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7 Steps of Selection Proccess for HR managers

1. Electronic applicant: Companies are using internet technology to receive and job application. The basic online application process requires candidates to send by email and attach a CV. More sophisticated approaches include the use of customised forms that enable a database of candidate information to be complied, searched and compared. 2. Preliminary interview: This may be used to check quickly on language skills, qualifications, willingness to do shift work, union membership and the like. The preliminary interview is typically brief and centred on very specific job requirements. Initial screening may be done over the telephone to avoid sifting through hundreds of written application. 3. The application form: It is the basic source of all employment information for use in later steps of the selection process. It is also valuable to tool in screening out unqualified applicants. For example, if the job requires a trade a trade qualification and the applicant indicates that they do not have one, there is no need to process the application further. Weighted application form basically involves identifying the relationship between an application form item and job performance measures. 4. Tests: The choice between test or an interview will depend on company policy, the type of job applied for, the cost of the test and the qualifications of the candidate. They are job-related tend to be accurate and objective predictors of particular skills that are needed on the job. Many

problems involving unsatisfactory job performance and dismissal could be avoided by the use of employment tests. Interest tests: It aims to measure how an applicants interest patterns compare with the interest patterns of successful people in a particular job. The underlying assumption in the use of interests s that applicants are more likely to succeeds in a job they like, However, applicants may give fake answers. Aptitude tests: they are tests of special abilities that are required in specific jobs. Examples are tests of mechanical, clerical, linguistic, musical and artistic abilities. Intelligence test: it is designed to measure an applicants intelligence or IQ. Specific test measuring ability to reason with numbers, words, and abstract items are given. Personality tests: it is designed to measure basic aspects of an applicants personality, such as introversion/extroversion, emotional stability and motivation. Personality tests traditionally have been most difficult tests to evaluate and the most sensitive to use in employee selection. Computer-based testing: It is an inexpensive test options available on the internet that organisation can access. For example: McDonalds has introduced an e-recruitment program that requires candidates to apply online and then compete a multiple-choice test. Successful candidates are then interviewed by a restraurant manager. 5. Interview: the employment interview is the most widely used selection technique. It is a conversation with a purpose between an interviewer and a job applicant. The interview can be relative unstructured and highly structured pattern. The structured interview makes use of a predetermined outline. By following this outline, the interviewer ensures that allr eleant information on the candidate is covered systematically. As would be expected, research indicates that the use of a structured interview yields more accurate results than an unstructured interview. The unstructured interview uses few planned questions. It enables the interviewer to pursue, in depth, the applicants responses. In the United States, about 70% of organisations use unstructured interviews. Behavioural interviews, a special type of structured interview is the situational interview. This is based on a detailed analysis of the skills required to perform the job to fill. Questions should be aimed at specific life history events that give the interviewer insight into how the candidate will perform in the job. For example: a question of what would you do if? Regardless of which method is adopted, questions asked must be job-related. Many HRM experts feel that the safest and fairest types of interviews are the structured or patterned interviews as they ensure that the same standardised questions are asked of all job applicants.

The employment test attempts to assess the match between the applicant and the job requirements. Classic examples are driving, welding, keyboard, and language tests. 6. The medical examination: is usually given by a company doctor or by a doctor approved and paid for by the organisation. The aim of the pre-employment medical is to obtain job-related information on the medical condition of the applicant. Ensuring that people are not assigned to jobs for which they are physically unsuited. 7. The selection decision: the final step in the selection process requires the line manager to make decision to hire or reject an applicant. There are several approach can be made, they are: The compensatory approach: the manager considers all the selection data (favourable and nonfavourable) for candidates who have passed the initial screening successfully. This allows the manager to form an overall impression of the applicants. The successive hurdles approach, the selection predictors are ranked according to their effectiveness (from most valid and reliable to least valid and reliable). For example, if an intelligence test has the highest correlation with job success, it will be used as the first hurdle or step in the selection process. Candidates who pass move on to the next hurdle, such as the interview, reference check, and so on, until the selection process is completed. Candidates who fain any hurdle are automatically rejected. Regards, Mike

Chapter 7 : Selection
Concept of Selection, The Selection Process, Selection Method Standards, Reliability, Validity, Generalizability, Utility, Legality, Application Forms, Evaluation of Application Forms, Ethical Issues in Application Form Design, Selection Tests, Intelligence Tests, Aptitude Tests, Achievement Tests, Situational Tests, Interest Tests, Personality Tests, Polygraph Tests, Graphology, Interviews, Preliminary Interview, Selection Interview, Decision Making Interview, The Interview Process, Preparation, Setting, Conduct of Interview, Choosing an Interview, Evaluation, Reference Checks, Medical Examinations, Placement

Chapter Summary
The selection procedure is concerned with securing relevant information from applicants and selecting the most suitable among them, based on an assessment of how successful the employee would be in the job, if he were placed in the vacant position. The selection process has two basic objectives: (a) To predict which applicant would be the most successful if selected for the job, and (b) To sell the organization and the job to the right candidate. The selection process is based on the organizational objectives, the job specification and the recruitment policy of the organization. The various selection processes are initial screening, application forms, selection tests, group discussions, interviews and reference checks.

To facilitate a near accurate prediction of an applicant's success on the job, the selection methods should meet several generic standards of reliability, validity, generalizability, utility and legality. The application form is a formal record of an individual's application for employment. It is usually used in the preliminary screening of job applicants. The filled-in application forms provide pertinent information about the individual and are used in the job interview and for reference checks to determine the applicant's suitability for employment. There are two methods of evaluating these forms the clinical method and the weighted method. Selection tests, which are widely used include intelligence tests, aptitude tests, achievement tests, situational tests, interest tests, and personality tests. Interviews help managers to fill the gaps in the information obtained through the application blanks and tests. Interviews also enable the management to make an impact on the job applicant's view of the organization, apart from assessing his job-related behavior and attitude. Interviews may be classified as preliminary, selection and decision-making, based on their timing and purpose. The process of interviewing consists of several steps such as preparation for the interview, ensuring a setting, and conducting, closing and evaluating. The selection process also uses background investigation or reference checks to check the authenticity of the information provided by the applicant. Finally, after an applicant is selected, the offer is made to him and on acceptance, the placement process starts.

Main Recruitment Process Steps

The aim of the HRM Function is keeping the recruitment process design as simple as possible. The HR Recruiters should not forget about this main goal during the design phase of the recruitment process development. The recruitment process is simple on the high level, but it contains a lot of interaction among different participants in the recruitment process. The HRM Function, the line manager and candidates need to receive and share a lot of information and their interaction is usually the main issue during the recruitment process. The main steps of the recruitment process are:
1. 2. 3. 4. 5. 6. Job Design Opening Job Position Collecting Job Resumes Preselection of Job Resumes Job Interviews Job Offer

The job design is the most important part of the recruitment process. The job design is a phase about design of the job profile and a clear agreement between the line manager and the HRM Function. The Job Design is about the the agreement about the profile of the ideal job candidate and the agreement about the skills and competencies, which are essential. The information gathered can be used during other steps of the recruitment process to speed it up. The Opening of the Job Position is generally the job of the HR Recruiter. Skilled and experienced HR Recruiter should decide about the right mix of the recruitment sources to find the best candidates for the job position. This is another key step in the recruitment process. The next step is collecting of job resumes and their preselection. This step in the recruitment process is very important today as many organization lose a lot of time in this step. Today, the organization cannot wait with the preselection of the job resumes. Generally, this should be the last step done purely by the HRM Function. The job interviews are the main step in the recruitment process, which should be clearly designed and agreed between HRM and the line management. The job interview should discover the job candidate, who meets the requirements and fits best the corporate culture and the department. The job offer is the last step of the recruitment process, which is done by the HRM Function, it finalizes all the other steps and the winner of the job interviews gets the offer from the organization to join.

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Human Resources Planning and Development >> Selection Process Live HRM Experts: Selection Process & Steps, HR Guide, HRM Assignment Help HRM experts are available for 24*7 hours at Expertsmind.com, providing help with homework & assignments. We at Expertsmind.com offer HRM assignment help, HRM homework help and instant project assistance with best online

support. We have proven in field of education and we are working continuously to spread quality of education across the world. Get ready to take help from our experts and compare yourself. Steps of Selection Process: HR Guide What is the process of selection? The selection process is based on the following parameters in the organization. When there is opening in an organization, organization look for people, as per the process, as per the department and they schedule their interview accordingly which makes them know about the job vacancy, job opening and help the candidates in performing so the HR basically deals with this process and completes all the necessary details of the process of selection of the candidates as per the process and methods. They apply certain principles for selection of the candidates and give the position to the candidates as per their requirement, qualification; eligibility, experience and necessary positions and they specify the specific job to specific employee so they can perform better. Selection process is not that easier to perform because this task requires lot of skills as per the level of screening the students. This is a very challenging and a difficult task or a job to select and reject the candidates in the interview process because it requires no heart in the field and only requires the interviewer to think from their mind and apply the tools and necessary strategies for making this concept clear. This process helps the company in filling the suitable employees with suitable positions to perform the task and duties in the organization. Selection is not same as recruitment because it talks about choosing the best and the right candidate for the position, for the vacancy and for the organization. It requires the candidate should possess skills, abilities, knowledge, eligibility, qualification and many more. What are the tools applied in the selection process? The selection process has various tools applied: 1. Announcement of the job position 2. Acceptance of the application forms 3. Screening tests of the candidates 4. Screening of the application

5. Written tests / Process of examination 6. HR rounds / Employment face to face interview 7. Medical process 8. Letter of appointment These are the basic eight steps a company basically applies or follows to go through the process of selection. This process requires very hard core knowledge, abilities and skills so that the right candidate who deserves the job can get the job offer and not the one who does not deserve this offer. Now slowly Ill explain about all these terms in a brief so it will be easy for the HR lovers to understand the terms and concepts easily in a precise way. 1. Announcement of the job position: when there is a position vacant in the organization, company announce or declares the position by the help of news papers, by the help of internet, by the help of job sites, by the help of various consulting sources and also they disclose the position by the help of television and radio channels if there is an urgent requirement in the company. 2. Acceptance of the application forms: The application forms which the number of candidates have applied when they sent to the company in the following given address in this major sources for being in touch then they accept few of the forms they feel is suitable as per the job experience of the candidate, as per the residents / address of the candidate and so on. The application forms get selected if the person matches all the criteria of the company and fulfills all the requirements. 3. Screening tests of the candidates: When company accepts the application forms of few candidates, he wants to meet with the people he have selected or talk with the people through phone for their screening tests so they start making them a call for further process and define about the company and brief the candidates with all the necessary details and also about the position. 4. Screening of the application: When the company feels that some of the resume is not matching the minimum requirements of the position in the company, they screen those resumes as per the minimum qualification, minimum experience or minimum knowledge and so on.

5. Written tests / Process of examination: When the company calls the candidates and select few of them for the written tests as per their process, as per their knowledge and also as per the number of position available in the company, they call up candidates for giving the written interview so they can judge more about the candidates suitability and candidates stability in the organization. 6. HR rounds / Employment face to face interview: After they select few of the candidates in the fifth round they focus on the HR rounds which is basically known as the final round in the company where one thinks and feel that they will now got selected but it is exactly not like that because company has now also lot of tests left and exams left where they can reject you if you lose your level of confidence and patience so they focus on HR round basically to know about the expectation level of the employees, to understand the employee and also to know about its joining period or notice period. 7. Medical process: the company then arranges the medical process which is important for the work place. 8. Letter of appointment: After clearance of all the tests, the candidate who passes successfully with all the tests, with all the criteria gets an offer letter and known as the employee now rather than candidate. Thus the selection process includes basically these of the above steps and procedures.
Source: Microsoft Small Business Center

7 Guidelines for Promoting an Employee

1. Get to know all the wrong reasons for doing it. Sad to say, but there's no shortage of bad or misguided rationale for moving an employee into a more important position. Here are five ugly suspects: "He's a friend of mine." "She's worked here a long time." "He seems bored, so maybe a new job will light a fire under him." "If we don't promote her, she's going to bolt the company." "We really need someone in that job fast." None of these "reasons" need further amplification. But there's more, according to Susan Kormis of Susan Kormis Associates, a human resources consulting concern. Don't forget the temptation to play white knight for a distraught employee. "Someone may be dealing with some personal issues, so you think you'll be the saving grace by promoting him," Kormis says. "That's really nothing more than promoting someone in hopes of getting rid of a problem. It's just one of many bad reasons for promoting someone." 2. Recognize that competence doesn't necessarily mean a promotion. Not only do many employers cite the wrong sorts of reasons in promoting someone, they also equate solid job skills in one role with continued success in a different role. Granted, it's great that someone's adept at their job, but that doesn't mean that he'll flourish in

another position with greater or different responsibilities. Instead, focus on those areas that the new position requires, be it personnel management, communication or other skills. "Technical competency is often a far second to people skills," says Marilyn Lustgarten of the Star Makers Group, a management consulting firm. "Promoting someone into a higher position because they're good at what they did in their prior position is often the wrong reason. Many of those technical skills can be learned later." 3. Spell out why you'd promote an employee. A series of bungled promotions often boils down to the fact that a company has never given any detailed thought to those attributes they look for in promotion-worthy personnel. So, take the time to delineate what you think is important in employees with promotion potential, be it leadership characteristics, an ability to foster teamwork or other attributes that not only work where they are now but also jibe with other, more important positions within the company. 4. Let your people know what you're looking for. In addition to establishing parameters for promotion is making sure everyone in your firm knows what's on that list. Let your employees know. Then monitor how employees match up, be it in formal annual reviews or on an ongoing basis as the situation dictates. Encourage your people to suggest others in the company they think hit those guidelines.
Source: Microsoft Small Business Center

"Employees should never really be surprised about any sort of promotion decision," Kormis says. "It's important to have an open dialogue on an ongoing basis so that everyone knows where he or she stands pretty much all the time." 5. Look at weaknesses as well as strengths. Another common promotion snafu is turning a blind eye to problems that someone may confront in a new job. Don't ignore all their positives, but consider as well their struggles and challenges be they technical or managerial in nature and be prepared to offer after-the-fact support and, if necessary, supplementary training to address them. 6. Know the importance of detachment. You've seen it in dozens of movies a guy from the loading dock moves up to a supervisor's job, only he can't stop acting as though he's still one of the boys. Moving from buddy to boss isn't a transition that everyone can make. So make it clear to any candidate for a promotion that he or she is going to have to adjust to a whole different set of professional and social demands. "It can be very, very difficult, moving from being a friend to being their supervisor," Kormis says. "For instance, before promoting someone, ask them if they think they'll be able to objectively critique somebody with whom they used to work." 7. Take a lesson if someone says "no thanks." Lustgarten once knew a company which tried to promote a star salesperson. The "star" resigned immediately. "She said she knew she was such a poor fit for the job that they would end up firing her in six months," Lustgarten said. Never lose sight of the fact that employees can turn down a promotion for all sorts of reasons, including necessary travel or family reasons. Respect their choice. If, however, someone bolts the company because he knows better than you that he's not cut out for the job, it's probably a good idea to reevaluate your promotion methodology. That way, the next time you dangle the promotion carrot, a better-suited bunny will be ready to grab it.

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Types of Performance Evaluation Systems

By Rhonda Howard, eHow Contributor

Print this article 1.

Evaluating work performance is important for most companies.

No company or organization is immune to a shakeup as a result of the economic downturn and global competition. For many companies, the focus is quality and productivity; therefore it is very important to accurately measure work performance. Performance evaluations from yesteryear were limited to solely distinguishing good and bad performers. Today, companies use many types of performance evaluation systems as a catapult in awarding promotions, pointing out performance issues, and developing and improving employee performance.

2. Comparative Standard Evaluation System

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Organizations use the comparative standard performance system to rank employees against one another. One of the oldest is the straight ranking method, which compares the overall job performance of an employee to other employees. In other words, employees are ranked one after the other from best to worst based on their "total" job performance. Another popular method is the forced ranking system, where employee performance is compared and then ranked based on percentages. With this method, the top 10 to 20 percent employees are rewarded and the bottom 10 to 20 percent must deal with consequences (including possibly being fired). The third and final comparative technique is the paired comparison method. The paired method is unique in that the work performance between two employees is compared to other employees doing the same type of work or similar tasks.

Absolute Standard Evaluation System

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The absolute standard evaluation system assesses employees under different criteria and standards. No comparison is made between employees. The graphic rating scale is the absolute method most commonly used by organizations. Supervisors use this method to evaluate the skills and achievements of the employees as well as their communication, behavior and reliability. A second method is the easy narrative, which involves documenting, in paragraph form, the accomplishments, weaknesses and development and training needs of the

employee. A third method is the weighted checklist, in which records are maintained to showcase good and bad performance events. The supervisor weighs the high and low points on the list and comes up with an overall rating. The fourth and final absolute standard is the critical method, which only focuses on the top and bottom levels of the employee's work performance. Average performance is not addressed by the supervisor with this method.

Other Modern Evaluation Systems

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While many organizations continue to use traditional performance evaluation systems, others are employing more modern techniques. The behaviorally anchored rating scales (BARS) method evaluates an employee's performance based solely on behavior ranging from five to ten vertical scales. The management by objectives (MBO) method focuses on setting goals for employees and evaluating and rewarding them when reaching the established goals. The 360 degree feedback method is an evaluation based on the feedback of anonymous employees in the organization and outside customers.

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