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Selection Testing: Ability Tests

• Cognitive Ability
Tests
– Measure an
individual’s
thinking,
memory,
reasoning, and
verbal and
mathematical
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abilities.
• Physical Ability
Tests
– Measure an
individual’s
strength,
Selection Testing: Ability Tests
• Psychomotor Tests
– Measure an
individual’s
dexterity, hand-
eye
coordination,
arm-hand
steadiness, and
other factors.
• Work Sample Tests
– Require an
applicant to
perform a
simulated task.
Selection Testing: Ability Tests
• Situational
Judgment Tests
– Measure a
person’s
judgment in
work settings.
• Assessment
Centers
– A series of
evaluation
exercises and
tests used for
the selection
and
development
of managerial
personnel.
– Multiple raters
assess
Other Tests
• Personality Tests
– Minnesota
Multiphasic
Personality
Inventory
(MMPI)
– Myers-Briggs
– “Fakability” and
personality
tests

Other tests
• Honest and
Integrity Testing
– Standardized
honesty/integr
ity tests
• “Fakability of
honesty
tests
– Polygraph tests
(“lie
detector”)
• Polygraph
testing in
pre-
employme
Controversial and Questionable
Tests
Graphology ( Handwriting
Analysis)
Analysis of the
characteristics of an
individual ’ s writing
that purports to reveal
personality traits and
suitability for
employment.
Psychics
Persons who are
supposedly
able to determine a
person’s
intellectual and
emotional
suitability for
Legal Concerns and Selection
Testing
• Legal Concerns and
Selection Testing
– Job-relatedness
(validity) of selection
tests
– Compliance with EEO
and ADA laws and
regulations
• Proper Use of Tests in
Selection
– Use for additional
information, not
disqualification
– Negative reactions by
Selection Interviewing
• Reliability and Validity of Interviews
– Intra-rater reliability: interviewers who
are consistent in their ability to select
individuals who will perform well.
– Inter-rater reliability: the extent to
which different interviewers agree in the
selection of individuals who will perform
well.
– Face validity: a test that appears to be
valid because external observers
assume, without proof, that it is.
– Unstructured interviews are less reliable
Types of Selection Interviews
Structured Interviews
• Biographical Interview
– Focuses on a chronological exploration of
the candidate’s past experiences.
• Behavioral Interview
– Applicants are asked to give specific
examples of how they have performed a
certain task or handled a problem in
the past.
• Helps discover applicant’s suitability for
current jobs based on past behaviors.
• Assumes that applicants have had
experience related to the problem.
Structured Interviews
• Competency Interview
– Similar to the behavioral interview except
that the questions are designed
specifically to provide the interviewer
with something to measure the
applicant’s response against—that is, the
“competency profile” for the position,
which includes a list of competencies
necessary to do that particular job.
• Situational Interview
– Applicants are asked how they would
respond to a specific job situation
Less Structured Interviews
• Nondirective Interview
– Applicants are queried using questions that
are developed from the answers to
previous questions.
– Possibility of not obtaining needed
information.
– Information obtained may not be not job-
related or comparable to that obtained
from other applicants.
• Stress Interviews
– An interview designed to create anxiety
and put pressure on an applicant to see
Who Does Interviews

Panel
In d iv id u a ls
In te rv ie w s

In
Inte
terv
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ieww ss

V id e o Te a m
In te rv ie w in In te rv ie w s
g
Effective Interviewing
• Conducting an Effective Interview
– Planning the interview
– Controlling the interview
– Using effective questioning techniques
• Questions to Avoid
– Yes/No questions
– Obvious questions
– Questions that rarely produce a true
answer
– Leading questions
– Illegal questions
– Questions that are not job related
Questions
Commonly
Used in
Selection
Interviews

Figure 8 – 8
Problems in the Interview
Problems in
the Interview

Biases
Snap Negative Halo and Cultural
Judgments Emphasis Effect Stereotyp Noise
ing
Medical Examinations and Inquires
• American With Disabilities Act (ADA)
– Prohibits pre-employment medical exams
– Prohibits rejecting persons for disabilities
or asking disability-related questions until
after a conditional job offer is made.
• Drug Testing
– Tests must be monitored to protect
integrity of results.
• Genetic Testing
– Tests for genetic links to workplace hazards
– Tests for genetic problems related to the
workplace
Selection Factors for Global
Employees

Figure 8 – 9
PLACEMENT
Placement
Placement is “the determination of the job
to which an accepted candidate is to
be assigned and his assignment to do
that job
The organization generally decides the
final placement after the initial training is
over on the basis of the candidate’s
aptitude and performance during the
training/probation period.
Probation period generally ranges from
between six months and two years.
Problems in Placement
Employee expectation
Job expectation/description
Change in Technology
Changes in Organizational Structure
Social and Psychological Factors
 Employee Placement Process

 Collect details about the employee


 Construct the employee’s profile


 Match between sub-group profile and individual’s profile


 Compare sub-group profile to job family profile


 Match between job family profiles and sub-group profiles


 Assign the individuals to the job family


 Assign the individual to specific job after further


counseling and assessment
How to make Placement Effective
Job rotation

Job
enrichment
INDUCTION
Induction
• Induction is the process of receiving
and welcoming an employee when
he first joins a company and giving him
the basic information he needs to settle
down quickly and happily and start work
Importance
Ø This is mainly because of the problem of
adjustment and adaptability to the new
surrounding and environment
Ø Further absence of information, lack of
knowledge about the new environment,
cultural gap, behavioral variations, different
levels of technology, variations in the
requirements of the job and the organization
also disturb the new employee
Ø Further, induction is essential as the newcomer
may feel insecure, shy, nervous and
disturbing
Objective of Introduction
Ø Putting the new employee at ease
Ø Creating interest in his job and the
company
Ø Providing basic information about
working arrangements
Ø Indicating the standards of
performance and behavior expected
of him. Making the employee feel that
his job, however small, is meaningful,
that he is not a cog in the vast wheel
Ø Informing him about training facilities
Induction Process
Ø Reporting for duty at a certain place to
the head of the department concerned
Ø The head of the department welcomes
the new employee
Ø Introduction to the
organizational/branch head by the head
of the department
Ø Organizational/branch head introduces to
important employees and describes
about the organization
Ø Departmental head introduces to all the
employees of the department, describes
the department, total work of the
department etc
Ø Supervisor concerned introduces to his
co-workers in that section/unit to the
work/job material, machine
Ø Providing information about the
duties, responsibilities, rights, facilities,
provisions, welfare measures etc
Ø Supervisor clarifies the doubts of the
new employee about the work
Ø
Advantages of Induction
Ø First impression matters a good deal
and results in less turnover
Ø Newcomer adjusts himself to the work
quickly, and it saves the time of the
supervisor
Ø Reduces employee dissatisfaction and
grievances and
Ø Develops a sense of belongingness
and commitment
Problems of Induction
Ø Busy and/or untrained supervisors
may fail in carrying out the programme
Ø The new employee may not cope up, if
too much information is provided to
the employee during the induction
programme.
Ø The induction programme fails, if the
employee is misplaced
How to make the Induction Programme
effective?
Ø Feel forward of the possible problems and
solutions therefore
Ø A warm and friendly welcome will reduce the
possible problems
Ø A phased induction programme would place the
new employee at ease and learn slowly
Ø Periodical follow-up and filling the gaps in
the information would reduce the problems
Socialization
Benefits of Socialization
Ø Socialization programme helps new
employees to understand each other
Ø It helps the new employees to understand
their superiors and vice-versa
Ø First impression matters a good deal and
results in less turnover
Ø New employees adjust themselves to
the work, equipment etc.. Quickly and it
saves the time of the supervisor
Benefits of Socialization
Ø It helps new employees to understand
organizational culture and follow it
Ø It reduces employee dissatisfaction
and reduces the proneness of grievance
Ø It develops a sense of belongingness
and commitment
Ø It helps the new employee in orienting
himself to the job and organization
efficiently
Ø
My sincere thanks to
CREATED BY

 ARJUN
 THAN Q