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HUMAN

RESOURCES
INFORMATION
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SYSTEM
<HRIS>
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Human
Human Resource
Resource Information
Information Systems
Systems
 Human resource information systems
(HRIS)
– An integrated system of hardware, software, and
databases designed to provide information used in
HR decision making.
– Benefits of HRIS
• Administrative and operational efficiency in compiling
HR data
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2 • Availability of data for effective HR strategic planning
/
0 – Uses of HRIS
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/ • Automation of payroll and benefit activities
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1 • EEO/affirmative action tracking

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Primary HR Activities
Hiring Education Benefit
Recruiting Termination Administration
& Training

The Firm

Potential
Employees Employees Retired
Employees

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Output
HRIS Model subsystems
Input Work force Data Information
subsystems planning
subsystem
Accounting
information
Recruiting
system
subsystem
Internal
sources
Human Work force
resources management Users
research HRIS subsystem
system Database
Environmental Compensation
1 sources
2 Subsystem
/ Manufacturing
0 intelligence
7 Benefits
/ subsystem subsystem
2
1 Environmental
reporting
subsystem
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Accounting Information Subsystem
Two main types of data
1. Personnel --
………………………………………………
…………………………………….
2. Accounting --
………………………………………………
……………………………………
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2 ACTIVITY FOR 3 MINUTES
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PLEASE TRY TO IDENTIFY AND FILL
UP THE DATA REQUIRED
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Accounting Information Subsystem

Two main types of data


1. Personnel -- name, birth date,
sex, marital status, education,
skills, etc.
2. Accounting -- hourly rate or
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monthly salary, taxes, insurance
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Human Resources Research Subsystem

 Examples:

–………………….
–………………….
–………………….
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Human Resources Research Subsystem

 Examples:
– Job analyses and evaluations
– Succession studies
– Grievance studies
 This research can generate new
data for the database (job
1 analyses)
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2 contents (succession studies)
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Human Resources Intelligence Subsystem
HR has the responsibility for interfacing with
the most environmental elements of any
functional area.
 Government -- stay current on legislation. File
reports.
 Suppliers -- employment services
 Labor unions, local community, competitors --
sources of employees
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2  Global community intelligence
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0  Financial community -- employee planning
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/  Competitor intelligence
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Environmental Human Resources Databases

 Executive search firm databases


 University databases
 Employment agency databases
 Public access databases
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Corporate job banks
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/
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The HRIS Database

Type of data:

1. Employee
82.5% of the firms maintain only employee data
2. Non-employee
1 8% of the firms
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/ mainly organizations external to the firm
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Possible HRIS Database Locations

400
342
300
200 174
100 52 32
1 0
2 Firm's central HR computer Operating Outside
/ computer division service center
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/
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Database Location

 Operating division -- decentralized


 Outside service center -- outsourcer
 Central computer is still the most
popular location
 HR computer in only 34% of the firms
1  Some firms keep database in multiple
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/
0 locations
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Basic Forms of HRIS Output

94.5
Percentage
of firms
84.4
reporting
output types

34.7
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Periodic Reports Database Queries Mathematical Models Expert Systems

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Software

 Custom software is usually


developed jointly by HR
and IS
 Some software is
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integrated into a core
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HRIS
/
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1  Some is standalone
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Work Force Planning Subsystem
Enable manager to identify future
personnel needs
 Organization charting
 Salary forecasting
 Job analysis/evaluation
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2
/  Planning
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7  Work force modeling
/
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Recruiting Subsystem

 Applicant tracking

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 Internal search
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Work Force Management Subsystem
 Performance appraisal
 Training
 Position control -- ensuring that
headcount does not exceed
budgeted limits.
 Relocation
1
2
/  Skills/competency
0
7  Succession
/
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1  Disciplinary
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Compensation Subsystem
Most systems in use

 Merit increases
 Payroll
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2
 Executive compensation
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 Bonus incentives
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1  Attendance
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Benefits Subsystem
 Defined contribution
 Defined benefits
 Benefit statements
 Flexible benefits
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2
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 Stock purchase
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 Claims processing
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Environmental Reporting Subsystem

Reporting firm’s personnel policies


and practices to the government
 EEO records
 EEO analysis
 Union increases
1  Health records
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0  Toxic substance
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2 
1 Grievances
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Users of the HRIS Database

Non HR HR Other HR
Managers Director Managers
Executives
(2.78) (3.09) (3.79) (4.33)

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1 21 3 43 5
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/ Not at all Occasionally Monthly Weekly Daily
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Users of HRIS

Compensation

Environmental
Management
Work Force

Reporting
Planning
Work Force

Recruiting

Benefits
HR director X X X X X X
Other executives X X X X X X
Compensation/benefits manager X X
HR planning manager X
Employee/labor relations manager X X
EEO/AAP manager X X X X X X
1 Recruiting & selection dvlpmnt mgr X X
2 Training manager X
/ Manager of accounting X X
0 Payroll manager
7 X X
/ Other managers X X X X X X
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Uses
Uses of
of an
an
HR
HR
Information
Information
System
System
(HRIS)
(HRIS)

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Designing
Designing and
and Implementing
Implementing an
an HRIS
HRIS
 HRIS Design Issues
–What information available and what is
information needed?
–To what uses will the information be put?
–What output format compatibility with
other systems is required?
1 –Who will be allowed to access to the
2
/ information?
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/ –When and how often will the information
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1 be needed?
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Accessing
Accessing the
the HRIS
HRIS
 Intranet
– An organizational (internal) network that
operates over the Internet.
 Extranet
– An Internet-linked network that allows
employees access to information provided by
external entities.
 Web-based HRIS Uses
1 – Bulletin boards
2
/ – Data access
0
7 – Employee self-service
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2 – Extended linkage
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QUESTIONS
QUESTIONS !!

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THANKS
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SELECTION
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INTRODUCTION
Selection is the process of picking individuals
who have relevant qualifications to fill jobs in
an organization. Selection is much more than
just choosing the best candidate. It is an
attempt to strike a happy balance between
what the applicant can and wants to do and
1
2 what the organization requires.   
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ESSENTIALS OF SELECTION

 Picking individuals possessing relevant


qualifications
 Matching job requirements with the profile
of candidates
 Using multiple tools and techniques to find
1
2 the most suitable candidates capable
/
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/  Of achieving success on the job
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Selection KKSS HUMAN RESOURCES MANAGEMENT < HRM> 30


The Process

The Process of Selection


 Reception
 Screening Interview
 Application blank
 Selection Tests
 Selection Interview
 Medical Examination
 Reference Checks
1
2  Hiring Decision
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7 Selection is usually a series of hurdles or steps. Each one must be
/ successfully cleared before the applicant proceeds to the next
2
1

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The Process of Selection

 Reception
A warm, friendly and courteous reception is extended to
candidates with a view to create a favourable impression.
Employment possibilities are also communicated honestly and
clearly
 Screening interview
The HR department tries to screen out the obvious misfits
through this courtesy interview. A prescribed application form is
1 given to candidates who are found to be suitable.
2
/  Application blank
0
7 It is a printed form completed by job aspirants detailing their
/
2 educational background, previous work history and certain
1 personal data.

Selection KKSS HUMAN RESOURCES MANAGEMENT < HRM> 32


Contents Of Application Blank

 Personal data (address, sex, identification marks)


 Marital data (single or married, children, dependents)
 Physical data (height, weight, health condition)
 Educational data (levels of formal education, marks,
distinctions)
 Employment data (past experience, promotions, nature of
duties, reasons for leaving previous jobs, salary drawn, etc.)
1
2  Extra-curricular activities data (sports/games, NSS, NCC,
/
0 prizes won,leisure-time activities)
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/  References (names of two or more people who certify the
2
1 suitability of an applicant to the advertised position)

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Sample Application Blank
N a m e : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
A d d r e s s : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
P h o n e N u m b e r (R e s ): _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
E d u c a tio n
C o lle g e / U n iv e r s it y A t te n d e d : _ _ _ _ _ _ _ _ _ _ _ _ H ig h e s t D e g re e (a ) B A / B S c /M A /M S c /M B A /M C o m
( b ) B E / B Te c h / M T e c h
( c ) A n y o t h e r
H ig h S c h o o l A t t e n d e d : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
W o rk E x p e r ie n c e (L is t m o s t r e c e n t jo b s f ir s t )
N a m e o f th e O r g a n is a tio n :
G ro s s S a la ry : _ _ _ _ _ _ _ _ _ _ _ _ _ _ ( a n n u a l; b e s u r e t o in c lu d e a n y b o n u s e s o r c o m m is s io n e a rn e d )
J o b T it le : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
N a m e o f L a s t S u p e r v is o r : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
M a y w e c o n t a c t t h is s u p e r v is o r ? Ye s / N o
R e a s o n ( s ) fo r L e a v in g : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

N a m e o f O r g a n is a tio n : _ _ _ _ _ _ _
_ _ _ _ _ _ _ _ _ _ _ _ _ D a te o f E m p lo y m e n t: _ _ _ _ _ _ _ fr o m to _ _ _ _
G ro s s S a la ry : _ _ _ _ _ _ _ _ _ _ _ ( a n n
u a l; b e s u r e to in c lu d e a n y b o n u s e s o r c o m m is s io n e a rn e d )
J o b T it le : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
N a m e o f L a s t S u p e r v is o r : _ _ _ _ _ _ _
_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
M a y w e c o n ta c t t h is s u p e r v is o r ? Y e s / N o
R e a s o n ( s ) fo r L e a v in g : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

N a m e o f O r g a n is a tio n : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ D a te o f E m p lo y m e n t: _ _ _ _ _ _ _ fr o m to _ _ _ _
G ro s s S a la ry : _ _ _ _ _ _ _ _ _ _ _ ( a n n u a l; b e s u r e to in c lu d e a n y b o n u s e s o r c o m m is s io n e a rn e d )
J o b T it le : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
N a m e o f L a s t S u p e r v is o r : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
M a y w e c o n t a c t t h is s u p e r v is o r ? Ye s / N o

1
R e a s o n ( s ) fo r L e a v in g : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

2 W o r k s k ills

/
1 . L is t a n y jo b - r e la t e d la n g u a g e s y o u a re a b le t o s p e a k o r w r i t e : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
2 . L is t a n y jo b - r e la t e d c le r ic a l ( e . g . , t y p in g ) o r t e c h n i c a l s k il ls ( e . g . , c o m p u te r p r o g r a m m in g ) t h a t y o u

0
h a v e :
A . _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ B . _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

7
C . _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

A d d i t io n a l I n f o r m a t io n

/
In c a s e o f a n e m e r g e n c y , p le a s e c o n ta c t.
N a m e : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

2
A d d r e s s : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
Te l e p h o n e : _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

1 I
I
u
u n
n d e r s t a n
d e r s ta n
d th a
d th a
t fa
t m
ls if ic a ti o n o f in
y e m p lo y m e n t
fo r m a tio n is g r o u n d s f o r d is m i s s a l.
a t t h e c o m p a n y m a y b e d is c o n t in u e d a t a n y t im e fo r a n y re a s o n
e it h e r b y m y s e lf o r b y th e c o m p a n y.
I a g r e e to s u b m i t to a d ru g a n d /o r a lc o h o l te s t a s a c o n d i tio n o f e m p lo y m e n t.

Selection KKSS HUMAN RESOURCES MANAGEMENT < HRM> S ig n a tu r e D a te 34


The Process of Selection

 Weighted application blank


The items that have a strong relationship to job performance are
given numeric values or weights so that a company can cross-
compare candidates with more or less similar qualifications on
paper

Weighted Application Blank


 It is a printed form completed by candidate wherein each item is weighted and
scored based on its importance as a determinant of job success
1
2  It helps a company to cross-compare candidates having more or less similar
/ qualifications and reject those not meeting the job criteria strictly
0
7  On the negative side, it is difficult to develop an appropriate WAB, the exercise
/ could be quite costly, and it needs frequent updating so as to be in line with
2 changing job requirements.
1

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SELECTION TESTING

A test is a standardized, objective


measure of a sample of behaviour.
Selection tests are increasingly used
by companies these days because
1 they measure individual differences in
2
/
0 a scientific way, leaving very little
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/
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room for Individual bias.
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Selection Tests
Intelligence test
Aptitude test
Personality test
Projective test
Interest test
Preference test
Achievement test
Simulation test
Assessment centre
The in basket
1 The leaderless group discussion
2 Business games
/
0 Individual presentations
7 Graphology test
/
2 Polygraph test
1 Integrity test

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SELECTION TESTING
A. Intelligence tests: They measure a candidate’s learning ability
and also the ability to understand instructions and make
judgements. They do not measure any single trait but several
mental abilities (memory, vocabulary, fluency, numerical ability,
perception etc)
B. Aptitude tests: They measure a candidate’s potential to learn
clerical, mechanical and mathematical skills. Since they do not
measure a candidate’s on the job motivation, they are generally
administered in combination with other tests.
1 C. Personality tests: They measure basic aspects of a candidate’s
2 personality such as motivation, emotional balance, self
/
0 confidence, interpersonal behaviour, introversion etc.
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/  Projective tests: These tests expect the candidates to interpret
2 problems or situations based on their own motives, attitudes, values
1 etc (interpreting a picture, reacting to a situation etc)

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SELECTION TESTING
 Interest tests: These are meant to find how a person in tests
compares with the interests of successful people in a specific job.
These tests show the areas of work in which a person is most
interested.
 Preference tests: These tests try to compare employee preferences
with the job and organisational requirements.

D. Achievement tests: These are designed to measure what the


applicant can do on the job currently, ir., whether the testee
actually knows what he or she claims to know.

1 E.   Simulation tests: Simulation exercise is a test which duplicates


2 many of the activities and problems an employee faces while at
/ work.
0
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/ F. Assessment centre: It is a standardised form of employee
2 appraisal that uses multiple assessment exercises such as in
1 basket, games, role play etc and multiple raters.

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Differences between work sample
method and assessment centre

W o rk S a m p le A s s e s s m e n t C e n tre
 S u i t a b l e f o r ro u ti n e , re p e ti t i v e j o b s w i t h  S u i t a b l e fo r m a n a g e ri a l j o b s , th e o u tc o m e s
v i s i b l e o u tco m e s a re n o t b e h a v i o u ra l y o b s e rv a b l e
 Ta k e s a fe w m i n u te s to te s t th e a p p l i c a n t  Ta k e s d a ys to co n d u c t va ri o u s e x e rci s e s
 E v a l u a t e d b y o n e s u p e rv i s o r  E v a l u a te d b y a t e a m o f tra i n e d o b s e rve rs
1  C a n b e d o n e o n l o ca ti o n w h e re th e a p p l i c a n t  R e q u i r e s a s e p a ra te fa ci l i t y. T h e c e n tre s a re c o n d u c te d
2 p e rf o rm s a s m a l se g m e n t o f th e j o b fo r a va ri e ty o f ta s k se g m e n ts (th a t m a y n o t b e th e re a l j o b )
/
0
7 t h a t m a y b e i n c l u d e d i n th e re a l j o b
/
2  U s u a l y co m p l e t e d o n o n e a p p l i c a n t a t a ti m e  U s u a l y p e rfo rm e d o n g ro u p s o f a p p l i c a n t s a t th e sa m e ti m e
1

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SELECTION TESTING

 The in-basket: From out of reports, memos, letters etc placed in the
in-basket, a candidate is supposed to initiate relevant actions within a
limited period of time.
 The leaderless group discussion: This exercise involves groups of
managerial candidates working together on a job related problem so
as to measure skills such as oral communication, tolerance, self-
confidence, adaptability, etc.
 Business games: Here participants try to solve a problem, usually as
members of two or more simulated companies that are competing in
1 the market place
2
/  Individual presentations: In this case the participants are given a
0
7 limited amount of time to plan, organise and prepare a presentation on a
/ given topic.
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Evaluation of the assessment
centre technique

+points - points
The flexibility of form and content --expensive to design
The use of a variety of techniques --difficult to administer
Standardised ways of interpreting behaviour --blind acceptance of data may
Pooled assessor judgements not be advisable
Content validity and wider acceptance
Performance ratings are more objective
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SELECTION TESTING

G. Graphology tests: Here a trained evaluator tries to examine the


lines, loops, hooks, strokes, curves etc in a person's handwriting
to assess the person's personality and emotional make-up.

H. Polygraph : It is a lie detection test. During the test, the operator


records the respiration, blood pressure and perspiration of the
subject as he or she responds to s series of questions posed to
elicit the truth.

1 I. Integrity tests: these are designed to measure employee's


2 honesty to predict those who are more likely to indulge in
/
0 unacceptable behaviour
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Tests as Selection Tools

Tests help uncover qualifications and talents that


cannot be predicted otherwise. They offer
unbiased information regarding potentially sound
candidates. However, they suffer from sizeable
errors of estimate. It is difficult to elicit truthful
responses from testees.
1 Standards for Selection Tests
2
/
0 To be useful, tests must meet certain
7
/ requirements such as reliability, validity,
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1 suitability, preparation, standardisation etc.
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Standards For Selection Tests

Reliability: the ability of a selection tool to measure an attribute


consistently; When a test is administered to the same individual
repeatedly, he should get Approximately identical scores.
Validity: the extent to which an instrument measures what it intends
to measure; In a typing test, validity measures a typist’s speed and
accuracy.
Suitability: a test must fit the nature of the group on which it is
applied Usefulness: exclusive reliance on any single test should be
1
2 avoided
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0 Standardisation: norms for finalising test scores should be
7
/ established Qualified people: tests demand a high level of
2 professional skills
1

Selection KKSS HUMAN RESOURCES MANAGEMENT < HRM> 45


Selection Testing in India

Selection testing is quite popular


in India and several global giants
have been using the same to
good advantage, such as
1
2
Siemens India, LG Electronics,
/
0
7 and PepsiCo India etc.
/
2
1

Selection KKSS HUMAN RESOURCES MANAGEMENT < HRM> 46


Selection Practices Of Global Giants

1. Siemens India: It uses extensive psychometric instruments to evaluate short-


listed candidates. The company uses occupational personality questionnaire
to understand the candidate’s personal attributes and occupational testing to
measure competencies.
2. LG Electronics India: LG Electronics uses 3 psychometric tests to measure a
person’s ability as a team player, to check personality types and to ascertain
a person’s responsiveness and assertiveness.
3. Arthur Anderson: While evaluating candidates, the company conducts critical
behavioural interviewing which evaluates the suitability of the candidate for the
position, largely based on his past experience and credentials.
4. Pepsico India: The company uses India as a global recruitment resource. To
1
2 select professionals for global careers with it, the company uses a
/ competency-based interviewing technique that looks at the candidate’s abilities in
0 terms of strategising, lateral thinking, problem solving, managing the
7 environment. These apart, Pepsi insists that to succeed in a global posting, these
/ individuals possess strong functional knowledge and come from a cosmopolitan
2
1 background.

Selection KKSS HUMAN RESOURCES MANAGEMENT < HRM> 47


Selection Interview
Interview is an important source of
information about job applicants.
Several types of interviews are
used , depending on the nature and
1 importance of the position to be
2
/
0
filled within an organisation.
7
/
2
1

Selection KKSS HUMAN RESOURCES MANAGEMENT < HRM> 48


Types Of Selection Interviews

The nondirective interview: the recruiter asks questions as they come to


mind
The directive or structured interview: the recruiter uses a predetermined
set of Questions that are clearly job-related
The situational interview: the recruiter presents a hypothetical incident and
asks The candidate to respond
The behavioural interview: the focus here is on actual work related
incidents and The applicant is supposed to reveal what he or she did in a
1 given situation
2
/ Stress interview: the recruiter attempts to find how applicants would
0 respond to Aggressive, embarrassing, rule and insulting (at times) questions
7
/ The panel interview: three or four interviewers pose questions to the
2
1 applicant and Examine the suitability of the candidate

Selection KKSS HUMAN RESOURCES MANAGEMENT < HRM> 49


Interviewing Mistakes
These include: favouritism, failure to
establish rapport with candidates, not
being Able to ask right questions,
resorting to snap judgements, showing
leniency, being Influenced by cultural
1
2 noise, stereotyping,, bias, halo effect,
/
0
7 being influenced by The body language of
/
2 the candidate, candidate—order error etc.
1

Selection KKSS HUMAN RESOURCES MANAGEMENT < HRM> 50


Interviewing Mistakes

 Snap judgements: deciding the applicant's suitability quickly based on


the early impression

 Leniency: the tendency to rate employee high or excellent on all


criteria

 Stereotyping: attributing characteristics to individuals based on their


inclusion or membership in a particular group

 Bias: allowing the ratings to be influence by the personal likes and


dislikes
1
2
/  Halo effect: a single important trait of a candidate affects the
0 judgement of the rater ( like “athletes make good sales people”)
7
/  Candidateorder error: the order in which a rater interviews candidates
2
1 could influence ratings sometimes

Selection KKSS HUMAN RESOURCES MANAGEMENT < HRM> 51


Interview
Interview Process
Process

Interviewing is an art and involves a number of sequential steps


such as adequate preparation, proper reception, democratic
exchange of information, termination of interview in an appropriate
manner and objective evaluation of responses, records and other
relevant facts.

The Interview Process


 Preparation
1 
2 Reception
/  Information exchange
0
7  Termination
/
2
1

Selection KKSS HUMAN RESOURCES MANAGEMENT < HRM> 52


Medical Examination And
Reference Checking

Medical evaluation and reference


checking are routinely undertaken by
leading companies these days to
learn more about the candidate’s
general health, social behaviour,
1
2 interpersonal skills, punctuality and
/
0
7
/ honesty etc.
2
1

Selection KKSS HUMAN RESOURCES MANAGEMENT < HRM> 53


QUESTIONS
QUESTIONS !!

1
2
/
0
7
/
2
1
THANKS
KKSS HUMAN RESOURCES MANAGEMENT < HRM> 54
6-1

RECRUITMENT
1
2
/
0
7
/
2
1

KKSS HUMAN RESOURCES MANAGEMENT < HRM> 55


INTRODUCTION
Recruitment is the process of locating and
encouraging potential applicants to apply for
existing or anticipated job openings
 Certain influences, however, restrain a
firm while choosing a recruiting source
such as:    
1  Poor image
2  Unattractive job
/
0
7  Conservative internal policies
/
2  Limited budgetary support
1
 Restrictive policies of government
KKSS HUMAN RESOURCES MANAGEMENT < HRM> 56
Recruitment: matching the needs of
applications and organisations

I n f o r m a t io n F lo w

O r g a n is a t io n P o te n t ia l
n e e d f o r h ig h In te rn a l a p p lic a n ts ’
q u a lit y A p p lic a n t s n e e d fo r
e m p lo y e e s s u i t a b le jo b

1 E n v ir o n m e n t:
2 E c o n o m i c a n d S o c ia l,
/
0 Te c h n o lo g i c a l a n d P o lit ic a l
7
/
2
1

KKSS HUMAN RESOURCES MANAGEMENT < HRM> 57


Situational factors impacting recruitment

The process of recruitment is influenced by a variety of environmental


factors.
 Economic factors
 Social factors
 Technological factors
 Political factors
 Legal factors
 The Factories Act
1  The Apprentices Act
2
/  The Employment Exchanges Act
0  The Contract Labour Act
7
/  Bonded Labour System Act
2
1  The Child Labour Act

KKSS HUMAN RESOURCES MANAGEMENT < HRM> 58


Sources of Recruitment
The sources of recruitment may broadly
be divided into two categories:

•internal sources and

•external sources.
1
2
/ • Both have their merits and demerits.
0
7
/
2
1

KKSS HUMAN RESOURCES MANAGEMENT < HRM> 59


Merits and demerits of hiring people from within

Merits Demerits
(i) Economical: The cost of recruiting (i) Limited choice: The organisation is
internal candidates is minimal. No forced to select candidates from a limited
expenses are incurred on pool. It may have to sacrifice quality and
advertising. settle for less qualified candidates.
(ii) Suitable: The organisation can pick (ii) Inbreeding: It discourages entry of
the right candidates having the talented people, available outside an
requisite skills. The candidates can organisation. Existing employees may fail
choose a right vacancy where their to behave in innovative ways and inject
talents can be fully utilised. necessary dynamism to enterprise
activities.
(iii) Reliable: The organisation has (iii) Inefficiency: Promotions based on length
knowledge about the suitability of a of service rather than merit, may prove to
candidate for a position. ‘Known be a blessing for inefficient candidates.
1 devils are better than They do not work hard and prove their
2 unknown angels!’. worth.
/ (iv) Satisfying: A policy of preferring (iv) Bone of contention: Recruitment from
0 people from within offers regular within may lead to infighting among
7 promotional avenues for employees. employees aspiring for limited, higher-level
/ It motivates them to work hard and positions in an organisation. As years roll
2 earn promotions. They will work by, the race for premium positions may
1 with loyalty, commitment and end up on a bitter note.
enthusiasm.

KKSS HUMAN RESOURCES MANAGEMENT < HRM> 60


Merits and demerits of hiring people from outside

Merits Demerits
Wide choice: The organisation has the Expensive: Hiring costs could go up
freedom to select candidates from a substantially. Tapping multifarious sources
large pool. Persons with requisite of recruitment is not an easy task, either.
qualifications could be picked up.
Injection of fresh blood: People with Time consuming: It takes time to
special skills and knowledge could be advertise, screen, to test and to select
hired to stir up the existing employees suitable employees. Where suitable ones
and pave the way for innovative ways of are not available, the process has to be
working. repeated.
Motivational force: It helps in Demotivating: Existing employees who
motivating internal employees to work have put in considerable service may
hard and compete with external resist the process of filling up vacancies
candidates while seeking career growth. from outside. The feeling that their
1 Such a competitive atmosphere would services have not been recognised by the
2 help an employee to work to the best of organisation, forces them to work with less
/ his abilities. enthusiasm and motivation.
0 Long term benefits: Talented people Uncertainty: There is no guarantee that
7 could join the ranks, new ideas could find the organisation, ultimately, will be able to
/ meaningful expression, a competitive hire the services of suitable candidates. It
2 atmosphere would compel people to give may end up hiring someone who does not
1 of their best and earn rewards, etc. ‘fit’ and who may not be able to adjust in
the new set-up.
KKSS HUMAN RESOURCES MANAGEMENT < HRM> 61
Methods Of Recruitment

Internal methods
 Promotions and transfers: Promotion is the movement of an
employee from a lower level position to a higher level
position with increase in salary

Transfer, on the other hand, is a lateral movement within the


same grade, from one job to another.

 Job posting: It is a method of publicising job openings on


1
2 bulletin boards, electronic media and similar outlets by a company.
/
0  Employee referrals: It is a kind of recommendation from a
7
/ current employee regarding a job applicant.
2
1

KKSS HUMAN RESOURCES MANAGEMENT < HRM> 62


Possible benefits and costs of employee referrals

 Recommender gives a realistic picture about the job. The applicant


can weigh the pros and cons carefully before handing over the CV. The
applicant is more likely to accept an offer if one is made and once
employed, to have a higher job survival.

 It‘s an excellent means of locating potential employees in those


hard-to-fill positions. The recommender earns a reward and the
company can avoid expensive recruiting search – in case the
candidate gets selected.
1
2  Recommenders may confuse friendship with job competence.
/ Factors such as bias, nepotism, and eagerness to see their
0
7 friends in the company may come in the way of hiring a suitable
/ candidate.
2
1

KKSS HUMAN RESOURCES MANAGEMENT < HRM> 63


Direct methods

 Campus recruitment

It is a method of recruiting by visiting and


participating in college campuses and their
placement centres. Possibly the most
popular way of hiring the best brains in the
country, this method has to be used with lot
1
2 of care and caution. Campus hiring, of
/
0 course, is not easy.
7
/
2
1

KKSS HUMAN RESOURCES MANAGEMENT < HRM> 64


Common Mistakes made in campus
recruiting
 Failure to utilise a full-time professional recruiter: Often recruitment is used as
a training experience for new employees. This results in rapid turnover in the
recruitment office.
 The recruiter is not professionally trained in interviewing: Professionally
trained as used here means a minimum training period of three days of principles and
practices using live interviews that are audio or videotaped and critiqued.
 The recruiter does not have the authority to make decisions with regard to
hiring: Often this is reserved for the boss, who does not know how to conduct an
evaluation interview.
 The actual plant visit is mishandled: Recruits are left waiting for scheduled
appointments, constant interruptions occur during the visit, arrangements by the
1
2 institute may not be upto the mark, prior shortlisting of students is not arranged, etc.
/  The recruiter does not get involved in the development of the new
0
7 employee: Because the recruiter often has the best rapport with the new employee,
/ he or she should become involved.
2
1

KKSS HUMAN RESOURCES MANAGEMENT < HRM> 65


Guidelines for campus recruiting

 Shortlist campuses
 Choose recruiting team carefully
 Pay smartly, not highly
 Present a clear image
1  Do not oversell yourself
2
/
0
7
/
 Get in early
2
1
 Not everyone fits the bill
KKSS HUMAN RESOURCES MANAGEMENT < HRM> 66
Indirect methods
 Newspaper advertisements

 Television and radio


advertisements
Third party methods
 Private employment search firms
 Employment exchanges
1
2  Gate hiring and contractors
/
0
7  Unsolicited applicants/walk-ins
/
2  Internet recruiting
1

KKSS HUMAN RESOURCES MANAGEMENT < HRM> 67


Alternatives to recruiting

Overtime: Short term fluctuations in work volume could best be solved through
overtime. The employer benefits because the costs of recruitment, selection and training
could be avoided. The employee benefits in the form of higher pay. However, an
overworked employee may prove to be less productive and turn out less than optimal
performance. Employees may slow down their pace of work during normal working
hours in order to earn overtime daily. In course of time, overtime payments become quite
routine and if, for any reason, these payments do not accrue regularly, employees
become resentful and disgruntled.

Subcontracting: To meet a sudden increase in demand for its products and services,
the firm may sometimes go for subcontracting – instead of expanding capacities
1 immediately. Expansion becomes a reality only when the firm experiences increased
2 demand for its products for a specified period of time. Meanwhile, the firm can meet
/ increased demand by allowing an outside specialist agency to undertake part of the
0
7 work, to mutual advantage.
/
2
1 Cont…

KKSS HUMAN RESOURCES MANAGEMENT < HRM> 68


Alternatives to recruiting

Temporary employees: Employees hired for a limited time to perform a specific


job are called temporary employees. They are particularly useful in meeting
short term human resource needs. A short term increase in demand could be
met by hiring temporary hands from agencies specialising in providing such
services. It’s a big business idea in United States these days ($3-$4 billion
industry). In this case the firm can avoid the expenses of recruitment and the
painful effects of absenteeism, labour turnover, etc. It can also avoid fringe
benefits associated with regular employment. However, temporary workers do
not remain loyal to the company; they may take more time to adjust and their
inexperience may come in the way of maintaining high quality.

1 Employee leasing: Hiring permanent employees of another company who


2 possess certain specialised skills on lease basis to meet short-term
/ requirements – although not popular in India – is another recruiting practice
0
7 followed by firms in developed countries. In this case, individuals work for the
/ leasing firm as per the leasing agreement/arrangement. Such an arrangement is
2 beneficial to small firms because it avoids expense and problems of personnel
1 administration. Cont…

KKSS HUMAN RESOURCES MANAGEMENT < HRM> 69


Alternatives to recruiting

Outsourcing: Any activity in which a firm lacks internal


expertise and requires on unbiased opinion can be
outsourced. Many businesses have started looking at
outsourcing activities relating to recruitment, training,
payroll processing, surveys, benchmark studies,
statutory compliance etc., more closely, because they
do not have the time or expertise to deal with the
1 situation. HR heads are no longer keeping activities like
2
/ resume management and candidate sourcing in their
0
7 daily scrutiny. This function is more commonly
/
2 outsourced when firms are in seasonal business and
1
have cyclical stuffing needs.
KKSS HUMAN RESOURCES MANAGEMENT < HRM> 70
Evaluation of the sources of
recruitment

 Time lapse data: they show the time lag between the date of
requisition for manpower supply from a department to the actual
date of filling the vacancies in that department

 Yield ratios: they show the number of contacts required to

1 generate a given number of hires at a point of time.


2
/
0
7
/  Surveys and studies: they could be carried out to find out the
2
1 suitability of a particular source for certain positions.

KKSS HUMAN RESOURCES MANAGEMENT < HRM> 71


Recruitment Policies And Procedures

A recruitment policy indicates the organisation’s code of conduct in a


specific area.

Recruitment policy statement


In its recruitment activities, the company will:
 Advertise all vacancies internally
 Reply to every job applicant promptly
 Inform job applicants the basic details and job conditions of every job advertised
1 
2 Process all applications with efficiency and courtesy
/  Seek candidates on the basis of their qualifications
0
7  Aim to ensure that every person invited for interview will be given a fair and
/ thorough hearing
2
1
Cont…

KKSS HUMAN RESOURCES MANAGEMENT < HRM> 72


Recruitment Policies And Procedures

The company will not:


 Discriminate unfairly against potential applicants on the basis of sex,
race,religion, caste, etc.;
 Knowingly make any false or exaggerated claims in its recruitment
literature or job advertisements

A recruitment procedure will lay down a clear path to be followed by


the HR department while hiring people. Of course, the procedures
have to be framed in a flexible manner so as to permit the HR
1 department to respond to the requests made by various departments
2
/ and by potential candidates quickly.
0
7
/
2
1

KKSS HUMAN RESOURCES MANAGEMENT < HRM> 73


Questions to be asked while hiring
people
 Has the vacancy been agreed by a responsible manager?
 Is there an up-to-date job description for the vacancy?
 What are the conditions of employment for the vacancy (salary, hours of work,
fringe benefits, perquisites, holidays, etc.)?
 Has a personnel specification/candidate’s profile (in terms of physique,
intelligence, aptitude, qualifications experience, etc.) been prepared?
 Has a notice of the vacancy been circulated internally?
 Has a job advertisement been agreed? Have details of the vacancy been
forwarded to relevant agencies?
 Do all potential candidates (internal or external) know where to apply and in what
form?
1  What are the arrangements for drawing up a shortlist of candidates?
2  What about the interviewing dates and arrangements for selection of
/ candidates?
0
7  Have the shortlisted candidates or waitlisted candidates been informed
/ sufficiently in advance and asked to furnish detailed references?
2  Have unsuitable candidates or waitlisted candidates been informed of their
1 position in a polite way thanking them for their interest and attendance?

KKSS HUMAN RESOURCES MANAGEMENT < HRM> 74


Recruitment: Indian Experiences

Recruitment of trainees:
expectations of Indian companies
Pepsi: Pepsi is a flat organisation. There are a maximum of four reporting
levels. Executives here emphasise achievement, motivation, the ability to
deliver come what may. As the Personnel Manager of Pepsi Foods
remarked “we hire people who are capable of growing the business
rather than just growing with the business”. Recruitees must be capable
of thinking outside the box, cutting the cake of conventional barriers
1 whenever and wherever necessary. They must have a winner’s mindset and
2 a passion for creating a dynamic change.They must have the ability to deal
/ with ambiguity and informality.
0
7
/
2 Cont…

KKSS HUMAN RESOURCES MANAGEMENT < HRM> 75


Recruitment of trainees:
expectations of Indian companies
Reebok: As Reebok’s customers are young, the company places emphasis on
youth. The average age at Reebok is 26 years. Employees are expected to
have a passion for the fitness business and reflect the company’s aspirations.
Recruitees should be willing to do all kinds of job operations. The willingness to
get one’s hands dirty is important. They must also have an ability to cope with
informality, a flat organisation and be able to take decisions independently and
perform consistently with their clearly defined goals.
Indian Hotels: The Taj group expects the job aspirants to stay with the
organisation patiently and rise with the company. Employees must be
willing to say ‘yes sir’ to anybody. Other criteria include: communication
1 skills, the ability to work long and stressful hours, mobility, attention to
2 personal appearance and assertiveness without aggression.
/
0
7
/
2
1

KKSS HUMAN RESOURCES MANAGEMENT < HRM> 76


Recruiters these days expect B-
school graduates to possess certain
skills:

Skills recruiters want in India


1. Ability to work in a team
2. Analytical and problem solving skills
3. Communication and other soft skills
4. Creativity and resourcefulness
1 5. Leadership potential
2
/ 6. General Managerial skills
0
7 7. Entrepreneurial skills
/
2
1

KKSS HUMAN RESOURCES MANAGEMENT < HRM> 77


QUESTIONS
QUESTIONS !!

1
2
/
0
7
/
2
1
THANKS
KKSS HUMAN RESOURCES MANAGEMENT < HRM> 78

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