HRM PROCESS:

Environment
Human
Identification and selection
Resource Recruitment Selection of competent employees
Planning

Decruitment

Adapted and competent

Orientation Training employees with up-to-date
skills and knowledge

Compensation Competent employees who

Performance Career
and are capable of sustaining high
Management Development
Benefits performance over the long term

Environment
RECRUITMENT AND DECRUITMENT
• Decruitment
– Process of reducing the size of the organization’s
workforce or restructuring its skill base
– Used to meet the demands of a dynamic
environment

12.14
 DECRUITMENT OPTIONS
OPTION DESCRIPTION

Firing Permanent involuntary termination

Layoffs Temporary involuntary termination
Attrition Not filling openings
Transfers Moving employees to job openings
Reduced workweeks Working fewer hours per week
Early retirements Providing incentives for people to
retire before normal retirement
Job sharing Having employees share one full-
time job
SELECTION
 SELECTION

• Process of choosing from a group of

applicants the individual best suited for a
particular position and an organization

• Goal of selection process is to properly

match people with jobs and organization.
 SELECTION
• Selection Process
– Screening job applicants to ensure that the
most appropriate candidates are hired
– Prediction exercise to determine which
applicants will be successful if hired
– Selection decisions may be correct or incorrect

12.16
 SELECTION DECISION
OUTCOMES (Exhibit 12.6)
Selection Decision

Accept Reject
Successful

Correct Reject
Later Job Performance

Decision Error
Unsuccessful

Accept Correct
Error Decision

© 2003 Pearson Education Canada Inc. 12.17

 The Selection Process
External Environment
Internal Environment
Recruited Candidate

Preliminary Interview

Review of Applications and Resumes

Rejected Applicants
Selection Tests

Employment Interviews

Reference and Background Checks

Selection Decision

Physical Examination

New Employee
 SELECTION TESTS
• It is one of the tools used for short listing the
long list of candidates appearing for a
particular job.

• It is one of the criteria's on the basis of

which technical expertise of the candidates is
judged under stress conditions.
Selection test –do they serve any
fruitful purpose in sourcing right
candidate for the job?????
Characteristics of Properly Designed
Selection Tests
• Standardization - Uniformity of the
procedures and conditions of administering
test

• Norms - Frame of reference for comparing

an applicant's performance with that of
others
Characteristics of Properly Designed
Selection Tests (Continued)
• Reliability
• Validity
• Objectivity
Types of Employment Tests
• Cognitive aptitude
• Psychomotor abilities
• Job Knowledge
• Work-sample (simulation)
• Vocational interests
• Personality
Cognitive Aptitude Tests

• Measures
individual’s ability to
learn, as well as to
perform a job
 GROUP SELECTION METHODS

• Group selection methods are most frequently

used to assess candidates' leadership qualities
and their ability to express themselves clearly
and get on with and influence colleagues.
 TYPES
• Leaderless group discussions.
• Command or executive exercises.
• Group problem solving.
 PROJECTIVE TESTS

• These tests expect the candidates to interpret

problems or situations. Responses to stimuli will be
based on individual's values ,beliefs and motives.
Thematic Apperception Test is an example of
projective tests.

• In this test a set of photographs are shown to the

candidate who is asked to write a story on each
photographs. The test evaluator will draw inferences
about candidate values, beliefs and motives from the
analysis of these stories.
 Work-Sample
• Tests that require an applicant to perform
a task or set of tasks representative of the
job

• Such tests by their nature are job related

• Produces a high predictive validity,

reduces adverse impact, and is more
acceptable to applicants
 Advantages
• It is beneficial for those who are better in their conceptual
or technical knowledge but are not able to explain properly
when they are put under stress conditions of INTERVIEW.
it is easier to determine the value of a test than it is to
evaluate other selection devices such as interviews
Tests tend to be less subject to bias, and provide objective
method.
They uncover talents and potentials which are not usually
detected by other selection techniques.
 LIMITATIONS
• Unfair rejection of candidates.
• Tempering of test responses.
• Poor quality of test administration.
• Invasion of confidentiality of test questions.
Dictionary:
Psychometrics (n)
‘The branch of psychology that deals with
the design, administration, and
interpretation of quantitative tests for the
measurement of psychological variables
such as intelligence, aptitude, and
personality traits.’
 PSYCHOMETRIC TESTS

• Tests of ability, aptitude or intelligence.

• Questionnaires to measure 'personality‘.
• Questionnaires to establish interests and
preferences.
 Big Five
Personality
Characteristics
92% of employers considered
psychometric testing to be a useful
or very useful aid to the recruitment
process.
 Psychometric Tests used in
Recruitment

1. Ability or Aptitude Tests

• Verbal
• Numerical
• Logical

2. Personality or Interest
Inventories
 Why do employers use tests?

• To identify key abilities or personalities

• To support other selection tools

 Selection Tools
Tests are usually part of the selection process together
with:

• application forms and CVs

• interviews

• group exercises

• presentations
Selection Methods - Advantages
• Application Forms...
good for checking facts, demonstrating written
communication skills
• Interviews...
good for oral communication skills, quickness of thought,
personality
• Psychometric Tests...
good for measuring candidates’ abilities/personality against
objective criteria (and other candidates)
 Selection Methods –
Disadvantages

• Application Forms....
measures ability to fill in form - not to do the job
• Interviews...
intensely subjective, they might not like the look of
you
• Psychometric Tests
no good for seeing how an individual works with
others
 Characteristics of Tests
Ability or Aptitude Tests
• Under exam conditions
• Usually timed
• Right and wrong answers

• Unusual to finish all questions
• Results compared with norm group
Specimen questions
Complete the following sentence with the appropriate pair of words
below
Answer - A, B, C, D or E (Time allowed 20 seconds)

Early….………..of hearing loss is …….….….by the fact that the

other senses are able to compensate for moderate amounts
of loss, so that people frequently do not know that their
hearing is imperfect.

A. discovery & indicated

B. development & prevented
C. detection & complicated
D. treatment & facilitated
E. incidence & corrected
 Answer - C

Next specimen question

Which number, below, is one quarter of the distance
from 5.1 to 5.3 (Time allowed 40 seconds)

A 5.125
B 5.15
C 5.2
D 5.25
E None of the above
 Answer - B

Next specimen question

The driving time for a 100 mile trip from Townsville to Cityville was two and
a half hours. The return trip was made by the same route but
at an average speed that was 50% faster. What was the total amount of
driving time for the entire round trip? (Time allowed 1 minute)

A 3hrs 45 minutes
B 4hrs 10 minutes
C 4hrs 16 minutes
D 4hrs 45 minutes
E 6hrs 15 minutes
 Answer B

• 1st trip 100 miles in 2 hours 30 minutes = 40mph

• 2nd trip 50% faster = 60mph

• 100 miles at 60 mph = 1⅔ hours = 1 hour 40 minutes

• 2 hours 30 minutes + 1 hour 40 minutes = 4hours 10 minutes

Next specimen question

 In the example given below, you will find a logical sequence of five boxes. Your task is to decide
which of the boxes in the bottom row completes this sequence. To give your answer, select one of
the boxes marked A to E. (Time allowed 30 seconds)

+
) [+ ) [ +) [ ) [ ) [+
+

A B C D E
+
) [+ ( [ ) [ ) [ +( [
+ +
 Answer - D

Next specimen question

In the example given below, you will find a logical sequence of five boxes. Your task is
to decide which of the boxes in the bottom row completes this sequence.
To give your answer, select one of the boxes marked A to E.
(Time allowed 30 seconds)

A B C D E
 Answer - B

How did you do?

 Characteristics of Tests
Personality or Interest Inventories

• Not usually timed

• No right and wrong answers

• Contain internal checks for inconsistent answers

• Results in the form of a profile should be shared

with candidate
 Personality or Interest Inventories
Example question

Mark the statement most (M) like

you and the one least (L) like you

a) I don’t feel that time is wasted on planning

b) I feel uneasy in the company of unconventional
people
c) If I’m annoyed with someone I don’t show it
 Personality or Interest Inventories
Example question

Pick the statement that best describes you

from each pair
a) I try very hard
b) I put everything in its place

a) I want to be exciting
b) I want to be successful

a) I like to try new things

b) I’d rather not work on my own
 How to prepare
• Practise as much as possible
• Become familiar with test conditions
• Brush up basic maths - percentages, ratios, etc
 Assesment Centres
• Assessment centres are a series of exercises commonly used by
employers to test skills which are not assessable from the traditional
interview alone.
• An assessment centre usually lasts a whole day but can last anything
from half a day up to several days of testing and assessments.

• You will normally be invited to an assessment centre only after you

have passed initial screening by the employer, for example an
application form and an online aptitude test.

• The assessment centre is usually the final hurdle in the recruitment

process, and is where the employer really puts the candidate through
their paces.

• Designing and running an assessment centre take a lot of resource and

time from the employer, so they put through only short-listed
candidates who they think have a real chance of being right for the job.
• An assessment centre is not a place in itself; it
is a name given to a series of exercises.

• The exercises can take place at the employer's

offices (if they have the space and facilities) or
at a testing centre run by qualified assessors,
or any conference space where candidates
and assessors can get together.
Assignment no. 1 Submission date : 10.2.18

A large business wants its HRM recruitment staff to specify the

quality of the recruitment service they will deliver to
departments and to establish service level agreements for
recruitment.
a) How will you specify the quality of recruitment services.
b) What issues, procedures and practices will you research?
c) What problems will you encounter in specifying recruitment
service quality?
d) How can service quality be defined in terms of
– functions and activities to be carried out
– and
– the potential strategic contribution of recruitment to
organisational success and changing culture?
 CVs and Covering Letters

The purpose of the

CV is......

......to get an interview

 The Market

• It is very competitive
• An organisation might receive up to 100
applications per vacancy
• Typically, only about 10% to 15% gain an
interview
• You don’t get a second chance
 C.V. Facts
or the myth of the perfect C.V.

• C.V.s should be _ pages long

• C.V.s should be in chronological order
• C.V.s should include referees’ names and
addresses
• C.V.s should include - date of birth
nationality
gender
marital status
• C.V.s take days to write and minutes to read
 Types of CV

• Standard
• Skills based
• Academic
 Task no: 1 - Self Assessment
What have you got to offer ?

• Education

• Work Experience

• Activities and Interests

 Task no: 1 - Self Assessment
What have you got to offer ?

• Education
Seminars
Presentations
• Work Experience
Sales executive
• Activities and Interests
Secretary - Badminton club
Travel
 Task no: 1 - Self Assessment
What have you got to offer ?
• Education
Seminars - presentation skills, working in a
team, influencing others
• Work Experience
Sales executive - taking responsibility, patience,
tact, sensitivity, creativity,

• Activities and Interests

Secretary, organising, persuading,
Badminton club- motivating, numeracy
 Three advanced suggestions

• Use strong words

• Quantify

• Stress personal involvement

 Use strong words

• Words like: created, started, managed, designed,

devised...

• NOT ‘My project was a study of local theatres’

• BUT ‘ I organised an extensive survey of student use of

local theatres. I arranged interviews with students,
analysed the results and presented the information to my
tutor
 And ……Quantify

‘ I organised an extensive survey of student

use of local theatres, involving over 1000
questionnaires.
I arranged interviews with 80 students,
analysed the results using Microsoft Excel
and presented the information to my
tutor’
 Stress personal involvement and
results
• NOT ‘We organised a charity fund raising event’
• BUT ‘I was responsible for the publicity for a fund
raising event which involved negotiating
advertising with local companies and arranging
posters on campus. We managed to raise
Rs.100000 for charity and over 800 students
attended’.
Task no: 2 - What does the employer want
?

• Employers recruit against specific criteria

• These are usually set out in brochures or on
their websites
• All require appropriate personal qualities
• It is not enough to claim certain skills, you
must provide the evidence
 Key Skills Requested By Graduate Recruiters

• Business focus, Drive and resilience, Task management, Career motivation, Leadership, Building
relationships, Problem Solving, Making an Impact

• Communication, Teamwork and collaboration, Adaptability, Creative problem solving, Drive to

achieve, Customer focus, Trustworthiness, Taking ownership, Passion for Business

• Customer focus, Achieving, Influencing, Thinking, Collaboration & Teamwork, Team Leadership,
Self Management, Confidence, Commercial Awareness

• Problem solving, Achieving results, Communicating and influencing, Leadership, Drive and
motivation, Building relationships

• Analytical Ability, Problem-solving skills, Communication skills, Interpersonal skills, Generic

business awareness

• KPMG - Amazon- HSBC - IBM

 Core skills employers look for
• Communication skills
• Organising ability
• Problem-solving
• Working in a team
• Drive and initiative
• Taking responsibility
• Working under pressure
 Core skills employers look for
• Analytical skills
• Creativity
• Leadership
• Motivating others
• Planning
• Numeracy
 When to use a C.V.
• When you are asked to !

• When they say ‘apply in writing’

• For speculative applications

• When networking
 Covering letters

• This is your trailer to the main feature

• One page, A4, quality paper
• Should include two major themes:
- Why you want the job (and organisation)
- Why you are suitable
 Covering letters
• Write to a named individual, if possible
• Tell employer what you are applying for (and
where you saw it advertised)
• Be positive
• Emphasise your USPs, don’t simply copy CV
• End letter with spirit of expectation
Recruitment and Selection Model
Recruitment HR Forecast Job Analysis
Programme
Job description Job specification
Work load and work
force analysis
Applicants
Employee Requisition Job Evaluation

Screening Devices
Job rating
The Individual Application Blanks
Reference Checks The Organization
Interviews
Tests
Physical Examinations

Selection
Recruitment and Selection Model
…Contd.

Work Load Analysis: is used to determine how many

employees of various types are required to achieve
total task targets in a given time frame.
Work Force Analysis: is used to determine how many
employees of various types are required to achieve
total task targets keeping a sufficient margin for
absenteeism, employee turnover and idle time on the
basis of past experience.
QUALITY OF SELECTION DEVICES AS
PREDICTORS
 Selection test VS Interview

• As one cannot be judged, just on the basis of

10-12 min interview, selection test proves to
be more beneficial to prove ones capability
and potential.
INTERVIEWS

71
Interview
The interview consists of face to face
interaction between the interviewer and the
interviewee (Applicant).

Interview is the most commonly used selection

tool.
Interview …Contd.
Interview can help:

1. The interviewer to assess candidate’s

capacity and motivation to perform a job.

2. The candidate to formulate his / her own

assessment of the job and the organization.
 INTERVIEW CONCERNS

• How should I dress

• Arrival / greeting
• Taking items into the interview
• How should I sit
• To gesture or not to gesture

74
 YOU SHOULD KNOW…

• 50% of those interviewed

are rejected at the first
round, so …
First impressions count!

75
 FIRST IMPRESSION

“I travelled down to London for an important interview.

The train was a little late so I just had enough time to get
to the building and rush in.
The interview seemed to go well and I felt confident until I
visited the restroom on the way out.
I had been reading the newspaper on the train and in my
nervous sweaty state the newsprint must have rubbed
off onto my hands
It was now all over my face!”

Chemistry Graduate

76
 FIRST IMPRESSION - (CONTINUED)

“One of my colleagues once found her interviewee

asleep in the foyer. Getting enough sleep may
be an important part of interview preparation,
but this was taking it too far!
On top of that the candidate demonstrated a
sleepy laid back attitude throughout the
interview, which didn’t go down very well
either.”

Geraldine Lyons - Mars

77
 WHAT AN INTERVIEW IS ..

• A conversation with
a purpose
• Adult
• Two way
• Science no,
emotional yes
78
 WHAT AN INTERVIEW ISN’T

• A scheme to
humiliate you

• An interrogation

• Perfect

79
 DIFFERENT TYPES OF INTERVIEW

• One to one
• Panel • Behavioural
• Sequential • Situational
• Telephone • Combination of all of
the above

80
 STRUCTURED INTERVIEWS

• Behavioural: Describe a time when you’ve

‘gone the extra mile’ in your dealings with
another person

• Situational: You have just arrived at a

clients office, only to discover you have left
all of your notes back at the office what
would you do?
 DIFFICULT QUESTIONS
• Before the interview consider the
following:-
• Personality
• The job
• The company/ competition
• Your achievements and skills / work
experience
• Your strengths
• Your weaknesses
• Your questions
 WHAT EMPLOYERS WANT
• Know what the employer wants
• Usually easy to identify
– Brochures, ads, presentations, company
website.

– Do your homework – many applicants don’t…

Emphasis on Attitude as well as Aptitude

– Being clever is not enough

– Employers look for characteristics which define

you as somebody they want
 THE PATH TO SUCCESS

Know yourself
What can you offer an employer?
Give a rounded view: Education / Work Experience/Activities &
Interests

Assess critical incidents and identify what you have

learned, the skills you developed

Focus on knowledge, skills, abilities and RESULTS

Have specific examples in mind: EVIDENCE

 WORK EXPERIENCE

“One candidate, when asked what she

found challenging about her previous
work experience, said that working in a
fast food restaurant had taught her to
‘work with stupid people with stupid
problems.’
I did not really feel she had the patience
to deal with the average lay client
Sally Marsden
Pannone & Partners - Solicitors
 WHAT’S THE QUESTION?

• Interviewer: “Who would you

most like to have dinner with;
either living or dead.”

• Applicant: “ Preferably
someone living.”
Interview Strategies
There are three basic elements of good interviewing:

1. Contact: Establish rapport with interviewee.

2. Content: What is the interviewee saying? How does it
relate to what you want to know about him / her?
3. Control: Retain control of the interview ad steer the
discussion in appropriate direction as rapport without
purpose can lead the interview to degenerate into a
friendly chat which achieves little.
Questioning Techniques --
Interviewer
After breaking the ice with a few pleasantries
at the start of interview, explain the purpose of
your meeting and the form it will take.
The General Rules of Questioning are:
1. Ask open questions and listen to the replies.
2. Link your questions to candidates replies or your
own last question.
Questioning Techniques …Contd.
3. Probe each reply to find out what the candidate is
really saying, without putting him on the
defensive. Summarize to check that you have
understood.
4. Keep to a logical sequence of questions so that you
don’t confuse him.
5. Use silence to give the interviewee time to think
and to encourage him to say more.
6. Make encouraging noises, nod, and look
interested, to keep him talking.
Questioning Techniques …Contd.
7. Avoid interrupting him or putting words in his
mouth.
8. Avoid multiple, ambiguous or jargon-riddled
questions which don’t get you much further
forward.
9. Avoid using leading and yes / no questions which
limit the scope of the candidate’s replies.
10.Avoid criticizing the candidate or his replies. This
will put him on the defensive.
Questioning Techniques …Contd.
11. Avoid using mannerisms that the candidate may
find distracting.
The Selection Interview
‘Selection’ is the process of establishing the ‘Best Fit’
between job requirements on one hand and the
candidate’s qualification and experience on the other.
‘Interview’ is a meeting of two people, face to face, to
accomplish a known purpose by discussion.
Thus, interview is the most powerful selection tool.
Aims of Selection Interview
1. To help in the process of choosing people for jobs
by:
1. Informing applicants about the jobs
2. Predicting which applicants will be able and
willing to do the job
3. Influencing suitable candidates to accept
2. To show all the applicants, including the failures,
that the organization is a good one and has tried to
be fair. To create a good “image”, or goodwill.
Aims of Selection Interview …Contd.
3. To help the applicant in formulating his own
assessment of the job and the organization, and to
match the opportunity available with his
qualifications and skills.

Thus, it is an opportunity to match the Wants of

the company with the Wants of the candidate.
 Drawbacks of Selection Interview
In addition to the difficulties of conducting any
interview, there are special difficulties with the
selection interview:

1. Both sides know much is at stake. It is a tense

interview.
2. The interview forces employer and applicant into
acting. Both may feel a vested interest in
suppressing a part of the truth and exaggerating
other parts.
Drawbacks of Selection Interview
…Contd.

3. The selection interview is unreliable as different

interviewers assess the same candidate differently.
4. It is subjective in nature.
5. The task of predicting how applicants will perform
may be difficult as previous predictions may be
known to have been mistaken.
Drawbacks of Selection Interview
…Contd.

6. The ‘HALO’ Effect: people who are neat, sunny and

pause before speaking may be automatically
spotted as hard-working, honest, good tempered,
creative and intelligent.
7. The ‘Cloven Hoof’ Effect: assuming from dirty
shoes, coarse accent, scruffy clothes and a weak
smile as being idle, ignorant and unreliable.
Drawbacks of Selection Interview
…Contd.

Despite its short comings, interview is the most

powerful and used selection tool. Interviewing is
an art, and improvement in evaluation of
candidates can be achieved by training and
practice.
The Selection Profile
Qualities Selection Tool
1. Ability to control difficult Interview
situations
2. Communication ability: Application blank
a) Written Group discussion
b) Verbal & interview
3. Persuasive power Group discussion
& interview
 The Selection Profile …Contd.
Qualities Selection Tool
4. Ability to relate with people Group discussion
5. Inclination & capacity to go Interview
in depth in the area of
interest
6. Leadership qualities Group discussion
& interview
7. Team building & initiative Group discussion
8. Frankness and openness Interview
 The Selection Profile …Contd.
Qualities Selection Tool
9. Analytical ability Group discussion
& interview
10. Interest in the career Interview

11. Creativity Written test &

group discussion
12. Motivation Interview
 Administrative Arrangements
Before you start inviting candidates for interview,
you must sort out where, when, how and by
whom, it is to be conducted.

1. Decide when and where the interview is to be

held.
2. Decide who will be involved in conducting it.
3. Notify the interviewers about the time and place
and arrange a meeting to plan the interview.
 Administrative Arrangements
…Contd.
4. Notify the candidates, in good time, about the
time and place. Also inform them how to get there,
who to ask for and roughly how long and what
form the proceedings will take place.
5. Notify the receptionist, gate keeper or other
relevant person, whom to expect and where to
direct them.
6. Make arrangements to avoid being interrupted
during the interview and give yourself enough time
to be thorough.
 Administrative Arrangements
…Contd.
7. If interviewees have to travel some distance for the
interview, make arrangements for their expenses
to be reimbursed.
8. If candidates expectations and time warrant it,
arrange to have tea or coffee served. If you are
interviewing a candidate for senior position, it may
be appropriate to take him for lunch.
 Guidelines to be Kept in Mind While
Conducting Interview
Personality
1. Physical appearance and manners.
2. Interests, inclinations and attitudes.
3. Initiative and motivation
4. Leadership and team building, confidence
5. Potential to take higher responsibilities
6. Frankness and openness
7. Maturity and stability, intelligence
8. Aptitude and ambition, social skills
Guidelines to be Kept in Mind While
Conducting Interview …Contd.
Communications
1. Ability to present his point of view in a systematic
manner
2. Clarity and fluency in spoken language
3. Alertness and understanding
4. Listening and feedback
Guidelines to be Kept in Mind While
Conducting Interview …Contd.
Job Knowledge and Qualifications
1. Aptitude for the job
2. Abilities and skills
3. Minimum qualifications for job and desirable
qualifications and skills
Experience
1. Relevant and related experience
2. Frequent changes in company
3. Stability vs frequent shifting in jobs
Guidelines to be Kept in Mind While
Conducting Interview …Contd.
Family Background
1. Educated and employed
2. Belonging to which social class
Sample Questions for Selection
Interviewing
Preliminary Chit-Chat
1. Tea or Coffee?
2. Did you have a good journey?
3. What were your traveling expenses
4. How do you like living in ……?
Transition
5. What do you know about us? (Tell the candidate a
bit more)
Sample Questions for Selection
Interviewing …Contd.
Previous Record
6. Did you like school?
7. What was your favorite subject? Why?
8. Did you decide to become a …….while you were at
school?
9. Which of your jobs you have enjoyed most?
10.What was the best part of that job?
11.Did you get any valuable experience working
with……..?
12.Are you glad you changed from…. To….?
Sample Questions for Selection
Interviewing …Contd.
Personality
13. What are your main interests, apart from work?
14. What books have you read lately?
15. Where would you choose to live, ignoring the
possibility of employment?
16. Who is your favorite character in history? Why?
17. Do you think TV has made people more illiterate?
18. What ambitions have you I work or social life? Do
you see yourself in…….year’s time in any particular
job?
Sample Questions for Selection
Interviewing …Contd.
The Vacancy
19. Had you any particular reason for applying for
this job?
20. Do you mind…..? (Mention some of the
drawbacks. Then describe the job)
21. Is that fairly clear? Would you like to ask me any
questions?
Sample Questions for Selection
Interviewing …Contd.
Geography
22. Have you thought about moving if you are
appointed?
23. What are the advantages and disadvantages,
geographically, of the move?
24. Can we help you with the move (loans,
suggestions, etc.)?
Sample Questions for Selection
Interviewing …Contd.
Conclusion

25. Thank you for the trouble you have taken.

26. We will be writing to you within….. Days.
Tips for Interview
1. Try to get background information on the
organization / interviewer
2. Be Punctual
3. Dress for the occasion, since it would primarily be
a formal exercise be formally dressed.
4. Introduce yourself appropriately
5. Establish rapport with the interviewer (s)
6. Credentials or literature being presented should
be neat
Tips for Interview …Contd.
7. Try to highlight the positive aspects / strengths
of yourself / your product
8. Do not be overly aggressive
9. Do not try to dominate or monopolize the
conversation
10. Try to be calm. Maintain a positive self image
11. Do not be evasive. Honesty is appreciated in
most cases.
12. Research subject / topic well
Tips for Interview …Contd.
13. Anticipate the questions and keep your answers
ready
14. Check references in advance
15. Maintain protocol
16. While being interviewed by member of opposite
gender maintain professional detachment
17. Be polite even while dissenting
Tips for Interview …Contd.
18. Be attentive – asking questions to be repeated
may be taken as lack of seriousness / attention
span
19. Rehearse
20. Use feedback received during interview
21. Follow up on the interview
Tips for Telephonic Interview
1. Assessment would primarily be on knowledge of
the subject
2. Verification of information faded / sent earlier
3. Confidence level
4. Conversational ability
5. Language
6. Media (Tele Conferencing)
7. Normally does not exceed 15 to 20 minutes
Tips for Telephonic Interview …Contd.
8. Honesty is appreciated
9. Brief and crisp
10. Minimize time
11. Be precise
12. Asking for repetition gives impressions of not
being attentive / confident
13. Body language is not vital hence avoid
unnecessary gestures
Tips for Telephonic Interview …Contd.
14. Accent
Prepare by
- Talking to people
- Watching movies / video
- News programmes on radio / TV
- Audio cassettes
- TOEFL tests
Tips for Telephonic Interview …Contd.
15. Keep abreast of the terms / phrases used / likely
to be used by interviewer
16. Do not oversell
17. Remember receiving incoming calls or making
outside calls places you in the role of company
public relations
 SUMMARY
• Prepare for success
• Practice with a friend
• Don’t underestimate the importance of first
impressions
• Don’t panic
• They would like to give you the job
• Leave a good impression
• Be positive, enthusiastic, natural,
honest, happy
Background investigation

Background investigation Is
the process of looking up and
compiling the criminal record,
financial record and commercial
record of an individual
or organization
Extent of investigations and check
Reference checks (87%)
Background employment checks (69%)
Criminal records (61%)
Driving records (56%)
Credit checks (35%)
Reasons for investigations and checks
To verify factual information provided by applicants.
To uncover damaging information.
Included in Background
Checks:
 Driving Records
 Bankruptcy
 Property Ownership
 Past Employers
 Education Records
 Personal References
 Court Records
 Offender List
Aims of background
investigation
To verify factual information

The main reason of checking background

investigation is to verify factual information
To uncover damaging information

The reason of background investigation is to

uncover the damaging information such as
criminal records and suspended driving licenses
EFFECTIVENESS:
The background check is an
inexpensive and straight forward
way to verify factual information
about the applicant such as
current and previous job title,
current salary range, date of
employment and educational
background.
Types of background check :
•Verification of applicants current position and
salary
•Try to discover about the person’s motivation,
technical competence and ability to work with
other.
•Provide information about credit standing
indeptedness, reputation ,character and life
style.
Medical/physical
examination
An examination indicating an
applicant is physically fit for essential
job performance.
Example: ISSB ( Inter service selection
board ) & firefighter medical test.
 CONCLUSION

 Selection test is used to identify and select

employees for positions and requires them to
perform activities similar to those in job
An instinct should be created in employees that
selection test procedure is transparent enough to
justify the performance of the candidate
It will be beneficial only if employers take it as a
positive tool of selection process & thus not
indulge in unfair practices