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Q.1: Types of Selection Device, Hiring Decision?

Human resources selection techniques vary, based on a company's staff and


resources. The methods for selecting employees include preliminary
screening, phone interviews, face-to-face meetings, and HR functions to
determine whether a candidate is indeed suitable for the job. Small
businesses, even if staff resources are limited, should use these steps to
choose the right candidate. The result is a wise hiring decision, and possibly
lower turnover and higher employee retention, all of which benefit smallbusiness employers.
Preliminary Screening
Once an employer has received what it considers sufficient interest in the
position, the recruiter starts screening the applications or resumes to
determine which applicants to contact for the preliminary screening
interview. Employers determine sufficient interest based on the number of
applications or the amount of time the job is posted. Many times, employers
take down the job posting when they receive a manageable number of
applications, such as 100, to review for a handful of qualified candidates.
Small businesses that don't have a lot of time to devote to screening
applicants should screen based on discrete criteria, such as minimum
number of years' experience or verifiable credentials. Preliminary screening
is an effective method for narrowing the selection to candidates who meet
the basic requirements for the job.
Telephone Interviewing

Used as a first-round interview, telephone interviews give recruiters an


opportunity to find out whether an applicant is still interested in the job. It
also saves small businesses the money and time of conducting face-to-face
interviews immediately after the preliminary screening step. A telephone
interview also confirms whether the applicant has the requisite qualifications.
Following the telephone interview, the recruiter typically selects the
candidates who were able to articulate their skills and qualifications in a
manner that meets the company's staffing needs.
In-Person Interviews
Face-to-face interviews take time, which is one of the reasons the applicant
pool should be narrowed by conducting preliminary screening and telephone
interviewing. The recruiter is a conduit for providing the hiring manager with
the best-suited candidates, a process that streamlines the selection process.
For example, out of 10 applicants interviewed by phone, the recruiter should
select three to four candidates. The hiring manager further narrows the
selection to two finalists. In a small business, although the hiring manager
may be doing the work of a recruiter, best practices for HR selection
methods dictate that at least one face-to-face interview be conducted before
making a decision.
Cultural Fit Selection
In the third-round interview, often the decision round, the hiring manager
asks questions that will help him determine which candidate fits the
organizational culture. Qualifications aside, an important factor in the hiring
decision is cultural fit. Cultural fit means the candidate's values align with
the organization's values. It's a subjective analysis, and one that hiring
managers can only attribute to being a gut feeling, not objective criteria.
Vetting Candidates

Once the hiring manager tells the recruiter who has been selected as the
most suitable candidate, the recruiter dispatches a conditional job offer. As
part of the selection techniques, a conditional offer goes out to the No. 1
candidate, while keeping the runner-up in mind should the first candidate not
pass the final stage. The final stage in what's now become the vetting
process consists of pre-employment matters, such as background checks and
drug testing. Even small businesses should invest in the time and expense of
background checks -- doing so can reduce the likelihood of hiring mistakes.
Background checks verify information provided by the candidate and are an
exercise in due diligence, according to management consultants Kim Kerr
and Barry Nixon, in their May 2008 article on HR.BLR.com titled "Benefits and
Components of a Background Screening Policy." Once the candidate passes
the background check and the drug test, the company extends a final offer.
The company then sends a rejection letter to the No. 2 candidate now that it
knows the No. 1 candidate can move forward with the on-boarding process.

Hiring Decision
You will hear and read a lot of information about what factors influence how
the hiring decision is made. In reality, it all comes down to one thing - will
hiring you make the hiring manager's job easier. The takes many things into
consideration, but the person who gets hired is the one the hiring manager
perceives will do the most to make his or her job easier.
Can You Do The Job?
Clearly this is a major consideration. The better you can do the job the easier
the manager's job will be. The more skilled you are the less time the
manager will have to spend managing you and directing your work. You will
need less training if you are already good at the job. This saves the manager
time and saves money in his/her budget.

The manager is going to rank all the candidates for the job based on how
well they can do the job:
Do you have the basic skills required for the job?
How much experience have you had doing the work required by this

job?

What advanced skills do you have that are relevant to this job?

How much training will you need?

Will quickly will you be able to work independently?

Will you be able to help or train others?


Will You Fit The Team?
Generally, the better you fit with the team and the company culture the
more likely you are to be hired. The hiring manager knows that if you fit with
the rest of the team he/she will not have to spend time resolving interpersonal conflicts between you and the other members of the team. If you fit
well with the rest of the team you are more likely to fit into established
patterns and procedures and improve the team's production rather than
require a period of adjustment with reduced productivity.
The exception to this is when the manager sees your lack of fit as a good
thing.
For example, with a very young team, the manager may hire a more
experienced candidate to bring a more structured approach to the team.
What Will You Cost?
Every hiring manager has a budget. This budget has to cover the salary and
benefits of the new hire, but also any adjustments to salaries of other team
members that may be needed as a result. If the hiring manager can hire you
at the targeted salary or below he/she can stay within budget and won't have

to spend any time making adjustments. If you request a salary above the
target the hiring manager may be able to accommodate that salary, but
he/she will have to spend some time making adjustments. Are you
requesting any benefits that are outside the company norm, like an extra
week of vacation? Even if the hiring manager can arrange that, he or she is
going to have to spend time and effort making the necessary arrangements.
This doesn't mean you should not ask for the salary and benefits you feel
you deserve, just that they may make the hiring manager's work load
increase. The hiring manager may decide you are worth the cost, but it will
impact the hiring decision.
The hiring manager is going to rank all the candidates for the job based on
what they will cost, in both time and money:

Are your salary requirements at or below the target for the position?

Are you requesting any benefits beyond the company's norm?

Will hiring you require the hiring manager make adjustments to any
other team member's salary?
Will hiring you require any additional effort on the hiring manager's

part to justify any additional expense?


Does the hiring manager believe you are worth the additional cost?

Is There Outside Pressure?


No hiring manager operates in a vacuum. All of us have outside forces that
influence us at work every day. The manager has a boss that he/she has to
keep happy. The position the manager is trying to fill probably will interact
with other departments in the company. The manager of the other
department may have preferences for the skills that department wants in the
new

hire.

Human

Resources

(HR)

is

concerned

that

company

and

government rules and regulations regarding hiring practices be followed. If


hiring you is going to cause any problems with any of the outside influences

you are less likely to be hired because it will make the manager's job more
difficult.
The hiring manager is going to rank all the candidates for the job based on
whether hiring them will cause any problems with any of the other
departments:

Will hiring you cause any problems with the hiring manager's boss?

What other departments will you work with and do any of them have
preferences that you don't meet?

Is hiring you going to cause any problems with the company's hiring
practices that will take time or effort on the manager's part to explain or
justify?

Will hiring you cause any problems with government rules or


regulations that the company will have to deal with and the hiring manager
will have to spend time to support?
Bottom Line
A hiring manager is going to hire the candidate who he or she believes will
do the most to make his or her job easier. Every manager today has more
work than they have time for and while they recognize that recruiting,
screening, and hiring new employees is a critically important part of their
job, they will always opt for the candidate who will do the most to help them
out by making their job easier in all its different aspects.
Q.2: Define Selection, Selection Ratio, and Selection Process?
MEANING OF SELECTION:
Selection is the process of picking up individuals (out of the pool of job
applicants) with requisite qualifications and competence to fill jobs in the
organization. A formal definition of Selection is as under

Definition of Selection: Process of differentiating


Selection is the process of differentiating between applicants in order to
identify and hire those with a greater likelihood of success in a job.
DIFFERENCE BETWEEN RECRUITMENT AND SELECTION:
Recruitment

Selection

1.
Recruitment refers to the
process
of
identifying
and
encouraging
prospective
employees to apply for jobs.

1.
Selection is concerned with
picking up the right candidates from
a pool of applicants.

2.
Recruitment is said to be
positive in its approach as it
seeks
to
attract
as
many
candidates as possible.

2.
Selection on the other hand is
negative in its application in as much
as it seeks to eliminate as many
unqualified applicants as possible in
order
to
identify
the
right
candidates.

Selection Ratios
The selection ratio is a very easy concept to understand. It is simply the
number of people hired divided by the number of applicants. Selection Ratio
= Number of Hires / Number of Applicants Because it is a ratio, the selection
ratios value must range between 0 and 1 (theoretically it really ranges from
-1 to 1, but in the real world you will never find a negative selection ratio in a
hiring situation), with 0 indicating a low selection ratio and 1 indicating a
very high selection ratio. A selection ratio is low if any of three conditions
exist:
1.

The denominator (the number on the bottom) is large

2.

The numerator (the number on the top) is small

3.

The denominator is large at the same time the numerator is small

As the numerator and the denominator grow farther apart, the selection ratio
gets smaller. When they grow closer to one another, the selection ratio will
get larger. What Does This Mean To Me? When it comes to selection ratios,
the lower the ratio, the better because the smaller the ratio is, the greater
the likelihood you will make good selection decisions. Think about it, if you
hire every person who walks in the door, no questions asked, then you will
have a selection ratio of 1. It does not take a staffing genius to know that
hiring

everyone

who

walks

in

the

door

without

investigating

their

qualifications will have disastrous consequences. However, if you hire only a


few people (low numerator) but have a high number of applicants (high
denominator), you are in the proverbial cat bird seat, because you can afford
to be very picky. In fact one of the most common ways that we I/O
Psychologists use selection ratios is to tell organizations how picky they can
afford to be based on the number of applicants for a job and the
effectiveness of the selection tools that are being used. When it comes to
selection ratios an ideal situation is that you have a great many applicants
for a position (big denominator) and only need to hire a few of them (small
numerator). This is exactly the situation that has been created by the current
talent market. A few years ago the advantage was clearly for the job seeker,
as there were plenty of available positions to go around. These days things
have changed. In todays world the number of available positions has shrunk
considerably. This means that numerators of selection ratios have gotten
much smaller across the board. At the same time, because there are more
job seekers than available positions and because it is so easy to search for
and apply to jobs using the Internet, organizations are being flooded with
applications. This means that the denominators of selection ratios have
gotten much bigger across the board. These conditions have created a
situation in which most organizations are experiencing selection ratios that
are very small. It should be an extremely favorable position for organizations.
Unfortunately, many organizations are losing out because they are not
currently equipped to take advantage of these favorable selection ratios.

PROCESS / STEPS IN SELECTION


1. Preliminary Interview: The purpose of preliminary interviews is
basically to eliminate unqualified applications based on information supplied
in application forms. The basic objective is to reject misfits. On the other
hands preliminary interviews is often called a courtesy interview and is a
good public relations exercise.
2. Selection Tests: Jobseekers who past the preliminary interviews are
called for tests. There are various types of tests conducted depending upon
the jobs and the company. These tests can be Aptitude Tests, Personality
Tests, and Ability Tests and are conducted to judge how well an individual can
perform tasks related to the job. Besides this there are some other tests also
like Interest Tests (activity preferences), Graphology Test (Handwriting),
Medical Tests, Psychometric Tests etc.
3. Employment Interview: The next step in selection is employment
interview. Here interview is a formal and in-depth conversation between
applicants acceptability. It is considered to be an excellent selection device.
Interviews can be One-to-One, Panel Interview, or Sequential Interviews.
Besides there can be Structured and Unstructured interviews, Behavioral
Interviews, Stress Interviews.
4. Reference & Background Checks: Reference checks and background
checks are conducted to verify the information provided by the candidates.
Reference checks can be through formal letters, telephone conversations.
However it is merely a formality and selections decisions are seldom affected
by it.
5. Selection Decision: After obtaining all the information, the most
critical step is the selection decision is to be made. The final decision has to
be made out of applicants who have passed preliminary interviews, tests,
final interviews and reference checks. The views of line managers are
considered generally because it is the line manager who is responsible for
the performance of the new employee.
6. Physical Examination: After the selection decision is made, the
candidate is required to undergo a physical fitness test. A job offer is often
contingent upon the candidate passing the physical examination.

7. Job Offer: The next step in selection process is job offer to those
applicants who have crossed all the previous hurdles. It is made by way of
letter of appointment.
8. Final Selection

Q.3: General Interview Strategy, Role of Interviewer during Interview, Role of


Interviewee during Interview?
Interview Strategy
Keep it simple and straightforward
Your company can increase hiring success by applying the right tools to the
job,

including effective

interviewing

techniques,

thoughtful interview

questions and well-orchestrated candidate meetings. Here are some basics


to get you started.
Prep Questions in Advance
Create a list of interview questions before the candidate arrives. This upfront
planning will keep the interview moving quickly and ensure you get the
information you need. It will also help you avoid vaguely worded questions
that may be difficult for applicants to answer.
Choose the Right Interviewer(s)
The supervisor who will oversee the new hire typically conducts the initial job
interview. If you're a small shop with one person who will conduct the
interview process, have other team members talk with candidates as well.
Discuss in advance which topics each interviewer will explore. This will
generate more comprehensive information about applicants skills and
experience.
Listen More Than You Talk
When the interview begins, make applicants comfortable by asking a few
general questions, and then follow this interview tip: let them do most of the

talking. Save your overview of the company and job for the end of the
meeting. Otherwise, job seekers might tell you what they think you want to
hear rather than speaking honestly.
Avoid the Tried and True
Interview questions such as, Where do you want to be in five years? elicit
well-rehearsed responses. Instead, ask the unexpected interview question.
Watch how applicants think on their feet -- its a good indicator of how theyll
deal with day-to-day challenges.
Three Interview Questions to Ask:
Tell me about a time you needed to learn a new skill.
Describe the worst job you ever had.
How do you motivate someone who isnt doing his or her job?
Three Interview Questions to Avoid:
Where do you want to be in five years?
What are your strengths and weaknesses?
Why are you leaving your present position?
Elicit Practical Information
What types of questions get you the information youll need? Scenario-based
questions, where you ask a candidate to react to a typical on-the-job
challenge, can give you an idea of how a candidate would react. Questions
that focus on measurable outcomes, such as what roadblocks did you face
on a project and how did you get around them? give you insight into
pertinent accomplishments. Follow up when necessary to get the specific
information you need.
Talk About Your Company Brand and Culture
As a small company, your company brand is a crucial element to helping
"sell" the candidate.

The first component of your company brand is reflected in the functional


benefits that you offer, such as health plans, compensation, flexible work
arrangements, wellness and telecommuting programs. As well, talk to the
candidate about opportunities for growth and career development.
The second are your brand's emotional benefits. Touch on your company's
culture - what motivates people to work there, as well as employeegenerated initiatives, community volunteer programs and other company
traditions.
The third and perhaps most important component of your brand is "the
reason to believe." Rather than give the candidate second-hand anecdotes
about why your company is a great place to work, consider having one of
your employee advocates meet the candidate and share their positive work
experience first hand.
Watch the Clock
Decide how long youll spend in the meeting and how much of that time will
be filled with candidate questions versus your overview of the position. Dont
feel obligated to give too much time to poor prospects, but keep in mind that
theyre likely to talk about their experience to others in the community.
Dont Forgo the Second Interview
Invite strong candidates back for another interview with you or a team
member. Ask new questions and repeat a few from the first conversation to
test consistency. Does the second meeting reinforce your feeling that the
prospect is right for the job? If youre not sure, dont hesitate to set up a third
meeting.

Q.4: Definition of Interview, Types of Interview, Types of Interview Questions?


MEANING & TYPES OF INTERVIEW
Introduction of interview

Interview is probably the most widely used selection tool. It is a most


complex selection technique because its scope includes measuring all the
relevant characteristics and integrating and classifying all other information
about the applicant. In practically all organization interviewing is used for a
variety of purposes, including selection, appraisal, disciplinary action,
counseling and general problem solving.
The interview is a selection technique which enables the employer to view
the total individual and directly appraise him and his behavior. It is a method
by which an idea about an applicants personality can be obtain by a face-toface contact.
It tries to achieve an exacting appraisal of an applicant, his previous
experience, education, training and family backgrounds.
Interview is face to face interaction between two persons for particular
purpose. Its also employed to screen candidates for admission into institutes
higher learning. Thus an interview is a purposeful exchange of views, the
answering of questions and communication between two or more persons.
The interview is used in practically every business and profession. Some
activities call for a high degree of proficiency in interviewing; these are the
activities of engineers, lawyers, social workers, industrial relations managers,
salesmen and supervisors, investigating grievances. The interview is widely
used in securing credit information, making loans, selling, adjusting
complaints as well as in personnel administration and management.
Meaning and definition of interview
interviewing is meant deliberate, active listing with a purpose to draw the
other person out, to discover what he really wants to say, and to give a
chance to express himself freely.
An interview is an attempt to secure maximum amount of information form
the candidate concerning his suitability for the job under consideration.
An interview is a purposeful exchange of ideas, the answering of questions
and communication between two or more persons.
Objectives & importance of interview
In the selection process, interviews serve the following purposes:

1. To cross-check or verify the information obtained in earlier steps, i.e.


application form and tests.
2. To judge the candidates qualification and characteristics so as to
decide whether or not to select him.
3. To give the candidate essential facts about the job and the company to
enable him to decide intelligently whether he should or should not
accept the employment.
4. To establish a rapport or mutual understanding between the company
and the candidate and to promote the companys goodwill.

Types of interview
The interviews are classified by the purpose for which the interview is held.
Promotion interview:Persons due for promotion are interviewed even if there is no competition.
The interview is likely to be informal and serves as induction into a new
team, with new responsibilities. Clarification about nature of duties,
responsibilities and expectations are made during a promotion interview.
Informal interview:It is planned and is used when the staff is required urgently. A friend or
relative of the employer may take a candidate to the house of employer or
manager who ask few questions like name, birth place, education and
experience, etc. when candidate enquires about the vacancies after reading
an advertisement, its an example of informal interview.
Formal interview:This type of interview is preplanned and is held in a formal atmosphere. All
the formalities and procedure, e.g. the time, the venue and the questions to
be asked are decided in advance.
Appraisal or assessment interview:An appraisal interview is one of the methods of periodical assessment of
employees. There are other methods like completion of self assessment
forms and assessment by supervisors. But annual appraisal interview is the
best method for judging employees' attitudes. A face-to-face confidential talk

is an opportunity for both, the employee and the supervisor to discuss


several issues.
Patterned or structured interview:Such interview is fully planned to a high degree of accuracy and precision.
Its based on the assumption that to be more effective every pertinent detail
should be worked out in advance. Therefore, a list questions to be asked is
prepared and the questions are asked in a particular cycle. The time to be
allowed to each candidate and the information to be sought a predecided.
The interviewer is carefully selected.
The interviewer actively participates and the candidate is expected only to
answer the questions. Thus, a standardized pattern is adopted or the
structure of the interview is decided in advance. Such interview is also
known as directed or guided interview. It allows for a systematic coverage of
the required information.
Stress Interview:This interview aims at testing the candidates job behavior and level of
enduring during the period of stress and strain. Interviewer tests the
candidate by putting him under stress and strain by interrupting the
applicant from answering, criticizing his opinions, asking questions pertaining
to unrelated areas, keeping silent for unduly long period after he has finished
speaking etc. Stress during the middle portion of the interview gives
effective results. Stress interview must be handled with at most care and
skill. This type of interview is often invalid as the interviewees need for a
job, his previous experience in such type of interviews may inhibit his actual
behavior
under
such
situations.
Behavioral Interview:In a behavioral interview, the interviewer will ask you questions based on
common situations of the job you are applying for. The logic behind the
behavioral interview is that your future performance will be based on a past
performance of a similar situation. You should expect questions that inquire
about what you did when you were in XXX situation and how did you dealt
with it. In a behavioral interview, the interviewer wants to see how you deal
with certain problems and what you do to solve them.
Group Interview:-

Many times companies will conduct a group interview to quickly prescreen


candidates for the job opening as well as give the candidates the chance to
quickly learn about the company to see if they want to work there. Many
times, a group interview will begin with a short presentation about the
company. After that, they may speak to each candidate individually and ask
them
a
few
questions.
One of the most important things the employer is observing during a group
interview, is how you interact with the other candidates. Are you emerging
as a leader or are you more likely to complete tasks that are asked of you?
Neither is necessarily better than the other, it just depends on what type of
personality works best for the position that needs to be filled.
Lunch Interview:Many times lunch interviews are conducted as a second interview. The
company will invite you to lunch with additional members of the team to
further get to know you and see how you fit in. This is a great time to ask
any questions you may have about the company or position as well, so make
sure you prepare your questions in advance.
Although you are being treated to a meal, the interview is not about the
food. Don't order anything that is too expensive or messy to eat. Never take
your leftovers home in a doggy bag either. You want to have your best table
manners and be as neat as possible. You don't need to offer regarding pay, it
is never expected for a candidate to pay at a lunch interview.
Chew quietly and in small bites so you don't get caught with a mouthful of
food when the recruiter asks you a question.
Group Discussion Interview:There are two methods of conducting group discussion interview, namely
group interview method and discussion interview method. All candidates are
brought into one room i.e. interview room and are interviewed one by one
under group interview This method helps a busy executive to save valuable
time and gives a fair account of the objectivity of the interview to the
candidates.
Under the discussion interview method, one topic is given for discussion to
the candidates who assemble in one room and they are asked to discuss the
topic in detail. This type of interview helps the interviewer in appraising,
certain skills of the candidates like initiative, inter-personal skills, dynamism,
presentation,
leading
comprehension,
collaboration
etc.

Interviewers are at ease in this category of interview because of its


informality and flexibility. But it may fail to cover some significant portions of
the candidates background and skills
Depth Interview:In this type of Interview, the candidates would be examined extensively in
core areas of knowledge and skills of the job. Experts in that particular field
examine the candidates by posing relevant questions as to extract critical
answers from them, initiating discussions regarding critical areas of the job,
and by asking the candidates to explain even minute operations of the job
performance. Thus, the candidate is examined thoroughly in critical / core
areas in their interviews.
Phone interview:A phone interview may be for a position where the candidate is not local or
for an initial prescreening call to see if they want to invite you in for an inperson interview. You may be asked typical questions or behavioral
questions.
Most of the time you will schedule an appointment for a phone interview. If
the interviewer calls unexpectedly, it's ok to ask them politely to schedule an
appointment. On a phone interview, make sure your call waiting is turned off,
you are in a quiet room, and you are not eating, drinking or chewing gum.
Panel or board interview:Such interview is conducted by a group of interviewers. It seeks to pool the
collective wisdom and judgment of several interviewers. Question are asked
in turn or at random. The candidate may even be asked to meet the
members of the panel individually for a fairly lengthy interview.
TYPES OF INTERVIEW QUESTIONS
The following are different types of questions usually asked during job
interviews:

Directive
Non-Directive
Hypothetical or Behavioural
Job-Company-Industry
Location

Stress

DIRECTIVE
These are specific interview questions that require you to respond with a
precise

answer.

These interview questions are usually based on your resume.


o

What kinds of work have you done which would prepare you for the
duties of this position?

What kinds of machines/equipment can you operate?

How does your education equip you for the job at hand?

Regardless of the approach or structure of interview questions asked, the


interviewers will be trying to relate your past experiences education, work,
and non-work, to your ability to perform the immediate job and to estimate
your potential for future performance or promotion.
NON-DIRECTIVE
These interview questions are open-ended and give you the opportunity to
decide what direction you will take in answering them.
o

Tell me about yourself?

What are your long-term goals?

How do you define success?

What is your philosophy of life?

What are your strengths and weaknesses? Please give examples.

Why do you want this job?

Regardless of the approach or structure of interview questions asked, the


interviewers will be trying to relate your past experiences education, work

and non-work, to your ability to perform the immediate job and to estimate
your potential for future performance or promotion.
HYPOTHETICAL OR BEHAVIORAL
The interviewer uses these interview questions in an attempt to assess
how you might perform on the job. These interview questions are usually
presented in two parts. The first part presents a possible job situation. The
second part asks how you would deal with the situation.
o

One of the job functions in this position is supervision of two clerktypists. A conflict between these two people has arisen which is affecting
office morale and job performance. How would you handle this situation?

Regardless of the approach or structure of interview questions asked, the


interviewers will be trying to relate your past experiences education, work
and non-work, to your ability to perform the immediate job and to estimate
your potential for future performance or promotion.
JOB-COMPANY-INDUSTRY
o

Why are you interested in Sales/Marketing/Accounting/etc.?

What do you think you will be doing in this job you are applying for?
What do you think this job requires, and how do you match those
requirements? What do you think the duties of someone who holds this job
are?

How do you foresee the future of this industry?

Do you think a training program is useful? How do you evaluate a


business?

Why should we hire you?Based on this interview, what questions do


you have about the company?

Regardless of the approach or structure of interview questions asked, the


interviewers will be trying to relate your past experiences education, work

and non-work, to your ability to perform the immediate job and to estimate
your potential for future performance or promotion.
LOCATION
o

Are you free to relocate? What constraints do you have?

How do you feel about job-related travel?

How does your family feel about your traveling?

These interview questions are designed to obtain your personal data in a


quick and non-threatening way. Provide your answers truthfully in order to
avoid future conflicts related to working situations and job compatibility.
STRESS
In dealing with stress interviews, it is usually advantageous to meet
the interview questions head-on. Show the interviewer you understand
that the purpose of the exercise is to determine whether you are able to deal
with sensitive situations that create stress. Remember, you should not put up
with impolite behavior or answer humiliating questions.

Q.5: Reliability and Validity of Test, Types of Reliability and Validity, Types of Test.
Develop of Testing Program?
Test reliability
The reliability of a test refers to stability of measurement over time. When
a person's data entry skills are measured on two occasions (with no special
training in between), the two sets of scores should be similar. Reliability is
often measured with a reliability coefficient, which is simply a correlation
between sets of scores from people who have been given the test on two
occasions (X = first time score on the test, Y = second time score on the
test) - see the correlation module for review.

There are three (3) ways to measure the reliability of a test or


inventory: Test-retest, Split-half, and Alternate forms.
Test-retest - the same test is given to the same people on two occasions.
The scores are correlated, and if the reliability coefficient is positive and
high, the test is reliable.
Split-half - after being taken by a sample, the answers to the test are
divided into two halves (e.g., the odd-numbered versus the even-numbered
items). Scores on each half are correlated. If the test is reliable, the scores on
the two halves should show a high positive reliability coefficient (correlation).
Alternate forms - two versions of the test are constructed, and given to the
same people on two occasions. Scores on the two forms should show a high
positive reliabiilty coefficient (correlation).
Test Validity
The internal validity of a test is the extent to which it measures what it is
supposed to measure. The external validity of a test refers to how well it can
be generalized to others in the population for which it was developed. There
are

additional

criteria

or

types

of

evidence

for

test

validity: construct, content, and criterion validity.


Construct validity - refers to the association of the test with an underlying
theory. Does the test produce a result that is in accord with an established
theory? For example, according to psychoanalytic theory, anxiety is a
common response to stressful events. A test that shows an increase in
anxiety in people who have been traumatized would possess construct
validity.
Content validity - sometimes known as "face validity." On the face of it,
does the test or inventory look like it measures what it is supposed to
measure? Does the content make sense? An item asking about how gears

work would appear to measure mechanical ability. Asking someone to


indicate on a checklist whether they are feeling happy or sad sounds like a
good way to find about that person's mood.

Criterion validity - do the test results match up with other known measures
of a characteristics (the criterion)?
There are two (2) types of criterion validity: concurrent and predictive.
a) Concurrent validity - a test result is compared with another indicator
(criterion) at the same time. For example, to check the concurrent
validity of the State Anxiety Scale, it could be administered at the
same time as the older, established Taylor Manifest Anxiety Scale. If
both scales give the same result, then the newer one possesses
criterion validity. It is valid because it gives the same result as a known
criterion (standard).
b) Predictive validity - the test result predicts a later outcome. Police
selection example: Applicants who scored low on the test (but passed
and were hired) had more discipinary citations in their records a year
later than person who scored high on the test. The test has predictive
validity in that it predicts (fortells) subsequent behavior.

Types of Tests
Job seekers who pass the screening and the preliminary interview are
called for tests. Different types of tests may be administered, depending on
the job and the company. Generally, tests are used to determine the
applicants ability, aptitude and personality.
The following are the type of tests taken:
1). Ability tests: Assist in determining how well an individual can perform
tasks related to the job. An excellent illustration of this is the typing tests

given to a prospective employer for secretarial job. Also called as


ACHEIVEMENT TESTS. It is concerned with what one has accomplished.
When applicant claims to know something, an achievement test is taken to
measure how well they know it. Trade tests are the most common type of
achievement test given. Questions have been prepared and tested for such
trades

as

asbestos

worker,

punch-press

operators,

electricians

and

machinists. There are, of course, many unstandardised achievement tests


given in industries, such as typing or dictation tests for an applicant for a
stenographic position.
2). Aptitude test: Aptitude tests measure whether an individuals has the
capacity or latent ability to learn a given job if given adequate training. The
use of aptitude test is advisable when an applicant has had little or no
experience along the line of the job opening. Aptitudes tests help determine
a persons potential to learn in a given area. An example of such test is the
general management aptitude tests (GMAT), which many business students
take prior to gaining admission to a graduate business school programme.
Aptitude test indicates the ability or fitness of an individual to engage
successfully in any number of specialized activities. They cover such areas
clerical aptitude, numerical aptitude, mechanical aptitude, motor coordination, finger dexterity and manual dexterity. These tests help to detect
positive negative points in a persons sensory or intellectual ability. They
focus attention on a particular type of talent such as learning or reasoning in
respect of a particular field of work.
Forms of aptitude test:

Mental or intelligence tests: They measure the overall intellectual


ability of a person and enable to know whether the person has the mental
ability to deal with certain problems.

Mechanical aptitude tests: They measure the ability of a person to


learn a particular type of mechanical work. These tests helps to measure
specialized technical knowledge and problem solving abilities if the
candidate. They are useful in selection of mechanics, maintenance
workers, etc.

Psychomotor or skills tests: They are those, which measure a


persons ability to do a specific job. Such tests are conducted in respect of
semi- skilled and repetitive jobs such as packing, testing and inspection,
etc.

3). Intelligence test: This test helps to evaluate traits of intelligence.


Mental ability, presence of mind (alertness), numerical ability, memory and
such other aspects can be measured. The intelligence is probably the most
widely administered standardized test in industry. It is taken to judge
numerical, skills, reasoning, memory and such other abilities.
4). Interest Test: This is conducted to find out likes and dislikes of
candidates towards occupations, hobbies, etc. such tests indicate which
occupations are more in line with a persons interest. Such tests also enable
the company to provide vocational guidance to the selected candidates and
even to the existing employees. These tests are used to measure an
individuals activity preferences. These tests are particularly useful for
students considering many careers or employees deciding upon career
changes.

5). Personality Test: The importance of personality to job success is


undeniable. Often an individual who possesses the intelligence, aptitude and
experience for certain has failed because of inability to get along with and
motivate other people. It is conducted to judge maturity, social or
interpersonal skills, behavior under stress and strain, etc. this test is very
much essential on case of selection of sales force, public relation staff, etc.
where personality plays an important role. Personality tests are similar to
interest tests in that they, also, involve a serious problem of obtaining an
honest answer.
6). Projective Test: This test requires interpretation of problems or
situations. For example, a photograph or a picture can be shown to the
candidates and they are asked to give their views, and opinions about the
picture.
7). General knowledge Test: Now a days G.K. Tests are very common to
find general awareness of the candidates in the field of sports, politics, world
affairs, current affairs.
8). Perception Test: At times perception tests can be conducted to find out
beliefs, attitudes, and mental sharpness.etc.
9). Graphology Test: It is designed to analyze the handwriting of individual.
It has been said that an individuals handwriting can suggest the degree of
energy, inhibition and spontaneity, as well as disclose the idiosyncrasies and
elements of balance and control. For example, big letters and emphasis on
capital letters indicate a tendency towards domination and competitiveness.
A slant to the right, moderate pressure and good legibility show leadership
potential.

10). Polygraph Test: Polygraph is a lie detector, which is designed to


ensure accuracy of the information given in the applications. Department
store, banks, treasury offices and jewellery shops, that is, those highly
vulnerable to theft or swindling may find polygraph tests useful.
11). Medical Test: It reveals physical fitness of a candidate. With the
development of technology, medical tests have become diversified. Medical
servicing helps measure and monitor a candidates physical resilience upon
exposure to hazardous chemicals.

Developing a test programme


Developing a test programme is never simple. It requires careful planning,
experiment, technical knowledge, etc. Services of experts in psychology and
psychometrics and use of statistical techniques are also requisitioned.
The main steps generally involved in developing a sound test
programme are following:
(1) Deciding the objectives of testing programme:
Developing a test programme starts with deciding the objectives it has to
achieve. The objectives of the test programme may be hiring, promoting and
counseling of people. Initially, test programme may be designed for a few
jobs and then may be gradually expanded to cover all jobs in the
organisation.
(ii) Analysing Jobs:
Jobs are duly analysed to identify as to which human traits and skills are
necessary for effective performance of jobs.
(iii) Choosing tests to measure characteristics:

Several tests i.e. Battery of Tests are chosen to measure different


characteristics. The tests may be chosen keeping in view such factors as
reliability, validity, ease of administration, level of difficulty, and the cost
involved in different tests. The choice of the tests is generally based on
certain parameters like experience, previous research and guesswork.
(iv) Administering the tests:
Once the tests are chosen, then these are administered on the applicants
under consideration to measure the predetermined skills and traits.
(v) Establishing criteria of job success:
Success criteria are laid down in terms of output in quantity and quality,
attendance record, rate of accidents, rate of promotion, professional
achievement, etc.
(vi) Analysing the results of tests:
At last, the test scores secured by the applicant are carefully analysed in the
light of success criteria. Based on this, the final decision is taken either to
select the applicant for further processing or rejection.

THE END

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