HRM Module, MBA Brooklyn Candidate Selection PDF

 Selection The process of choosing job applicants who have relevant qualifications and experience to ensure hiring the most appropriate ones and fill the existing or projected job openings. 2  Preliminary Interview...

 Selection The process of choosing job applicants who have relevant qualifications and experience to ensure hiring the most appropriate ones and fill the existing or projected job openings. 2  Preliminary Interview Selection tests R Steps of the E Employment Interview Selection J C Reference & background check Process T E D Selection Decision Medical Examination Job Offer Employment Contract Evaluation 3  Selection Criteria for Filtering & Screening Formal Education:  Generated from theJS Experience and Past Performance  Relevant vs. irrelevant experience; similarindustry  Long vs. short experience Personal Characteristics  Gender &Age  Physical ability (visual – hearing) 4  1. Application Form  Determines if the person’s KSAs are related to the job  Indicates employment stability  Predicts suitable candidates  Applicant agrees upon reference checks 5  2. Screening Interview A brief, investigative interview conducted by the HR, to screen out unqualified candidates based on specified criteria. Information to be screened:  Education  Relevant experience  Stability in career  Accomplishments  Previous employer  Availability  Language  Appearance & grooming  How well the candidate knows about the company 6  3. Pre-employment Tests for Candidates Testing Tests measure knowledge, skill, and ability, as well as other characteristics, such as personality traits. Types ofTests Motor & Cognitive Personality Achievement/ Management Physical Work Drug Ability & Interests Job Knowledge Assessment Ability SampleTests Test Tests Tests Test Centre 7 Tests  Types of Tests  Cognitive Ability Tests To determine how well one can perform in his work - i.e.: IQtests  Aptitude Tests To determine a person’s potential to learn in a givenarea  Job Knowledge/Achievement Tests Evaluate candidate’s current knowledge and technical expertise 8  Types of Tests “Cont’d”  Personality Tests To measure employee’s motivation and personality traits  InterestsTests To measure an individual’s preference for career change or when a multiple career option is available  Physical AbilityTests To measure physical capabilities such as body strength, balance, speed,eye- sight 9  Management Assessment Centre  Role Plays Candidate is given a scenario to play a particular role: e.g.: team leader, to assess interpersonal or problem solving skills  In-Basket/Tray Exercises Memos, messages, and reports & trainee responds to materials withina particular time period, then later justifies his decisions  Leaderless Group Discussion Measure group leadership, teamwork, negotiation, group problem solving skills while resolving an issue  Video-Based SituationalTesting Video scenario followed by multiple choice questions and the candidate chooses from among various courses of action  Individual Presentations 10  4. Employment/ Selection Interview The most widely used and the most critical component of the entire selection process. Interviewer evaluates if the candidate is a good match to the job vacancy. Interviewer: HR & Line Manager Interviewee: The Applicant/ Candidate 11  How to Conduct an Effective Interview? Before:  Secure a private room to minimize interruptions  Review the candidate’s application and resume  Review the job description and specifications During:  Establish rapport (to put the person at ease)  Introduce yourself, your position and the company  Follow the set of questions (a checklist)  Invite the candidate to ask questions  Tell the candidate what the next step will be After:  Review the interview report and take notes  Write your evaluation and recommendation for the next step 12 A. Interview Format/ Structure B. Interview Content C. Interview Administration  A. Interview Format/Structure 1. Structured Interview  Pre-prepared set of questions (checklist) using a common rating scale; quantitative  Open-ended questions to elicit good length responses  Answers are matched against pre-decided criteria and marked accordingly  More systematic, each question targets a specific skill or competency 14  Interview Format/Structure “Cont’d” 2. Unstructured or Normal Interview  Candidates can be asked different questions  Spontaneous, flexible and free flowing, more relaxed interview atmosphere; qualitative  No standardized rating scale or benchmark of answers  Judged on the general impression; more subjective 15  Structured Vs. Unstructured Interview Structured interviews where candidates are all asked the same questions and answers are scored has a 24% selection accuracy: three times as effective and reliable as unstructured interviews (only 8%) Practical and theoretical implications of 85 years of research findings; by Schmidt, Frank L., Hunter, John E 16  B. Interview Content Situational Interview Competency-Based/Behavioral Interview (CBI) Job Related Interview 17  Situational Interview An interview in which an applicant is given a hypothetical incident and asked how he or she would respond to it:i.e.: Suppose you realized at deadline time that a report you wrote for your boss was not up to level, what would you do ? 18  Situational Interview “Cont’d” Sample Situational Interview Questions 1. What would you do if the work of a team member was not up to your expectations? 2. Suppose you realized at deadline time that a report you wrote for your boss was not up to level, what would you do 3. Describe how you would handle the situation if you met resistance when introducing a new idea or policy to the team you supervise. 19  Situational Interview “Cont’d” Sample Situational Interview Question with Answer Suppose you have been assigned a major project and are halfway through, when you realize that you’ve made a mistake that requires you to go back to the beginning to fix it. How do you handle that while still trying to make your deadline? The first thing I would do is stop whatever I am doing on the project and really investigate if the mistake is small to be corrected. If so, I rectifythe situation immediately and move forward. If it’s a big mistake that will force me to miss my deadline, I would immediately inform my supervisors and start directly to adjust my work. I will put in extra time & effort to make the deadline without compromising the rest of the project. If I failed, it will provide a learning opportunity for me in other projects. 20  Competency-Based/Behavioral Interview (CBI) An interview in which an applicant is asked questions about what he or she actually did in a given situation: i.e.: Give me an example of a time when you set a goal and were able to achieve it.” 21 STAR Technique is Used in a Competency Based Interview (also called Structured or Behavioral interview) The acronym STAR stands for Situation: Describe the situation Task: Explain the task or event Action: What action did you take to make the situation better? Result: What was the outcome of your action? What was learnt? How did the company benefit? 22  Example on using STAR Technique "Tell me about a time that you solved a problem to a tight timescale.” 1. Situation: Set the context for your story. "We were due to be delivering a presentation to a group of 30 industry players on our new product and Stuart, the presenter, got stuck on a train.“ 2.Task:What was required from you? "It was my responsibility to find an alternative, so as not to reflect badly on the company and not to waste the opportunity." 23  Example on using STAR Technique “Cont’d” 3. Action:What did you do? "I spoke to the event organizer to find out if they could change the order of the presentations, to buy ourselves some time. I contacted Susan, a team member, to step in instead. She agreed, dropped what she was doing and headed to the event.“ 4. Result: How did the situation end? “We explained the problem to the delegates and Susan's presentation went rather well. Stuart managed to arrive at the last 15 minutes to answer the audience questions. As a result, we gained some good contacts and two of which came to be of our key clients." 24  Competency-Based/Behavioral Interview (CBI) “Cont’d” Sample Behavioral Interview Questions 1. Give an example of a time when you were able to adapt to a sudden and unexpected change and how you responded. 2. Tell me about a situation where you had a real disagreement with one of your superiors. 3. Tell us about one of the biggest changes that you found the most difficult to deal with. How did you handle it or cope with it? 25  Competency-Based/Behavioral Interview (CBI) “Cont’d” Sample (CBI) Question with Answer Give me an example of a time when you set a goal and were able to achieve it. Situation: As a project manager, my role is to ensure that the project is completed on time and within budget. My last role involved building an FMCG factory Task:.With a tight deadline of 11 months and dealing with multiple contractors from different companies, it was a challenge to complete the project on time. I set my goal to complete the project within 10 months! Action: I divided the work among 3 PMs heading 3 teams, I created a more effective timetable to ensure the downtime was kept to a minimum. Result: I completed the project on time & 5% less than the assigned budget. 26  Job Related Interview Focus on relevant past job-related behaviors -i.e.: 1. What factors do you consider when developing a television advertising campaign? 2. “How could you maintain the best customer service even when handling a large number of calls?“ 3. Tell me about the most recent project you worked on.What were your responsibilities? How did you contribute to its success? 4. What do you do to ensure you provide accurate project estimates? 27  Probing (Digging) Questions Tell me how you are used to set your employees’ objectives? What criteria did you use to distribute the roles? What were the challenges you encountered? How did you overcome those challenges? What was the output/outcome? What did you learn from this? What will you do differently the next time? 28  Useful Questioning Techniques The Funnel Technique  Use open-ended questions  Pause & use power of silence  Use probing/penetrating questions  Make smooth transitions  Ask closed questions  Avoid leading questions  Check your understanding/Summarize  Ask one question at a time /Check 29  Traditional Interview Questions Introduce yourself? How did you know about that position? What do you know about our company? Why do you want this job? Why should we hire you? What are your greatest strengths? What do you consider your weaknesses are? Where do you see yourself in five years? Why do you want to leave your current job? What are you looking for in the new position? What type of work environment do you prefer? How would your boss and co-workers describe you? Why is there a gap in your employment? How do you deal with pressure or stressful situations? What are your salary requirements? 30  Ground Rules for Employment Interviews  Success of an interview depends heavily on the interviewer:  Listening skills  Using the right type of questioning at the appropriate time  Objectivity  Depending on a structured/unstructured/semi-structured interview  Following the 80/20 rule  Interviewer listens 80% of the time  Interviewee talks only 20% of the time 31  Ground Rules for Employment Interviews (Cont‘d(  Understanding the job  Establishing an interview plan  Establishing and maintaining rapport  Listening actively & paying attention to nonverbal cues  Using questions effectively  Recognizing stereotypes, biases and “haloerrors”  Controlling the course of the interview  Standardizing the asked questions 32  Factors Interviewers Consider When Hiring  Work experience (36%)  First impressions of the candidate (24%)  Education (12%)  Professional qualifications (10%)  References (9%) "Smiling appears to be a central ingredient in successfully interviewing for a job." 33  C. Interview Administration Phone Interview: Minimize time wasting, fact-checking to verify any prerequisites Video/Web-assisted: long-distance candidates to speak to Mass/Group: several job applicants are interviewed ask questions openly to the whole group allow candidates to compete to impress assess interpersonal skills and teamwork some candidates work better individually 34  Interview Administration “Cont’d” Computerized Interview: replies are obtained in response to computerized oral/written questions Individual/One-to-one: the most popular and effective form can build rapport easily assess the candidate and read his body language easily Panel/Board/Committee 2 to 3 interviewers question the candidate; help avoid personal biases more scary for the candidate interviewers could interrupt each other, strive for dominance or disagree 35  Interviews Errors First impressions Nonverbal behavior (snap judgments) & impression management Interviewer’s Interviewee’s Interviews misunderstanding personal Errors of the job characteristics Interviewer’s Candidate-order unintentional (contrast effect) & behaviors pressure to hire 36  5. Background & Reference Check Background employment checks; criminal records, driving records…etc. Letters of Recommendation provide: employment history evaluation of applicant’s character evaluation of applicant’s job performance recommender’s willingness to rehire 37  6. Medical & Drug Tests Medical Tests: Given last for cost Ensure that applicant’s health meets job requirements For future medical insurance Reducing absenteeism Drug Tests: Testing for illegal drugs (can be before orafter hiring) 38  7. Final Decision - The Job Offer Selection of applicant by departmental or immediate supervisor to fill vacancy Job offer is sent by the HR department 39  Evaluating Recruitment & Selection Process  How cost-effective your methods were? Did you stay within budget?  How many applicants did you generate to hire effectively?  Were your applicants qualified for the job?  How long did it take to fill the position?  Do your new employees stay with the organization, or there is high turnover? 40  Recruitment & Selection Assignment Group Assignment (3 Members)  Choose a vacant position you want to fill and create a Role Profile for it: an engineer,pharmacist..etc.  Decide whether you will use internal sources, external sources or both and why?  Agree upon the competency model of the job vacancy needed to be filled - no less than 4 competencies, core & technical - and prepare 8 Behavioral and situational interview questions and probing questions. 41