Selection of Human

Resource
 Meaning-
• Selection is the process of picking or choosing the right
candidate, who is most suitable for a vacant job position in an
organization.
• Selection can also be explained as the process of interviewing
the candidates and evaluating their qualities, which are
required for a specific job and then choosing the suitable
candidate for the position.
• The selection of a right applicant for a vacant position will be
an asset to the organization, which will be helping the
organization in reaching its objectives.
 1) Application -

• The first step in the selection process of employee is to

review job applications.

• This is where employers will get an initial idea of who is

interested in the position and their qualifications.

• Employers may also use this opportunity to narrow down

the pool of candidates.
2) Screening and Pre
Selection -
• The goal of the initial screening phase is to reduce the pool
of candidates from a large number to a manageable group of
between 3-10 people who are eligible for an interview.
• The most commonly known technique is resume or CV
screening. Resume screening helps to assess if candidates
comply with the criteria needed for the job.
• As the deadline for the company to receive applications
approaches, the applications are reviewed and sorted.
Incomplete applications are rejected, as are applicants who
do not match the job qualifications.
 3) Interview -
• Candidates who have shown themselves to be efficient in
examinations are interviewed in person.
• Individual interviews or a panel of interviewers can be
included.
• Officers from the highest levels of management are usually
involved.
• Candidates are given a series of questions about their
previous work experience, family status, interests, and so on.
• They are expected to state what they expect from the
employment. The interviewers identify and note their
strengths and limitations, which aids them in making a final
selection decision.
 4)
Assessment -
• Preliminary tests are an essential part of the job selection
process.
• Pre-hiring assessments are tests or evaluations that are used
to assess the skills, knowledge, or qualities of job
candidates before making a hiring decision.
• They assess the aptitude, IQ, emotional intelligence,
proficiency, and personality of candidates.
5) References & Background Check -

• Reference checks confirm the accuracy of what a candidate

has told you and your impressions of them.
• If, during the interview, you have doubts about a certain
competency or skill, the reference check is an excellent way
to gather more information from a different perspective.
• For this stage of the recruitment process in HRM,
organizations may reach out to previous employers or the
concerned educational institutions.
 6)Decision -

• The next selection process step is deciding on a candidate

with the greatest potential for the organization.
• Pre-defined criteria by which every candidate is rated during
the selection process will reveal the best candidate.
• Usually, the hiring manager makes the final decision. It may
also involve input from other managers and colleagues.
 7) Job Offer &
Contract -
• Once the decision is made, the selection process has one
last phase.
• The chosen candidate still needs to accept the offer.
• The offer is then made to the candidate. Company can send
an offer letter outlining the main job details and
employment conditions.
• If an employee accept the offer, company can proceed to
issue a formal employment contract.
• Once that is signed by all parties are the selection process
steps complete.
Types of Interview -
Preliminary

Core

Decision Making
 Preliminary interviews -
• Preliminary interviews are the very first interviews in the
recruitment process.
• Employers usually see preliminary interviews as a screening
process.
• They reject candidates that do not fit the company’s needs and
job requirements.
• Hence, it can cost a candidate if he does not prepare well for it.
• Preliminary interviews are shorter than formal interviews.
• During a preliminary interview, the conversation usually revolves
around the job requirements.
• Preliminary Interviews can be divided as :

1) Informal Interview –
• Informal interviews are a beneficial way to meet an employer
to discuss what value and skills you can bring to their company.
• These interviews occur outside the workplace, often in more
casual settings, to allow the employer to learn your natural
characteristics and communication style.
2) Unstructured Interview –

• Also called non-directive interview.

• Refers to an interview concept without any set format in
which questions are nor predetermined so the lack of
structure enables the interviewer to ask questions which
come to his/her mind on the spot.
Basic Questions Asked in
Preliminary Interview
• Can you tell us about yourself?
• What do you know about our company?
• Why are you interested in this position?
• What are your strengths and weaknesses?
• How do you handle stress or pressure?
• Where do you see yourself in five years?
  Core interview -
• It is normally the interaction between the candidate and the
line executive or experts on various areas of job knowledge,
skill, talent, etc.
• This interview may take various forms like:
• Background information interview
• Job and probing interview
• Stress interview
• Formal & Structured Interview
• Panel interview
• Depth Interview
 Decision Making Interview -

• Evaluating a candidate's decision-making skills

involves examining their ability to navigate complex
choices, weigh pros and cons, and reach well-founded
conclusions.
• Past decision-making scenarios:
• Inquire about specific instances where candidates had
to make critical decisions in their previous roles.
Principles of Interviewing -
1. Determine your employment objectives
2. Learn about applicants in advance
3. Know the job requirements
4. Plan the interview
5. Create a constructive attitude
6. Build an interview framework
7. Develop rapport quickly
8. Listen before you talk
9. Control the interview
10. Respect the applicant’s needs
 The Do's:

• Prepare Thoroughly:
• Take the time to review the candidate's resume and
familiarize yourself with their background. Prepare a list of
questions tailored to their experience and the role they're
applying for.
• Create a Welcoming Environment:
• Put yourself in the candidate's shoes and make them feel
comfortable. Offer a friendly greeting, provide water or
coffee, and start with some small talk to break the ice.
• Ask Open-ended Questions:
• Instead of sticking to yes or no questions, ask open-ended
ones that encourage candidates to elaborate on their
experiences and skills. This gives you deeper insights into
their abilities and personality.
• Listen Actively:
• Practice active listening during the interview. Pay attention to
what the candidate is saying, ask follow-up questions, and
show genuine interest in their responses.
• Keep an Open Mind:
• Be open to candidates who may not fit the traditional mold but
demonstrate potential and a willingness to learn and grow.
• Sell Your Company:
• Remember, it's not just the candidate who needs to impress
you; you need to impress them too. Highlight your company
culture, growth opportunities, and any unique perks to attract
top talent.
• Provide Feedback:
• After the interview, give constructive feedback to the candidate,
regardless of whether they're successful or not. This shows
professionalism and helps candidates improve for future
interviews.
 The Don'ts:

• Don't Wing It:

• While spontaneity can be great, don't rely solely on it for
interviews. A well-planned structure ensures fairness and
consistency in your hiring process.
• Don’t Have Too Many Interviewers:
• Getting a second opinion on a candidate is great, but having
more than two people conducting the first interview can
become overwhelming for a candidate. If after the first
interview you still want the other partners to meet with them,
get them in for a second interview to meet the rest of the
team.
• Don't Make Assumptions:
• Avoid making assumptions based on a candidate's
background, appearance, or other superficial factors. Focus
on evaluating their qualifications and fit for the role.
• Don't Rush Through Questions:
• Take your time to ask thoughtful questions and give
candidates the opportunity to provide comprehensive
responses. Rushing through interviews can lead to
overlooking qualified candidates or making hasty judgments.
• Don't Interrupt or Dominate the Conversation:
• Allow candidates to speak without interruption and avoid
dominating the conversation. Remember that the interview
is about evaluating the candidate, not showcasing your own
expertise.
• Don't Oversell:
• While it's important to highlight the positives of your
company, avoid overselling or making promises you can't
keep. Be transparent about both the perks and challenges of
the role. And never promise progression that isn’t on the
table.
• Don't Base Decisions Solely on First Impressions:
• First impressions can be influential, but they may not always
accurately reflect a candidate's qualifications or fit for the
role.

• Take the time to thoroughly evaluate each candidate based

on their skills, experience, and cultural fit and if they seem
nervous, opt for a second interview.
Closing the Interview
• Closing the interview is as important as its commencement
and it should end pleasantly.
• The interviewer may show some signs of the close of the
interview at an appropriate time.
• Interview results should be evaluated after closing the
interview.
 Placement -
• When the candidate is selected for a particular post and
when he reports to duty, the organization has to place
him or her in the job for which he or she is selected
which is being done through placement.
• Placement is the act of offering the job to a finally
selected candidate.
• It is the act of finally assigning the rank and
responsibility to an employee, identifying him with a
particular job.
Process of Placement -
• The process of employee placement in hrm involves the following
steps:
• Collection of Data
• Evaluation of Data
• Allocation of Data
• Controlling of Data
1) Collection of Data
• The very first step in the process of employee placement is
gathering employee data to identify the skills, qualifications,
and abilities of the existing workforce.
2) Evaluation
• After data gathering of employees is completed, the next
step comes into the picture which is evaluating employee
competencies to define what kind of job every employee fits
best.
 3) Allocation/Placing
• This step deals with the activity of allocating employees to
relevant and best-finding Jobs.
4) Control
• The last step in employee placement is controlling.
• In this step monitoring and measuring the performance of
employees at their workplaces is done.
• In most companies, the process of employee placement is
typically managed and documented under an employee
placement policy.
• This policy defines standards and requirements for
employee qualifications and job assignments.
• It provides the management with a set of guidelines to
follow when choosing and assigning employees to the
right positions and roles in the company.
Problems in Placement -
1) Employees Expectations:
• What the new employee expects from his job is the first
problem in his placement.
• If he expects high salary, independent and challenging work
but the job offers low salary, dependent and routine work,
the employee finds himself misfit to his job.
• 2. Job Expectations:
• Sometimes, the employee’s expectations from his job are
more than his abilities or skills.
• In such a case, the personnel manager finds the mismatch
between the employee and the job.
3) Technological Change:
• Sometimes, technological changes bring radical
changes in job description and specifications,
resulting in the mismatch between the employee and
the job.
 4) Changes in Organizational Structure:
• Some strategic changes like mergers, acquisitions,
amalgamations, delayering, downsizing etc. bring about
changes in organizational structure, which in their turn, bring
about changes in the jobs.
• Such changes are likely to result in misfit between the
employees and the job.
 5) Social and Psychological Factors:
• Some social and psychological factors involved in team
work or group formation result in the mismatch between
employees and the jobs.
Induction Program
• An induction program is the process used within many
businesses to welcome new employees to the company and
prepare them for their new role.
• Induction is a good opportunity for any organization to
welcome onboarding employees and help them settle into
their roles.
• Knowing more about this may be helpful if you're starting a
new job or if you're on the team overseeing this component
of the onboarding process.
 Objectives of Induction Program
• . To welcome the new employee, relieve his anxieties, and
make him feel at home.
• 2. To develop a rapport between the company and the new
employee and make him feel part of the organization as
quickly as possible.
• 3. To inspire the new employee with a good attitude toward
the company and his job.
• 4. To acquaint new employees with company goals, history,
management traditions, policies, departments, divisions,
products, and physical layouts.
• 5. To communicate to new employees what is expected of
them, their responsibilities, and how they should handle
themselves.
• 6. To present the basic information the employee wants to
know: rules and regulations, benefits, payday, procedures, and
general practices.
• 7. To encourage the new employee to have an inquiring mind,
show him how to learn, and assist him toward ‘a discipline
effort in developing additional knowledge.
• 8. To provide basic skills, terms, and knowledge of the business
world and help the new employee in human relations.
Benefits of Induction Program

• Reduces employee turnover –

• Employee turnover refers to the total number of workers
who leave a company over a certain time period

• when an employee is given the right tools and information

necessary to do their job and knows that the team is
supportive and that there is a welcoming and
understanding company culture, they are more likely to
stay than leave. This reduces employee turnover.
• Ensures operational efficiency –
• by implementing an induction plan for new employees, you
set them up for success. From the beginning, they will know
exactly what their tasks are and what performance goals need
to be reached, enhancing operational efficiency and
productivity.

• Make the new employee feel respected –

• This training program enhances how employees think about
their business and know they are valued because of the time
taken to help them transition into their new role.
• Optimize transactional tasks –
• When employees can effectively use the technology systems
and software that the company uses, they can optimize their
time and improve their overall productivity.

• Develop a workplace culture of inclusiveness –

• When an employee feels included in a work environment,
they are more likely to enjoy their work, which enhances
overall efficiency and decreases their want to leave.
• Open communication lines –
• An induction training program creates open lines of
communication between the employer and employee from
the start. The employee can be sure that they can go and talk
to their managers, etc., and feel comfortable doing so
because of the induction process.
 Contents of Induction Program
• 1. The greeting of new employees – the new employee
should have someone designated to meet them on arrival, to
carry out the necessary personal information checks and to
put in place any necessary security arrangements.

• 2. Information – the new employee should be given

information about the company including an overview of the
company’s structure, history, products, services and other
aspects of the business.
• 3. The job – in terms of its content, how the department fits
into the company as a whole, the expected key performance
indicators, how these are evaluated and an explanation of the
employee’s work colleagues including the line of reporting.

• 4. The main terms and conditions of employment –

• a Written Statement of the Main Terms and Conditions of
Employment should be issued to new staff during the induction
process to include the fundamental elements of the
employment relationship i.e. pay, hours of work, holiday,
sickness and notice of termination.
• 5. Company rules –
• an Employee Handbook is normally developed by
professional organizations and the rules, policies and
procedures within this document should be thoroughly
explained to the new employee.
• 6. Security –
• in relation to access to the workplace, passwords, document
authorizations etc.
• 7. Health and safety –
• giving the employees skills and knowledge needed to do
their job safely. This will include any risk assessments for
employees who describe any physical or other issues which
will affect their ability to do the job in a particular way.

• 8. Data protection – an explanation of the information and

documents kept in relation to the new employee should be
explained.
• 9. Training and development – should include an explanation
of any performance appraisal systems in place. Employers
should assess whether the new employee needs any short,
medium or long term training for them to successfully perform
their job to the highest level.

• 10. Employee benefits and facilities – will include information

on any company benefits, such as private medical insurance,
death in service benefit etc.
• 1. Employee representation – to include any information on
any Trade Union recognition or membership procedures that
are in place.

• 12. Layout of the workplace – to include a tour of the

offices and an assimilation of the facilities within the building