
specific cognitive abilities, such as deductive reasoning, verbal comprehension, memory, and
numerical ability. In certain vocations the need to measure motor abilities, such as finger dexterity,
manual dexterity, and (if hiring pilots) reaction time becomes very important.
Personality tests measure basic aspects of an applicants personality. You should be a bit cautious
about personality tests, however. In some cases, the tests may be somewhat difficult to interpret.
Legal challenges also may present difficulties. Finally, some doubt exists as to whether self-reporting
on a personality test can predict performance correctly.

Interest inventories compare ones interests with those of people in various occupations. And,
achievement tests measure what someone has learned.
Achievement tests measure what someone has learned. Most of the tests you take in school are
achievement tests. They measure the applicants job knowledge in areas like economics,
marketing, or human resources.

Assessment centres- random order 3-5 assessors- cognitive games, psychological tests, breaching
tests, team work tests and detailed one to one interviews
Agreement to select by consensus and discussion to the last minute detail.
WHAT ARE PERSONALITY
TESTS?
Personality tests try to gauge the core components of an
applicants personality, such as introversion, stability, and
motivation. Some of these tests are projective. The
psychologist presents an ambiguous stimulus (like an inkblot
or clouded picture) to the person. The person then reacts to
it. Other personality tests are self-reported: applicants
complete them themselves.
Testing personality traits relate to the candidates ability to
his specific role while others relate to his suitability to the
organization.
The interpretation of data and how accurate the self-reported
tests can because they involve self-reporting.
WORK STIMULATION AND TESTING
EXAMPLE FLIGHT STIMULATOR FOR
A PILOT
Employers deploy computerized multimedia candidate assessment tools.
Like work sampling, miniature job training and evaluation tests applicants with actual
samples of the job. Miniature job training assumes that a candidate who
demonstrates the ability to perform a sample of job tasks will be able to learn and
perform the job itself. Create artificial pressure situations for the candidate without
his knowledge and examine how he reacts and responds.

Sometimes, a dose of realism makes the best screening tool. Describing all aspects
of the job, the nature of the working environment and even the company culture helps
create a self-screening tool. In general, applicants who receive realistic job previews
are more likely to turn down job offers if they do not like what they understand the
job to be. Applicants who accept are then more likely to stay on the job.

Even in large companies, when it comes to screening employees, the human resource
department may work with the employer to design and administer screening tests.
However, HR may be able to do little more than the recruiting, prescreening,
background checks, and arrange for drug and physical exams..
FINALLY SELECTION IS NEVER
DONE IN FITS AND STARTS
The employee is selling his skill and the employer is buying his
distinctive talents or competencies and effort [refer to previous
discussion] by offering him a wage. This is known as the wage-
effort bargain. Selection and hiring has long term implications on
the firms competitive advantage.
Selection is not a casual meet and greet string of transactions but
a well thought out activity requiring time and money to be
allocated for it.
The employer has to offer the employee an authentic and carefully
crafted image to draw the attention of the employee and then try
to make it irresistible for him to resist the offer by attracting him to
the job.