Ignite Academy Selection and Placement PDF

IGNITE ACADEMY Subject: Selection and Placement (Class Notes) Contact No: 8888256117/8888996116 Join WhatsApp Group : https://chat.whatsapp.com/FSPKADSqUzRGpzOh3w44Af 8888996116 ...

IGNITE ACADEMY Subject: Selection and Placement (Class Notes) Contact No: 8888256117/8888996116 Join WhatsApp Group : https://chat.whatsapp.com/FSPKADSqUzRGpzOh3w44Af 8888996116  Selection Syllabus Selection:  Process, Significance, various procedures including Psychological Tests and interview etc.  Procedure of admission in Industrial Training Institutes; Technical High Schools/Centres. Procedures for engagement of trade apprentices. Recruitment, Selection and Placement What is recruitment?  The process of finding and hiring the best-qualified candidate (from within or outside of an organization) for a job opening, in a timely and cost effective manner.  The recruitment process includes analysing the requirements of a job, attracting employees to that job, screening and selecting applicants, hiring, and integrating the new employee to the organization. What is selection?  Selection is the process of picking up individuals (out of the pool of job applicants) with requisite qualifications and competence to fill jobs in the organization.  It is the process in which candidates for employment are divided into two classes those who are to be offered employment and those who are not. Recruitment Selection 1) process of identifying and 1) picking up the right candidates encouraging prospective employees from a pool of applicants. to apply for jobs. 2) positive in its approach as it seeks 2) negative in its application in as to attract as many candidates as much as it seeks to eliminate as possible. many unqualified applicants as possible 3) It is concerned with tapping the 3) It is concerned with selecting the sources of human resources most suitable candidate through various interviews and tests. Join WhatsApp Group : https://chat.whatsapp.com/FSPKADSqUzRGpzOh3w44Af 8888996116 Deputy Director, 2016 1. Which of the following processes is used for deciding the best job match and the person’s talent? (1) Recruitment (2) Selection (3) Placement (4) Socialization Ans. 2 ITI Principal (2014) 1. A selection process is a. related to the performance on the job. b. determining who is best for a given job. c. an exercise of prediction. d. determining how to train the employees. (1) a (2) b (3) band c (4) d Ans. 2 2. Recruitment is the process (1) Which picks out a few suitable persons from from amongst a number of applicants (2) Which develops job descriptions (3) Which searches for prospective employees and stimulates them to apply (4) All of the above Ans. 3 What is placement?  Placement is a process of assigning a specific job to each of the selected candidates.  It involves assigning a specific rank and responsibility to an individual.  It implies matching the requirements of a job with the qualifications of the candidate. What is induction?  Once an employee is selected and placed on an appropriate job, the process of familiarizing him/her with the job and the organization is known as induction.  It is the process of receiving and welcoming an employee when he/she first joins the company and giving him/her basic information he/she needs to settle down quickly and happily and stars work. Process of Selection Usually, the selection process consists of seven steps: 1. initial screening interview 2. completion of the application form 3. employment tests Join WhatsApp Group : https://chat.whatsapp.com/FSPKADSqUzRGpzOh3w44Af 8888996116  4. comprehensive interview 5. background investigation 6. physical examination 7. final employment decision  An important technique in selection is the use of application blanks in which the questions are structured and determined in advance.  The main items of information requested on application blanks are the name, address, age, marital status and dependents, education, experience, and references  These application blanks serve the dual purpose of providing preliminary information about the candidate and aids the interviewer by opening up areas of interest and discussion. Formal application blanks are of two kinds: Preliminary application blanks:  seek only information on the personal and educational qualifications and experience of the applicant; used for short-listing the candidates for subsequent selection Comprehensive application blanks:  Purpose is to develop a comprehensive profile of the applicant and identify areas that would have to be further explored in the interview to assess the suitability of the applicant to the job. Purposes of application blank:  They provide the candidate’s first formal introduction to the company  They generate data in uniform formats and hence make it easy to make cross comparison of the applicants.  The data so generated may serve as a basis to initiate a dialogue in the interview.  Data in the application blank can be used for purposes of analysis and research in personnel. Main functions of selection procedure: 1) Information Gathering:  This involves generating information about the organisation, the job, career paths, employment conditions on the one hand; and, on the other, about candidates, including their experience, qualifications and personal characteristics. 2) Prediction:  Using information on past and present candidate characteristics as a basis for making predictions about candidates’ future behaviour. 3) Decision-Making:  Using the predictions about candidates’ future behaviour as a basis for making decisions about whom to accept or reject. 4) Information Supply:  Providing information on the one hand, about the organisation, the job, and employment conditions to candidates, and, on the other, providing information about the results of the selection process to the various parties involved Join WhatsApp Group : https://chat.whatsapp.com/FSPKADSqUzRGpzOh3w44Af 8888996116 SELECTION TESTS  Performance Tests  Intelligence Tests  Aptitude Tests  Personality Tests  Situational Tests Performance Tests/ Performance Simulation Test:  Simplest and perhaps the most obvious type of testing procedure is the performance test.  In this test, the applicant is asked to demonstrate his ability to do the job.  For example, prospective typists are asked to type some pages and their speed and accuracy are then calculated. Limitation: These tests cannot be developed for each and every job. Intelligence Tests:  General intelligence tests are used by the companies under the assumption that quick-learning, alert, bright people can learn more quickly any job in comparison with those who are less well-endowed.  However, developing of accurate and reliable intelligent tests need professional expertise. Limitation: there is no general agreement amongst the psychologists about the concept of “intelligence” itself. Aptitude Tests:  An aptitude test measures the potential ability of a candidate to learn a new job.  An aptitude test is used to determine an individual's abilities, assessing how they are likely to perform in an area in which they have no prior training or knowledge.  For example, individuals may take an aptitude test to determine the careers that are a good match for their skills and interests  Aptitude tests do not measure motivation and, therefore, are supplemented by interest and personality tests. Personality Tests:  These tests seek to assess an individual’s motivation, adjustment to the stresses of everyday life, capacity for inter-personal relations etc.  The most popular personality tests are of the pencil-and-paper personality test.  Pencil-and-paper personality tests proceed on the assumption that the persons responding have sufficient self- insight to be able to describe themselves accurately.  In management jobs, these tests are valued very much because the most important component of many managerial jobs is the ability to deal effectively with people. Situational Tests:  The aspects of both performance and personality testing are combined in situational tests to observe how job applicants react to stressful but realistic real-life situations. Join WhatsApp Group : https://chat.whatsapp.com/FSPKADSqUzRGpzOh3w44Af 8888996116 ITI (Principal) 2014 1. Asking a candidate for an Automotive Mechanic's position to repair an engine motor would be an example of _______selection device. (1) Performance-Simulation test (2) Intelligence test (3) Aptitude test (4) Interview Ans.1 Guidelines regarding the use of tests as employee selection devices: 1. tests should be used only as a supplement to other selection devices, not as a substitute for them 2. tests are more accurate at predicting failures than success 3. tests are more useful in picking a select group of people from among a much larger group 4. high test scores are not necessarily better predictors of satisfactory job performance than slightly lower scores Fundamental principles of test construction:  Validity  Reliability  Standardization Validity:  Tests should have validity, i.e., they should actually measure what they purport to measure.  The validity of a test is determined by relationship between the test results and some criterion of efficiency on the job.  The coefficient of correlation has become the most widely employed index of validity. [It is a statistical index expressing the degree of relationship between two variables] Reliability:  By the reliability of a test is meant the consistency with which it serves as a measuring instrument.  No test is of value in personnel work unless it has a high degree of reliability. Test-Retest Reliability: Using the same test on two occasions to measure consistency. Split-half Reliability: Dividing the test into two equal halves and assessing how consistent the scores are. Standardization:  The process of standardisation includes the scaling of test items in terms of difficulty and the establishment of norms. ITI (Principal) 2014 1. Which one indicates the relationship between the selection device and some relevant job selection criterion? (1) Objectivity (2) Validity (3) Reliability (4) Responsibility Ans.2 Join WhatsApp Group : https://chat.whatsapp.com/FSPKADSqUzRGpzOh3w44Af 8888996116 INTERVIEW:  Interviewing is considered to be the most useful selection method.  The interview is a conversation with a purpose.  It should provide an appraisal of personality by obtaining relevant information about the prospective employee’s background, his training, work history, education and interests.  Interview should give information about the company, the specific job, and the personnel policies.  The interview should also help to establish a friendly relationship between the employer and the applicant and motivate the applicant to work for the company Interview Content: 1) Personal Qualities:  This area includes the personal qualifications required in the position: physical appearance, health, dress and grooming, voice quality etc.  Most of these qualities are assessed by the interviewer’s observations rather than by the applicant’s answers to his questions. 2) Academic Achievement:  This area covers the type of schooling, quality of grades, class standing, social activities, relationship with teachers, honours and awards, and athletic accomplishments.  Questions in this area can provide a good indication of an applicant’s initiative, independence, reliability, intellectual competence, and emotional stability. 3) Occupational Experience:  This area emphasises not merely an applicant’s Selection technical competence but also the level of responsibility and skill he has attained in previous jobs, the position level and salary progression achieved, and reasons for leaving former jobs.  Questions in this area should focus at obtaining evidence of good judgment, initiative, drive and energy, and ability to assume responsibility 4) Interpersonal Competence:  This area includes the applicant’s ability to get along with others.  It is not enough to evaluate this area on the basis of the applicant’s behaviour during the interview.  Specific questions must be asked about his family history, leisure-time activities, hobbies, and community interests to ascertain his degree of social adjustment. 5) Career Orientation:  This area covers the applicant’s career aspirations, his immediate and long-range goals, and his potential for advancement.  Answers to questions in this area form the heart of a managerial applicant’s qualifications. Interview Techniques: 1] Preliminary Interview:  It is also called screening interview.  The purpose is to decide through mutual information sharing whether a comprehensive interview is desired. Join WhatsApp Group : https://chat.whatsapp.com/FSPKADSqUzRGpzOh3w44Af 8888996116   In this interview, besides providing information about the job and the organisation, preliminary information is sought on past work experience, education and motivation.  This is usually done for jobs that are technical in nature. 2] Patterned Interview:  In this kind of interview what is to be asked is already structured and hence they are called structured interviews.  Patterned interviews are a combination of direct and indirect questioning of the applicant in conjunction with the application blank and is considered to be much more accurate than less standardised interviews. 3] Non-directive Interview:  In this interviewing technique, there is a minimum use of direct questions.  Questions that can yield “yes” or “no” answers are avoided, and instead broad general questions are asked in the interview.  Such questions help in revealing the applicant’s real personality. 4] Stress Interview:  It is a deliberate attempt to create tension and pressure to observe how an applicant performs under stress.  Stress is induced by not allowing him to complete his answers or too many questions are asked in quick succession.  Some may react in a mature way by keeping their cool and yet try to answer the questions, others might lose their cool and react sharply.  Such interviews are useful in jobs where emotional balance is a key requirement. 5] Depth Interview: [not a usual method of selection]  The purpose of depth interview is to get total information on an applicant in order to develop a comprehensive profile based on in depth understanding of his personality.  This kind of interview is usually is very time consuming because a lot of time is spent with the applicant to get detailed information on various core areas of knowledge and skills of the job.  Its major advantage, of course, is in getting a complete, detailed understanding of the applicant.  Its major drawback is the cost in terms of time. 6] Group Interview:  A topic of discussion is assigned to the group of applicants and their performance is evaluated by the observers.  The observers’ main focus is to see whether any one of the applicants assumes leadership, how this is done, and how it is accepted by other members of the group. 7] Panel Interview:  Interviewing candidates by a single person may not be effective as he cannot judge the candidates in different areas/skills.  Hence most organisations invite a panel of experts, specialised in different disciplines, to interview candidates.  The great advantage of this interview is that it helps to coordinate the collective judgment and wisdom of members of the panel. Join WhatsApp Group : https://chat.whatsapp.com/FSPKADSqUzRGpzOh3w44Af 8888996116 ITI (Principal) 2014 1. Interviews are the valid predictors of success in the work place if (1) some legal questions are asked (2) questions asked are preplanned and structured (3) questions are spontaneous (4) they are short Ans. 2 Note:  STAR based behavioural interview questions consist of situations, task, action and result.  These serve as a framework for describing different situations or tasks and defining the actions that you took and what the result obtained was. Qualities Of A Good Interviewer:  Empathetic And Ethical Conduct  Observation And Questioning Skills  Technical Competence And Awareness  Being punctual and dressed appropriately ITI (Principal) 2014 1. Interviews are the valid predictors of success in the work place if (1) Some legal questions are asked (2) Questions asked are preplanned and structured (3) Questions are spontaneous (4) They are short Ans. 2 2. A good interviewer would ask (1) "What type of work have you done before?" (2) "Do you own this job?" (3) "Do you have any physical disability which would hinder the job performance?" (4) "Have you ever filed a compensation claim?" Ans.1 What is Dexterity Test?  Dexterity refers to the ability of a person to use the fingers, hands and arms to perform a task.  The quality of performance in daily living skills, work-related functioning, and recreational activities is determined to a large degree by hand function and manual dexterity.  Dexterity tests measure the accuracy of hand and finger movements under controlled conditions. Join WhatsApp Group : https://chat.whatsapp.com/FSPKADSqUzRGpzOh3w44Af 8888996116 IQ Test  It is an assessment that measures a range of cognitive abilities and provides a score that is intended to serve as a measure of an individual's intellectual abilities and potential.  IQ tests are among the most administered psychological tests.  It is an assessment that measures a range of cognitive abilities and provides a score that is intended to serve as a measure of an individual's intellectual abilities and potential.  IQ tests are among the most administered psychological tests. Types of IQ Test: Wechsler Adult Intelligence Scale (WAIS):  It is an IQ test designed to measure intelligence and cognitive ability in adults and older adolescents.  The original WAIS was published in February 1955 by David Wechsler.  It is the most widely used IQ test, for both adults and older adolescents, in the world  It's designed to measure cognitive abilities such as verbal comprehension, perceptual reasoning, working memory, and processing speed. The test provides an overall IQ score as well as index scores for specific cognitive domains.  The WAIS-IV measure (latest) is acceptable for use with people who are 16–90 years of age. Stanford–Binet Intelligence Scales:  The Stanford-Binet test is a examination meant to gauge intelligence through five factors of cognitive ability.  These five factors include fluid reasoning, knowledge, quantitative reasoning, visual-spatial processing and working memory.  Both verbal and nonverbal responses are measured.  The Stanford-Binet Test traces its roots to the Binet-Simon Scale, a French device for identifying levels of intelligence.  The Binet-Simon Scale was developed by Alfred Binet and his student Theodore Simon. What is fluid reasoning?  Fluid reasoning is a core component of human intelligence that enables individuals to think flexibly, adapt to new situations, and solve complex problems.  It involves the ability to reason logically, identify patterns, draw inferences, and make sound decisions without relying on prior knowledge or experience. Fluid Intelligence and Crystallized Intelligence: Fluid Intelligence:  This is a raw problem-solving potential. It's flexible, dynamic, and largely unaffected by your life experiences.  This means that even if you haven't encountered a specific problem before, your fluid intelligence enables you to approach it with logic and creativity. Crystallized Intelligence:  This is accumulated knowledge, expertise, and skills.  It's what you've learned from education, experience, and cultural exposure.  Unlike fluid intelligence, crystallized intelligence tends to remain relatively stable over time. What is visual-spatial processing?  It refers to a person's ability to observe, analyse and understand visual information in their environment.  Visual-spatial learners may think in images and pictures, rather than in words, and they typically learn holistically rather than sequentially. Join WhatsApp Group : https://chat.whatsapp.com/FSPKADSqUzRGpzOh3w44Af 8888996116 What is working memory?  Working memory is a limited capacity part of the human memory system that combines the temporary storage and manipulation of information in the service of cognition.  The term working memory is used most frequently to refer to a limited capacity system that is capable of briefly storing and manipulating information involved in the performance of complex cognitive tasks such as reasoning, comprehension and certain types of learning. What is a Psychometric Test?  A psychometric test is any activity or assessment that is conducted in order to evaluate a candidate's performance and includes, but is not limited to, skills, knowledge, abilities, personality traits, attitudes and job/academic potential.  Ex. McQuaig Mental Agility Test (MMAT). What is the McQuaig Mental Agility Test?  It is a short test with a 15-minute time limit, consisting of 50 multiple-choice questions in mixed order.  The McQuaig test aims to assess your ability to quickly consider data, perform under pressure, and evaluate problem-solving skills and decision-making competencies. Recruitment  Recruitment as the process of searching for prospective employees and stimulating them to apply for jobs in the Organization. Two sources of recruitment:  Internal Sources  External Sources Internal Sources:  Persons who are already working in an Organization constitute the ‘internal sources’.  Laid off employees, retired employees, dependents of deceased employees generally constitute the internal sources. Most common methods of internal recruitment: Promotions and Transfers; Job Posting; Employee Referral External Sources:  External sources lie outside an Organization.  Employees working in other Organizations, Job aspirants registered with employment exchanges, Students from reputed educational institutions are external sources of recruitment. Most common methods of internal recruitment: Campus Recruitment, Advertisements, Private Employment Search Firms, / Walk-ins RECRUITMENT PROCESS: 1. Identify vacancy 2. job description and person specification 3. Advertising the vacancies 4. Managing the response 5. Short-listing Join WhatsApp Group : https://chat.whatsapp.com/FSPKADSqUzRGpzOh3w44Af 8888996116 6. Arranging interviews 7. Conducting interview and decision making ITI (Principal) 2014 1. For selection of operator for motor assembling operation, the essential test is (1) Personality test (2) Dexterity test (3) Interest test (4) Aptitude test Ans.2 Formal VS Informal Interview Formal interview:  A formal interview is a meeting between an employer and a potential candidate that always takes place in a professional setting.  It is the traditional form of an interview that has been the norm for decades.  A formal interview will usually occur in the employer’s office building, and the interview structure is strictly professional. Informal interview:  They take place in a casual setting, and the structure is also vastly different from a traditional interview.  The dress code is nowhere near as strict as in the formal interviews.  There is no specified duration of interview. Note: Intelligence Test:  Also known as Achievement Test or Proficiency Test  These measure the skill or knowledge which is acquired as a result of a training programme and on the job experience. These are of two types: 1. Test for Measuring job Knowledge 2. Work Sample Tests Test for Measuring job Knowledge:  These are known as ‘Trade Tests’  These are administered to determine knowledge of typing, knowledge about basic mechanical equipment etc.  These are primarily oral tests consisting of a series of questions which are believed to be satisfactorily answered only by those who know and thoroughly understand the trade or occupation. Work Sample Tests:  These measure the proficiency with which equipment can be handled by the candidate.  This is done by giving him a piece of work to judge how efficiently he does it.  For example, a typing test would provide the material to be typed and note the time taken and mistakes committed. Join WhatsApp Group : https://chat.whatsapp.com/FSPKADSqUzRGpzOh3w44Af 8888996116 Remember it:  Aptitude test is also known as Potential Ability Test. Induction or Orientation  Induction or orientation may be defined as a process of guiding and counselling the employee to familiarise him or her with the organisation and the job situation.  The induction process accomplishes several objectives including formation of a favourable impression of the organisation, attitude development, the feeling of belonging, facilitation of learning and team work with other employees.  It minimises employee grievances, frustration and turnover as also helps in the attainment of numerous training objectives. THE IMPORTANCE OF PROPER INDUCTION:  Induction is important because impressions gained by new employees during this period can influence their perception of the organisation for many years to come.  Also, good induction procedures help employees fit into strange and initially uncomfortable environment quickly and without fuss. An induction programme primarily consists of three steps : 1) General Orientation by the Staff:  It gives necessary general information about the history and orientation of the firm.  The purpose is to help an employee to build up some pride and interest in the organisation. 2) Specific Orientation by the job supervisor:  The employee is shown the department and his place of work, the location of facilities and is told about the organisation’s specific practices and customs. 3) Follow up orientation by either the personnel department or the supervisor:  This is conducted within one week to six months of the initial induction.  The purpose is to find out whether the employee is reasonably well satisfied with the organisation and his or her work ITI (Principal) 2014 1. Induction and orientation training involves (1) Information of organisation, work, rules, benefits, etc. (2) Training by skilled, experienced trainer (3) Vestibule school training (4) On-the-job training Ans.1 Join WhatsApp Group : https://chat.whatsapp.com/FSPKADSqUzRGpzOh3w44Af 8888996116 Deputy Director, 2016 1. Which of the following is not a true statement so far as benefits of orientation programme are concerned? (1) It cuts down recruitment cost (2) It can be a motivating factor for new employees (3) It can increase retrenchment (4) It can enhance satisfaction of new employees Ans.3 2. Orientation has a direct impact on future: (1) Wage rate and incentive scheme (2) Safety and proper use of tools and equipment (3) Performance, productivity and job satisfaction (4) Disciplinary rules and service benefits Ans.3 MPSC Rajyaseva Prelims 2021 1. Match the following: (a) Dr. Radhakrushanan Commission (i) 1949 (b) Mudliyar Commission (ii) 1952 (c) N.C.E.R.T. establishment (iii) 1961 (d) Dr. Kothari Commission (iv) 1964 (1) (a) - ii, (b) - i, (c) - iv, (d) – iii (2) (a) - i, (b) - ii, (c) - iv, (d) - iii (3) (a) - iii, (b) - i, (c) - iv, (d) - ii (4) (a) - i, (b) - ii, (c) - iii, (d) – iv Ans. 4 General Principles of Induction  Treat each new employee as an individual.  The immediate departmental head/boss or supervisor should be closely involved in the programme.  The induction process should proceed gradually with proper feedback and remedial measures for continuous improvement.  Give the new recruit a 'real' job to do as soon as possible.  Creating an effective learning environment in which rapport is established and positive expectations are instilled Join WhatsApp Group : https://chat.whatsapp.com/FSPKADSqUzRGpzOh3w44Af 8888996116 Characteristics of a Good Orientation Programme  It has weighted and targeted goals and it meets each of them.  It is done by a senior faculty.  It is an on-going process (continuous process).  It makes the first day a celebration.  It makes the staff active and productive on the first day.  It is global/multi-lingual and diverse. Have a one size fits one strategy to allow for individual/ local needs.  It aims at reducing turnover. [Employee turnover refers to the total number of workers who leave a company over a certain time period.]  It is monitored, measured and rewarded. It also uses feedback to continuously improve. Note: Time to effective performance (TEP):  It is the time taken by a new member to start performing in an effective and a meaningful way.  By increasing the effectiveness of orientation programmes delays can be minimized and staff members can start working days or weeks earlier than under traditional programmes.  So, a good orientation programme reduces Time to effective performance (TEP). Procedure of admission in Industrial Training Institutes  The admission procedure is completely online and is done through a centralized online admission system.  It include five basic steps: Step 1: Candidates registration  In this step, fresh candidates have to register themselves by providing the necessary information such as the mobile number and email address. Those who have already registered can skip this step. Step 2: Application submission  In this step, applicants have to submit the online application form by filling all the required information. Step 3: Confirmation of Application  In this stage, the application of the applicant will be confirmed by the conducting authority on the basis of the selection criteria. Step 4: Seat Allotment  DVET, Maharashtra will finally allot seats to the candidates on the basis of the data of the applicants. Step 5: Admission to Institute  The last and the final step is the admission of the candidate to the allotted Institute.  Applicants have to carry all the required documents to the allotted institute for verification. Join WhatsApp Group : https://chat.whatsapp.com/FSPKADSqUzRGpzOh3w44Af 8888996116   In the state, a total of 419 governmental and 574 private industrial training institutes offer training in a total of 83 types of trades.  Among them, there are 18 training programs for the engineering group with a duration of one year, 30 training programs for a two-year duration, and additionally, there are 28 training programs for the non-engineering group with a duration of one year.  Training is provided for these trades according to the curriculum determined by the Directorate General of Training in New Delhi.  Upon successful completion of the program and passing the exam, candidates are awarded the National Trade Certificate by the National Council of Vocational Training.  In industrial training institutes, business training programs consist of 70% practical and 30% theoretical components.  Upon completion of the training, candidates aspiring to pursue higher education or self-employment are directly admitted to the second year of diploma courses.  Admissions to industrial training institutes are available from June 1 through the submission of admission applications, with all admission procedures completed by August 31.  Regular training begins from September 1. Detailed information regarding admissions can be obtained from regional offices, district vocational education and training offices, and industrial training institutes.  For further information on admissions, please visit http://admission.dvet.gov.in. Classification of it is Join WhatsApp Group : https://chat.whatsapp.com/FSPKADSqUzRGpzOh3w44Af 8888996116 Types of candidates Join WhatsApp Group : https://chat.whatsapp.com/FSPKADSqUzRGpzOh3w44Af 8888996116 Maintenance allowance:  As per the approval granted by the Tribal Department, a maintenance allowance is provided to Scheduled Tribe trainees residing in hostels and those residing outside hostels in the following manner: Rs. 600 per month for those residing in hostels and Rs. 500 per month for those residing outside hostels. Scholarship: Eligibility Criteria for Admission under the Craftsmanship Training Scheme:  The candidate must be an Indian citizen.  The candidate should have completed 14 years of age as of July 31 of the admission year.  However, if the Directorate General of Training in New Delhi sets a specific age limit for certain vocational training programs, the age limit and eligibility criteria may be subject to change accordingly.  There is no upper age limit for admission to any vocational program.  If the candidate's mark sheet is in a grade format, it is necessary to submit an official certificate from the relevant board or authority stating the equivalence of grades and marks. Join WhatsApp Group : https://chat.whatsapp.com/FSPKADSqUzRGpzOh3w44Af 8888996116   If the candidate has passed the Secondary School Certificate Examination from a board other than the Maharashtra State Board of Secondary and Higher Secondary Education or the Central Examination Board, they must obtain an equivalent certificate from the Maharashtra State Board of Secondary and Higher Secondary Education.  Non-resident Indian candidates must obtain an equivalence certificate from the Maharashtra State Board of Secondary and Higher Secondary Education to demonstrate their eligibility.  Under the Rights of Persons with Disabilities Act of 2017, five percent of seats are reserved for candidates with disabilities in each industrial training institute under the central admission procedure. Types of disabilities  Reserved seats for disabled candidates will be allocated based on their type of physical disability and the quality list prepared for qualified candidates.  Five percent of seats will be reserved for positions available in each industrial training institute within the respective district.  It is necessary to allocate one percent of these positions to each category of disabled candidates.  Disabled candidates will not receive any additional benefits or facilities in the training program under the Craftsmanship Training Scheme after being admitted to the profession.  Disabled candidates are not eligible for relaxation in educational qualifications.  For claiming reservation under the disabled category, the disability certificate submitted must clearly state the nature of disability as being permanent and having a percentage of 40% or more.  Only certificates provided by medical boards will be considered for reservation under the disability quota. Reservation for women candidates:  Within each industrial training institute under the central admission procedure, 30% of seats will be reserved for female candidates.  This reservation will apply to all general, scheduled caste, scheduled tribe, NT-A, NT-B, NT-C, and NT-D categories, as well as for other economically weaker sections.  Within the original district under the central admission procedure, 90% of seats and ten percent of seats outside the district will be reserved. Among these seats, reservation will be available for female candidates in both categories. Join WhatsApp Group : https://chat.whatsapp.com/FSPKADSqUzRGpzOh3w44Af 8888996116 Join WhatsApp Group : https://chat.whatsapp.com/FSPKADSqUzRGpzOh3w44Af 8888996116   When considering reservations for candidates belonging to the various backward classes in the state of Maharashtra, it is stated that details of available seats are provided in the prescribed format. Candidates belonging to backward classes should claim the type of reservation they seek when applying.  If a candidate does not claim to belong to a backward class when applying and subsequently does not provide the necessary documents to assert their reservation rights during the admission process, such a claim may not be considered.  Reservation for candidates belonging to backward classes is not available in the minority private Industrial Training Institutions. If a candidate from reserved category is selected for a seat in a open category based on merit:  The submission of documents/certificates applicable to candidates in the reserved category will not be mandatory for confirming admission.  However, if candidates submit the required documents/certificates applicable to candidates in the reserved category, they will be eligible for all types of government benefits/allowances available to candidates in the reserved category.  Non-resident Indian (NRI) and candidates from outside Maharashtra will be considered as candidates from the open category, and they will not be eligible to claim reservation benefits. Reservation for religious minorities  In the admissions process of government-aided institutions, 70% of the seats are reserved for students belonging to the Muslim, Buddhist, Christian, Sikh, Parsi, and Jain religions, while 30% of the seats are kept open for candidates from the open category and the backward class category. Join WhatsApp Group : https://chat.whatsapp.com/FSPKADSqUzRGpzOh3w44Af 8888996116   For each curriculum, 70% of the seats will be reserved for candidates belonging to the specified religious minorities (of which 30% of the seats in each minority group will be reserved for women), and 30% of the seats will be available for candidates from the open and backward class categories.  If there are no female candidates available to fill the reserved seats for women, those seats will be filled by male candidates from the respective religious minority groups.  If there are no eligible candidates available from the specified religious minority group to fill the reserved seats, and if the available seats remain unfilled, then those vacant seats will be filled based on merit from other religious minority groups.  Only candidates who are domiciled in the state of Maharashtra are eligible for admission to reserved seats for candidates from religious minorities. Such candidates must provide proof of domicile in the state of Maharashtra, either through a domicile certificate issued by the Maharashtra state government or by providing proof of Maharashtra domicile for their parents. Translation:  If a candidate does not possess documents in Marathi, Hindi, or English, then any such document must be officially translated into Marathi, Hindi, or English.  Submission of such translated and certified documents is necessary for the acceptance of the application at the designated admission center for final verification and determination of admission in the aided institutions. Additional marks:  Additional marks will be awarded to candidates in certain professions to determine the final merit. However, the maximum limit for additional marks will be 50. Join WhatsApp Group : https://chat.whatsapp.com/FSPKADSqUzRGpzOh3w44Af 8888996116 For courses requiring 10th grade (SSC) eligibility criteria:  If the total of marks obtained by candidates and additional marks are equal:  Fist priority will be given to candidates who have obtained the highest marks in the Secondary School Certificate (SSC) examination.  Candidates who have obtained higher marks in vocational/technical subjects in the Secondary School Certificate (SSC) examination will be given second priority.  Candidates who have obtained higher marks in mathematics in the Secondary School Certificate (SSC) examination will be given third priority.  Candidates who have obtained higher marks in science subject in the Secondary School Certificate (SSC) examination will be given fourth priority.  Priority will be given based on the candidate's date of birth. (Preference will be given to candidates who are older.) To prepare the merit list for candidates eligible for the twelfth grade, the following criteria will be considered:  For candidates eligible for the twelfth grade (HSC) or equivalent qualification examination, the cumulative marks obtained in the Higher Secondary Certificate (HSC) examination will be considered as the basic criteria for determining merit.  No additional marks of any kind will be added to the total marks obtained for preparing the merit list for candidates eligible for the twelfth grade (HSC) qualification.  If total marks of candidates are equal, then same process is followed as that in case of SSC. Documents required: Join WhatsApp Group : https://chat.whatsapp.com/FSPKADSqUzRGpzOh3w44Af 8888996116 ITI (Principal) 2014 1. For admission under the Craftsman Training scheme and Apprenticeship Training Scheme, the percentage of seats reserved for handicapped candidates is (1) 10% (2) 5% (3) 3% (4) 1% Ans.3 Join WhatsApp Group : https://chat.whatsapp.com/FSPKADSqUzRGpzOh3w44Af 8888996116 Engagement of trade apprentices What is apprentice training?  Apprenticeship training is a course of training in an industry or establishment, under a contract of apprenticeship which consists of :- a) Basic training component and b) on-the-job-training (OJT)/practical training at workplace  All establishments having work force (regular and contract employees) of 30 or more are mandated to undertake Apprenticeship Programs in a range from 2.5% -15% of its workforce (including direct contractual employees) every year.  For establishments having a workforce between 4 - 29 this is optional.  Establishments have a workforce of 3 or less are not permitted to engage apprentices. Important aspects of engagement:  Recruitment/Selection  Training and Development  Supervision and Support  Certification  Transition to Employment National Apprenticeship Promotion Scheme  It is a scheme of Government of India to provide financial support to establishments undertaking the apprenticeship training.  It was launched on 19th August 2016. The scheme has the following two components:  Reimbursement of 25% of prescribed stipend subject to a maximum of Rs. 1500/- per month per apprentice by the Government of India to all employers who engage apprentices.  Reimbursement of cost of basic training (up to a limit of Rs. 7500/- for a maximum of 500 hours= Rs. 15/hour) by the Government of India to Basic Training Providers (BTPs) in respect of apprentices who come directly for apprenticeship training without any formal training. Basic Training Provider (BTP):  It is an entity who has necessary facilities for a trade and is providing basic training to fresher apprentices, who otherwise do not have any formal education and/or training in related trades, engaged by an establishment.  Ex. National Skill Training Institutes (NSTI), Industries/ establishments with “In-House Basic Training facility”, Specific Government and Private it is etc.  The Apprenticeship Program in India under the Apprenticeship Act 1961 is implemented by the Ministry of Skill Development and Entrepreneurship (MSDE) at the National level.  The MSDE has entrusted the Directorate General of Training [DGT] to implement the apprenticeship training falling under” Designated Trades” and made the National Skill Development Corporation [NSDC] responsible for apprenticeship training under “Optional Trades”. Join WhatsApp Group : https://chat.whatsapp.com/FSPKADSqUzRGpzOh3w44Af 8888996116 What is a Designated Trade?  Designated Trades are those which have been notified by the Govt as a “Designated Trade.”  These are mostly engineering based and appropriate for the manufacturing sector.  Courses under Designated Trades are designed by the Central Staff Training and Research Institute (CSTARI), approved by the Central Apprenticeship Council & notified by the Government as a Designated Trade. What is an Optional Trade?  Optional trade means any trade or occupation, or any subject field of engineering, non-engineering, technology or vocational training found relevant by an employer as per their requirements, other than the Designated Trades notified under the Act.  Optional trades have been introduced under the Apprentices Act, 1961 to allow employers to create their own courses/trades for providing apprenticeship training.  These courses are developed by employers. Basic training:  Basic training consists of theoretical and practical/ lab instructions segment of every Apprenticeship Program syllabus related to a particular trade post which on-the-job-training is imparted to the apprentice.  Basic Training is imparted to fresher apprentices for acquiring a reasonable ability to handle Instruments/Machineries/Equipment independently prior to being moved to Shop Floor/Work Area for practical / On-Job training.  The establishment needs to pay the apprentice 50% of the prescribed stipend during basic training.  Basic Training usually accounts for 20-25% of the duration of the overall Apprenticeship Program but can vary depending on the specific requirement of the curriculum. What is On-the-job-training (OJT)?  OJT is practical training imparted at the workplace premises of an establishment.  In this method, the trainee is placed on a regular job and taught the skills necessary to perform it.  The trainee learns under the guidance and supervision of the instructor.  The trainee learns by observing and handling the job. Therefore, it is called learning by doing. Techniques used for On-the-job Training: 1) Coaching:  This technique is used to train generally the manager level employees.  It is a person to person interaction.  The superior or expert in a particular area observe the performance of an employee closely and initiates corrective action.  This technique focuses identifying weaknesses and finding the areas of improvement Join WhatsApp Group : https://chat.whatsapp.com/FSPKADSqUzRGpzOh3w44Af 8888996116 2) Mentoring:  The junior employees are attached to seniors for training.  The seniors will provide guidance and understanding of various issues related to the organization, job performance techniques, culture and traditions, vision and mission, team work and group behavior, etc to the juniors. 3) Committee assignments:  The employees are nominated as a member of committee to facilitate learning under this method.  This method provides an opportunity for the employee to participate in decision making process, observe the activities of other members and investigate organizational problems. 4) Job Rotation:  In this type of training the trainees will shift from one job to another.  It enables the employees to gain knowledge and experience from the trainers of the different job assignments.  This method is common for training managers for general management positions.  It facilitates the trainee to understand the problems of employees on the other jobs. 5) Job Instruction Technique (JIT):  This is also known as step by step training.  Here the trainer explains the trainee the way of doing the jobs and provides feedback to improve the performance of the trainee. ITI (Principal) 2014 1. Under the scheme of OJT, monitoring, evaluation and certification is the responsibility of (1) Vocational Teacher (2) Teacher Co-ordinator (3) Establishment Supervisor (4) All of the above Ans. – 4 2. OJT is an integral component of vocational education and training with the main objective of (1) Understanding the practical intricacies in real situation (2) Advantage of working with the equipments which are not available in the institute (3) Providing training on completion of course (4) Providing apprenticeship training Ans. – 1 3. The On the Job Training (OJT) of students is carried out in order to (1) Provide opportunity to learn in real work situations (2) Expose the students to latest technology (3) Orient them to Industrial Labour Laws (4) Expose them to management style of industries Ans. – 1 Join WhatsApp Group : https://chat.whatsapp.com/FSPKADSqUzRGpzOh3w44Af 8888996116 Off-the-Job Training Methods  In this method trainee is separated from the job and is made to learn the information that is related to the job.  Here the trainees are not disturbed by the job requirements as in on the job training methods.  Therefore they can concentrate on the learning and get trained before starting the job. The following methods are part of off-the-job training: Vestibule training:  In this method, a training centre called vestibule is set up and actual job conditions are simulated in it.  Expert trainers are employed to provide training with the help of equipment and machines which are identical with those in use at the workplace.  Later the skills learned in the simulated setup are used in actual job. The case method:  Here the job situation is presented on the paper, and the group of trainees identifies the problems and offer solutions.  Here trainees learn from each other and receive feedback on one another’s performances. The incident method:  This is similar to the case method.  In this method trainees only get know the outline of a particular incident.  The trainees have an interaction with the trainer and seek information on the incident by asking questions.  After seeking adequate information trainees attempt to solve the problem. COMPUTER BASED TRAINING  Computer Based Training is presentation of text, graphics, video, audio via computer for the purpose of building job relevant knowledge and skill.  Common forms of CBT includes multimedia learning environments, web-based instruction, e-learning, virtual reality training etc. This method consists of two features: 1) Customisation: in which programs can be adapted based on characteristics of the learners 2) Learner control: in which learners may modify the learning environment to suit their own purposes. Short Term Training (STT) courses  STT courses are short term courses designed by National Council for Vocational Training (NCVT) under the scheme SDI – Skill Development Initiative or by NSDC or various State Governments & other Central Government agencies.  Only those pass outs from of all STT courses that are NSQF aligned are exempted from Basic Training under the Act.  Others will be treated at par with fresher candidates. Join WhatsApp Group : https://chat.whatsapp.com/FSPKADSqUzRGpzOh3w44Af 8888996116 Dual-learning mode of training  The dual-learning mode has been introduced for improving the connect between industry and ITIs.  Under the dual-learning mode of training, the theoretical instructions and basics about safety and tools, equipment along with foundation practical will be imparted in ITIs and relevant on the job training for that particular trade will be given in the industry.  ITIs are required to enter MOUs with industries/employers where they want to send their trainees for on the job training. National Occupational Standards (NOS)  The National Occupational Standards (NOS) specify the standard of performance an individual must achieve when carrying out a function in the workplace, together with the knowledge and understanding they need to meet a standard consistently.  Each NOS defines one key function in a job role.  The NOS are laid down by employers (through their Sector Skill Council).  A Qualification Pack (QP) is a set of NOS aligned to a job role.  NOS can only be developed by the Sector Skills Councils (SSCs) or other NCVET recognized standards- setting organizations in consultation and collaboration with the industry. Sector Skill Council:  It play a vital role in bridging the gap between what the industry demands and what the skilling requirements ought to be.  It is one of the major pillar of National Skill Development Corporation (NSDC)  The SSCs operate as an autonomous body.  NSDC is mandated to initiate and incubate SSCs with initial seed funding to facilitate their growth and enable them to achieve self-sustainability in a time bound manner.  The National Policy on Skill Development and Entrepreneurship, 2015 laid out Skill India Mission, and envisaged the creation of Sector Skill Councils (SSCs) by NSDC. Deputy Director, 2016 1. National Occupation Standards are developed by : (1) NSDC (2) SSCS (3) NCVT (4) PSSCIVE Ans.2 Transfer of Training  It refers to the extent to which the skills, knowledge, and behaviors learned in one context can be applied in another context.  In other words, it refers to the ability of individuals to take what they have learned in a training program and use it in their job or real-life situations. It is of three types: 1. Positive transfer: It means the delivery was effective in transferring knowledge. 2. Zero transfer: This is when there is no change in performance after a training session. This often means trainers may need to reevaluate their strategies. 3. Negative transfer: This is when the employees’ performance decreases after the training. Join WhatsApp Group : https://chat.whatsapp.com/FSPKADSqUzRGpzOh3w44Af 8888996116 Deputy Director, 2016 1. The phrase 'Transfer of Training' refers to: (1) moving training schedules around to accommodate other concerns of the organisation (2) sharing training material with colleagues (3) implementing newly acquired knowledge and skills back in the organisation (4) sharing training experiences with colleagues and trainers Ans. – 3 CERTIFICATION IS PROVIDED ON COMPLETION OF THE APPRENTICESHIP TRAINING:  On completion of period of training, the trade apprentices appear in an All India Trade Test (AITT) for Apprentices conducted by the National Council for Vocational Training (NCVT). Successful candidates are awarded the National Apprenticeship Certificate (NAC) which is a recognized qualification for seeking employment.  Graduate, Technician and Technician (Vocational) apprentices are awarded Certificate of Proficiency on satisfactory completion of training by the Department of Secondary & Higher by the Education, Ministry of Education, and Government of India. Deputy Director, 2016 1. Certificate of Proficiency is awarded in the case of : (1) Trade apprenticeship (2) Fresher apprenticeship (3) Technician (vocational) apprenticeship (4) All the above Ans. - 3 Transition to Employment  Transitioning trade apprentices into employment involves several key steps to ensure a smooth and successful integration into the workforce.  Ex. Evaluation of Apprentice Performance, Job Matching, Orientation, Performance Monitoring and Feedback etc. Evaluation of Apprentice Performance What is Performance Appraisal?  Appraisals are judgments of the characteristics, traits and performance of others.  On the basis of these judgments we assess the worth or value of others and identify what is good or bad.  Performance Appraisal thus is a systematic and objective way of judging the relative worth of ability of an employee in performing his task. So, we can say that performance appraisal motivates employee. Join WhatsApp Group : https://chat.whatsapp.com/FSPKADSqUzRGpzOh3w44Af 8888996116 Criteria for effective performance appraisal:  Employees should be actively involved in the evaluation and development process.  Supervisors need to enter performance appraisals with a constructive and helpful attitude.  Realistic goals must be mutually set.  Supervisors must be aware, and have knowledge of the employee’s job and performance. THE PERFORMANCE APPRAISAL PROCESS:  First step is establishment of performance standards  Once performance standards are established, it is necessary to communicate these expectations.  The Third step in a appraisal process is measurement of performance. For this, information about performance should be obtained. Four common sources of information:  personal observation, statistical reports, oral reports, and written reports.  The fourth step in the appraisal process is the comparison of actual performance with standards.  The final step in the appraisal is the initiation of corrective action when necessary. Corrective action can be of two types:  one is immediate and deals predominantly with symptoms. The other is basic and delves into causes. PERFORMANCE APPRAISAL METHODS Graphic Rating Scale:  One of the oldest and most popular methods of appraisal is the graphic rating scale.  They are used to assess factors such as quantity and quality of work, job knowledge, cooperation, loyalty, dependability, attendance, honesty, integrity, attitudes, and initiative etc. How it works?  The organization or supervisor selects the criteria or performance dimensions to be assessed.  A scale is developed to measure each criterion. The scale can be numerical (e.g., 1 to 5) or descriptive (e.g., excellent, satisfactory, needs improvement).  During the evaluation process, the supervisor or evaluator rates the employee's performance on each criterion using the graphic rating scale.  The ratings assigned to each criterion are typically plotted on a graphical chart or scale. This visual representation allows for easy comparison and analysis of the employee's performance across different dimensions.  After completing the evaluation, the supervisor provides feedback to the employee based on the ratings obtained.  Based on the performance appraisal results, the supervisor and employee collaborate to set performance goals and action plans for the upcoming period. These goals should be specific, measurable, achievable/attainable, relevant/realistic, and timely (SMART).  Throughout the performance period, the supervisor monitors the employee's progress towards their goals and provides ongoing feedback and support as needed. Join WhatsApp Group : https://chat.whatsapp.com/FSPKADSqUzRGpzOh3w44Af 8888996116 ITI Principal (2014) 1. The acronym 'SMART' for Goals stands for (1) Specific, Meaningful, Attainable, Realistic, Timely (2) Specific, Measurable, Attainable, Realistic, Timely (3) Specific, Measurable, Attainable, Reasonable, Timely (4) Specific, Meaningful, Appropriate, Realistic, Timely Ans. – 2 Management by Objectives (MBO):  Management by objectives (MBO) is a process that converts organizational objectives into individual objectives.  It can be thought of as consisting of four steps: goal setting, action planning, self-control, and periodic reviews. 1) In goal setting, the organization’s overall objectives are used as guidelines from which departmental and individual objectives are set. 2) In action planning, the means are determined for achieving the goals decided. 3) Self-control refers to the systematic monitoring and measuring of performance himself/herself. 4) Finally, with periodic progress reviews, corrective action is initiated when behaviour deviates from the standards established in the goal-setting phase. These reviews should take place at least two or three times a year. 360 degree appraisal  The 360 degree feedback process involves collecting perceptions about a person’s behaviour and the impact of that behaviour from the person’s boss or bosses, direct reports, colleagues, fellow members of project teams, internal and external customers, and suppliers.  It is also known as multi-rater feedback, multi- source feedback, full-circle appraisal, and group performance review.  It provides each employee the opportunity to receive performance feedback from his or her supervisor and four to eight peers, subordinates and customers.  People who are chosen as raters are usually those that interact routinely with the person receiving feedback. The purpose of the feedback is to: a) assist each individual to understand his or her strengths and weaknesses. b) contribute insights into aspects of his or her work needing professional development. ITI (Principal) 2014 1. Feedback is (1) a situation in which sender and receiver exchange information (2) confined to verbal form of communication (3) confined to written form of communication (4) None of the above. Ans. – 1 Join WhatsApp Group : https://chat.whatsapp.com/FSPKADSqUzRGpzOh3w44Af 8888996116 Features of 360 degree appraisal:  Improved Feedback from more sources  Team Development  Personal and Organizational Performance Development: Multi-rater feedback can provide excellent information to individuals about what they need to do to enhance their career.  Reduced Discrimination Risk: The judgemental errors of the supervisors are eliminated as the feedback comes from various sources Deputy Director, 2016 1. The basic purpose of Performance Appraisal is to: (1) Hire Employees (2) Fire Employees (3) Motivate Employees (4) Counsel Employees Ans. – 3 2. When the ratings are collected from supervisors, customers and peers, it is called? (1) 180° Feedback (2) 320° Feedback (3) 360° Feedback (4) 380° Feedback Ans. – 3 What is difference between 360 degree appraisal and 360 degree feedback?  360 degree appraisal: specific performance evaluation method  360 degree feedback: broader concept; it involves performance evaluation, personal development, and organizational improvement. Job matching  It refers to the process of aligning an individual's skills, qualifications, competencies, and preferences with the requirements and responsibilities of a specific job or role within an organization.  The goal of job matching is to ensure that the individual possesses the necessary attributes to perform the job effectively and contribute to the organization's success. ITI (Principal), 2014 1. Which one of the following systems of technical education system DOES NOT come under the purview of AICTE? (1) Architecture (2) Pharmacy (3) Hotel Management (4) Industrial Training Ans. – 4 Join WhatsApp Group : https://chat.whatsapp.com/FSPKADSqUzRGpzOh3w44Af 8888996116 2. NCERT is the Apex organization which works for (1) Distance education (2) Qualitative improvement of school Education only (3) Elementary education only (4) Higher secondary level education only Ans. – 2 3. For placement of the candidates, which of the following has to be the first step? (1) Match requirement of employers and candidates (2) Advertise in media (3) Organizing interviews (4) Inform parents, employers and candidates Ans. - 1 4. The orientation of a new employee is done to (1) Motivative the person (2) familiarise with the Aims and Objectives of the organization (3) Team work (4) Get acclimatized to the person about service conditions Ans. – 2 Placement Syllabus Placements:  Requirement of various Organisations (Registered./Non-registered, Local/Outside) and availability of candidates, Process of Placement, Orientation and Training of new employees.  Placement is the determination of the job for which a selected candidate is best suited and assigning that job to him.  A proper placement of a worker reduces employee turnover, absenteeism, accident rates, etc., and improves morale, motivation, work etc. Process of Placement 1. Identify Job Openings 2. Job Analysis and Description 3. Recruitment: posting job advertisements on various platforms; search for candidates through networking, referrals, and recruitment agencies. 4. Screening and Shortlisting 5. Interviewing Join WhatsApp Group : https://chat.whatsapp.com/FSPKADSqUzRGpzOh3w44Af 8888996116  6. Selection 7. Offer of Employment 8. Onboarding/Orientation 9. Placement and Integration 10. Performance Monitoring and Feedback Job analysis  Job analysis is the process by which data, with regard to each job, is systematically observed and noted.  It provides information about the nature of the job and the characteristics or qualifications that are desirable in the jobholder.  Jobs are subjected to analysis to find out precisely what the duties, responsibilities, working environment and other requirements of a job are and to present these in a clear, concise and systematic way. METHOD OF COLLECTING INFORMATION: Job Questionnaire:  A job questionnaire could be administered to all concerned employees asking them about the job, its various components, time spent on each of them etc.  The completed questionnaire could be given to the supervisors for their comments.  In some cases, job-reviewing committees are formed, consisting of union representatives and specialists from the personnel, work-study, or industrial engineering department  These questions can include asking employees about how they spend each day, what their priorities are and how they effectively perform their duties. Advantages of Job Questionnaire:  Cost effective method: since it can elicit information from a wide number of workers and their immediate superiors in a relatively short period of time.  Detailed knowledge about the job: workers take an active part in completing the questionnaire providing intimate detailed knowledge of their jobs  Once the responses to the questionnaire have been verified, they can conveniently be used with little further processing to prepare a job description. Disadvantages of Job Questionnaire:  People required to complete it must have a certain level of education; and even then, questions may be interpreted in different ways.  Also, not everyone is able to describe fully and exactly the task that constitute their job. Interview:  The interview conducted by the analyst is an effective way of checking on the information already available on job.  The analyst asks the jobholders questions on the duties and main tasks of their job, generally working from a previously prepared list of questions.  After the interview, the analyst draws up a report, which is shown, to the jobholder and his immediate superior for their approval.  The analyst usually drafts the report in the form of a job description, which effectively speeds up the preparatory work of job evaluation. Join WhatsApp Group : https://chat.whatsapp.com/FSPKADSqUzRGpzOh3w44Af 8888996116 Observation:  For jobs of a simple and repetitive nature, the observation technique could provide adequate information on the job being performed.  A clear picture may be obtained regarding the working conditions, equipment used, and skills required.  Limitation: The presence of analyst causes stress. The workers may dislike being observed. Some other methods: Diary:  One or more incumbents are asked to keep a diary of duties noting the frequency of the tasks performed.  These diaries then become the basis for doing job analysis. Critical incidents:  Ask one or more incumbents to brainstorm about critical incidents that happen routinely and infrequently while working.  This approach is excellent for determining training and selection strategies Photo tape recording of job performance:  This is a good approach because it can be watched over and over again to perform analysis. Review of records:  This is a good approach for jobs such as mechanic or electrician.  The kinds of repairs being performed on the job and, thus, the duties being performed most often can be noted. What is Brainstorming?  Brainstorming is a group problem-solving method that involves the spontaneous contribution of creative ideas and solutions.  It is a method of generating ideas and sharing knowledge to solve a particular commercial or technical problem, in which participants are encouraged to think without interruption.  The goal of brainstorming is to generate as many diverse and innovative ideas as possible, without criticism or evaluation, to explore potential solutions or approaches to the problem at hand.  Brainstorming can be conducted in various formats, including in-person meetings, virtual sessions, or online platforms.  It is commonly used in problem-solving, idea generation, innovation, product development, strategic planning, and team-building activities. STEPS IN THE JOB ANALYSIS PROCESS: 1) Organization Analysis: an overall view of various jobs in the organisation with a view to examine the linkages between jobs and the organisational objectives 2) Uses of Job Analysis Information: Depending on organisational priorities and constraints, it is desirable to develop clarity regarding the possible uses of the information pertaining to job analysis. 3) Selection of Jobs for Analysis: Carrying out job- analysis is a time- consuming and costly process. It is, therefore, desirable to select a representative sample of jobs for purposes of analysis. 4) Collection of Data: Data will have to be collected on the characteristics of job, the required behaviour and personal attributes needed to do the job effectively. Join WhatsApp Group : https://chat.whatsapp.com/FSPKADSqUzRGpzOh3w44Af 8888996116  5) Preparation of Job Description: The information collected in the previous step is used in preparing a job description for the job highlighting major tasks, duties, and responsibilities for effective job performance. 6) Preparation of Job Specification: Likewise, the information gathered in step (4) is also used to prepare the job specification for a job highlighting the personal attributes required in terms of education, training, aptitude and experience to fulfil the job description. Performance Monitoring and Feedback Key Performance Indicator (KPI):  Key Performance Indicators (KPIs) are measurable metrics used to evaluate the success or effectiveness of an organization, team, project, or individual in achieving specific objectives or strategic goals.  KPIs are used to track progress, measure performance, and identify areas for improvement.  Ex. Revenue growth, Profit margins, Productivity, Efficiency etc.  KPIs to measure training effectiveness: Time To Proficiency  It refers to the duration it takes for an individual to reach a defined level of competence or proficiency in a particular skill, role, or task after starting training or employment.  It can help organizations identify areas where additional support or resources may be needed to accelerate learning and skill acquisition.  Effective strategies for reducing time to proficiency may include providing targeted training and development opportunities, offering mentorship or coaching support, implementing structured on-the-job training programs, and leveraging technology-enabled learning solutions. Net Promoter Score (NPS):  It is a metric used to measure customer loyalty and satisfaction with a company, product, or service.  It is a widely used metric because of its simplicity and effectiveness in capturing customer sentiment.  It provides actionable insights for businesses to identify areas for improvement, measure customer loyalty over time, and benchmark against competitors. Other important KPIs:  Knowledge And Skill Retention  Transfer Of Training  Employee Engagement  Stakeholder Satisfaction ITI (Principal) 2014 1. Which method is used to collect trainees opinions about the factors which affect morale and their effect on personnel objectives? (1) Interview method (2) Questionnaire method (3) Brainstorming (4) Focus group Ans. – 2 Join WhatsApp Group : https://chat.whatsapp.com/FSPKADSqUzRGpzOh3w44Af 8888996116 Deputy Director, 2016 1. 'Brainstorming' as a technique is best used by the management experts for: (1) Work distribution at shop floor (2) Generating alternatives for problem solving (3) Promotion of Research and Development (4) Training shop floor employees Ans. – 2 2. Which of the following is the first step in the Problem Solving Technique? (1) Collect and Analyse data (2) Identify and Analyse the Problem (3) Arrive at plausible solutions (4) Validate multiple solutions Ans. – 2 3. Key performance indicators for training institute are listed as: (a) Average - monthly income of the employed/self employed students. (b) Average monthly training hour per faculty. (c) Average - weekly hours per students spent on 'Practicals' in Industry. (d) Average - percentage of students placed in Industry. (1) (a) and (d) are correct (2) (b) and (c) are correct (3) (a), (b) and (c) are correct (4) (a), (b), (c) and (d) are correct Ans. – 4 Requirement of various Organisations  Educational Qualifications  Relevant Experience  Technical Skills  Soft Skills (or interpersonal skills or people skills)  Industry Knowledge  Certifications and Licenses  Language Proficiency What Are Soft Skills?  Soft skills include any skill that can be classified as a personality trait or habit.  These are non-technical skills that relate to how individuals interact with others and navigate their professional and personal lives. Join WhatsApp Group : https://chat.whatsapp.com/FSPKADSqUzRGpzOh3w44Af 8888996116   Soft skills are more about behaviours, attitudes, and personal attributes that enhance one's ability to work effectively with others, communicate, and adapt to various situations.  Ex. Communication, Leadership, Emotional Intelligence, Creativity etc. Leadership:  Leadership may be defined as the process of influencing the activities of a group or individual towards achievement of goals in a given situation.  A leader tries to influence the followers or group of people; so that the purpose and the objective of organizations can. be fulfilled.  In other words, leadership is the interaction between the leader and those to be led, the goals being task accomplishment or achievement of overall organizational objectives. Characteristics of a leader:  Enthusiasm  Courage  Self-confidence  Integrity  Friendliness  Ability to give and get co-operation:  Ability to make sound decision  Leader must be adaptive THEORIES OF LEADERSHIP  Great Man Theory/Trait Theory  Group and Exchange Theory  Contingency/Situational Theories  Path Goal Theory  Charismatic Theory  Transformational Theory of Leadership  Social Learning Theory  Substitutes Theory Great Man Theory/Trait Theory  The trait theories of leadership consider personal qualities and characteristics that differentiate leaders from non-leaders.  This concept is popularly known as the Great Man Theory of leadership.  The great man theory was originally proposed by Thomas Carlyle and the assumption behind this theory is that “great leaders will arise, when there is great need”.  Ordway Tead and Chester Barnard are prominent trait theorists.  Ordway Tead has brought out ten qualities of a leaders viz. 1) Physical and nervous energy 2) A sense of purpose and direction 3) Enthusiasm 4) Friendliness and affection 5) Integrity 6) Technical mastery 7) Decisiveness 8) Intelligence 9) Teaching skill and 10) Faith. Chester Barnard indicates two categories of leadership traits.  The first category includes outstanding qualities in respect of physique, skill, technology, perception, knowledge, memory and imagination. These qualities are expected to command the subordinates’ admiration.  The second category includes the individual merits of determination, persistence, endurance and courage Join WhatsApp Group : https://chat.whatsapp.com/FSPKADSqUzRGpzOh3w44Af 8888996116 Group and Exchange Theory:  It assumes that there must be a positive and harmonious relationship between the leaders and followers to accomplish group goals.  Chester Barnard was key proponent of this theory.  According to this theory, leadership is an exchange process between the leader and followers.  This theory strongly believes that the leader and his followers affect and influence each other. Contingency Theory:  The theory stresses the significance of situational variables that affect leadership roles, skills, behaviour and followers’ performance and satisfaction.  Fred Fiedler proposed a widely recognised situation-based or contingency theory for leadership effectiveness.  This model contains the relationship between leadership style and the favourableness of the situation.  This theory proposes that people become leaders not only because of the attributes of their personalities but also because of various situational factors and interaction between leaders and situations. Path Goal Theory:  This theory of leadership was developed by Robert House.  It describes the most effective leaders as those who help subordinates achieve both the enterprise goals as well as their personal goals.  Personal goals of subordinates includes money, promotion, opportunity of growth and development Charismatic Theory:  This theory is also attributed to the work of Robert House.  He suggests that charismatic leaders are characterised by self-confidence and trust in subordinates, high expectation for subordinates, ideological vision and the use of personal example.  Followers of the charismatic leaders identify with the leader and the mission of the leader, exhibit extreme loyalty to and confidence in the leader, emulate leader’s values and behaviour, and derive self-esteem from their relationship with the leader Transformational Theory:  This theory is based on transforming the values, beliefs and needs of their followers by the leader.  Such a leadership facilitates superior performance in organisations that are facing demands for renewal and change.  The organisation fosters transformational leadership through the processes of recruitment, selection, promotion, training and development.  It was developed by James MacGregor Burns, a political scientist and leadership scholar Social Learning Theory: (developed by Albert Bandura)  This theory is model for the continuous and reciprocal interaction between the leader, the environment and behaviour itself.  This model is called Situation Organism Behaviour Consequence (S–O–B–C) model.  Subordinates are actively involved in the process and together with the leader they concentrate on their own and each other’s behaviour, environmental contingences and their cognitive mediators.  In this approach, the leader and the subordinate have a negotiable, interactive relationship and are consciously aware of how they can modify each other’s behaviour by giving or holding back desired rewards. Join WhatsApp Group : https://chat.whatsapp.com/FSPKADSqUzRGpzOh3w44Af 8888996116 Situation-Organism-Behavior-Consequence (S-O-B-C) model  It is a framework used in psychology and behaviour analysis to understand and analyse the relationship between situational factors, individual responses or behaviours, and their consequences.  This model helps identify the antecedents (situations or stimuli) that trigger certain behaviours, the behaviours themselves, and the resulting consequences, which can reinforce or discourage the behaviours. What are Cognitive Mediators?  Cognitive mediators are mental processes or activities that take place between the occurrence of a stimulus and initiation of an associated response.  Such processes can occur immediately following the stimulus (i.e., within microseconds), or they may be a more delayed response, taking days or weeks.  These processes may be conscious or nonconscious (i.e., automatically elicited outside of one’s awareness), and they can be distinguished from affective mediators involving emotional processes. Substitutes Theory:  This theory was proposed by Kerr Jermier.  It suggests certain substitutes or neutralisers for leadership.  Substitutes that make leader behaviour unnecessary and redundant, whereas neutralisers prevent the leader from behaving in certain way or which counteract a behaviour.  These substitutes or neutralisers can be found among subordinates, tasks, and organisation characteristics. Rensis Likert’s Leadership Model:  He propounded four systems of leadership or management. System-I: Exploitative-Authoritative Management  In this type, managers are highly autocratic.  Besides they have little trust in their subordinates.  They motivate people through fear and punishment. System-II: Benevolent-Authoritative Management.  In this system, managers trust their subordinates.  They motivate people through rewards, fear and punishment.  They invite ideas and opinions from their subordinates and allow them some delegation of decision making powers. System-III: Consultative Management  In this system, managers do not have complete confidence and trust in their subordinates.  They usually try to make use of subordinates’ ideas and opinions.  They motivate subordinates through rewards and resort to punishment.  They act in consultation with their subordinates and allow some specific decisions to be taken at the lower levels. System-IV: Participative-Management  In this system, managers have complete trust and confidence in their subordinates in all matters.  They always consult them and get their ideas and opinions and use them.  They give economic rewards and encourage decision-making at all levels of the organisation. Join WhatsApp Group : https://chat.whatsapp.com/FSPKADSqUzRGpzOh3w44Af 8888996116 STYLES OF LEADERSHIP 1) Autocratic Style :  In this style, authority is concentrated in the hands of the leader.  It is the leader who decides policies and modifies them according to his own wishes.  This type of leader expects unquestioned acceptance of his or her leadership by the subordinates  This type of leadership has the advantage of quick decision- making, but it causes pain to the employees and results in dissatisfaction. 2) Participative Style:  This style is also called ‘democratic’ style of leadership.  In this style, leaders obtain the cooperation of employees in achieving organisational goals.  They allow the employees to participate in the decision-making process.  All policies and decisions are arrived at through group deliberations.  The leader encourages and assists his colleagues and only suggests alternatives instead of dictating the final decisions or policies.  This process naturally becomes time-consuming. 3) Laissez-faire Style:  In this type of leadership, the organisation does not depend on the leader to provide external motivation. The employees motivate themselves.  They enjoy greater freedom and leader’s participation in decision-making is minimal.  The leader only assumes the role of one of the members of the organisation Communication  Communication is a process that allows an individual to exchange information in several ways such as communicating one’s own perceptions, point of view or experiences gained in the process of living. ELEMENTS OF COMMUNICATION:  The five elements are of communication are:  Message  Sender  Transmission medium  Receiver  Feedback. (Feedback is the element of communication which confirms that the message has been received and understood) KINDS OF COMMUNICATION: 1) Intrapersonal Communication:  Intrapersonal communication is language used or thought which is internal to the communicator.  Intrapersonal communication is the active internal involvement of the individual in the symbolic processing of messages.  The individual becomes his or her own sender and receiver, providing feedback to himself or herself in an ongoing internal process. Join WhatsApp Group : https://chat.whatsapp.com/FSPKADSqUzRGpzOh3w44Af 8888996116 2) Interpersonal Communication:  Interpersonal communication involve participants who are interdependent on one another or have a shared history.  Communication channels are the medium chosen to convey the message from sender to receiver. 3) Group Communication:  Group Communication examines the most effective ways of communicating and interacting within social and work groups.  It helps in bringing about changes in attitude and beliefs, and offers a clear understanding.  Group communication occurs among three or more persons.  The degree of interaction and intimation depends on the size of the group 4) Mass Communication:  Mass communication is the term used to describe the various means by which individuals and entities relay information to large segments of the population all at once through mass media.  It is usually understood to relate to newspaper and magazine publishing, radio, television and film. THE SEVEN C’S OF COMMUNICATION Join WhatsApp Group : https://chat.whatsapp.com/FSPKADSqUzRGpzOh3w44Af 8888996116 Factors influencing availability of candidates  Labor Market Conditions (unemployment rates, job growth, and economic conditions,)  Demographic Trends (population growth and workforce composition)  Education and Training (availability of educational programs, training initiatives, and workforce development efforts)  Geographical Location  Employer Brand and Reputation  Recruitment Strategies and Practices  Competition from Other Employers ITI (Principal), 2014 1. Contingency theories of leadership are based on the belief that (1) there is no single style of leadership appropriate to all situations (2) there is a single style of leadership appropriate to all situations (3) there is a single style of leadership appropriate to all managers (4) None of the above Ans. - 1 2. The essence of effective communication is that (1) sender and receiver both attribute the same meaning to a message (2) sender and receiver both exchange information (3) the receiver gives feedback to the sender (4) None of the above Ans. – 1 Deputy Director, 2016 1. In leadership trait theory, what is a trait? (1) A list of things that make leaders different to everyone else. (2) A list of key things, a leader must do to be great (3) A list of key characteristics that make a leader great. (4) None of the above. Ans. – 3 Join WhatsApp Group : https://chat.whatsapp.com/FSPKADSqUzRGpzOh3w44Af 8888996116