Preliminary Interview

Selection Tests

Employment Interviews

Reference and Background Analysis

Selection Decision

Physical Examination

Job Offer

Employment Contract

Evaluation
Preliminary Interview:

Scrutinize of applications
Eliminate unqualified applications based on the
information supplied in the application form

Types of Preliminary Interview:

Audio : Telephone

Video: Skype
 Selection Tests
(i) Aptitude tests – Mental ability to learn.
ii) Achievement tests - when applicant claims to know something .
These tests are classified into: Job Knowledge test; (b) Work
sample test.
(iii) Situational tests - This test evaluates a candidate in a
similar real life situation. In this test the candidates is asked
either to cope with the situation or solve critical situations of the
job.
(iv) Interest tests - to find out whether a candidate is
interested or disinterested in the job. (Kuder Reference Record –
Vocational, Personal and reaction to occupation)
(v) Personality test - to discover clues to an individual’s value
system, his emotional reactions and maturity and characteristic
mood.
Good Test
• Measures what it claims to measure.

• The test is job-relevant.

• By using the test, more effective employment

decisions can be made about individuals
 Interview
An interview is a selection technique which enables
employer to view the total individual and directly
appraise his behaviour. It is the method by which an
idea about the applicant’s personality can be
obtained by a face to face contact.
Employment Interview:
Formal and In-depth conversation
Applied to unskilled, skilled, managerial and
professional employees.
Two-way exchange of information.

Disadvantages:
Absence of reliability.
No two interviewers have similar scores
Validity
Interviewers bias.
Objectives of Interview:

Obtain additional information from the

applicant.

Give general information to the applicant such

as company’s policies, job procedures

Build Company’s image

 TYPES OF INTERVIEWS

Stress Interview
Stress interviews are used to see how the jobseeker handle
himself under pressure

One-On-One Interview
To test the skills and education necessary for the position.
If the jobseeker will fit in with the company.

Lunch Interview
The same rules apply in lunch interviews as in those held at
the office.
The jobseeker must use the lunch interview to develop
common ground with your interviewer.
Committee Interview
Committee interviews are a common practice. Jobseeker will
have to face several members of the company who have a say
in whether he/she is hired.

Group Interview
A group interview is usually designed to uncover the
leadership potential of prospective managers and employees
who will be dealing with the public.
The goal of the group interview is to see how the jobseeker
interact with others.
Informational Interview
At the jobseeker's request with a Human Resources Manager
or a departmental supervisor.
The purpose of this interview is to help the jobseeker find
out more about a particular career, position or company.

The General / Structured Interview

The jobseeker will meet with the supervisor over the position
for which he/she is applying.
During this interview he/she will be discussing the specifics
of the position, the company and industry.
 HOW TO FACE THE INTERVIEW

Start it off like a winner.

• The handshake: Offer your hand, and give a firm handshake,
a pleasant smile and a positive and confident attitude.
Introduce yourself.
• Posture: Stand and sit erect
• Don't Fidget: playing with hair, clicking pen tops, tapping feet
Eye Contact: Look the interviewer in the eye
• Move your hands: Gesturing or talking with your hands is very
natural, but keep it in moderation.
• Be comfortable. Take a seat facing the interviewer, however,
slightly off center. Be sure that you are in a comfortable position
• Listen attentively. Look at the interviewer directly, but don't
get into a stare down! Try to relax.
• Avoid nervous mannerisms. Pay attention to nervous mannerisms.
Everyone is nervous but appear calm and composed
• Speak clearly. Use good grammar and a friendly tone.
Never answer just "yes" or "no" to a question.
• Be positive and enthusiastic. Pump up your enthusiasm
prior to the interview. Never whine, gripe or complain about
past employers, jobs, classes etc.,
• Ask pertinent questions. Be prepared to ask a few
questions. Do ask thoughtful questions. Don't ask about
salary and benefits.
• While giving answers to questions:
• Be Concise: Listen to the questions carefully and
answer to the point.
• Provide Examples: Support your contentions with
examples.
• Be Honest: It is always better to state the truth than
beating about the bush. If you don’t know something
then state the fact.
• Keep Your Guard Up: Always maintain your
professionalism. Don’t get swayed by the friendly behaviour
of the interviewer and disclose everything.
ORIENTATION
• Orientation is the systematic and planned
introduction of employees to their jobs,
their co-workers and the Organization.

• It is also called Induction.

 PURPOSE OF ORIENTATION

• To Reduce Startup Costs

Get "up to speed".

• To Reduce Anxiety
Reduces anxiety that results from entering into an
unknown situation.

• To Reduce Employee Turnover

Provides the tools necessary for succeeding in the job.

• To Save Time For Supervisor & Co-Workers

Better the initial orientation, the less the work of
supervisors and co-workers.
DETAILS OF ORIENTATION

• An understanding of company goals.

• An appreciation for the company's unique
culture.
• Routine information to get started.
• An introduction to their role within the
organization.
 COMPANY CULTURE
• Dress code
• Internal communication
• Phone etiquette
• Parking
• Lunch
• Work hours
• Extracurricular activities
• Attitudes
Types of Orientation

• Formal and Informal

• Individual and Collective

• Serial and Disjunctive

• Investiture and Divestiture

TRAINING
Training

The process of learning the skills you need to

do a particular job or activity

Employee Training

Training is concerned with increasing the

knowledge and skills of employees for doing
specific jobs, and development involves the
growth of employees in all aspects.
 Objectives of Training
Provide job related knowledge to the workers.

To impart skills among the workers.

To bring about change in the employees attitudes.

To improve the productivity of the workers and the

organization.

To reduce the number of accidents by providing safety

training to the workers.

To make the workers handle materials, machines and

equipment efficiently

To prepare workers for promotion to higher jobs.

Need and Importance of Training

• Higher Productivity

• Quality Improvement

• Reduction of Learning Time

• Industrial Safety

• Technology Update

• Effective Management
Training Methods

• On Job Training

• Off the Job Training Methods

On the Job Training Methods

• Coaching

• Mentoring

• Job Rotation

• Job Instruction Technology

• Apprenticeship

• Understudy
Off-the-Job Training Methods

• Lectures and Conferences

• Vestibule Training

• Simulation Exercises

• Sensitivity Training

• Transactional Training
Promotion
• Promotion is advancement of an employee to
a better job- better in terms of grater
responsibility, more prestige or status,
greater skills and especially increased rate
of pay or salary.
Purpose of Promotion

• To achieve optimum utilization of employees’ skills

and talents.

• To enhance career advancement of employees.

• To gain and sustain employee motivation for high

quality and productivity.

• To reward employee behaviour for high quality of

work and high productivity.

• To fulfill the legitimate expectation employees.

FACTORS TO BE CONSIDERED FOR
PROMOTION

*Experience

*Education

*Expertise
Types of Promotion

• Horizontal Promotion

• Vertical Promotion

• Dry Promotions
Employee Transfer

• A transfer is a horizontal or lateral movement of an

employee from one job, section, department, shift, plant
or position to another at the same or another place
where his salary, status and responsibility are the
same.
Purposes of Transfer
To increase the effectiveness of the organization.

To increase the versatility and competency of key

positions.

To deal with fluctuations in work requirements.

To correct incompatibilities in employee relations.

To correct, erroneous placement.

To relieve monotony.

To adjust workforce.

To punish employees.
Types of Transfers

• Production Transfer

• Replacement Transfers

• Remedial Transfers

• Versatility Transfer
Performance Appraisal

Performance Appraisal is the systematic

evaluation of the performance of employees
and to understand the abilities of a person
for further growth and development.
 Objectives of Performance Appraisal
• To determine compensation packages, wage structure,
salaries raises, etc.

• To place right men on right job.

• To maintain and assess the potential present in a

person for further growth.

• To provide a feedback to employees regarding their

performance status.

• To review and retain the promotional and other

training programmes.
 Advantages of Performance Appraisal

1.Promotion

2.Compensation

3.Employees Development

4.Selection Validation

5.Motivation
 Performance Appraisal methods

Traditional Modern

Ranking Management by Objectives

Paired Comparison Assessment Centres

Grading 360 Degree Appraisal

Check List Cost Accounting Method

Critical Incident

Graphical Rating

Essay Method

Field Review

Confidential Report
Performance Management

Performance management is a process by which

managers and employees work together to plan, monitor

and review an employee’s work objectives and overall

contribution to the organization.