PPT for Exam -Essentials of H R M ( P G )

7/29/2019 PPT for Exam -Essentials of H R M ( P G )

1/140

CHAPTER -- 1

THE STRATEGIC ROLE OFHUMAN RESOURCE

MANAGEMENT


2/140

LEARNING OBJECTIVES

What HRM is and how it relates to themanagement process?

Why HRM important to all Managers?

Challenges of HRM?

Organization of HR department

How HRM differ from PM?

Qualities of HR Manager

Responsibilities of HR Department


3/140

What is HRM?

Human Resource Management is the

process of acquiring, training, appraisingand compensating employees, and attending

to their labor relations, health and safety,

and fairness concerns.


4/140

TOPICS INCLUDED

Conducting job analysis

Planning for human resource

Recruiting candidates for jobs Selecting job candidates

Orienting and training new employees

Managing wages and salaries

Providing incentives and benefits


5/140

TOPICS INCLUDED(Cont.)

Appraising performance

Communicating (counseling, disciplining)

Training and developing managers Building employee commitment

Employee health and safety

Handling grievances and labor relations


6/140

Why HRM important to all

Managers?

You dont want to:

Hire the wrong person for the job

Experience high turnover Find your people not doing the best

Waste time with useless interviews

Have your company taken to court becauseof discriminatory actions


7/140

Why HRM important(Cont.)

Have your company cited under safety laws

for unsafe practices

Have some employees think their salariesare unfair and inequitable to others

Allow a lack of training to undermine

effectiveness

Commit any unfair labor practices


8/140

CHALLENGES OF H R M

Changing mix of workforce

Changing personal values of the workforce

Changing expectations of employees

Changing levels of productivity

Changing demands of Government andSociety

Bringing organizational effectiveness in acompetitive environment


9/140

HRMExternal I

n

ternal


10/140

How HRM relates to

Management Process? Planning: Determining personnel program in advance

Organizing: Designing the structure of relationships

Directing: Getting people to work willingly and

effectively Controlling: Regulating activities in advance with

personnel plan

Staffing: Obtaining proper kind and number of

personnel

Evaluation: Appraising the performance of theemployees


11/140

How HRM relates(Conti.)

Development: Increase of skill throughtraining necessary for performance

Compensation: Adequate and equitableremuneration of personnel

Integration: Reconciliation of individualand organizational interests

Maintenance: Maintaining the effective

workforce

Separation: Retiring or discharging anemployee


12/140

How HRM differ from PM

P M HRM

Written contract Beyond contract

Defined rules Do away with rulesProcedural Business needs

Practices Values/mission

Monitoring Nurturing

Labor Mgmt Customer Mgmt


13/140

How HRM differ.contd.

P M HRM

Piecemeal initiative Integrated

Slow decision Fast decisions

Indirect communication Direct

Fixed grades Performance related

Many job categories Few

Division of labor Team-work

Treated as tool Treated as an asset


14/140

HRM- Its all about Results

For many years it has been said that capital

is the bottleneck for a developing industry. I

dont think this any longer holds true. I

think its the workforce and a companys

inability to recruit and maintain a good

work force that does constitute the

bottleneck. F.K.Foulkes


15/140

Organization of HR Department

Largely depends on:

Scale of operations

Attitude of Top Management

Manufacturing or Service Organizations


16/140

GM/HR Manager

Manager

Personnel

Manager

Administration

Manager

HRD

Manager

IR

Appraisal Training and

development

PR Canteen Medical Welfare Transport Legal

Human

Resource

Planning

Hiring Grievance

Handling

Compensation


17/140

Qualities of HR Manager

Fairness and firmness

Tact and resourcefulness

Sympathy and coordination

Empathetic approach

Knowledge of labour laws

Broad social outlook

Competence in profession

Academic qualifications


18/140

Responsibilities of HR Department

Human Resource Planning

Job Analysis

Recruitment

Selection

Placement Training and development

Remuneration

Motivation

Participative management Communication

Safety and health

Welfare


19/140

Responsibilities of HR ..Contd.

Promotions

Industrial relations

Trade unionism

Disputes and their settlement Ethical issues in HRM

Future of HRM

International HRM Personnel records

Personnel research


20/140

Responsibilities of HR .Contd.

Job evaluation

Induction/orientation

Counselling

Attitude surveys

Suggestion systems

Performance appraisal system

Pay roll processing

Office maintenance services


21/140

Competency Model-HR

Professionals

Business Mission Oriented

Strategic Planner

Systems Innovator

Understand Team Behavior


22/140

Competency Model-HR

Professionals

Leader Take Risks

Ethical

Decisive

Develops Staff

Create Trust


23/140

Competency Model-HR

Professionals

HR Expert Knows HR Principles

Customer Oriented

Applies Business Procedures

Manages Resources

Uses HR Tools


24/140

Staff Managers HRM Jobs

Line authority ( directing people in his/her

own department, and the service dept. plant

cafeteria)

Implied Authority ( by virtue of knowledge

of others and access to top management)

Functional Control ( authority exerted as

coordinator of HR activities)


25/140

Staff Managers HRM (Conti.)

Employee advocacy ( responsibility for

defining how management should be

treating employees, make sure employees

have the mechanisms required to contest

unfair practices, and represent the interests

of employees within the framework of its

primary obligation to senior management.


26/140

Strategic Planning and Trends

Strategy:

The companys long-term plan for how it

will balance its internal strengths and

weaknesses with its external opportunities

and threats to maintain a competitive

advantages.


27/140

Levels of Strategic Planning

Corporate level:

Identifies the portfolio of businesses that

comprise the organization, and the ways in

which these businesses relate to one another

Business level:

Identifies how its managers will build andstrengthen that businesss long-term

competitive position in the marketplace


28/140

Levels of strategic(contd.)

Functional level:

Identify the basic courses of action that

each of the departments will pursue in order

to help the business attain its competitive

goals


29/140

Basic Strategic Trends

Globalization: Putting production facilities

anywhere in the world, where most advantageous.

Technological advances: Enables companies to be

to be more competitive. The nature of work: Knowledge intensive jobs

increasing e.g. computers,telecommunications,

biotechnology etc.

The workforce: Increasing diversity in workforce.


30/140

Basic Strategic Trends

Globalization: Putting production facilitiesanywhere in the world, where most advantageous.

Technological advances: Enables companies to bemore competitive.

The nature of work: Knowledge intensive jobsincreasing e.g. computers,telecommunications,

biotechnology etc.

The workforce: Increasing diversity in workforce.


31/140

Consequences of these basic

trends Leads to : Uncertainty, Turbulence, Rapid change,

Mergers, Joint ventures, More consumer choices,

Record number of business failures, More

uncertainty for Managers. Companies must be: Fast, Responsive, Cost

effective, Flat organizations, Quality conscious,

Decentralized, Boundary less, Human capitaloriented, Values and vision oriented, Team based


32/140

HR evolving role

From Protector and Screener

ToStrategic Partner and

Change Agent


33/140

Strategic HRM

Clarifying the business strategy

Realign the HR functions and key people

practices

Create needed competencies and behaviors

Realization of business strategies and

results Evaluate and refine


34/140

Strategic HRM(contd.)

Strategic human resource management:

Linking HRM with strategic goals andobjectives to improve business performance

and develop organizational cultures

fostering innovation and flexibility.


35/140

HR means performance

Can HR have a measurable impact on a

companys bottom line?

Better HRM translates into improved

employee attitudes and motivation

Well run HR programs drive employee

commitment


36/140

Is there a One Best HR Way?

Follow a companys operating and strategicinitiatives

All companies can benefit from

- Profit sharing programs

- Results oriented appraisals

- Employment security

- Foster informal relationships

- Develop global executives


37/140

CHAPTER 2

JOB ANALYSIS


38/140

LEARNING OBJECTIVES

Understand job analysis and how its used

Methods of collecting job analysis

information

Write job descriptions

Write job specifications

How job analysis is done in practice


39/140

Job Analysis

It is a prelude to Recruitment and selection

Job analysis is the procedure for

determining the duties and skills

requirements of a job and the kind of person

who should be hired for it.

Immediate products of this analysis are job

descriptions and job specifications.


40/140

Steps in Job Analysis

Collecting and recording job information

Checking job information for accuracy

Writing job descriptions based on theinformation

Using information to determine skills,

abilities and knowledge required Updating the information from time to time


41/140

What information do I collect?

Work activities

Human behavior

Machines, tools, equipment and work aids Performance standards

Job context

Human requirements


42/140

Work activities

Cleaning

Selling

Teaching Painting

How, why and when the activities are

performed


43/140

Human Behavior

Sensing

Communicating

Deciding Writing

Job demands

Lifting, walking, Jumping jacks?

M hi l i k


44/140

Machine, tools, equipment, work

aids

Products made

Materials processed Knowledge

Services


45/140

Performance standards

Information about jobs performance in

terms of quantity or quality levels of each

job duty needed to appraise employees


46/140

Job Context

Working conditions (Physical)

Schedule (work)

Organizational context ( Reportingrelationship)

Social context ( Number of people with

whom the employee would normally

interact)


47/140

Human Requirements

Job related knowledge and skills

Education, Training, Work experience Personal attributes

Aptitudes, Physical characteristics,

Personality, Interests


48/140

Uses of Job Analysis Information

Validation of hiring procedures

Determining Job Description and Job Specification ofvarious positions

Recruitment and selection decisions Performance Appraisals

Job Evaluation- Wage and salary decisions

Training Requirements

Induction

Job reengineering

M th d f ll ti J b


49/140

Methods of collecting Job

Analysis Information

The interview

Questionnaire

Observation Employee diary/ logs

Quantitative techniques

Multiple sources of information

C ll ti J b A l i


50/140

Collecting Job Analysis

Information

Joint effort between HR, the worker and the

supervisor

Subject Matter Experts


51/140

The Interview: Widely used

Individual interviews with each employee

Group interviews with groups of employeeswho have the same job

Interviews with one or more supervisors

who know the job


52/140

Interview Guidelines

The job analyst and supervisor should

identify the workers who know the job best

and would be objective

Establish a rapport with the interviewee

Follow a structured guide or checklist

Ask a worker to list duties in order of

importance and frequency of occurrence

Review and verify data

H t d t ti i


53/140

How to conduct a questionnaire

session

Use a specific questionnaire

Establish rapport

Follow a structured approach List duties in order of importance or

frequency of occurrence

Review and verify the data


54/140

Observation

Observation may be combined with

interviewing

Take complete notes

Talk with the person being observed

explain what is happening and why

Ask questions


55/140

Diaries and Logs

Self-reporting

Remembering what was done earlier Can use dictating machines and pagers

Time consumed for each activity

Quantitative Job Analysis


56/140

Quantitative Job Analysis

Techniques

Position Analysis Questionnaire: used to

collect quantifiable data concerning the

duties and responsibilities of various jobs

Functional Job Analysis: method of

classifying jobs taking into account the

extent to which instructions,reasoning ,

judgment, mathematical and verbal abilityare necessary for performing job tasks


57/140

Writing Job descriptions

Job identification

Job summary

Relationships Responsibilities and duties

Standards of performance

Working conditions and physicalenvironment


58/140

Job Identification

Title

Date

Approvals (who approved the description) Supervisors title

Salary

Grade level


59/140

Job Summary

General nature

Major functions or activities Include general statements ( performs other

assignments as required


60/140

Responsibilities and Duties

Examples:

- Establishes marketing goals to ensure

share of market

- Maintain balanced and controlled

inventories

Defines the limits of job holders authority:

Purchasing authority,discipline, hiring

Standards of Performance


61/140

Standards of Performance-

Example

Duty: Meeting daily production schedule

Work group produces no fewer than 426

units per working day

Next workstation rejects no more than an

average of 2% of units

Weekly overtime does not exceed an average

of 5%

Working Conditions and


62/140

Working Conditions and

Environment

Working condition involved on the job

Noise level Hazardous conditions

Heat

WRITING JOB


63/140

WRITING JOB

SPECIFICATIONS

What human traits and experience are required to

do the job well ?

- Specifications for trained versus

untrained personnel

- Specifications based on judgment

- Specifications based on physical efforts

- Specifications on communication skills- Specifications on education and experience


64/140

Job Related Behavior

Industriousness

Thoroughness

Schedule flexibility

Attendance

Off-task behavior

Unruliness


65/140

Statistics and Job Analysis

Analyze job

Select personal traits

Test Measure subsequent job performance

Statistically analyze relationship between

trait and performance (e.g. height,intelligence, finger dexterity, supervisors

ratings.

Job Analysis a Practical


66/140

Job Analysis- a Practical

Approach

Decide on a plan

Develop an organization chart

Use a job analysis questionnaire

Obtain lists of jobs duties

Compile the jobs human elements

Complete your job description


67/140

Step 1: Decide on a plan

Broad outline

What do you expect your sales revenue to

be next year?

What products will you emphasize?

Internally, what will expand, reduce,

consolidate or grow

What new positions will you need?

Step 2: Develop an Organization


68/140

Step 2: Develop an Organization

Chart

Show who reports to the president and to

each of his subordinates.

Complete the chart by showing who reports

to each of the other managers and

supervisors.

Step 3: Use a Job Analysis


69/140

Step 3: Use a Job Analysis

Questionnaire

Job Analysis

Job Title:

Description of the job:

Tasks Tools Standard for Conditions for

Used Performance Performance


70/140

Step 3: Continued

Content Analysis

Subject Area Title:

Content Description and Relevant Definitions:

Tasks Tools Standard for Conditions for

Used Performance Performance


71/140

Step 4, 5, 6

Step 4: Obtain the list of Job duties,e.g. find

the duties of a retail salesperson

Step 5: Compile the jobs human

requirements

Step 6: Complete your Job description


72/140

Specialized to Enlarged Jobs

Job Enlargement: Increasing the number of

same-level activities they perform.

Job Rotation: Systematically moving from

one job to another.

Job Enrichment: Redesigning the jobs to

experience more responsibility,

achievement, growth and recognition.

Trends- How Organization are


73/140

Trends How Organization are

responding

The boundary less organization:Widespread use of teams from differentdepartments.

Re-engineering Broad banding job descriptions

Performance-based job descriptions

Empowered employees Skills matrices


74/140

CHAPTER 3

HUMAN RESOURCE PLANNING

AND

RECRUITMENT & SELECTION


75/140

LEARNING OBJECTIVES

Techniques used in employment planningand forecasting

Sources of Recruitment

Advantages and disadvantage of sources ofrecruitment

How prospective employees make choices

Develop a help wanted ad Developing and using application forms


76/140

Human Resource Planning

It is the process of deciding what positions the

organization will have to fill, and how to fill

them. It ensures the right numbers, and the

right kinds of people, in the right places at

the right time doing things for which they

are economically most useful.


77/140

Importance of HR planning

Determining future HR Needs

Coping with changes

Creating highly talented work force

Determination of investments in HR

Overcome resistance to change

Better view of HR dimensions of business

decisions Manpower cost control with advance planning


78/140

Factors affecting HRP

Type and strategy of organization

Organizational growth

Environmental uncertainties

Time horizon

Quality of HR forecasting information

Nature of jobs being filled Outsourcing the work

Pre-requisites for successful HR


79/140

Pre requisites for successful HR

planning

Top management support

Personnel records must be up to date and

readily available

Planning period to be long enough to allow

remedial action

Plans to be based on skill levels rather than

aggregate

f l d


80/140

How to forecast Personnel needs

Projected turnover ( resignations )

Quality and skills of employees in relation

to changing needs of the organization

Strategic decisions to upgrade quality,and

service of products or enter new markets

Technological and other changes

Financial resources available

Methods to predict Personnel


81/140

Methods to predict Personnel

needs

Trend Analysis: Study of a firms past

employment needs over a period of years to

predict future needs

Ratio Analysis: Determining future staff

needs by using ratios between, e.g. sales

volume and number of employees needed

M h d di ( )


82/140

Methods to predict(cont.)

The Scatter plot: A graphical method usedto help identify the relationship betweentwo variables e.g. size of hospital and

number of nurses required. Computerized forecast: Determination of

future staff needs by projecting sales,volume of production, and personnel

required to maintain this volume of outputusing software packages.

M h d di (C )


83/140

Methods to predict(Cont.)

Managerial Judgment: It plays a big role. Using

your judgment help you modify the forecast based

on factors e.g. projected turnover or a desire to

enter new markets- you believe will be important.

Forecasting the supply of inside candidates:

- Qualifications inventories, personnel

replacement charts, position replacement card.

M h d di (C i )


84/140

Methods to predict(Conti.)

Forecasting the supply of outside candidates:

- Anticipate the availability of outside

candidates

- General economic conditions andexpected unemployment rate

- Availability of potential candidates in specific

occupations

- Increased competition in certain occupations

RECRUITMENT


85/140

C U

It is the process of finding and attracting

capable and suitable applicants for

employment. It is creating a pool of

applicants from which new employees are

selected.

PURPOSE OF RECRUITMENT


86/140

PURPOSE OF RECRUITMENT

Increase the pool of job candidates at

minimum cost

Help increase the success rate of the

selection process

Applicants meet organization requirements

Preparing potential job applicants for future

needs

F t i fl i it t


87/140

Factors influencing recruitment

External factors

- Supply and demand

- Unemployment rate

- Labour market

- Political and social

- Sons o soil- Image

F t i fl i C td


88/140

Factors influencing ..Contd..

Internal factors

- Recruitment policy

- Human resource planning

- Size of the firm

- Cost

- Growth and expansion

SOURCES OF RECRUITMENT


89/140

SOURCES OF RECRUITMENT

INTERNAL :

- Promotions from within

- Job posting ( publicizing the open job)

- Former employees

- Succession planning

- Employee referrals- Data bank

SOURCES (C ti )


90/140

SOURCES (Conti.)

EXTERNAL:

- Advertisement

- Employment Agencies

- Campus recruitment

- Walk-ins

- Internet

- Competitors

- Professional Associations

Advantages and disadvantages of


91/140

g g

sources of Recruitment

Internal :

- Advantage: low cost, knowledge about the

candidates, enhancement of motivation

- Disadvantage: morale of those not

selected, current work may suffer

External:

- Advantage: benefits of new skills,

resentment avoided, compliance with policy

Ad t (C ti )


92/140

Advantages(Conti.)

External :

- Disadvantage: Motivation denied to

present employees

- It is costly.

- Adjustment of new employees take longer

time

How prospective employees


93/140

p p p y

make choices

Objective factors:

- Pay, benefits, location, Opportunity for growth,

nature of work learning opportunity

Critical contact factors:- Behavior of recruiter, efficiency in processing

paper work, physical facility

Subjective factors:- Image created, personal and emotional choices

De elop an ad


94/140

Develop an ad

Selection of best medium:

- Type of newspapers, magazines, internet

Constructing the Ad:

- Attract attention, develop interest, create

desire by spotlighting jobs interest factors,

ad must prompt action

Developing and Using


95/140

p g g

application forms

Application Forms:

The form that provides information on

education, prior work record, and skills of

an applicant.

Purpose of application form:

- Gives information about education and

experience.

Developing (Contd )


96/140

Developing(Contd..)

-Help draw conclusions about the applicants

previous progress and growth

- Draw tentative conclusions regarding the

applicants stability

- Use the data to predict the success of an

applicant on the job as compared to others

Contents of the Application Form


97/140

Contents of the Application Form

Personal History:

- Name, address, education, marital status,

languages known, address to notify in

emergency, membership in professionalbodies, Physical health, Housing, legal

conviction

Contents (Contd )


98/140

Contents(Contd.)

Employment History:

- Organizations worked, designations, types

of responsibilities handled, reporting

relationships, levels, remunerations andbenefits, specific achievements, reasons of

leaving the organizations, Which

organization you enjoyed the most andwhy?

Contents (Contd )


99/140

Contents(Contd.)

Specific questions:

- Describe in brief why do you think you

are suitable to this position.

- What are your strengths and weaknesses,

which will help or hinder in performing the

job?

- What are your achievements, which you

are proud of.

Contents (Contd )


100/140

Contents(Contd)

Personal Declaration:

- Disability

- Police conviction

- Taking part in political party affairs

- Authenticity of information given in the

form

- Signature and date

- Names and addresses of references

CHAPTER 4


101/140

CHAPTER 4

TESTING AND SELECTION

LEARNING OBJECTIVES


102/140

LEARNING OBJECTIVES

Understand the selection process

Difference between recruitment and selection

Methods of Selection

Testingreliability and validity

Method of validating the test

Types of tests to be used in selection

Interview Techniques and factors affecting it Guideline for more effective interviewer

Selection


103/140

Selection

Choosing the right candidate from the pool

of potential candidates

Difference between Recruitment


104/140

And Selection

Recruitment Selection

Creating pool of - Choosing one from

potential candidates the pool

Organization sells - Candidates sell

itself to potential themselves to the

candidates organization

Difference (Contd )


105/140

Difference(Contd..)

Positive process - Negative process

Increasing the pool - Selection starts only

of additional after recruitment is

manpower is over

Methods of selection


106/140

Methods of selection

Application blank

Group discussionInterview

Psychological test

STEPS IN RECRUITMENT


107/140

AND SELECTION PROCESS

Step-1- Employment planning and forecasting

Step-2- Recruiting builds pool of candidates

Step-3- Candidates complete application form

Step-4- Selection tools like tests screen out

most applicants

Step-5- Supervisors and others interview finalcandidates to make final choice

Why selection is important?


108/140

Why selection is important?

Employees with right skills and attributes

will do a better job in the company

It is costly to recruit and hire employees

There are legal implications of incompetent

hiring e.g. law protects the employees more

while firing, criminal background people

can cause lot of damage to the organization.

METHODS OF SELECTION


109/140

METHODS OF SELECTION

Application Blank

Group discussion

Testing

Interviewing

Application Blank


110/140

Application Blank

Carefully scrutinizing all informationsupplied by the candidate and look for

unexplained gaps in education/ employment

Carefully checking references

Collecting sufficient information for making

decision

Rejecting applicants making false

statements of material facts

Group discussion


111/140

Group discussion

Factors assessed through GD:

Communication ability

Logical thinking

Ability to analyze

Leadership & initiative

Ability to work in Team Listening ability

Testing


112/140

Testing

It is the use of various tools and techniques

to select the right candidate for the job.

Generally these tests are used as screeningdevice. It is objective standard method of

measuring various aspects of persons

personality and behavior.

VALIDITY CONCEPT OF


113/140

TESTING

Validity:- The accuracy with which a test measures

what it purports to measure or fulfills the

function it was designed to fill. The types of validity

- Criterion validity: A type of validity

based on showing that scores on the test(predictors) are related to jobperformance(criterion)

Validity (Contd )


114/140

Validity.(Contd.)

Content validity:

- A test that is content valid is the one that

contains a fair sample of the tasks and skills

actually needed for the job in question. Adata entry test used to hire a data entry clerk

is an example.

Reliability concept of testing


115/140

Reliability concept of testing

Reliability:

- The consistency of scores obtained by the

same person when retested with the

identical or equivalent tests.

How to test Reliability:

- Test Retest method: Does the same test

given to the same person result in the sametest outcome?

Reliability (Contd )


116/140

Reliability(Contd.)

Internal consistency:- This is another measure of determining

reliability. For example, you have a test ofvocational interests with 10 items. You administer

it and then statistically analyze the degree towhich responses to these 10 items vary together.This is also called as an internal comparisonestimate.This is another reason why you find

repetitive questions in some tests.

TYPES OF TESTS


117/140

TYPES OF TESTS

Tests of Cognitive abilities:

- Intelligence Tests: Tests of general intellectual

abilities. They measure range of abilities e.g.

memory, vocabulary, verbal fluency andnumerical ability.

- Specific cognitive abilities: such as inductive and

deductive reasoning, verbal comprehension. These

are also called Aptitude tests,e.g. test ofmechanical comprehension.

Types.(Contd.)


118/140

Types.(Contd.)

Tests of Motor and Physical Abilities:

- It measures motor abilities such as finger

dexterity, manual dexterity, and reaction

time. It measures the speed and accuracy of

simple judgment as well as the speed of

finger, hand and arm movements.Physicalabilities such as lifting weights, life guards.

Types(Contd.)


119/140

Types(Contd.)

Measuring Personality and interests:

- It measure factors e.g. introversion-

extroversion, emotional stability, attitudes.

Methods used could be direct or projective.Interest inventories compare your interests

with those of people in various occupations.

People will do better jobs in which they areinterested, hence useful tool in selection.

Types(Contd..)


120/140

Types(Contd..)

Achievement Tests:

- Achievement tests measure what a person

has learned. Most of the tests you take in

college are achievement tests. They

measure your job knowledge in the area of

studies.

Types(Contd.)


121/140

Types(Contd.)

Work sampling for employee selection:

- A testing method based on measuring

performance on actual basic job tasks. It

measures actual on-the-job tasks, so it isharder for applicants to fake answers.The

basic procedure is to choose several tasks

crucial to performing the job and to testapplicants on samples of each.

Types(Contd.)


122/140

Types(Contd.)

Management assessment centers:- It is two-to three-day simulation in which10 to 12 candidates perform realistic

management tasks under the observation ofexperts to appraise leadership potential.Typical simulated exercises include In-basket, leaderless group discussion,

management games, individualpresentations.

Other Steps in Selection

T h i


123/140

Techniques

Background investigations are effectivebecause they verify factual information and

may uncover unknown aspects of the

applicant not specified in the applicationforms. This could be even criminal

records.The investigations have to be done

very carefully.

CHAPTER - 5


124/140

INTERVIEWING TECHNIQUE FOR

SELECTION

Learning Objectives


125/140

g j

Understand the interview technique?

Main types of selection interviews

Factors that affect the usefulness of

interviews

Explain and illustrate each guideline for

being a more effective interviewer

Effectively interview a job candidate

What is Interview?


126/140

An interview is a procedure designed toobtain information from a person, face to

face, through oral responses to oral inquiries

A selection interview is a selectionprocedure designed to predict future job

performance on the basis of applicants oral

responses to oral inquiries

Types of Interview


127/140

yp

Unstructured or nondirective interview:

- There is generally no set format to

follow, so the interview can take various

directions. The interviewer pursues thepoints of interest as they come up in

response to questions. This type of

interview could be described as little morethan a general conversation.

Types(Contd.)


128/140

yp ( )

Structured or directive interview:

- An interview following a set sequence of

questions.The questions and acceptable

responses are specified in advance and theresponses are rated for appropriateness of

content. All interviewers generally ask all

applicants the same questions, hence morereliable and valid.

Types(Contd.)


129/140

yp ( )

Situational interview:

- A series of job-related questions that focus

on how the candidate would behave in a

given situation. Interviewees are asked todescribe how they would react to a

hypothetical situation e.g. a supervisory

candidates is asked how he will react if hissubordinates comes late on three days.

Types(Contd.)


130/140

yp ( )

Behavioral interviews:

- A series of job-related questions that

focus on how they reacted to actual

situations in the past. The behavioralquestions like, tell me about a time you

were speaking with an irate person, and

how you turned the situation around.

Types(Contd.)


131/140

yp ( )

Job related interviews:

- A series of job-related questions that

focus on relevant past job-related

behaviors.The questions here do not revolvearound hypothetical situations. Instead, the

interviewer asks job-related questions in

order to draw conclusions about the abilityto handle various aspects of the job.

Types.(Contd.)


132/140

yp ( )

Stress interview:

- An interview in which the applicant is

made uncomfortable by a series of often

rude questions. This technique helpsidentify hypersensitive applicants and those

with low or high stress tolerance.The

interviewer probe for weaknesses, to get thecandidate lose his/her composure.

Are Interviews Useful?


133/140

Help to obtain and verify facts aboutcandidates

Interviews are good predictor of

performance of candidates

Help in assessing experience and ability

Help in understanding the traits of

personality of the candidates

What Can Undermine Success in

an Interview?


134/140

an Interview?

First impressions (jump to conclusions)

Misunderstanding the job (lack of clarity)

Candidate-Order (Contrast) error (just

average look better than earlier unfavorable)

Nonverbal Behavior of candidates (minimal

eye contact, low energy level, and low voice

modulation may not get selected)

What can undermine(Contd.)


135/140

( )

Effect of personal characteristics- gender,attractiveness, race

Interviewer Behavior: ( lack of skills in

interviewing e.g. talking too much or tooless, unprofessionally probing for hidden

meaning, dominating too much, mirror

image error, not able to control talkativecandidate)

How to Conduct an Interview


136/140

Do interview in a quiet room with nointerruptions

Review resume and make notes

Know the duties of the job

Focus questions on skills that are a must

Dont make snap judgments

Put the interviewee at ease

How to Conduct(Contd.)


137/140

Begin interview with an ice breaker Follow your list of questions

Ask open end questions

Ask for examples

Show interest in him/ her till the end

Leave time to answer questions

End on a positive note

Inform as to when he/she will hear decision fromyou

Specific factors to probe in the

Interview


138/140

Interview

Knowledge and experience

- basic know-how to perform, experience

absolutely necessary, and unusual energy

demands on the job. Motivation

- essential goals or aspirations should

have,anything person should not dislike,what person like doing to enjoy this job.

Specific factors.(Contd.)


139/140

Intellect

- complex problems person must solve,

specific intellectual aptitudes required

Personality

- critical personality qualities needed for

success, kind of interpersonal behavior

required in the job up the line, peer level,down the line, and with customers.

Find A Match


140/140

Follow the plan

Probe the four factors

Summarize the strengths and weaknesses

Draw conclusions

Compare with the job description

Is he/she likely to stay?

Date post:	03-Apr-2018
Category:	Documents
Upload:	prerna-maheshwari
View:	217 times
Download:	0 times

PPT for Exam -Essentials of H R M ( P G )

Documents