Overview Of Employee Selection

EMPLOYEE SELECTION

Presented To Prof. Abhilash Namboodiri On August 26, 2014 BY Eldhose P Varghese P14177 PGDM B

Table of Contents

1. Executive Summary…………………………………… 1

2. Analysis Employee Selection……………………… 2

Executive Summary

At one time or another, virtually every organization needs to select and hire new employees. Selecting the wrong employee

Although this latter type of interview is thought by some to yield more reliable results than less structured interviews, others believe that the structured interview suppresses spontaneity and may not allow the interviewer to probe for additional job-relevant information that would be helpful in making the selection decision.

Employment Applications

Another common selection tool is the application form, which may or may not include the request for biographical information.

When one submits a résum&e acute; for a job, one is often also asked to fill out an application form. Although this is not universally done, application forms that gather job-related information can be quantified by assigning values to the various questions.

The resulting data can then be used in the same way a psychometric test is used to compare scores between applicants. For example, if the organization is hiring for a position that has a long learning curve, they may want to hire an applicant who has a track record for staying on the job for an extended period of time. In this way, the organization can be more confident that the applicant, if selected, will remain at the organization long enough to be a contributing employee and that the time

Examples of ability and aptitude tasks include typing tests that measure speed and accuracy or mechanical aptitude tests. A third type of test often used in career counseling and sometimes used in selection situations is interest inventories. These tests compare the likes and dislikes of the applicant with those of individuals in various professions. Based on these profiles, judgments can be made as to whether or not the applicant is likely to be successful or satisfied in the position.

Personality tests can also be used to determine how people will interact with others in the job environment.

Although they can provide useful data, psychometric tests are not a foolproof measure. Many intelligence tests have been found to discriminate against people from nonmainstream cultures.

Aptitude tests may actually test ability to some degree but can similarly discriminate against those who have not had specific experience with certain situations. Personality tests allow the applicant to respond in a way that he or she thinks is required for the job rather than the way that he or she actually feels. More generally, tests are often promoted as being able to distinguish between applicants in ways that they were never designed to