Chapter04

RecruitmentandSelection

Learning Objectives
After completing this chapter you will be able to:
Understand recruitment and selection methods.
Describe the difference between recruitment and
selection policies and procedures.
Appreciate the connection among recruitment,
selection and other practices which integrate workers
within an organization.
Identify appropriate methods to employ the most
suitable candidate.
Analyze their own strengths and weaknesses and their
own suitability for their chosen dream job.

Structure
1. Introduction to Recruitment and Selection
1. The purpose of Recruitment and Selection
2. Common errors of Recruitment and Selection
3. Cost of a poor Recruitment and Selection decisions.
2. The Types of Recruitment
2.1 Internal Recruitment
2.1.1 Promotion and transfer
2.1.2 Job Posting
2.1.3 Contacts and referrals
2.1.4 Recruiting former employees and applicants

Structure
2. The Types of Recruitment
2.2 External Recruitment
2.2.1
2.2.2
2.2.3
2.2.4
2.2.5
2.2.6

Job advertisement
Recruitment agencies
Campus Recruitment
Labour Contractors
Professional associations
Internet Recruitment

3. The Process of Recruitment

Structure
4. The Methods of Selection
4.1 Interviews
4.1.1 Unstructured Interviews
4.1.2 Structured Interviews
4.1.3 Situational Interviews
4.1.4 Behavior Interviews
4.1.5 Panel Interviews
4.2 Personality Tests
4.2.1 Personal attribute inventory (ACL)
4.2.2 Personality adjective checklist (PACL)
4.2.3 Crosscultural adaptability inventory (CCAI)
4.2.4 California psychological inventory (CPI)

Structure
4. The Methods of Selection
4.3 Biographical Data
4. 4 Cognitive Ability Tests
4.4.1 General intelligence tests
4.4.2 Aptitude tests
4.5 Work Sample Tests
4.6 Physical ability Tests
4.7 Assessment Centers
5. The Process of Selection
6. The Role of Industrial Psychologists
7. Summary
8. Further Reading
9. Self Assessment Questions

1. Introduction to Recruitment and Selection

An applicants experience.
* Seema receives an unexpected phone call;
enquiry from a polished voice , was she still interested in
the job she applied for? Can she relocate, if selected?
* Seema is invited for an interview in Delhi (but at
her cost), she makes travel plans.
* Attends interviews, answers questions, dodges
some, makes a brief presentation.
* Well dressed individual describes to her the
institution where she is to work, the people, facilities and
finally the pay structure.
* Soon she gets the well awaited appointment
letter!

1. Introduction to Recruitment and Selection

This was the process that started with applicant reading
the job posting to the day appointment letter was
dispatched after selection!
It involved several time frames, some short, some long;
communication through job portals, telephone, email etc.
This in short is the process of recruitment and selection.
Whatisthisentireprocessandhowisitrelatedto
IndustrialandOrganizationPsychology?
Letushaveacloserlookat
RecruitmentandSelectionfrom
employerspointofview.

1. Introduction to Recruitment and Selection

Recruitment and Selection are two key steps for hiring
employees. These steps have to ensure worker
performance and positive organizational outcomes. The
objective is to get employees who can perform at a high
level and demonstrate commitment.
It is a core activity of Human Resource Management in
the acquirement, development and reward of workers.
Recruitment and selection is often presented as a planned
rational activity, comprising certain sequentiallylinked
phases within a process of employee resourcing , which
itself may be located in a wider HR management Strategy.

1. Introduction to Recruitment and Selection

Recruitment is the process of generating a pool of capable
people to apply for employment to an organization.
Selection is the process by which managers and others
use specific instruments to choose from a pool of
applicants a person or persons more likely to succeed in
the job(s), given management goals and legal
requirements.
Two functions, even though closely connected, require a
separate range of skills and expertise, and may in practice
fulfilled by different set of staff members. Former can
outsourced but not normally the selection decision.

1. Introduction to Recruitment and Selection

. Basic
Meaning

Objective
Process
Hurdles

Recruitment
Itisanactivityof
establishingcontact
betweenemployers
andapplicants
Itattractslarge
numberofcandidates
Itisasimpleprocess
Thecandidateshave
nottocrossover
manyhurdles

Selection
Itisaprocessofpicking
upcompetentandwell
qualifiedcandidates.
Itrejectsunsuitable
candidates
Itisacomplexprocess
Manyhurdles haveto
becrossed.

1. Introduction to Recruitment and Selection

Basic
Sequence

Recruitment
Itprecedes selection

Selection
Itfollowsrecruitment

Economy

Itiseconomical
method

Itisanexpensive
method

Time

Lesstimeisrequired

Moretimeisrequired.

1. Introduction to Recruitment and Selection

Recruitmentisthefirst
partoftheprocessof
fillingavacancy,the
considerationof
sourcesofsuitablecontacts,
makingcontactwiththose
candidatesand
attractingapplications
fromthem.

Selectionisthenext
stagei.e.
assessingthecandidatesby
variousmeansandmakinga
choicefollowedbyanofferof
employment.

1. Introduction to Recruitment and Selection

Factors affecting Recruitment and Selection
Internalfactors
Recruitmentpolicyoftheorganization.Objectivesof
recruitment.Aframework forimplementationofthe
recruitmentprogram.
HumanresourcePlanning.Identifyinggapsinmanpowertobe
filled.Numberandtypesoftheemployeestoberecruited.
SizeoftheOrganization.Plansforincreaseinitoperations.
Cost.Decides selectionofsourceofrecruitment
Growth. Morepersonnelrequiredtomanexpanding
operations.

1. Introduction to Recruitment and Selection

Factors affecting Recruitment and Selection
Externalfactors
Supplyanddemand. Ifdemandexceedssupply,companyhastodepend
uponinternalsourcesandprovidespecialtraininganddevelopment
programs.
LabourMarketUnemploymentrate.Ifthereisasurplus,informalattempts
yieldresults.
Image/brandoftheorganization.Brandimagehasamajorimpact.
Employeesareeasilyattractedandretained
Political/Social/LegalFactors.Governmentregulations, Uniondirectives
restrictmanagementfreedom.
Competitors.Tofacecompetitionpolicymayhavetobemodified.

1. Introduction to Recruitment and Selection

Factors affecting Recruitment and Selection
ExternalFactors
Supply&Demand
LabourMarket
Image/Goodwill
Political/Social/Legal
Environment
UnemploymentRate
Competitors

InternalFactors
RecruitmentPolicy
HR Planning
SizeoftheFirm
CostofRecruitment
Growth &Expansion

1.1 The purpose of Recruitment and Selection

To attract sufficient applications for appointment with
the skills, qualities, abilities, experience and
competencies considered as necessary for the job.
To establish contact between employers and the
candidates.
To create a talent pool of candidates to enable the
selection of the best candidate.
To develop procedures that help to ascertain the
appointment of the most suitable candidate.
To make sure that recruitment procedures are clear,
valid and consistently applied.
Contd.

1.1 The purpose of Recruitment and Selection

To provide fair and equitable treatment to those who
apply for employment.
Help increase the success rate of selection process by
filtering the job applications.
To ensure that all selection decisions and criteria
impact directly on the demands and requirements of
the job and the competencies identified as necessary
for satisfactory performance.
To pick up the most suitable candidate.
Retain successful and deserving candidates.

1.1 The purpose of Recruitment and Selection

Theoverallgoalofrecruitmentandselection
foranyjobistocosteffectivelyattract,detect
andselectthosepeoplewhoaremostlikelyto
optimallycontributetotheorganizationwithin
thatpositionatthatparticularpointintime
andinthefuture.

1.2 Common errors of Recruitment and Selection

i.

ii.
iii.
iv.
v.
vi.

Spending an exorbitant amount of time and money

recruiting & selecting for positions where the
variations in future performance among the potential
applicants is minor.
A world class professional in an area of expertise may
not suit a particular role.
Utilizing best selection techniques on applicants that
are no good.
Having the best applicant pool, but poor selection
techniques.
Selecting overqualified applicants.
Adopting time consuming laborious process.

1.2 Common errors of Recruitment and Selection

RecruitmentofEmployees mistakesthatthreaten
candidateexperience.
One way to improve the selection experience for
candidates is to understand what most annoys or
confuses candidates about the application process.
Organizations often commit mistakes like
failing to communicate sufficiently about why they
are being asked to undertake assessments, what
information is needed and how it is relevant to the
job, how will data be used and by whom.

1.2 Common errors of Recruitment and Selection

RecruitmentofEmployees mistakesthatthreaten
candidateexperience.
failing to offer feedback to candidates after they
have conducted assessments, leaving candidates
none the wiser about how they performed.
failing to use the data collected at assessment,
storing it improperly with the result candidates face
the same queries again and again.
Mistakes of such nature irritate applicants and can result
in talented applicants leaving the process midway.

1.3 Cost of a poor Recruitment and Selection Decisions

Less excellent candidates and more mediocre ones.
Poorer role models for subordinate staff.
Higher requirement for training (higher cost and more
down time).
Greater reliance on peers, who then spend less time
on their own work.
Less satisfied customers, managers, staff, peers, and
suppliers.
Lower quality products with greater wastage, higher
cost and failures to meet deadlines.
Taking up position that could have been held by a
higher performer.

1.3 Cost of a poor Recruitment and Selection Decisions

Giving the position a bad name and consequently the
organization through poor work quality.
Less motivation and satisfaction of the employee.
Higher risk of having to undertake diminished performance
intervention.
Higher risk to undergo the recruitment and selection process
again.
Decreased effectiveness of training and performance
management.
Detrimental to overall service level to customers
Increased risk of a disaster.
Managers,therefore,must
selectthemostappropriateselection
techniquetoavoidthesecosts.

2. The Types of Recruitment

Internal Recruitment:
When the organization fills the vacancy from within
the existing workforce.
External Recruitment
When the organization fills the vacancy from any
suitable applicant outside their organization.
Internal recruitment is caused by promotion from within
and results in possible continuity and reduction in
recruitment and selection processes. Disadvantages are
costly recruitment efforts, ramp up time, on boarding and
changes to business processes.

2. The Types of Recruitment

Internal

Advantages

Disadvantages

Moraleofpromotee

Limitsthenumberof
potentialapplicants

Betterassessmentabilities

Possiblemoraleproblemsof
thosenotpromoted.

Cheaperandquicker

Politicalinfightingin
promotions

Motivatorforgood
performance

Needformanagement
developmentprogram

Causesasuccessionof
promotions

Createsanothervacancy
which needtobefilled

Peoplearealreadyfamiliar
withtheorganizationand
howit operates

2. The Types of Recruitment

Advantages
External

Disadvantages

NewBloodbringsnew
perspectives

Longerprocess

Cheaperandfasterthan
trainingprofessional

Maynotselectsomeone
whowillfitthejobor
organization.

Nogroupofpolitical
supportersinorganization

Maycausemoraleproblem
forinternal candidatesnot
selected

Maybringnewindustry
insights

Longeradjustmentor
orientationtime.

2.1 Internal Recruitment.

Internal recruitment is a recruitment which takes place
within the concern or organization. Not all manpower
requirements can be met through internal recruitment.
Hiring from outside becomes inevitable.
Sources of internal recruitment:
2.1.1 Promotion and transfer many organizations
choose to fill vacancies through promotions and transfers.
Though most often successful, promotions from within
has certain drawbacks also. A person good at particular
job may fail to perform on another job. Not every good
worker can be a good supervisor.

2.1 Internal Recruitment

2.1.2 Job Posting an organization can also use the
policy of job posting as an internal recruitment source. All
vacancies are first communicated to staff and preference,
normally, is given to internal candidates. Posting should
contain clear job specification. Once the position is filled
all applicants must be informed about the decision
2.1.3 Contacts and referrals employees may
solicit applications from their friends and associates.
Contacts and referrals from the present employees are
valuable sources of recruits. The process is inexpensive
but can result in favoritism and cliques.

2.1 Internal Recruitment

2.1.4 Recruiting former employees and applicants
Former employees and former applicants are also good
internal sources for recruitment. There is a time saving
advantage as something is already known about the
potential employee. Those who left for further education
or to raise a family can often come back after fulfilling
their personal goals.
Another potential source of applicants is available in the
organizational files. Although not an entirely internal
source, those who had previously applied for jobs can be
recontacted in an inexpensive way to fill an unexpected
opening.

2.2 External Recruitment

A broad variety of methods are available for external
recruiting. They all are expensive and time consuming
and include advertisements, employment exchanges,
employment agencies, educational institutes, labour
contractors and recommendations etc.
2.2.1 Job advertisement
This is most common form of external recruitment.
Advertisements can be placed in newspapers, business
bulletins, recruitment fairs etc. The advertisement must
contain all important information about the job, location
and the pay package.

2.2 External Recruitment

2.2.1 Job advertisement
When using recruitment advertisements in the media,
employers should ask five key questions:
1
2
3
4
5

What do we want to accomplish?

Who are the people we want to reach?
What should the advertisement message convey?
How should the message be presented?
In which medium should it run?

2.2 External Recruitment

2.2.1 Job advertisement
What to include in an Effective Recruiting Ad?
1
Years of experience.
Three to five key characteristics of the successful
candidate,
2
Job Title and Responsibility
Location of Job

2.2 External Recruitment

2.2.1 Job advertisement
2
Starting pay range
Closing date of application.
Whether to submit resume and cover letter
Whether call are invited or not.
Where to mail application or resume.
IndiaScenario

The Ministry of Information &

Broadcasting publishes weekly journal that carries
advertisements for jobs in Central & Sate governments,
Public Sector Undertakings, Autonomous Bodies etc.

2.2.2 Recruitment agencies

There are professional agencies which provide employers
with details of suitable candidates for a vacancy and can
sometimes be referred to as head hunters.
The agencies have branches all over and sometimes they
specialize in a particular employment area like nursing,
financial services etc. Employment exchanges run by the
government also offer similar services.
By providing precise definition of positions to be filled,
employers can get a wide choice of right candidates, for a
fee.

2.2.3 Campus Recruitment

Most colleges and universities maintain placement offices
in which employers and applicants can meet. Employers
interview candidates at the facility provided by
educational institutes and this is known as Campus
Recruitment.
The major determinants affecting an employers selection
of colleges at which to conduct interview are
1. Current position requirements. 2. Experiences
with placement officers and previous graduates.3.
Organizational budget constraints. 4. Cost of available
talent (typical salaries) 5. Market competition and 6.
College reputation.

2.2.3 Campus Recruitment

Campus recruitment be restricted to only those (few) jobs
that do need a college degree. Appointing graduate
indiscriminately results in payment of higher salaries and
employees leaving early as the jobs assigned are not
challenging enough.
These days both the colleges and employers are
developing programs using video interviews with the
objectives of saving on expenses as well as time spent by
the companies and the students. Additionally the latter
are not required to miss their classes.

2.2.4 Labour Contractors

These are the specialist people who supply manpower to
the factory or the manufacturing plants. Through these
contractors workers are appointed on contact basis i.e. for
a particular time period.
Under conditions when these contactors leave the
organization, such people who have are appointed have
also to leave the organization. An organization with a
strong union has less flexibility as to who will be hired
and where that person will be placed.
This can also work to an employers advantage through
cooperative staffing programs, as they do in the building
and printing industries.

2.2.5 Professional associations

Associations in many business professions such as
finance, marketing, information technology and human
resources provide recruitment and placement services for
their members.
Professional associations and trade organizations provide
a valuable service in bringing together professionals and
professional job openings.
Most of them have newsletters, annual meetings or trade
publications that advertise job openings.

2.2.6 Internet Recruitment

Using internet for job hunting reduces time spent
unemployed by an average of 25%. Organizations first
started using computers as a recruiting tool by advertising
jobs on bulletin board service from which prospective
applicants would contact the company.
Then some companies began to take applications through
email. Now posting vacancies, receiving applications and
even interviewing candidates is done on the internet
thereby reaching more applicants, having lower costs and
fast response times and tapping net savvy applicant.

2.2.6 Internet Recruitment

According to one survey, the chart below shows the % of
applicants who indicated they planned to use various
recruiting resources.
%
60
50
40
30
20
10
0

50%

21%19%
15%14%
10%

Newspaper Internet Friends Agencies Word Other

Relatives
of Mouth

3. The Process of Recruitment

Recruitment is a continuous process whereby the firm
attempts to develop a pool of qualified applicants for the
future human resources needs even though specific
vacancies do not exist. It starts when a manager initiates
an employee requisition against a vacancy / expected
vacancy / vacancy created by growth or new work.
It doesnt finish until the appointment has been made.
TheProcessofRecruitment

Itisasystematicprocedurefromsourcingtoarranging
andconductingtheinterviews
andrequiresmanyresourcesandtime.

3. The Process of Recruitment

The process of recruitment is divided into following six
steps.
Each of them consists of a number of activities which
have to completed before role players can commence
with the next step.
Since the process has significant cost (including hidden)
implications, it is essential that this be undertaken in the
shortest possible time.
Hence reasonable time frames need to assigned to each
step and communicated for strict adherence.

3. The Process of Recruitment

Step1.Identifyavacancy Starts with receipt of requisition for
recruitment that contains posts to be
filled, number of persons, duties to be
performed and qualifications required.
Step2.PrepareJDand A job description (JD) is detailed
Specification
explanation of the roles and
responsibilities of the post advertised;
thus it refers to the job and not the
person. Job specification sets out the
kind
of
qualifications,
skills,
experience and personal attributes a
successful candidate should possess.
They provide a framework for job
interview.

3. The Process of Recruitment

Step3.Advertising

Step4. Managingthe
response.

The aim of an advertisement is to reach

the broadest possible pool of candidates
within specifically targeted domain.
Properly framed advertisement detailing
precise requirements ensures that non
qualifying applications are minimized.
Despite
targeted recruitment, an
advertisement can prompt many more
applications than anticipated. Effective
and accountable screening in fair and
open environment is the first step in
eliminating applications that do not
meet basic appointment criteria.

3. The Process of Recruitment

Step5.Shortlisting

Step6. Interview.

The screening of candidates activity has an

important impact on the rights and
expectations of applicants, the process
should managed in a responsible and
accountable manner. Considering that it
may be challenged, it is important that it be
documented and recorded.
An interview offers to employer
information that cannot be obtained from
application, chance to check applicants
people skills, ability to handle pressure etc.
Applicant gets to know exact nature of the
job and the culture of the company to
make the final decision.

3. The Process of Recruitment

There are though other forms of selection tests that can
be used in addition to an interview to help select the best
applicant, the basic interview can be unreliable as
applicants can perform well at interview but may lack
qualities and skills required for the job.
Aptitude tests, intelligence tests or psychometric tests
increase chances of choosing the best candidate and
minimize the high costs of recruiting the wrong people.
Once the candidate has been selected, it is necessary to
offer an employment contract that defines obligations of
the employee and employer including the initial
remuneration.

3. The Process of Recruitment

ACTIVITY 01
Look at any advertisement in recruitment section of your
newspaper and fill up the following table with relevant data. You
are free to add more rows.
1.NameoftheOrganization
2.TitleofthePositionVacant
3.JobLocation
4.AgeRequirement
5.EssentialQualifications
6.EssentialCompetencies[KSAs]
7.ContactInformation
8.DocumentsNecessaryfor
Application.
9.InterviewDates
10.ClosingDateforApplications

4. The Methods of Selection

One of the last stages in recruitment and selection is selection itself,
which includes the choice of methods by which an employer
reduces a shortlisted group following the recruitment stage,
leading to an employment decision.
While recruitment can be perceived as a positive activity generating
an optimum number of jobseekers, selection is inherently negative
in that it will probably involve rejection of applicants.
EmployeeSelectionistheprocessofinterviewingandevaluating
thecandidatesforaspecificjobandselectinganindividual
foremploymentbasedoncertaincriteria[KSAOs]

4. The Methods of Selection

Selecting the appropriate set of knowledge, skills and
abilities is an attempt to get a fit between what the
applicant can and wants to do , and what the organization
needs. Fit between the applicant and the organization
affects both the employers willingness to make a job
offer and an applicants willingness to accept a job.
Fitting a person to the right job is called placement. This
match of an employee to the job is important as it directly
affects the amount and quality of employees work. Any
mismatch in this regard can cost an organization a great
deal of money, time and trouble in terms of training and
operating costs.

4.1 Interviews
While it is almost unthinkable that employment would be offered
or accepted without facetoface encounter, many organizations still
rely almost exclusively on the outcome of interviews to make
selection decisions.
Interview is a mechanism that is capable of communicating
information about the job and the organization to the candidate,
with the aim of giving a realistic job preview and thus can minimize
the risk of job offers being rejected.
Interview.
Aselectionproceduredesignedtopredictfuturejobperformance
onthebasisofapplicantsoralresponsestooralenquiries.

4.1 Interviews
Advantages
Helpstoassesstheapplicants
jobknowledgeandskills

Disadvantages
Subjectivedecisionsarevery
likely

Enablesthesupervisorto
determinewhetherthereis
compatibilitybetweenthe
applicantandtheemployees

Decisionstendtomadewithin
thefirstfewminuteswiththe
remainderoftheinterviewused
tojustifytheoriginaldecision.

Allowstheapplicanttoask
Interviewers mayformtypecasts
questionsthatmayreveal
concerningthecharacteristics
additionalinformationusefulfor requiredforsuccessonthejob
makingaselectiondecision.

4.1 Interviews
Advantages

Disadvantages

Assistsinselectionamongst
equallyqualifiedapplicants

Researchhasshown
disproportionate ratesofselection
betweenminorityandnon
minoritymembersusinginterviews

Helpstoobtainadditional
informationabouttheapplicant

Negativeinformationseemstobe
givenmoreweight

Usefultojudgecandidatesverbal
fluency

Notmuchevidenceofvalidityof
theselectionprocedure

Theinterviewmaybemodifiedas
neededtogatherimportant
information

Validityoftheinterviewis
relativelylow

4.1 Interviews
To be fruitful, interviews
be conducted or supervised by trained individuals
be structured to follow agreed set of questions that
mirror person specification or job profile.
should allow applicants to ask questions.
Interviewers with little or no knowledge about the job
may be more likely to make conventional judgments
about the suitability of candidates than are interviewers
with detailed information about the job.
Let us have a look at five standard methods of interviews

4.1.1 Unstructured Interviews

In this method questions can be changed or adapted to
meet the respondents intelligence, understanding or
belief. Questions asked are usually open ended. The
interviewer takes long time to explain the job and then
asks some unplanned questions.*
Thus unstructured interviews can become time
consuming and because the information gathered from all
the candidates is different, it is difficult to have a base for
comparison which affects reliability and validity.
* Tell me something about yourself.
What are your strengths and weaknesses?
Describe a typical work week.

4.1.2 Structured Interviews

A structured interview format is a standardized method of
comparing job candidates. It allows fair comparison of
candidates impartially. By asking only predetermined
questions* the focus remains on what is required for the
position.
There is a better chance of selecting the best candidates
based specifically on qualifications rather than on
personality. Asking candidates same questions and noting
down their responses during the process can also improve
validity and reliability of interview.
* What are your career goals and objectives? Are you willing to
travel once a month out of city/state/country?

4.1.3 Situational Interviews

The candidates are asked to assess a situation* and to
provide solutions on how he or she would handle it. The
job related situations are usually identified using the
critical incidents job analysis technique. The interviews
are then scored using a guide constructed by job experts.
Applicants have to demonstrate how can they go about
solving problems, resolving conflicts and making things
happen. As a result managers get insights into the
candidates ability to do the job.
* If you know your boss is 100% wrong, how would you
handle it? Describe a challenge you faced. How did you handle
it?

4.1.4 Behavior Interviews

Behavioral based interviewing is based on discovering
how the candidate acted in specific employmentrelated
situations. The logic is that how the candidate behaved in
the past will predict how he/she will behave in the future.
The questions* in this type of interview reveal
information in the areas important to successful job
performance. Here too a guide constructed by a job
expert is used for scoring.
*Give an example of a goal you reached and tell me how?
Have you gone above and beyond the call of duty? If so how?

4.1.5 Panel Interviews

This technique entails the job candidate giving oral
responses to jobrelated questions asked by a panel of
interviewers. Each member of the panel the rates each
interviewee on such dimensions as work history,
motivation, creative thinking and presentation.
The scoring procedure for oral interview boards has
typically been subjective; thus, it would be subject to
personal biases of panel members.
This technique may not be feasible if there are a large
number of applicants that must be interviewed

4.2 Personality Tests

A job personality test emphasizes on finding what a
candidate is best at and for what type of jobs he/she will
be suitable. Different individuals have different mind
setups and different needs and requirements and skills
and competencies when it comes to their career.
This test helps the individual and the organization
determine the personality, character, capability,
emotional quotient, willingness and preferences of an
individual inside various professional fields.
career assessment tests
Personality Test
personality assessment tests
personality tests for career path
for a successful professional life

4.2 Personality Tests

PersonalityTestsassessthedegreetowhichapersonhascertain
traitsordispositionsorpredictthelikelihoodthatapersonwill
engageinacertainconduct.
Advantages

Disadvantages

Canidentifyinterpersonaltraitsthat may
beneededforcertainjobs

Difficulttomeasurepersonalitytraitsthat
maynotbewell defined

Canrevealmoreinformationabout
applicantsabilitiesandinterests

Applicantstraining/experiencemayhave
greaterimpactonjobperformancethan
applicantspersonality.

Canresultinlowercostsifapplicantstraits Applicantsmayrespondinthewaytheir
interviewersdesire
matchwiththoseofexistingexperienced
employees
Lackofdiversityifallemployeesselected
havesimilartraits
Lackofevidencetosupportvalidityofuse
ofthesetests

4.2.1 Personal attribute inventory (ACL)

is an interpersonal assessment instrument which
consists of 50 positive and 50 negative adjectives from
Goughs Adjective Check list. It is an assessment used to
identify common psychological traits.
Respondents select the adjectives that they believe
describe themselves (or someone else). The assessment
may be administered to an individual or used by
researchers to describe study participants. 300 adjectives
correlate to 24 scales: 15 scales assessing needs or wants
and balance nine assessing attributes, potentialities and
role characteristics.

4.2.1 Personal attribute inventory (ACL)

Features
Measuresthirtyseventraitsandthesalienceof
300adjectives
Isflexibleandmultidimensional
Validacrossculturesandincludesanumberof
translations
Easytoadminister,requirestentofifteen
minutestocomplete
Extensivelyresearched andvalidated

4.2.2

Personality adjective checklist (PACL)

A comprehensive, objective measure of eight personality

styles aligned to with DSMIII Axis II constructs.
These eight personality styles are : introversive, inhibited,
cooperative, sociable, confident, forceful, respectful, and
sensitive.
This instrument is designed for use with nonpsychiatric
patients and normal adults who read minimally at the
eighth grade level. Test reports are computer generated
and are intended for use by qualified professional only.
Interpretive statements are based on empirical data and
theoretical inference . They are considered probabilistic in
nature and cannot be considered definitive.

4.2.3 Crosscultural adaptability inventory (CCAI)

CCAI is a selfscoring sixpoint rating scale that addresses
ones ability to adapt to any culture. It is used effectively
with people preparing to travel, live or work abroad;
sojourners returning from abroad and readjusting to their
home culture.; those who work in a multicultural or
culturally diverse environment, individuals who emigrate
voluntarily or who are forced to relocate and those
professional who work with the above groups.
It is effectively used as a part of training program, a
counseling tool. It has 50 items distributed among four
subscales emotional resilience, flexibility, perceptual
acuity and personal autonomy.

4.2.4 California psychological inventory (CPI)

The CPI is a selfreport inventory created by Harrison Gough
and contains 434 truefalse questions. The test is scored on
18 scales, three of which are validity scales. Eleven of the
nonvalidity scales were selected by comparing responses
from various groups of people. However, factor analysis was
not used in the development of the test and many of the
scales are highly intercorrelated and similar.
18 scales are subdivided into measures of 1] poise,
ascendancy, self assurance and interpersonal adequacy; 2]
socialization, responsibility, interpersonal values and
character; 3] achievement potential and intellectual
efficiency and 4] intellectual modes and interest modes.

4.3 Biographical Data

Biodata surveys work on the same principle as behavioral
interviewing : what was done in the past predicts what
will be done in future. In general they both have a same
degree of predictive accuracy.
The content of the biodata instruments varies widely and
includes such areas as leadership, teamwork skills,
specific job knowledge and skills, interpersonal skills,
extraversion, creativity, etc.
Biographical data typically uses questions about
education, training, work experience and interests to
predict success on the job.

4.3 Biographical Data

ADVANATAGES

DISADVANTAGES

Canbeadministeredviapaper&
pencilorcomputerizedmethodsto
largenumbers

Mayleadtoindividualsrespondingina
waytocreatepositivedecision
outcomeratherthan howtheyreally
are

Typicallylesslikelytodifferinresults
bygenderandrace.

Canbetimeconsumingtodevelopif
notpurchasedofftheshelf

Producesvalidinferencesforanumber Sufficientinformationfor
oforganizationaloutcomes.
developmentalfeedbacknotavailable.
Costeffectivetoadminister
Doesnotrequireskilledadministrators
Canreducebusinesscostsby
identifyingindividualsforhiring,
promotionortrainingwhopossessthe
neededskillsandabilities.

4.4 Cognitive Ability Tests {CAT}

Cognitive ability tests typically use questions or problems to
measure ability to learn quickly, logic reasoning, reading
comprehension, and other enduring mental abilities that are
fundamental to success in many different jobs.
Cognitive ability tests assess a persons aptitude or potential to
solve jobrelated problems by providing information about their
mental abilities such as verbal or mathematical reasoning and
perceptual abilities like speed in recognizing letters of the alphabet.
CAT:paper&pencilorcomputerizedassessmentmeasuresofanindividuals
generalmentalabilityorintelligence.

4.4 Cognitive Ability Tests {CAT}

Advantages:
verbal reasoning and numerical tests have shown
high validity for a wide range of jobs.
the validity rises with increasing complexity of the
job
can be administered via paper & pencil or computer
easily to large numbers.
cost effective to administer
does not require skilled administrators.
reduces business costs by identifying individuals for
hiring, promotion or training.
immune to fake responses or attempts to impress

4.4 Cognitive Ability Tests {CAT}

Disadvantages:
Cognitive ability tests are typically more likely to
differ in results by gender and race than other types
of tests.
Tests can be time consuming to develop if not
purchased off the shelf.
CATs can be categorized as under:
4.4.1 General intelligence tests
4.4.2 Aptitude tests

4.4.1 General intelligence tests

This type cognitive ability test is a part of most pre
employment assessments because intelligence is the best
single predictor of job performance.
Intelligence tests consist of
logic problems
word problems
pattern identification
and/or other kinds of questions.
A persons intelligence quotient IQ is a measure of
intelligence derived from the specially designed tests .

4.4.1 General intelligence tests

The quotient is determined by dividing individuals mental
age by his chronological age and multiplying the result by
100.
The problem with using only an intelligence test is that it
can have adverse impact.
The reasons for this are complex and not entirely
understood, but in order to avoid law suits and to
increase the predictive power of testing, most employers
will use intelligence tests in conjunction with other types
of tests.

4.4.2 Aptitude tests

Aptitude tests measure ability to acquire a skill or do a
particular type of work.
These are the type of tests employers typically use to
screen candidates for employment.
Tests are available on just every topic. There are tests
to determine whether one has an aptitude for sale or
for firefighting etc.
An aptitude tests include talent assessments
companies use to determine if a particular candidate is
really a good fit for the job applied for.

4.4.2 Aptitude tests

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4.5 Work Sample Tests

These test typically focus on measuring specific job skills
or job knowledge but can also assess more general skills
such as organizational skills, analytic skills,
and
interpersonal skills.
Work samples
and simulations typically require
performance of tasks that are the same or similar to those
performed on the job to assess their level of skill or
competence.
They are based on the principle that the best forecaster of
future behavior is observed behavior under similar
situations.

4.5 Work Sample Tests

Advantages

Disadvantages

Producesvalidinferences
regardingabilitytoperformthe
job
Reducescostsbyidentifying
individualsforhiring,
promotion,ortraining who
possesstheneededskills&
abilities.
Lesslikelytodifferinresultsby
genderorrace

Doesnotassessaptitudeto
performmorecomplexjobs
Inappropriatewhereknowledge
canbeobtained byshort
trainingcourse.

Oftennotconducivetogroup
administration.

contd.nextslide

4.5 Work Sample Tests

Advantages

Disadvantages

Maybemoreacceptedbytesttakers Maynotassesstheabilitytolearn
duetheobviouslinkbetween thetest newtasksquickly
andthejob.
Lesslikelytobeinfluencedbytest
takerattemptingtoimpressthrough
fakeresponses.

Maybedifficulttokeepupdated

Canbeusedtoprovidespecific
developmentalfeedback

Maybeexpensivetoadminister

Canprovidetestresultswitha
realisticpreviewofthejobandthe
organization

Maybetimeconsumingtodevelop
andtoadminister

4.6 Physical Ability Tests

Physical ability tests typically use tasks or

exercises that require physical ability to
perform. These tests measure physical
attributes and capabilities, such as strength,
balance and speed.

4.6 Physical Ability Tests

ADVANTAGES

DISADVANTAGES

Producevalidinferencesregarding
performance ofphysicallydemanding
tasks

Aretypicallymorelikelytodifferin
resultsbygenderthananyothertests

Identifiescandidateswhocannot
physically performessentialjob
functions

Inappropriateordifficulttoemployin
offices.

Reducescostsbyidentifying

individualsforhiring,promotion,or
trainingwhopossesstheneededskills
&abilities.

Maybeproblematicifusedto
diagnose medicalconditions

Testtakersattemptstoimpression
fakeresponseshavenoinfluenceon
results

Canbeexpensiveandtimeconsuming
topurchaseequipmentandadminister

4.7 Assessment Centers

An assessment center can be defined as a variety of
testing techniques designed to allow candidates to
demonstrate , under standardized conditions, the skills
and abilities that are most essential for success in a given
job
The term assessment center is a catchall term that can
consist of some or all of variety of exercises. Usually they
have inbasket exercise for each job.
Exercises include oral exercises, counseling simulations,
problem analysis exercises, interview simulations, role
play exercises, written report / analysis exercises and
leaderless group exercises.

4.7 Assessment Centers

Assessmentcentersallow
candidatestodemonstrate
moreoftheirskillsthrougha
numberofjobrelevant
situations(Joiner1984)
Assessmentcentersmeasuremany
differenttypesofjobrelatedskills
andabilitiesbutareoftenusedto
assessinterpersonalskills,
communicationskills,planning,
organizingandanalyticalskills.

4.7 Assessment Centers

ADVANTAGES

DISADVANTAGES

Produce valid suggestions Can be costly to create and

for organizational outcomes
administer
Reduce cost by identifying Require more assessors, role
players etc. to administer
individuals
for
hiring,
promotion, or training who
tests.
possess the needed skills &
abilities.
Test takers view positively Time consuming
after
seeing
close
relationship between test
and the job.

Continued

4.7 Assessment Centers

ADVANTAGES

DISADVANTAGES

Provides useful feedback Difficult to keep calibrated

regarding
training
and
or standardized across time
development needed.
and locations
Focus heavily on behavior
demonstration than simply
assessing characteristics
Use trained raters
Are typically less likely to
differ in results by gender
and race than other types of
tests

4.7 Assessment Centers

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5. The Process of Selection

The process of selection involves rejection of unsuitable
or less suitable applicants.
This may happen at any of the hurdles that act as screens
designed to eliminate an unqualified applicant.
The complexity of the process usually increases with the
level and responsibility of the position to be filled.
A typical selection process takes place in following order:

5. The Process of Selection

Step#1

Preliminary Interview / Screening

Preliminary interviews are used to eliminate those

candidates who do not meet the minimum eligibility
criteria laid down by the organization.
The skills, academic and family background; competencies
and interests of the candidate are examined during
preliminary interview. This is the stage where applicants
are provided with further details about the job to be filled
in. those who qualify are provided with an application
form to fill and submit. Rest are allowed to leave.

5. The Process of Selection

Step#2

Application blanks
Candidate have to fill data regarding age, qualifications,
reason for leaving previous job, experience, contact
details etc.
The forms are used to find out information that indicates
chances of applicant fulfilling job requirement and are
used as a starting point for the interview.
Forms are simple for junior jobs and get complex for more
responsible and higher management levels jobs.

5. The Process of Selection

Step#3

Selection tests

A test is a sample of an aspect of an individuals behavior,

performance or attitude. It can also be a systematic
procedure for comparing the behavior of two or more
persons.
The basic assumption underlying the use of tests in
personnel selection is that individuals are different in
their jobrelated abilities and skills and these skills can
adequately and accurately measured. Tests seek to
eliminate the possibility of prejudice on the part of the
interviewer or supervisor.
Potential ability only will govern selection decisions.

5. The Process of Selection

Step#4

Employment interviews

Employment interview is a one to one interaction

between the interviewer and the potential candidate. It is
used to find whether the candidate is best suited for the
required job or not. But such interviews consume time
and money both.
Moreover, the competencies of the candidate cannot be
judged. Such interviews should be conducted properly. No
distractions should be there in the room. There should be
an honest communication between the candidate and the
interviewer.

5. The Process of Selection

Step#5

Medical examination
Medical tests are conducted to ensure physical fitness of
the potential employee.
It will decrease chances of employee absenteeism and or
determining their health benefits.
Step#6

Appointment letter

A reference check is made about the candidate selected

and then finally, he/she is appointed by issuing a formal
appointment letter

6. The Role of Industrial Psychologists

Identify the knowledge, skills, abilities and other
qualities(KSAs) necessary for performance.
Develop or identify measures of those KSAs
Conduct research on the relationship between
selection measures and job performance
Evaluate evidence of fair treatment.
Enhance current methods of measuring KSAs to
improve prediction of job success.

7 Summary
Recruitment is concerned with developing a pool of
job candidates in line with the human resource plan.
Candidates are usually located through newspaper and
professional journals advertisements, employment
agencies, word of mouth and visits to college and
university campuses.
Selection involves using application forms, resumes,
interviews, employment and skills tests and reference
checks to evaluate and screen job candidates for the
managers who will ultimately select and hire a
candidate.

7 Summary
Managing Recruitment and Selection is the key to
successfully managing any organization. The cost of getting
these processes wrong can be very high.
Organizations need to think about how they recruit and
select, in order to support the goal and strategy of the
organization.
With careful design and appropriate use, recruitment and
selection systems can increase productivity and help
ensure that selected applicants will be successful on the
job.
Industrial/organizational psychologists apply their training
to help ensure that selection systems are designed
appropriately and help to improve the quality of selection
decisions.

8 Further Reading
Ref: http://www.globalrecruitingroundtable.com/2011/09/16/12
mobilerecruitmentapplications/
You have now a new alternative for your search for a pool of
candidates.
The mobile!
Mobile Recruitment Applications
a) Employer Branding Create a brand name for your
organization to attract applicants.
b) Job Boards announce jobs you want to fill.

8 Further Reading
Mobile Recruitment Applications contd.
c) Virtual Business Cards get more background information
about a person on mobile applications from people search
engines such as kgpeople and 123people.
d) Social networking Easy search for candidates as well as
facility to establish and maintain contacts anytime ,
anywhere.
e) Location Based Services Check what your coworkers
candidates are tweeting about.
f) Social News Flipboard orderly arranges all the social
news for you in a kind of newspaper.
g) QR or Augmented Reality(AR) Vintage printed ads,
brochures or business cards at your finger tips.

8 Further Reading
Mobile Recruitment Applications contd.
h) Sharing CVs A resume received can easily be saved and
shared with your hiring managers or clients .
i) ATS Recruitment systems (or Applicant Tracking Systems)
present a professional step in managing the recruitment and
selection process.
j) Agenda Planning scheduling an interview can be time
consuming. Tungle allows people to access your calendar
and see when your schedule has a window for an
appointment.
k) Interviewing Personal encounters are no more
necessary when using a video enabled mobile.
l) Follow up Fast feedback is made easy with SMS text
message reminder.

8 Further Reading
Mobile Recruitment .
still ensures that
Youre there where your (future) candidates are.
You adapt content to the needs and circumstances.
You provide the applicant choices about way to interact with
you.
You provide a positive experience and service.
You provide a consistent experience.

Self Assessment Questions

1. ________ is the process of encouraging individuals to apply for
positions with a particular company.
A

Selection

Interviewing

Recruitment*

Development

2. What would be the best recruiting source for the position of

Chief Financial Officer for a Fortune 500 company?
A

RadioAdvertisement

JobFair

CollegePlacementOffice

RecruitmentAgency*

Self Assessment Questions

3. Recruitment and selection must be effective to ensure it
A

Offsetshighlabourturnover

Deliversthehighestcaliberofindividualsatoptimumcost*

Tohaveasurplusincaseofsicknessandabsence

Encouragesnewbloodintotheorganization

4. An Assessment Centre can most accurately be described as

which of the following?
A

Aplacewherecandidatesundertakeaseriesofselection
test*

AprocesswhereinagroupSMEsobservecandidates
performingagiventask

Acombinationofselectioninterviewandpsychometrictest

Noneoftheabove

Self Assessment Questions

5. Are the best and most productive employees likely to be
A

Theleastcostlyintermsofrecruitmentandemployment
costs

Amatterofpotluckintermsofrecruitmentdecisions

Themostcostlytoemploy*

Havenobearingonrecruitmentandselectioncosts

6. Biodata differs from application blanks through its use of

_______
A

Specifieditems

Scaleditems

Veryspecificquestions*

Fewernumbersofquestions

Self Assessment Questions

7. When an applicant receives accurate information about job
characteristics, organizational climate, employee attitudes and
supervisory styles, the applicant receives ________
A

Anunfairadvantage

Abiaseddescriptionofwork

Arealisticjobreview*

D Fewernumbersofquestions
8. Giving a customer service candidate a series of descriptions
likely to be encountered and having the candidate choose
between possible reactions is an example of ____
A

Situationaltest*

Acognitivetest

Asensoryabilitytest

Askilltest

Self Assessment Questions

9. The term screening usually refers to
A

Testsusedforplacementpurposes

Testsrelatedtoalegalstandard

Arapidandsomewhat roughprocedure*

Theissueofcertification

10. Thinking of a test as an interview focuses on

A

Thestandardization thatinterviewslack

Thefactthatinterviewscannotbefaked

Thenecessityandobjectivityoftheinterview*

Theadvantagesofonetooneapproach

ThankYou!