Human&Resource&Managememnt& 14/02/15&

Module&II:&&

Mee@ng&Human&Resource&
Human&Resource& Requirement&
Management&
Prof.&Pallavi&Srivastava&
Jaipuria&Ins@tute&of&Management&

Dr.&Pallavi&Srivastava&

The&Hiring&Process&
Defining'job'requirements'

Establishing'the'types'of'rewards'

HR'Planning''
JOB&ANALYSIS&
Recrui3ng'promising'candidates'

Using'selec3on'tools'to'evaluate''

Decision'making'

Making'the''job'offer'
Dr.&Pallavi&Srivastava& 3& Dr.&Pallavi&Srivastava& 4&

Job&Analysis& Types&of&Informa@on&Collected&
& The& procedures& for& determining& the& du3es& and& skill& Work 

requirements& of& a& job& and& the& kind' of' people& who& activities

should&be&hired&for&it.&&
Human Human
J O B' D E S C R I P T I O N :& A& l i s t& o f& j o b ’ s& d u @ e s ,& requirements behaviours
Information
responsibili@es,& repor@ng& rela@onships,& working& Collected Via
condi@ons,&and&supervisory&responsibili@es.& Job 

Job Analysis Machines, tools,
equipment, and
context
JOB' SPECIFICATION:& & A& list& of& requisite& educa@on,& work aids

skills,&personality&&needed&to&do&that&job.&
Performance
standards

Dr.&Pallavi&Srivastava& 5& Dr.&Pallavi&Srivastava& 6&

Prof.&Pallavi&Srivastava& 1&
Human&Resource&Managememnt& 14/02/15&

Use&of&Job&Analysis& Methods&of&Collec@ng&Job&Analysis&
! Recruitment' &' Selec3on:' Helps& to& decide& what& sort& of& Informa@on:&The'Interview'
people&to&hire&or&recruit.&
•  Informa@on&Sources& •  Interview&Formats&
! Compensa3on:' Provides& informa@on& to& find& the& rela@ve& –  Individual&employees& –  Structured&(Checklist)&
worth& of& each& job& && its& appropriate& class& && –  Groups&of&employees& –  Unstructured&
compensa@on.& –  Supervisors&with&knowledge&
&&&of&the&job&
! Training:' Lists& the& job’s& specific& du@es& and& the& requisite&
•  Advantages&
skills&and&hence&the&training&required.&
–  Quick,&direct&way&to&find&overlooked&informa@on&
! Performance' appraisal:' JA& helps& in& deciding& the& •  Disadvantages&
performance&standards.& –  Distorted&informa@on&
! Discovering'unassigned'du3es'
! Legal' compliance:' ' Important& to& know& each& job’s&
essen@al&du@es.&
Dr.&Pallavi&Srivastava& 7& Dr.&Pallavi&Srivastava& 8&

Methods&of&Collec@ng&Job&Analysis&
Job&Analysis:&Interviewing&Guidelines&
Informa@on:&Ques@onnaires&
!  The& job& analyst& and& supervisor& should& work' together' ' & to& •  Informa@on&Source&
•  Advantages&
iden@fy&the&workers&who&know&the&job&best.& –  Have&employees&fill&out&&
–  Quick&and&efficient&way&to&
&&&ques@onnaires&to&describe&
gather&informa@on&from&
!  Quickly&establish'rapport'with&the&interviewee.& &&&their&jobarelated&du@es&and& large&numbers&of&employees&
!  Follow& a& structured' guide' or& checklist,& one& that& lists& opena &&&responsibili@es.& &
ended&ques@ons&and&provides&space&for&answers.& &
•  Disadvantages&
•  Ques@onnaire&Formats& –  Expense&and&@me&consumed&
!  Ask&the&worker&to&list'his'or'her'du3es'in&order&of&importance&
–  Structured&checklists& in&preparing&and&tes@ng&the&
and&frequency&of&occurrence.& –  Openaended&ques@ons&& ques@onnaire&
!  Aber&comple@ng&the&interview,&review'and'verify' ' ' ' ' ' ' ' 'the&
data.&

Dr.&Pallavi&Srivastava& 9& Dr.&Pallavi&Srivastava& 10&

Methods&of&Collec@ng&Job&Analysis&
Informa@on:&Observa@on&
•  Informa@on&Source& !  Advantages&
–  Observing&and&no@ng&the&&
◦  Provides&firstahand&
&&&physical&ac@vi@es&of&employees& informa@on&
&&&as&they&go&about&their&jobs.&
&&&Not&meant&for&jobs&involving&a&lot& ◦  Reduces&distor@on&of&
&&&of&mental&ac@vity.& informa@on&
!  Disadvantages&
◦  Time&consuming&
◦  Difficulty&in&capturing&en@re&
job&cycle&
◦  Of&ligle&use&if&job&involves&a&
high&level&of&mental&ac@vity&
Methods&of&Collec@ng&Job&Analysis&
Informa@on:&Par3cipant'Diary/Logs'
•  Informa@on&Source& •  Advantages&
–  Workers&keep&a&chronological&
&&&diary/&log&of&what&they&do&and& –  Produces&a&more&complete&
picture&of&the&job&
&&&the&@me&spent&on&each&ac@vity.&
&&&Use&of&pagers&&&pocket&& –  Employee&par@cipa@on&
&&&dicta@ng&machine.&
•  Disadvantages&
–  Distor@on&of&informa@on&
–  Depends&upon&employees&to&
accurately&recall&their&
ac@vi@es.&

Dr.&Pallavi&Srivastava& 11& Dr.&Pallavi&Srivastava& 12&

Prof.&Pallavi&Srivastava& 2&
Human&Resource&Managememnt&
Quan@ta@ve&Job&Analysis&Techniques&
Quantitative Job
Analysis
Position Analysis Functional Job
Questionnaire Analysis
Dr.&Pallavi&Srivastava&
…Quan@ta@ve&Job&Analysis&Techniques&
Func3onal'Job'Analysis:'
! Rates& different& jobs& quan@ta@vely& on& the& basis&
of&data,&people&and&processes&and&the&extent&to&
which& instruc@ons,& reasoning,& judgement,& and&
mathema@cal& and& verbal& ability& are& necessary&
for&performing&job&tasks.&
& 4.  Working'condi3ons,"for&instance&physical&environment&(noise,&
Dr.&Pallavi&Srivastava&
Aspects&of&job&descrip@on&
5.  Performance' standards/objec3ves," expressed& in&
quan@ta@ve& terms& (for& example,& level& of& output& or& sales,&
@me& limits& to& be& met)& or& in& qualita@ve& terms& (for& example,&
maintaining&a&certain&quality&standard&within&the&group);&
6.  Human' requirements," such& as& physical& and&
psychological& characteris@cs& of& the& applicant& that& would&
comply&with&the&demands&of&the&job;&
7.  Other' important' informa3on," for& example& training&
and& career& opportunity,& the& & firm’s& performance& in& the&
product&market&(imagearelated&informa@on).&
Dr.&Pallavi&Srivastava&
Prof.&Pallavi&Srivastava&
14/02/15&
Quan3ta3ve'Job'Analysis'Techniques'
! When& the& aim& is& to& compare& jobs& for& pay& purposes;&
assigns&quan@ta@ve&values&to&each&job.&
Posi3on'Analysis'Ques3onnaire:''
! used&to&collect&quan@fiable&data&concerning&the&du@es&&&
responsibili@es&of&various&jobs.&
! Contains&194&ques@ons&represen@ng&a&basic&element&that&
may&or&may&not&play&an&important&role&in&the&job.&&
! Provides&a&quan@ta@ve&score&of&the&job&in&terms&of&5&basic&
ac@vi@es:& decision& making/& communica@on/& social&
responsibili@es,& performing& skilled& ac@vi@es,& being&
physically& ac@ve,& opera@ng& vehicles/& equipments,& and&
13& processing&informa@on.&Dr.&Pallavi&Srivastava& 14&
&
Aspects&of&job&descrip@on...&
1.  Job'iden3fica3on,'in&par@cular&job&@tle,&department,&division,&
company&name,&loca@on;&&
2.  Rela3onships' with' others," notably& ver@cal& rela@onships&
(supervision& and& monitoring)& or& horizontal& rela@onships&
(liaison&with&others,&coaopera@on);&
3.  Job'content,"especially&the&actual&tasks&of&the&job,&the&level&of&
responsibility& of& the& task,& frequencies& of& performance,& the&
importance&of&the&task;&
heat),& social& environment& (working& in& a& group,& night& shib),&
economic&environment&(salary,&fringe&benefits);&
15& Dr.&Pallavi&Srivastava& 16&
Job&Specifica@on&
& & These& are& requirements& in& terms& of&
educa@onal& level& and/or& experience& the&
applicant&should&have&in&order&to&guarantee&a&
sa@sfactory&performance&on&the&job.&
! Educa3onal'requirements'are&an&indicator&of&
the&applicant’s&amtude&towards&learning.&
! Experience' requirements' are& more& oriented&
towards& the& acquisi@on& of& a& specific& knowa
how& at& the& moment& not& present& within& the&
firm.&
17& Dr.&Pallavi&Srivastava& 18&
3&
Human&Resource&Managememnt& 14/02/15&

An&example&of&a&job&specifica@on&&
Wri@ng&Job&Specifica@ons&
&
Specifica3on'for'the'job'of'senior'sales'assistant'for'computer'H/W'&'S/W''
Physical'make^up'
!  Essen@al:&@dy&and&dressed&in&a&“businessalike”&manner&
“What traits and
A_ainment''
experience are
!  Preferred:&Gradua@on&with&atleast&55%&marks&
required to do this job
well?” !  Preferred:&demonstrates&some&selfataught&knowledge&of&computer&packages&
!  Essen@al:&good&keyboard&skills&
General'intelligence'
!  Essen@al:&aboveaaverage&and&quick&to&grasp&the&meaning&of&problems&
Special'aatudes'
Specifications for Specifications
Specifications !  Essen@al:&ability&to&relate&to&people&–&to&be&outgoing&and&form&rela@onships&quickly&
Trained Versus Based on
Based on 
 Interests'
Untrained Statistical
Judgment
Personnel Analysis !  Essen@al:&to&be&interested&in&both&computer&hardware&and&sobware&
Disposi3on'
!  Essen@al:&pa@ence&&
Circumstances'
!  Essen@al:&circumstances&that&enable&agendance&at&work&every&Saturday&

Dr.&Pallavi&Srivastava& 19& Dr.&Pallavi&Srivastava& 20&

Sample&Job& Sample&Job&
Descrip@on,& Descrip@on,&
Pearson& Pearson&
Educa@on& Educa@on&
(cont’d)&

Source: Courtesy of Dorling Kindersley, India.

Dr.&Pallavi&Srivastava& 21& Dr.&Pallavi&Srivastava& 22&

Steps&in&Job&Analysis&
Job&Analysis&in&a&“Jobless”&World&
Steps in doing a job
analysis:
•  Concept&of&job&changing&over&the&years.&
Decide how you’ll use the information. (For what purpose;
1 this decides the type & method of data collection) •  Jobs& are& much& more& varied& and& loosely&
Review relevant background information. (Organization
2
charts, process charts, existing job descriptions etc.)
defined&than&in&the&past.&
3 Select representative positions. (Too many similar jobs) •  Frequent& job& enlargement,& job& rota@on& and&
Actually analyze the job. (By collecting data on job job&enrichment.&&
4 activities, required employee behaviours, working
conditions , human traits & abilities needed to do the job) •  With& the& onset& of& selfamanaging& teams,& jobs&
Verify the job analysis information with the workers
5
performing the job & his immediate supervisor.
move& from& being& narrowly& defined& to& broad&
6 Develop a job description and job specification. and&flexible&(called&“dejobbing”)&
Dr.&Pallavi&Srivastava& 23& Dr.&Pallavi&Srivastava& 24&

Prof.&Pallavi&Srivastava& 4&
Human&Resource&Managememnt&
Dejobbing&
•  Broadening& the& responsibili@es& of& the& company’s&
job,& and& encouraging& employees& not& to& limit&
themselves&to&what’s&on&their&job&descrip@ons.&
Factors'involved:'
•  Business& uncertain@es& require& the& firms& to& be&
responsive,& flexible,& and& much& more& compe@@ve.&
Limi@ng& the& employees& to& narrowly& defined& jobs&
makes& it& difficult& to& switch& from& tasks& to& tasks& as&
jobs&&&team&assignment&changes.&&&
•  Flager& organiza@ons,& self& managing& teams& &&
reengineering.&
Dr.&Pallavi&Srivastava& 25&
Human&Resource&Planning&
Dr.&Pallavi&Srivastava& 27&
Uncertainty&in&hiring&
Firms&face&two&different&types&of&uncertainty:&
1.  &uncertainty&about&the&job’s&demands,&and&
2.  &uncertainty&about&the&applicant’s&ability.&
&In&order&to&cope&with&the&first&form&of&uncertainty&
personnel& management& has& in& the& past&
developed& internal& communica@on& (and& job&
analysis).&&
In& order& to& cope& with& the& second& type& of&
uncertainty& firms& have& adopted& selec@on&
criteria.&
Dr.&Pallavi&Srivastava& 29&
Prof.&Pallavi&Srivastava&
14/02/15&
The&job&analysis&defines&the&du@es&&&human&
requirement&of&the&company’s&jobs…&
The&next&step&is&to&recruit&&&select&managers…&
This&starts&by&deciding&on&what&posi@ons&to&fill,&
through&personnel&planning&&&forecasing.&
Dr.&Pallavi&Srivastava& 26&
RECRUITMENT&NEEDS&
! Planned:' the& needs& that& arise& from& changes& in&
organiza@on&and&re@rement&policy.&
! An3cipated:' An@cipated& needs& are& those&
mo vemen ts& i n& p erso n n el ,& wh i ch& an&
organiza@on&can&predict&by&studying&trends&in&
internal&and&external&environment.&
! Unexpected:' resigna@on,& deaths,& accidents,&
illness&give&rise&to&unexpected&needs.&
Dr.&Pallavi&Srivastava& 28&
Defini@on&of&HR&Planning&
•  “Human& resource& planning& includes& the&
es@ma@on& how& many& qualified& people& are&
necessary&to&carry&out&the&assigned&ac@vi@es,&how&
many& people& will& be& available,& and& what,& if&
anything& must& be& done& to& ensure& that& personnel&
supply& equals& personnel& demand& at& the&
appropriate&point&in&the&future.”&(Leap&and&Crino)&
&&
Dr.&Pallavi&Srivastava& 30&
5&
Human&Resource&Managememnt& 14/02/15&

Features&of&HRP& Significance&of&HRP&
•  Includes& various& aspects& through& which& an& •  Defining&Future&Personnel&needs&
organiza@on& tries& to& ensure& that& right& people,& at&
right&place&and&at&right&@me&are&available.& •  Coping&with&changes&
•  Involves& determina@on& of& future& needs& of& •  Providing&base&for&developing&talents&
manpower& in& the& light& of& organiza@onal& planning&
and&structure.& •  High&cost&of&investment&in&HR&
•  Indicates& what& ac@ons& can& be& taken& to& make&
exis@ng& manpower& suitable& for& future& managerial&
posi@ons& and& the& how& gap& between& needed& and&
available&manpower&can&be&fulfilled&

Dr.&Pallavi&Srivastava& 31& Dr.&Pallavi&Srivastava& 32&

Steps&in&HRP&Process& HR&Planning&and&Forecas@ng&
I.' Forecas3ng:' Done& in& terms& of& mathema@cal& projec@on& of& trends& in&
the& economy& and& developments& in& the& industry,& or& of& judgement& !  Employment'or'Personnel'Planning'
es@mates&based&upon&specific&future&plans&of&the&company.&
◦  The&process&of&deciding&what&posi@ons&the&firm&&&&&will&
II.'Inventory:' 'Assessment&of&the&present&manpower&resources&and&the& have&to&fill,&and&how&to&fill&them.&
degree&to&which&these&resources&are&employed&op@mally.&
!  Succession'Planning'
III.'An3cipa3ng' 'manpower'problems:'by&projec@ng&present&resources& ◦  The& process& of& deciding& how& to& fill& the& company’s&
into& the& future& and& comparing& them& with& the& forecast& of& the& most&important&execu@ve&jobs.&
requirements,& adequacy& both& quan@ta@vely& and& qualita@vely& should&
be&es@mated.& !  What'to'Forecast?'
IV.'Planning:'for&recruitment,&selec@on,&training,&deployment,&u@liza@on,& ◦  Overall&personnel&needs&
transfer,& promo@on,& development,& mo@va@on& and& compensa@on& to& ◦  The&supply&of&inside&candidates&
be&undertaken&for&manpower&requirement.& ◦  The&supply&of&outside&candidates&

Dr.&Pallavi&Srivastava& 33& Dr.&Pallavi&Srivastava& 34&

Forecas@ng&Personnel&Needs& Forecas@ng&Tools&
! Trend'Analysis:'Studying&a&firm’s&employment&levels&
Forecasting
 over&a&period&of&years&to&predict&future&needs.&
Tools
! Ra3o' Analysis:' Making& forecasts& based& on& the& ra@o&
between&(1)&some&causal&factor,&like&sales&volume,&and&
(2)& number& of& employees& required,& like& number& of&
salespeople.&
! The' Sca_er' Plot:' shows& graphically& how& two& variables&
Trend Analysis Ratio Analysis Scatter Plotting
(such& as& a& measure& of& business& ac@vity& and& a& firm’s&
staffing&levels)&are&related.&

Dr.&Pallavi&Srivastava& 35& Dr.&Pallavi&Srivastava& 36&

Prof.&Pallavi&Srivastava& 6&
Human&Resource&Managememnt& 14/02/15&

&
Determining&the&
Using&Computers&to&Forecast&Personnel&
Rela@onship&Between&
Hospital&Size&and&
Number&of&Nurses&
Requirements&
•  Computerized&Forecasts&
Note: After fitting
the line, you can
project how many
employees you’ll
–  Sobware&that&es@mates&future&staffing&needs&by:&
need, given your
projected volume. •  Projec@ng&sales,&volume&of&produc@on,&and&personnel&
Size of Hospital Number of required&to&maintain&different&volumes&of&output.&
(Number Registered
of Beds) Nurses
200 240
•  Crea@ng& metrics& for& direct& labour& hours& and& three&
300 260 sales& projec@on& scenarios—minimum,& maximum,& and&
400 470
probable.&
500 500
600 620
•  E.g.&Aspect&eWorkforce&Management&sobware;&Visual&
700 660
800 820
Staff&Scheduler®&Pro&(VSS&Pro).&&
900 860

Dr.&Pallavi&Srivastava& 37& Dr.&Pallavi&Srivastava& 38&

Forecas@ng&the&Supply&of& Forecas@ng&the&Supply&of&Inside&
Inside&Candidates& Candidates&
! Manual' Systems:' used& to& keep& inventories& and&
development& records& to& compile& qualifica@ons&
Qualification
Inventories
informa@on&on&each&employee.&&&
! Replacement' Charts:' created& for& each& posi@on& to&
show&possible&replacements&as&well&as&the&present&
performance,& promo@on& poten@al,& and& training&
Manual
Systems and Computerized requirements&of&the&poten@al&candidates.&
Information
Replacement
Charts Systems ! Computerized' Informa3on' Systems:' To& track& the&
qualifica@ons& of& all& employees& and& providing&
managers&with&a&lis@ng&of&candidates&with&specified&
qualifica@ons&aber&scanning&the&database.&
Dr.&Pallavi&Srivastava& 39& Dr.&Pallavi&Srivastava& 40&

&
Management&
Forecas@ng&the&supply&of&outside&
Replacement&Chart&
Showing&
Development&
candidates&
Needs&of&
Poten@al&Future&
! Factors'in'Supply'of'Outside'Candidates'
Divisional&Vice&
Presidents&
◦  General&economic&condi@ons&
◦  Expected&unemployment&rate&
! Sources'of'Informa3on'
◦  Periodic&forecasts&in&business&publica@ons&
◦  Online&economic&projec@ons&
!  ILO&databases&
!  Ministry&of&Sta@s@cs&&&Programme&Implementa@on&(GOI)&
!  Bureau&of&Labor&Sta@s@cs&(BLS)&
!  Other&agencies&and&private&sources&

Dr.&Pallavi&Srivastava& 41& Dr.&Pallavi&Srivastava& 42&

Prof.&Pallavi&Srivastava& 7&
Human&Resource&Managememnt& 14/02/15&

Recruitment&
The process of attracting individuals
on a timely basis, in sufficient
Recruitment' numbers, and with appropriate
qualifications, and encouraging
them to apply for jobs with an
organization.

Generating a pool of potential candidates!'

Dr.&Pallavi&Srivastava& 43& Dr.&Pallavi&Srivastava& 44&

Purpose&of&recruitment…&
! Attract and encourage candidates to
apply.
! Create a talent pool of candidates to
enable the selection of best candidates at
minimum costs.
! Help increase the success rate of selection
process by decreasing number of visibly
under qualified or overqualified job
applicants.
…Purpose&of&recruitment&
! Help& reduce& the& probability& that& job& applicants& once&
recruited& and& selected,& leave& the& organiza@on& aber& a&
short&period&of&@me.&
! Increase& organiza@onal& and& individual& effec@veness& in&
short&&&long&term.&
!  & Professional& and& efficient& recruitment& will& not& only&
shorten& vacancy& dura@on& but& also& improve& the& quality&
of&the&applicants&hired.&

Dr.&Pallavi&Srivastava& 45& & Dr.&Pallavi&Srivastava& 46&

Recruitment&Policy& Sources&of&Recruitment&
•  Specifies& the& objec@ves& of& recruitment& and& provides& a&
framework&for&implementa@on&of&recruitment&programme.& •  Internal&
Components'of'recruitment'policy''
•  External&
•  The& general& recruitment& policies& and& terms& of& the&
organiza@on&
•  Recruitment&services&of&consultants&
•  Recruitment&of&temporary&employees&
•  Unique&recruitment&situa@ons&
•  The&selec@on&process&
•  The&terms&and&condi@ons&of&the&employment&
Dr.&Pallavi&Srivastava& 47& Dr.&Pallavi&Srivastava& 48&

Prof.&Pallavi&Srivastava& 8&
Human&Resource&Managememnt& 14/02/15&

Need&for&External&Recruitment&

External&
•  Lack& of& adequately& qualified& and& experienced&
persons&within&the&organiza@on.&
•  Induc@ng&persons&of&specialized&knowledge.&

Recruitment& •  Induc@ng& persons& well& exposed& in& successful&

units.&

Dr.&Pallavi&Srivastava& 49& Dr.&Pallavi&Srivastava& 50&

External&recruitment& Recruitment&sources&
Advantages:' !  Unsolicited&
!  Outside&people&bring&in&new&ideas& !  Employee&referrals&or&networks&
!  A&wider&audience&can&be&reached& !  Adver@sements&
!  Larger&pool&of&workers&from&which&to&find&the&best&candidate&& !  Recrui@ng& Online& (job& pos@ngs& on& internet& job& boards& &&
!  People&have&a&wider&range&of&experience& organiza@on’s&website,&web&based&applicant&databases)&
Disadvantages:' !  Campus&placements&
!  Longer& && more& expensive& process& due& to& adver@sements& and&
!  Employment&agencies&
interviews&required&& !  Execu@ve&search&firms&(head&hunters)&
!  Selec@on& process& may& not& be& effec@ve& enough& to& reveal& the& best& !  Professional&associa@ons&&&mee@ngs&
candidate&& !  State&employment&services&
!  Demo@va@ng& for& current& employees& as& it& blocks& their& promo@on& !  Job&fairs&
opportuni@es.&
Dr.&Pallavi&Srivastava& 51& Dr.&Pallavi&Srivastava& 52&

&
&

Applicant&Tracking&System& Communica@on&Medium&
! A& sobware& applica@on& that& enables& the&
electronic&handling&of&recruitment&needs.&& •  Recruitment&brochures&
! To&post&job&openings&on&a&corporate&Web&site&or& •  Videos&&&Videoconferencing&
job& board,& screen& resumes,& and& generate& •  Adver@sements&
interview& requests& to& poten@al& candidates& by& ea •  Telephone&messages&(“cold&calling”,&voice&
mail.&&
messages)&
! Individual&applicant&tracking,&requisi@on&tracking,&
automated& resume& ranking,& customized& input& •  Organiza@onal&websites&
forms,& preascreening& ques@ons& and& response& •  Radio&
tracking,&and&mul@lingual&capabili@es.&&
•  Eamail&
! e.g.&iApplicants,&PCRecruiter,&Applicant&Direct&
Dr.&Pallavi&Srivastava& 53& Dr.&Pallavi&Srivastava& 54&

Prof.&Pallavi&Srivastava& 9&
Human&Resource&Managememnt& 14/02/15&

Adver@sements&

Internal&
•  Details&of&Vacancy.&
•  Number&of&Vacancies.&
•  Scale&of&pay.&
• 
• 
• 
Minimum&qualifica@on.&
Minimum&Experience.&
Desirable&quali@es.&
Recruitment&
•  Reserva@on&of&vacancies.&
•  Mode&of&applying&–&last&date.&

Dr.&Pallavi&Srivastava& 55& Dr.&Pallavi&Srivastava& 56&

Internal&recruitment& Recruitment&sources&
Advantages:'
•  Job&pos@ngs&
!  Cheaper&and&quicker&to&recruit&&
!  People& already& familiar& with& the& business& and& how& it& operates;& Less&
•  Skills&inventory&
training&&&orienta@on&required& •  Nomina@ons&
!  Provides& opportuni@es& for& promo@on& with& in& the& business& –& can& be&
mo@va@ng&results&in&high&morale&&&commitment&
•  Employee&referral&
!  Business&already&knows&the&strengths&and&weaknesses&of&candidates&& •  Inahouse&temporary&pools&
Disadvantages:' •  Succession&plans&(s/w:&Pilat&NAI)&
!  Limits&the&number&of&poten@al&applicants&&
•  Intranet&&&intraplacements&
!  No&new&ideas&can&be&introduced&from&outside&the&business&
!  May&cause&resentment&amongst&candidates&not&appointed&&
•  Rehiring&
!  Creates&another&vacancy&which&needs&to&be&filled&&
Dr.&Pallavi&Srivastava& 57& Dr.&Pallavi&Srivastava& 58&

&
&

Screening& Evalua@on&&&Control&

•  Main&aim&of&screening&is&short&lis@ng&and& •  Necessary& as& considerable& costs& are& incurred&

differen@ate&qualified&applicant&among& in&the&recruitment&process,&&
from&unqualified.& •  Necessary& to& know& whether& the& recruitment&
methods& used& are& valid& && whether& the&
recruitment&process&is&effec@ve.&

Dr.&Pallavi&Srivastava& 59& Dr.&Pallavi&Srivastava& 60&

Prof.&Pallavi&Srivastava& 10&
Human&Resource&Managememnt& 14/02/15&

Recruitment&Costs& Measuring&Recrui@ng&Effec@veness&
1.  Salaries&for&recruiters&
2.  Management& &professional& @me& spent& on& preparing& job&
descrip@ons,& job& specifica@ons,& adver@sements,& agency& Evaluating
liason&and&so&forth& Recruiting
3.  Cost& of& adver@sements& or& other& recruitment& methods,& i.e.& Effectiveness
Agency&fees&
4.  Cost&of&producing&suppor@ng&literature&
5.  Recruitment&overheads&and&administra@ve&expenses&
6.  Costs&of&over@me&&&outsourcing&while&the&vacancies&remain& What to How to
unfilled& Measure Measure
7.  Cost& of& recrui@ng& suitable& candidates& for& the& selec@on&
process.&
Dr.&Pallavi&Srivastava& 61& Dr.&Pallavi&Srivastava& 62&

Recrui@ng&Yield&Pyramid&
(to&calculate&the&no.&of&applicants&they&must&
generate&to&hire&the&required&number&of&
new&employees)&
Evalua@on&of&recruitmnet&process&
•  Return&rate&of&adver@sements&posted&
•  Number&of&suitable&candidates&for&selec@on&
•  Reten@on&and&performance&of&the&candidates&
selected&
•  Cost&of&the&recruitment&process&
•  Time&lapse&data&
•  Comments&on&image&projected&

Dr.&Pallavi&Srivastava& 63& Dr.&Pallavi&Srivastava& 64&

Evalua@on&of&Recruitment&Methods& Transi@on&to&Selec@on&
•  No.& of& ini@al& enquiries& received& which& resulted& •  Involves making applicants aware of
in&completed&applica@on&forms.& –  Next steps in hiring process
•  No.& of& candidates& at& various& stages& of& the& •  Selection methods used and instructions
recruitment&&&selecton&process,&especially&those& –  Expectations and requirements
shortlisted.&
•  No.&of&candidates&required.&
•  No.& of& candidates& retained& in& the& organiza@on&
aber&six&months.&

Dr.&Pallavi&Srivastava& 65& Dr.&Pallavi&Srivastava& 66&

Prof.&Pallavi&Srivastava& 11&
Human&Resource&Managememnt& 14/02/15&

Alterna@ves&to&Recruitment&
! Outsourcing
! Contingent Workers
! Overtime
Selec@on&Process&

Dr.&Pallavi&Srivastava& 67& Dr.&Pallavi&Srivastava& 68&

Selec@on& Why&Careful&Selec@on&is&Important&
•  Process& by& which& an& organiza@on& chooses& The Importance of
Selecting the Right
from& a& list& of& applicants& the& person(s)& who& Employees
best' meets' the& selec@on& criteria& for& the&
posi@ons& available,& considering& the& current&
environment&condi@ons.& Costs of Legal 

Organizational
Recruiting and Obligations and
& Performance
Hiring Liability

Selec3on'is'hiring'the'best'candidates'from'the'
pool'of'applica3ons.'

Dr.&Pallavi&Srivastava& 69& Dr.&Pallavi&Srivastava& 70&

Purpose&of&selec@on& Selec@on&process&
•  The&purpose&of&selec@on&is&not&only&to&assess&the& •  Shortlis@ng&
applicants’& produc3vity' (or' ability),& but& also& to&
•  Preliminary&recep@on&of&candidates&
determine&whether&the&applicant&concerned&is&a&
poten3al'“qui_er”.&& •  Applica@on&Blanks&
•  Faulty&selec@on&or&choice&can&have&a&farareaching& •  Employment&test&
impact& on& the& organiza@onal& func@oning& and& •  Selec@on&interview&
performance.&
•  Reference&&&background&checks&
•  It& would& demoralize& the& employees& and& also&
•  Medical&evalua@on&
demo@vate&the&rest&of&the&work&force.&
•  Hiring&decision&
Dr.&Pallavi&Srivastava& 71& Dr.&Pallavi&Srivastava& 72&

Prof.&Pallavi&Srivastava& 12&
Human&Resource&Managememnt& 14/02/15&

Selec@on&Techniques&
Resumes&and&Cover&Legers&
•  Resumes& •  Resume&
•  Interviews& –  A&1a2&page&document&describing&an&applicant&
•  Legers&of&Recommenda@on& &
•  Psychological&Tests& •  Informa@on&provided&is&controlled&by&
applicant&
•  Assessment&Centers&
–  Informa@on&needs&to&be&verified&by&other&
•  Drug&Tests& predictors&to&ensure&accuracy&and&completeness&
•  Lie&Detectors&(unethical)&

Dr.&Pallavi&Srivastava& 73& Dr.&Pallavi&Srivastava& 74&

Pen&and&Paper&Techniques& Applica@on&Blanks…&
•  Applica@on&
•  Standard&applica@on&blanks& –  A& standard& form& where& applicants& provide&
•  Biographical&inventories:&longer&and&more& informa@on&on&the&following:&
•  Contact&informa@on&
detailed.&&&
•  Work&experience&
–  High&predic@ve&validity& •  Educa@onal&background&&
–  Most&useful&informa@on:&academic&achievement,& •  Applicant’s&signature&
scien@fic&interests,&popularity,&and&social&ac@vi@es& •  Purposes&of&applica@ons&
–  Record&of&applicant’s&interest&in&the&job&
–  Provides&a&profile&of&the&applicant&
–  Basic&record&for&applicants&who&are&hired&
Dr.&Pallavi&Srivastava& 75& –  Research&effec@veness&of&the&selec@on&process&
Dr.&Pallavi&Srivastava& 76&

&

…Applica@on&Blanks&& Biographical&Inventories&
•  Areas&of&special&interest& •  Personal&history&informa@on&of&applicant’s&
–  Educa@onal&requirements& background&and&interests&
•  Level&of&educa@on&
•  GPA&
– “Best&predictor&of&future&behavior&is&past&
•  Quality&of&school& behavior”&
•  Major&field&of&study& – Past&behaviors&may&reflect&ability&or&
•  Extracurricular&ac@vi@es&
mo@va@on&&
–  Training&and&experience&requirements&
–  Licensing,&cer@fica@on,&and&job&knowledge& •  Can&also&include&accomplishments&

Dr.&Pallavi&Srivastava& 77& Dr.&Pallavi&Srivastava& 78&

Prof.&Pallavi&Srivastava& 13&
Human&Resource&Managememnt& 14/02/15&

Telephonic,&Computerized,&Online&
Biodata&Example&Ques@ons& Tes@ng&
–  Telephone&prescreening&
•  How&old&were&you&when&you&got&your&first&job?&
•  How&punctual&are&you&about&coming&to&work?& –  Offline&computer&tests&
•  Were&you&ever&class&president?& –  Virtual&“inbox”&tests&
•  Were&you&on&the&basketball&team&in&high&school?&Were&you& –  Online&problemasolving&tests&
the&captain?&
•  How&many&hours&do&you&study&on&an&average&week?&
•  Types&of&Tests&
–  Specialized&work&sample&tests&
•  At&what&age&did&you&leave&home?&
–  Numerical&ability&tests&
•  How&large&was&the&town/city&in&which&you&lived&as&a&child?&
–  Reading&comprehension&tests&
•  Did&you&ever&build&a&model&airplane&that&flew?&
–  Clerical&comparing&and&checking&tests&
•  Do&you&play&any&musical&instruments?&
Dr.&Pallavi&Srivastava& 79& Dr.&Pallavi&Srivastava& 80&

References&and&legers&of&
Interviews&
recommenda@on&
•  A&procedure&designed&to&obtain&informa@on& –  Virtually&useless.&&&
from&a&person&through&oral&responses&to&oral& •  Self&selected&
inquiries.& •  Fear&of&lawsuits&

Dr.&Pallavi&Srivastava& 81& Dr.&Pallavi&Srivastava& 82&

Basic&Tes@ng&Concepts&
•  Reliability&
–  Consistency&of&scores&obtained&by&the&same&person&when&

Tes@ng&
retested&with&iden@cal&or&equivalent&tests.&
–  Are"test"results"stable"over".me?"
–  E.g."a"person"scores"the"same"marks"on"IQ"test"even"if"
taken"a=er"a"month"
•  Validity&
–  Indicates&whether&a&test&is&measuring&what&it&is&supposed&
to&be&measuring.&
–  Does"the"test"actually"measure"what"it"is"intended"to"
measure?"
–  E.g."a"typing"speed"test"for"a"typist"

Dr.&Pallavi&Srivastava& 83& Dr.&Pallavi&Srivastava& 84&

Prof.&Pallavi&Srivastava& 14&
Human&Resource&Managememnt& 14/02/15&

Types&of&Validity& Types&of&validity&
Test Test& validity:& “Does& this& test& measures& what& it& is&
Validity supposed&to&measure?”&&
1.  Criterion'validity:'shows&that&scores&on&the&test&
(predictor)& are& related& to& performance&
Criterion Content
(criterion).&
Validity Validity 2.  Content'validity:'the&test&contains&a&fair&sample&
of& the& tasks& && skills& actually& needed& to& do& the&
job&in&ques@on.&
Face 

Validity 3.  Face'validity:'Just&by&looking&at&the&test&it&must&
show&that&it&is&related&to&that&job.&&
Dr.&Pallavi&Srivastava& 85& Dr.&Pallavi&Srivastava& 86&

Using&Tests&at&Work& Types&of&Tests&

•  Major&Types&of&Tests& What Tests

Measure
–  Basic&skills&tests&
–  Job&skills&tests&
–  Psychological&tests&
Cognitive Motor and Personality
•  Why&Use&Tes@ng?& (Mental) Physical and 
 Achievement
Abilities Abilities Interests
–  Increased&work&demands&=&more&tes@ng&
–  Screen&out&bad&or&dishonest&employees&
–  Reduce&turnover&by&personality&profiling&
Dr.&Pallavi&Srivastava& 87& Dr.&Pallavi&Srivastava& 88&

Test&of&Cogni@ve&Abili@es…&
•  Tests&of&general&reasoning&ability&(intelligence)&and&test&
of& specific& mental& abili@es& like& memory& && induc@ve&
reasoning&
Intelligence'tests:''
•  IQ& tests;& measure& a& range& of& abili@es& like& memory,&
vocabulary,&verbal&fluency&&&numerical&ability&
•  E.g.& Stanford& Binet& Test,& Wechsler& tests,& Wonderlic,&
Kaufman& Adolescent& && Adult& Intelligence& Test,&
Comprehensive&Test&of&Nonverbal&intelligence&etc.&
…Test&of&Cogni@ve&Abili@es&
Specific'Cogni3ve'Abili3es:''
•  Ap@tude&tests&for&job&in&ques@on&
•  measure& a& range& of& specific& mental& abili@es&
like& induc@ve& && deduc@ve& reasoning,& verbal&
comprehension,&memory&&&numerical&ability;&&
•  e.g.&Mechanical&Comprehension&test&for&basic&
mechanical& principles;& Mechanical& Reasoning&
Test;& revised& Minnesota& Paper& Form& Board&
Test&for&mechanical&spa@al&ability.&

Dr.&Pallavi&Srivastava& 89& Dr.&Pallavi&Srivastava& 90&

Prof.&Pallavi&Srivastava& 15&
Human&Resource&Managememnt& 14/02/15&

Type&of&Ques@on&Applicant&Might&Expect&on&a&Test&of&Mechanical&Comprehension&
Test&of&Motor&&&Physical&Abili@es…&
Motor' Abili3es:' Finger& dexterity,& manual&
dexterity&and&&reac@on&@me&
•  e.g& The& Crawford& Small& Parts& Dexterity& Test&
measures& the& speed& && accuracy& of& simple&
judgement& as& well& as& the& speed& of& finger,&
hands&&&arm&movements&
•  Stromberg&Dexterity&Test,&The&Minnesota&Rate&
of&Manipula@on&test&

Dr.&Pallavi&Srivastava& 91& Dr.&Pallavi&Srivastava& 92&

…Test&of&Motor&&&Physical&Abili@es& Personality&Inventories&
•  Personality&inventories&
Physical'Abili3es:' –  Meant& to& assess& enduring& disposi@onal& quali@es& of&
applicants&
•  Sta@c&strength&by&libing&weights&
–  To& test& intangible& like& amtude,& mo@va@on,& temperament&
•  Dynamic&strengths&by&pull&ups& etc.&
•  Body&coordina@on&by&jumping&ropes& •  Two&major&types&
–  Projec@ve&measures&
•  stamina&
•  Rorschach&inkblot&test,&Thema@c&appercep@on&test&(TAT)&
–  Descrip@ve&measures&
•  Big&Five,&MBTI,&Catell&16&PF,&The&GuilfordaZimmerman&survey&,&The&
Minnesota& Mul@phasic& Personality& Inventory& (MMPI),&
Interpersonal&style&inventory,&Sales&Achievement&Predictor.&&
Dr.&Pallavi&Srivastava& 93&
& Dr.&Pallavi&Srivastava& 94&

&Sample&Picture&Card&from&Thema@c&Appercep@on&Test&

Rorschach&Example&1&

Dr.&Pallavi&Srivastava& 95& Dr.&Pallavi&Srivastava& 96&

Prof.&Pallavi&Srivastava& 16&
Human&Resource&Managememnt& 14/02/15&

Sample&Personality&Test&Items&

Rorschach&Example&2&

Source: Elaine Pulakos, Selection Assessment

Methods, SHRM Foundation, 2005, p. 9.

Dr.&Pallavi&Srivastava& 97& Dr.&Pallavi&Srivastava& 98&

Personality'Tests'
The&“Big&Five”&
Extraversion !  Ca_ell'16'PF&
• Sociable ◦  warmth& !  suspiciousness&
• Gregarious
• talkative
◦  intelligence& !  imagina@on& •  Myers^Briggs'(Type'
◦ 
◦ 
emo@onal&stability&
dominance&
! 
! 
shrewdness&
insecurity&
Indicator)'
Conscientiousness Emotional Stability/
 ◦  impulsiveness& ' TYPES
!  radicalism&
• Achievement-oriented Neuroticism ◦  conformity&
• Careful !  selfasufficiency& –  Introvert &Extrovert&
• Neurosis
• Hardworking ◦  boldness& –  Intui@ve &Sensing&
• Anger !  selfadiscipline&
• Responsible • Depression ◦  sensi@vity&
!  tension& –  Feeling&Thinking&
• organized • Worry
• Insecurity –  Percep@ve &Judging&

Agreeableness Openness to
• Cooperative Experience
• Goodnatured • Flexibility in thought
• Softhearted • Open to new ideas
• Tolerant • Broadminded
• trusting • Curious
• original

Dr.&Pallavi&Srivastava& 99& Dr.&Pallavi&Srivastava& 100&

Integrity&Tests& Integrity&Test&Sample&Ques@ons&&
•  Integrity&tests&
–  Tests&used&to&assess&whether&an&applicant&is&honest&and&
trustworthy&

Dr.&Pallavi&Srivastava& 101& Dr.&Pallavi&Srivastava& 102&

Prof.&Pallavi&Srivastava& 17&
Human&Resource&Managememnt& 14/02/15&

Interest&Inventories& Achievement&Tests&
•  Compares& the& person’s& current& interests& with& •  Measure&job&knowledge&&&abili@es&i.e.&what&
those& in& other& occupa@on& to& determine& the& the&person&has&learned&
preferred&occupa@ons&for&individual.& •  e.g.&Purdue&Test&Machinists&&&Machine&
•  Used&in&selec@on,&career&planning& operators,&typing&test&for&typists&
•  e.g.&StrongaCampbell&Interests&Inventories& •  The&tests&that&you&had&taken&during&schooling&
and&later&studies&

Dr.&Pallavi&Srivastava& 103& Dr.&Pallavi&Srivastava& 104&

Work&Samples&and&Simula@ons& Work&Samples&
•  Applicant’s& performance& tested& on& actual& work&
Measuring Work tasks&representa@ve&of&the&job&
Performance Directly
•  Measure&job&performance&directly&
Advantages:''
•  Harder&to&fake&
Management Video-Based Miniature Job •  No&invasion&of&privacy&
Work
Assessment Situational Training and
Samples
Centers Testing Evaluation •  Beger&validity&
•  E.g.& applicants& for& dental& course,& cashier,&
stenographer&
&
Dr.&Pallavi&Srivastava& 105& Dr.&Pallavi&Srivastava& 106&

Assessment&Centres&
•  2a3& day& simula@on& in& which& 10a12& candidates&
perform& realis@c& management& tasks& in&
hypothe@cal&situa@ons&and&are&scored&on&their&
performance.&
•  Experts& observe& && appraise& their& leadership&
poten@al&for&key&management&posi@ons&
•  Effec@ve&for&selec@on&&&promo@on&
•  Expensive,& take& longer& @me,& require&
experienced&managers/&psychologists&
Assessment&Centre&&Exercises&
•  The' in^basket:' A& group& of& reports,& memos,& notes& of&
incoming&phone&calls,&leger&&&other&material&collected&in&
the&actual&or&computerized&inabasket&of&the&simulated&job.&
•  Leadership'Group^discussions'
•  Management'games:'solve&realis@c&problems&
•  Individual' presenta3ons:' for& communica@on& skills& &&
persuasiveness&
•  Objec3ve' tests:' tests& of& personality,& interests,& mental&
ability&&&achievements.&
•  Interviews:'for&interests,&past&performance&&&mo@va@on.&

Dr.&Pallavi&Srivastava& 107& Dr.&Pallavi&Srivastava& 108&

Prof.&Pallavi&Srivastava& 18&
Human&Resource&Managememnt& 14/02/15&

Effec@veness&of&assessment&centers& InaBasket&Example&
Mr.&Gupta,&
•  Expensive&to&develop&&&conduct&
& &I&know&you&are&new&to&the&job,&but&I&have&a&problem&that&just&
•  Take&much&longer&than&conven@onal&paper&&& cannot&wait.&&Ms.&Neeta&Kapoor&is&my&boss,&and&I&am&in&charge&of&
pencil&tests,& evalua@ng&the&merit&of&possible&new&products&for&Universal.&&I&try&
to&work&very&hard,&but&she&won't&let&me&get&my&work&done.&&She&
•  Requires&managers&ac@ng&as&assessors&and& is& constantly& cri@cizing& me& and& telling& me& that& my& ideas& are&
may&also&need&psychologists.& worthless.&&The&final&straw&was&last&week&when&she&gave&me&only&
a&2%&raise.& &All&of&the&other&guys&in&the&department&have&been&
gemng&12%&raises.& &What&can&I&do?& &Please&get&Ms.&Kapoor&off&
my&back&so&I&can&get&my&job&done.&
& & & & & &Sanjana&Mehrotra&

Dr.&Pallavi&Srivastava& 109& Dr.&Pallavi&Srivastava& 110&

Acceptable&Responses&
•  Acceptable&responses&
–  2&Mr.&Gupta&counsels&Sanjana&
–  2&Mr.&Gupta&counsels&Ms.&Kapoor&&
–  2&Mr.&Gupta&delegates&to&an&appropriate&person&
–  1&Mr.&Gupta&acknowledges&Sanjana’s&memo&
–  1&Mr.&Gupta&sets&up&a&mee@ng&with&Ms.&Kapoor&&
–  1&Mr.&Gupta&sets&up&a&mee@ng&with&Sanjana& &&
–  1&Mr.&Gupta&should&get&Sanjana’s&personnel&file&and&recent&performance&
appraisals.&
–  1& Mr.& Gupta& should& get& files& and& appraisal& of& others& in& Sanjana’s&
department,&along&with&the&raises&they&were&given.&
–  1&Mr.&Gupta&should&get&informa@on&on&how&Ms.&Kapoor&does&raises.&
Dr.&Pallavi&Srivastava& 111&
VideoaBased&Situa@onal&Tes@ng&
•  A& situa@onal& test& in& which& the& candidate&
responds& to& video& simula@ons& of& realis@c& job&
situa@ons.&&
•  Candidates& presented& with& several& online& or& PC&
based& video& scenarios,& each& followed& by& a&
mul@ple&choice&ques@on.&
•  The&scenario&may&depict&an&employee&handling&a&
situa@on& on& the& job.& At& a& cri@cal& moment,& the&
scenario&ends&and&the&video&asks&the&candidates&
to&choose&from&several&courses&of&ac@on.&
Dr.&Pallavi&Srivastava& 112&

VideoaBased&Situa@onal&Tes@ng&a& The&Miniature&Job&Training&&&
Example& Evalua@on&Approach&
•  h g p s : / / w w w . y o u t u b e . c o m / w a t c h ? •  Training& candidates& to& perform& several& of& the&
v=HXFWNA3zMU8& job’s& tasks,& and& then& evalua@ng& the&
candidate’s&performance&prior&to&the&hire.&
•  Assumes& that& a& person& who& demonstrates&
that& he& can& learn& or& perform& the& sample& of&
tasks& will& be& able& to& learn& && perform& on& the&
job&itself.&
•  High&content&validity&but&expensive.&

Dr.&Pallavi&Srivastava& 113& Dr.&Pallavi&Srivastava& 114&

Prof.&Pallavi&Srivastava& 19&
Human&Resource&Managememnt& 14/02/15&

Example& Gaming&
•  Dr.&Reddy’s&Laboratories:&&offers&interns&eight&weeks&of&live& •  Using& games& to& recruit/& select& and& train& people& a& right& from&
projects&within&the&organiza@on&before&being&absorbed&within& the&entryalevel&to&that&of&the&CXO.&
the&organiza@on.& •  The& simula@ons& gauge& how& the& person& would& handle& daily&
responsibili@es& including& damage& control& during& sudden&
& emergencies&and&organising&press&conferences.&
•  Games& create& a& challenge& that& help& the& company& track& the&
problemasolving&capabili@es&of&an&individual.&

Dr.&Pallavi&Srivastava& 115& Dr.&Pallavi&Srivastava& 116&

Background&Inves@ga@ons&and& Background&Inves@ga@ons&and&
Reference&Checks& Reference&Checks&(cont’d)&
! Inves@ga@ons&and&Checks&
Former Employers
◦  Reference&checks&
◦  Background&employment&checks&
Current Supervisors
◦  Criminal&records&
◦  Driving&records&
Sources of 
 Commercial Credit 

◦  Credit&checks& Information Rating Companies

! Why?&
Written References
◦  To&verify&factual&informa@on&provided&by&applicants.&
◦  To&uncover&damaging&informa@on.&
Social Networking Sites
◦  Discourage&applicants&who&have&something&to&hide.&
Dr.&Pallavi&Srivastava& 117& Dr.&Pallavi&Srivastava& 118&

Physical&Examina@on&
! R e a s o n s& f o r& p r e e m p l o y m e n t& m e d i c a l&
examina@ons:&
◦  To& verify& that& the& applicant& meets& the& physical&
requirements&of&the&posi@on.&
◦  To& discover& any& medical& limita@ons& to& be& taken& into&
account&in&placing&the&applicant.&
◦  To& establish& a& record& and& baseline& of& the& applicant’s&
health&for&future&insurance&or&compensa@on&claims.&
◦  To&reduce&absenteeism&and&accidents.&
◦  To& detect& communicable& diseases& that& may& be&
unknown&to&the&applicant.&
Dr.&Pallavi&Srivastava& 119&
Realis@c&Job&Previews&
•  To& inform& candidates& of& the& “organiza@onal&
reali@es”& of& a& job,& so& that& they& can& more&
a c c u r a t e l y& e v a l u a t e& t h e i r& o w n& j o b&
expecta@ons.&
•  To& reduce& unrealis@c& & expecta@ons& and&
thereby& reduce& employee’s& disenchantment&
and& ul@mately& employee& dissa@sfac@on& and&
turnover.&
•  Result& in& applicants& having& lower& job&
expecta@ons.&
Dr.&Pallavi&Srivastava& 120&

Prof.&Pallavi&Srivastava& 20&
Human&Resource&Managememnt& 14/02/15&

Interviews&
•  A& procedure& designed& to& obtain& informa@on&
from& a& person& through& oral& responses& to& oral&

Interviews& inquiries.&
•  It&is&a&formal,&inadepth&conversa@on&conducted&
to&evaluate&the&applicant’s&acceptability.&
•  It& is& a& two& way& exchange& of& informa@on& in&
which& the& interviewers& learn& about& the&
applicant,& and& the& applicant& learns& about& the&
employer.&
Dr.&Pallavi&Srivastava& Dr.&Pallavi&Srivastava& 122&

Interviews& Types&of&interviews&
Strength:' •  Selec3on:' A& selec@on& procedure& designed& to& predict&
1.  Flexible& and& can& be& adapted& to& unskilled,& future& job& performances& on& the& basis& of& applicant’s&
oral&responses&to&oral&queries.&
skilled,& managerial& and& professional&
employees.& •  Appraisal:' Follows& a& performance& appraisal& in& which&
the&employee&&&his&supervisor&discuss&the&employee’s&
Weakness:' ra@ngs&&&possible&remedial&measures.&
1.  Absence& of& reliabilitya& no& two& interviewers&
•  Exit:'When&an&employee&leaves&the&firm,&gives&insights&
offer& similar& scoring& aber& inteviewing& an& on&what&is&right&or&wrong&about&the&firm.&
applicant.&
Now" organiza.ons" also" have" ‘stay& interviews’& where"
2.  Subjec@ve&in&naturea&Biases&creep&in& employees" are" queried" on" what" makes" them" stay" at"
& this"organiza.on.&
Dr.&Pallavi&Srivastava& Dr.&Pallavi&Srivastava& 124&
123&

Basic&Features&of&Interviews& Interview&Structure&&
•  Structured:' Preset& standardized& ques@onnaires&
Selec3on'Interviews' (ques@ons&specified&ahead&of&@me;&possible&answers&
also&listed&&&rated&for&appropriateness).&
•  Unstructured:'No&set&format;&allows&to&ask&follow&up&
ques@ons& and& pursue& points& of& interests& as& they&
Interview'
Structure'
Interview''
Content'
Interview'
Administra3on'
develop;&No&formal&guides&for&scoring&answers.&
•  Mixed' approach:& In& prac@ce& a& blend& of& structured&
and& unstructured& interviews& is& used& by& the&
interviewer.&

Dr.&Pallavi&Srivastava& 125& Dr.&Pallavi&Srivastava& 126&

Prof.&Pallavi&Srivastava& 21&
Human&Resource&Managememnt&
Interview&Content&
•  Situa3onal' interview:' How& the& candidate& would&
behave&in&a&given&situa@on?&
•  Behavioural' interview:' How& the& candidate&
reacted&to&actual&situa@ons&in&the&past?&
•  Job^related:' Focus& on& relevant& past& jobarelated&
behaviours.&
•  Stress:'Applicant&made&uncomfortable&by&a&series&
of& oben& rude& ques@ons;& iden@fies& the& tolerance&
to&stress.&E.g&in&call&centres,&police&etc.&
Dr.&Pallavi&Srivastava&
Interview&Administra@on&
•  Oneaonaone& or& by& panel& of& interviews& (mass&
interviews)&
•  Sequen@ally& (unstructured& sequen@al& or&
structured&sequen@al)&or&allaataonce&
•  Computerized/telephonic/&videoconference&or&
personally&
Dr.&Pallavi&Srivastava&
How&to&Conduct&a&More&Effec@ve&
Interview&
Sugges@ons:&
1' Structure&Your&Interview&
2' Prepare&for&the&Interview&
3' Establish&Rapport&
4' Ask&Ques@ons&
5' Close&the&Interview&
6' Review&the&Interview&
Dr.&Pallavi&Srivastava&
Prof.&Pallavi&Srivastava&
14/02/15&
Sample&Situa@onal&Interview&Ques@on&
QUESTION:'
It&is&the&night&before&your&scheduled&vaca@on.&You&are&all&packed&and&ready&to&go.&Just&
before&you&get&into&bed,&you&receive&a&phone&call&from&the&plant.&A&problem&has&arisen&
that&only&you&can&handle.&You&are&asked&to&come&in&to&take&care&of&things.&What&would&
you&do&in&this&situa@on?&
&
RECORD'ANSWER:'
&
SCORING'GUIDE:'
Good: &“I&would&go&in&to&work&and&make&certain&that&everything&is&O.K.&&&&&
&&&&&&&&&&&Then&I&would&go&on&vaca@on.”&
Good: & “There& are& no& problems& that& only& I& can& handle.& I& would& make& certain& that&
someone&qualified&was&there&to&handle&things.”&&
Fair: &“I&would&try&to&find&someone&else&to&deal&with&the&problem.”&&
Fair: &“I&would&go&on&vaca@on.”&
127& Dr.&Pallavi&Srivastava& 128&
Designing&and&Conduc@ng&An&Effec@ve&
Interview&
•  The&Structured&Situa@onal&Interview&
–  Use&either&situa@onal&ques@ons&or&behavioural&
ques@ons&that&yield&high&criteriaarelated&validi@es.&
Step&1: &Job&Analysis&
Step&2: &Rate&the&Job’s&Main&Du@es&
Step&3: &Create&Interview&Ques@ons&
Step&4: &Create&Benchmark&Answers&
Step&5: &Appoint&the&Interview&Panel&and&&&& &&
&&&&&&&&&&&&&&&Conduct&Interviews&
&
129& Dr.&Pallavi&Srivastava& 130&
Structure&of&the&Interview&
1.  Base&ques@ons&on&actual"job"du.es.&
2.  Use&job"knowledge,"situa.onal"or"behavioural"ques.ons,&and&
objec@ve&criteria&to&evaluate&interviewee’s&responses.&
3.  Train&interviewers.&
4.  Use"the"same"ques.ons"with"all"candidates.&
5.  Use&descrip.ve"ra.ng"scales&(excellent,&fair,&poor)&to&rate&answers.&
6.  Use&mul.ple"interviewers&or&panel&interviews.&
7.  If&possible,&use&a&standardized"interview"form.&
8.  Take"control&of"the"interview."
9.  Take&brief,"unobtrusive"notes&during&the&interview.&
131& Dr.&Pallavi&Srivastava& 132&
22&
Human&Resource&Managememnt& 14/02/15&

Barriers&to&an&effec@ve&interview…& …Barriers&to&an&effec@ve&interview…&

Snap'Judgements:' Biases:'
•  When&interviewers&jump&to&conclusions&during&the&first&minutes& •  Interviewers& tend& to& favour& or& select& people& whom& they& perceive& to&
be&similar&to&themselves.&
of&the&interview&based&on&test&scores&&&resume&data&(first& •  This& similarity& can& be& in& age,& race,& sex,& previous& work& experience,&
impressions).& personal&background&or&other&factors.&
Halo'effect:'' Leading'ques3ons'
•  “You&do&like&to&talk&to&people,&don’t&you?”&
•  occurs& when& the& interviewer& allows& a& prominent& characteris@c&
•  “Do&you&agree&that&profits&are&necessary?”&
to&overshadow&other&evidence.&
•  Devil’s& horn& (a& reverse& halo& effect)a& such& as& an& inappropriate& Interviewer'domina3on'
dress&or&&a&low&grade&point&average,&may&affect&an&interviewer&as& •  Interviewer& who& use& the& interview& telling& the& applicant& about& his&
success,& spending& en@re& interview& telling& about& company& plan& or&
well.& benefits.&

Dr.&Pallavi&Srivastava& 133& Dr.&Pallavi&Srivastava& 134&

Examples&of&Ques@ons&That&Provide&Structure&

…Barriers&to&an&effec@ve&interview& Situa3onal'Ques3ons'
1. & Suppose& a& coaworker& was& not& following& standard& work& procedures.& The& coaworker& was& more&
experienced&than&you&and&claimed&the&new&procedure&was&beger.&Would&you&use&the&new&procedure?&

Misunderstanding'the'job:' 2. &Suppose&you&were&giving&a&sales&presenta@on&and&a&difficult&technical&ques@on&arose&that&you&could&not&
answer.&What&would&you&do?&
•  Interviewers& not& having& the& accurate& picture& of& the& job& or& the& Past'Behavior'Ques3ons'
most& suitable& candidate,& make& incorrect& judgements& based& on& 3. &Based&on&your&past&work&experience,&what&is&the&most&significant&ac@on&you&have&ever&taken&to&help&out&
stereotypes.& a&coaworker?&
4. &Can&you&provide&an&example&of&a&specific&instance&where&you&developed&a&sales&presenta@on&that&was&
Candidate^order'error'&'pressure'to'hire' highly&effec@ve?&
Background'Ques3ons'
•  Error& on& judgement& due& to& one& or& more& very& good& or& very& bad&
5. & What& work& experiences,& training,& or& other& qualifica@ons& do& you& have& for& working& in& a& teamwork&
candidate&just&before&the&interview&in&ques@on.& environment?&

Impression'management'
6. &What&experience&have&you&had&with&direct&pointaofapurchase&sales?&
Job'Knowledge'Ques3ons'
•  Candidates&saying&&&doing&things&to&impress&the&examiner.& 7. &What&steps&would&you&follow&to&conduct&a&brainstorming&session&with&a&group&of&employees&on&safety?&
8. &What&factors&should&you&consider&when&developing&a&television&adver@sing&campaign?&

Dr.&Pallavi&Srivastava& 135& Dr.&Pallavi&Srivastava& 136&

&&&&&&&&&&&Suggested&Supplementary&Ques@ons&for&Interviewing&Applicants&

1.  How'did'you'choose'this'line'of'work?'
2.  What'did'you'enjoy'most'about'your'last'job?'
3.  What'did'you'like'least'about'your'last'job?'
4.  What'has'been'your'greatest'frustra3on'or'disappointment'on'your'present'job?'Why?'

&Placement,&
5.  What'are'some'of'the'pluses'and'minuses'of'your'last'job?'
6.  What'were'the'circumstances'surrounding'your'leaving'your'last'job?'
7.  Did'you'give'no3ce?'
8.  Why'should'we'be'hiring'you?'
9.  What'do'you'expect'from'this'employer?'

Induc@on&&&
10.  What'are'three'things'you'will'not'do'in'your'next'job?'
11.  What'would'your'last'supervisor'say'your'three'weaknesses'are?'
12.  What'are'your'major'strengths?'
13.  How'can'your'supervisor'best'help'you'obtain'your'goals?'
14.  How'did'your'supervisor'rate'your'job'performance?'

Socializa@on&
15.  In'what'ways'would'you'change'your'last'supervisor?'
16.  What'are'your'career'goals'during'the'next'1–3'years?'5–10'years?'
17.  How'will'working'for'this'company'help'you'reach'those'goals?'
18.  What'did'you'do'the'last'3me'you'received'instruc3ons'with'which'you'disagreed?'
19.  What'are'some'things'about'which'you'and'your'supervisor'disagreed?'What'did'you'do?'
20.  Which'do'you'prefer,'working'alone'or'working'with'groups?'
21.  What'mo3vated'you'to'do'be_er'at'your'last'job?'
22.  Do'you'consider'your'progress'in'that'job'representa3ve'of'your'ability?'Why?'
23.  Do'you'have'any'ques3ons'about'the'du3es'of'the'job'for'which'you'have'applied?'
24.  Can'you'perform'the'essen3al'func3ons'of'the'job'for'which'you'have'applied?'

Dr.&Pallavi&Srivastava& 137& Dr.&Pallavi&Srivastava& 138&

Prof.&Pallavi&Srivastava& 23&
Human&Resource&Managememnt& 14/02/15&

Employee&Orienta@on& Informa@on&conveyed&during&orienta@on/&
induc@on&
•  Also&called&induc@on,&socializa@on&etc.&& i.  A&general&informa@on&about&the&daily'work'
•  A& procedure& for& providing& new& employees& rou3ne'
with&basic&background&informa@on&about&the& ii.  A& review& of& the& organiza@on’s& history,&
firm.& founding& fathers,& objec3ves,' opera3ons'
and'products'or'services,&as&well&as&how&the&
•  A&planned&introduc@on&of&employees&to&their& employee’s& job& contributes& to& the&
jobs,&their&co^workers'and&the&organiza3on.& organiza@on’s&needs,&and&
&& iii.  A&detailed&presenta@on&of&the&organiza@on’s&
policies,'work'rules'and'employee'benefits.'
Dr.&Pallavi&Srivastava& 139& Dr.&Pallavi&Srivastava& 140&

Key&Purpose&of&Employee&Orienta@on& Some&strategies&for&orienta@on…&
1.  Communicate'realis3c'and'concrete'job'expecta3ons,'responsibili3es'and'
du3es,' and' reward' systems.& (Clearly" define" the" new" staff" member's"
responsibili.es" and" level" of" authority;" explain" the" staff" appraisal" system,"
•  Partner' program' (the' buddy' system,' sponsor'
and"demonstrate"how"good"performance"will"be"assessed"and"rewarded.")" system,'or'shadowing)^'
2.  Reduce' the' new' hire's' anxiety;' Makes' new' employee' feel' welcome' and'
part'of'the'organiza3on.'(welcome"packet"for"new"hires"that"includes"basic"
•  one& to& one& rela@onship& between& a& new& hire& &&
informa.on"for"geRng"through"the"workday;"Include"new"hires"in"informal" another&employee&from&the&same&department;&
and"formal"staff"interac.ons)"
3.  Reduce' staff' turnover' by' making' him' feel' valued' (handSsigned" welcome"
•  the& lager& helps& the& new& hire& to& ease& his&
leTer"from"the"CEO;"informa.on"on"local"schools"and"nearby"daycare)" transi@on& into& the& new& work& environment& by&
4.  Save'supervisor's'and'co^workers''3me'in'the'long'run.'("buddy""system)" answering& ques@ons,& providing& encouragement&
5.  Reduce'startup'costs.'(visi.ng"other"departments)" and&offer&personal&assistance&wherever&needed.&

Dr.&Pallavi&Srivastava& 141& Dr.&Pallavi&Srivastava& 142&

Some&strategies&for&orienta@on…& …Some&strategies&for&orienta@on&
•  Online' orienta3on:' This& allows& employees& to& •  Onboarding:' con@nues& far& beyond& the& point& at& which&
log&on&to&a&guide&that&takes&them&through&the& orienta@on&programmes&typically&end;&&
various& systems,& policies& && procedures& &&Targets&employees&hired&for&or&promoted&for&leadership&
prevalent&at&the&organiza@on.& roles;&&
& & Ensures& that& new& leaders& are& thoroughly& aware& of& the&
•  Blended' learning:' the& formal& combina@on& of&
workings,& priori@es,& objec@ves,& strategic& direc@on,&
two& or& more& delivery& modes& e.g.& technology& decision& making& processes,& culture& etc.& of& the&
based& lessons& and& classroom& instruc@ons,& to& company;&
meet&a&specific&set&of&learning&objec@ves.& &&Provides&a&systema@c&approach&to&ensure&that&new&hires&
succeed&in&their&jobs&and&remain&with&the&company.&
&
Dr.&Pallavi&Srivastava& 143& Dr.&Pallavi&Srivastava& 144&

Prof.&Pallavi&Srivastava& 24&
Human&Resource&Managememnt& 14/02/15&

Strategic&Choices&Before&Designing&an&
Orienta@on&Programme&(also&called&types&of&
orienta@on)&
1.  Formal&or&informal&
2.  Individual&or&collec@ve&
3.  Serial&or&disjunc@ve&
4.  Inves@ture&or&dives@ture&
Dr.&Pallavi&Srivastava&
Formal&or&informal&
•  Formal:'a&strutured&programme&which&is&executed&
when&new&employees&join&the&organiza@on.&
•  Informal:&new&hires&directly&put&on&jobs&and&they&
are& expected& to& directly& acclima@se& themselves&
with&the&work&and&the&organiza@on.&
•  C h o i c e& b e t w e e n& t h e& t w o& d e p e n d s& o n&
management’s&goals.&
•  In& &formal,&the&new&hire&acquires&an&known&set&of&
standards.&
•  An& informal& one& maintains& individual& differences&
to& bring& out& innova@ve& ideas& to& solve&
organiza@on’s&problems.&
145& Dr.&Pallavi&Srivastava& 146&

Individual&or&Collec@ve& Serial&or&disjunc@ve&
Serial:''
Individual&approach&&
•  when&an&experienced&employee&inducts&a&
•  develops&far&less&homogenous&views&than& new&hire&and&mentors&him.&
collec@ve&one.&
•  Preserves&individual&differences&&&perspec@ves.& •  Maintains&tradi@ons&&&customs&
•  Expensive&&&@me&consuming.& •  Ensures&status&quo&
•  Denies&the&new&hire&with&sharing&their&anxie@es& Disjunc3ve:''
with&fellow&hires.& •  When&new&hires&do&not&have&predecessors&
Collec@ve&approach& available&to&guide&them&or&to&model&their&
•  Used&by&large&firms&when&the&no.&of&hires&is&large& behaviour&upon.&
&
Dr.&Pallavi&Srivastava& 147& Dr.&Pallavi&Srivastava& 148&

&

Inves@ture&or&dives@ture&
Best&prac@ces:&orienta@on&
Inves3ture:''
Bausch'&'Lomb:''
•  seeks&to&ra@fy&the&usefulness&of&the&
characteris@cs&that&a&person&brings&to&the& •  interac@ve& online& video& that& stresses&
job.& organiza@onal&issues;&
•  Most&high&level&jobs&follow&this&approach.& •  HR& management& guidelines& that& focus& on& the&
Dives3ture' employee’s& workgroup& && a& mentoring&
•  Seeks&to&make&minor&modifica@ons&in&the& program&that&addresses&job&issues.&
characteris@cs&of&the&new&hire&in&order&to&
seek&&personaorganiza@on&fit.&

Dr.&Pallavi&Srivastava& 149& Dr.&Pallavi&Srivastava& 150&

Prof.&Pallavi&Srivastava& 25&
Human&Resource&Managememnt& 14/02/15&

Best&prac@ces:&orienta@on&
Best&prac@ces:&orienta@on& Cadbury’s'Purple'Star'Programme''
Intel'Corpora3on:'' •  For&induc@on&of&entry&level&leaders.&&
•  Aimed& at& gemng& top& talent& from& premiere& Baschools& and& providing& them& with& structured& inputs&
•  First&day&consists&of&a&full&day&devoted&to&providing&administra@ve& that&prepare&them&to&take&the&plunge&into&the&corporate&world&
data&as&well&as&informa@on&about&the&corporate&culture;&& Designed&to&help&them:&

•  Followed&by&matching&new&hires&with&their&buddies&who&show&them&
around&&&help&reduce&their&anxiety.&&
•  Some@me& later& required& to& agend& a& workshop& “working& at& Intel”&
where&they&are&taught&how&to&work&at&Intel.&&
•  Aber& another& 3a6& months,& employees& meet& in& an& “Execu@ve& Staff&
member&New&Hire&Forum”&where&they&can&ask&strategy&&&product&
ques@ons&from&senior&staff.&
•  Learn&about&the&power&of&brand&Cadbury&&&the&systems&&&processes&that&go&to&support&it.&
•  Experiment&with&new&ideas&
•  Suggest&&&implement&changes&in&systems&
•  Understand&the&impact&of&the&human&element&on&business&&&to&posi@vely&channelise&energy.&
During&this&one&year&period,&trainees&will&be&provided&with&several&opportuni@es&to&interact&with&senior&
management&&&share&their&views&and&opinion&with&them.&
Aber&comple@on&of&every&assignment,&they&will&be&given&detailed&feedback&on&their&performance.&
This&captures&the&strengths&that&were&displayed&and&also&their&areas&of&development.&

Dr.&Pallavi&Srivastava& 151& Dr.&Pallavi&Srivastava& 152&

Best&prac@ces:&orienta@on&
Google:'
•  The&Company&has&a&compila@on&of&52&short&
stories,&one&for&each&week.&The&stories&talk&about&
its&history&and&evolu@on,&technology&and&people&
who&made&a&difference.&
•  The&company&goes&beyond&its&employees&and&
connects&with&their&support&group:&the&family.&
When&an&employee&joins,&his&parents&or&spouse&
get&a&welcome&leger&
Dr.&Pallavi&Srivastava&
Managing&Promo@ons&
•  Appointment& to& a& posi@on& requiring& higher&
qualifica@ons& such& as& greater& skill& or& longer&
experience& and& involving& a& higher& level& of&
responsibility,& a& higher& rate& of& pay,& and& a& @tle&&
change&is&considered&a&promo@on&
•  Promo@ons& usually& provide& opportuni@es& to&
reward& the& excep@onal& performance& of& tested&
and&loyal&employees.&&
•  Both& promo@ons& and& transfers& are& a& means& of&
internal&recruitment.&
153& Dr.&Pallavi&Srivastava& 154&

Transfers& Management&Development&
•  Transfers&are&moves&from&one&job&to&another,& •  Commonly& emphasize& job& rota@on& through&
usually&with&no&change&in&salary&or&grade.&& successively& more& responsible& posi@ons& or& by&
•  The&frequent&reloca@ng&of&transfer&employees& broadening&assignments.&
has& been& assumed& to& have& a& damaging& effect& •  Cross&func@onal&training&
on&transferees’&family&life.& •  Formal&training&programmes&
•  Transfers&are&also&costly&financially.&

Dr.&Pallavi&Srivastava& 155& Dr.&Pallavi&Srivastava& 156&

Prof.&Pallavi&Srivastava& 26&
Human&Resource&Managememnt& 14/02/15&

Job&Rota@on& Placement&
•  Job& rota@on& is& an& approach& to& management& development& where& an&
individual&is&moved&through&a&schedule&of&assignments&designed&to&give&
him&or&her&a&breadth&of&exposure&to&the&en@re&opera@on.& •  Process&of&assigning&a&specific&job&to&each&one&
Purpose:& of&the&elected&candidates.&
•  Promotability&and&skill&enhancement.& •  It&involves&assigning&a&specific&rank&and&
•  to&allow&qualified&employees&to&gain&more&insights&into&the&processes&of& responsibility&to&an&individual.&
a&company,&&
•  to&reduce&boredom&& •  It&involves&matching&the&requirements&of&job&
•  to&increase&job&sa@sfac@on&through&job&varia@on& with&the&qualifica@ons&of&a&candidate.&
•  linked&with&succession&planning&a&developing&a&pool&of&people&capable&
of&stepping&into&an&exis@ng&job&

158&
Dr.&Pallavi&Srivastava& 157& Dr.&Pallavi&Srivastava& 158&

THANK YOU!

Dr.&Pallavi&Srivastava& 159&

Prof.&Pallavi&Srivastava& 27&