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INTRODUCTION
Today one of the most important decisions faced by any organization is recruiting the right
people. Some organizations appear to be highly effective while others struggle. Recruitment and
selection plays a vital role in planning of human resource of an organization.
Recruitment is the process of identifying and attracting a group of potential candidates from
within and outside the organization to evaluate for employment. Once these candidates are
identified, the process of selecting appropriate employees for employment can begin. This means
collecting, measuring, and evaluating information about candidates qualifications for specified
positions. Organizations use these practices to increase the likelihood of hiring individuals who
have the right skills and abilities to be successful in the target job.
This research is divided into two parts. Part one of this research includes deals with the
comparative analysis of the recruitment models L&T and Godrej & Boyce.
Conducting a gap analysis of the recruitment model of L&T.
Part two of this research deals with the study of psychometric tests which are used in the
recruitment and selection process and proposing a recruitment model for L&T.
PSYCHOMETRIC TESTS
Psychometric tests have been used since the early part of the 20th century and were originally
developed for use in educational psychology. These days, outside education, we are most likely
to encounter psychometric testing as part of the recruitment or selection process. Tests of this
sort are devised by occupational psychologists and their aim is to provide employers with a
reliable method of selecting the most suitable job applicants or candidates for promotion.
These are powerful tools used by organizations for the selection, development and management
of people. They provide help to management in areas such as motivation and team building.
When used in recruitment they ensure that candidates are treated fairly and measured against a
common yardstick. Tests can be used to challenge the stereo typed judgements made by
interviews and often enable a more objective analysis to take place than possible by interview
alone.
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LARSEN & TOUBRO
Larsen and Toubro is one of the largest engineering and construction organization in India. It
was founded in 1938 by two Danish engineers Henning Holck Larsen and Soren Kristian
Toubro in Mumbai.It is one of the largest and most respected companies in Indias private sector. The companys
businesses are supported by a wide marketing and distribution network and have established a
reputation for strong customer support.
The company has six operating divisions (ODs):
Engineering and Construction Projects (E&C)
Heavy Engineering Division (HED)
Electrical & Electronics (EBG)
Machinery & Industrial Products (MIPD)
IT and Technology Services.
OVERVIEW OF L&T (HED)
L&T's Heavy Engineering Division has established a reputation in global markets for quality
products. The Division manufactures and supplies custom designed and engineered critical
equipment and systems to the needs of core-sector industries and the defense sector. It is the
preferred supplier of equipment for a select range of products, globally.
The various sectors in which HED deals with:
Hydrocarbon sector: this sector includes the manufacturing of precision custom
engineered critical static hi tech equipment and systems for oil and gas refinery, cracker
petrochemical and fertilizer industries.
Defense sector: this sector includes the manufacturing of integrated naval combat
systems, land based systems, missile systems etc.
Aerospace sector: this sector includes the manufacturing of rocket motor casings,
convergent and divergent nozzles, titanium gas bottles, solar array deployment
mechanisms.
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RECRUITMENT AND SELECTION
Recruitment is the process of identifying and hiring best qualified candidates within or outside of
an organization for a job vacancy in timely and cost effective manner. The recruitment functionis very important for the human resource department of any organization. It provides the
organization with the people who have talents needed to achieve the strategic goals.
Recruitment and selection is an important strategy for shaping the culture of the organization.
Hiring of human assets is not an easy task, in order to select the right people with appropriate
skills and qualifications, it is necessary to implement the relevant recruitment strategies which
will help in the selection of the right candidate.
STAGES IN RECRUITMENT AND SELECTION PROCESS
STAGE 1 : ESTABLISHING THE BASIC FACTS (JOB ANALYSIS)
In this stage the analysis of various positions is done. Job analysis includes collecting
information about the duties, responsibilities, requirements, necessary skills and outcomes and
work environment of a particular job. The outcome of a job analysis is job description.
In job description , the first step is to prepare a persons specification which defines the
background, education training personality and other characteristics of the person best suited to
fill the vacancy.
A portrait of an ideal candidate is drafted which helps in short listing of people for interview.
STAGE 2 : ATTRACTING A FIELD OF CANDIDATES (SOURCING)
In this stage, sourcing of candidates is done. Companies attract candidates from the pool of
talent. There are various ways by which a company can do sourcing:
y Recruitment advertising
y External services
y Employment agencies
y Candidate registers
y Advertising agencies
y Selection consultants
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STAGE 3: ASSESSING THE CANDIDATE (SCREENING AND SELECTION)
This stage is the most important in this whole process and for the candidates it is stressful.
Different companies have their own respective selection procedures. Generally this stage
includes an aptitude test (entry level), interview round and result. At senior level most of the
companies do not take aptitude test but they prefer to take personality test and interview only.
There are various selection techniques:
y Application form
y Group discussion method
y Interview
y Psychometric tests (Aptitude and personality tests both)
y Assessment Centre
y General intelligence tests
The aptitude and intelligence tests measure the abilities like problem solving, decision making,
adaptability to change in circumstances.
The personality tests assess the behavior of a person and helps in tapping down his interpersonal
skills.
STAGE 4: PLACEMENT AND FOLLOW UP
In this stage candidates are hired and verification of their documents takes place.
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RECRUITMENT MODEL OF L&T
The current recruitment model of L&T discuss about the traditional methods of recruitment and
selection. The model starts with the human resource planning which includes planning of
workforce, critical job analysis is done in order to create a vacancy. A portrait of an ideal
candidate is drafted which helps in screening of the candidates.
Sourcing of resumes is done through various methods like posting job vacancies in newspapers,
internet portals, recruitment agencies etc. Various resumes reach the organization. After the
sourcing of resumes, the screening process starts in which the appropriate resumes are selected.
The selected candidates are then called for the written test which measures the aptitude of the
candidates.
There is a cut off score in the written test. Candidates who qualify the written test are selected
for the technical interview round. This round measures the technical skills of the candidates.
After the technical interview round there is a position approval round with General Manager or
Vice President. It is the formal introduction of the candidate with the seniors. Negotiation of
salary also takes place. When this round gets over the HR verification round takes place which
consists of verification of documents.
The HR verification is an important step for those candidates who have applied for the vacancies
which are available in Oman. The candidates have to go under medical check up before joining
the organization. This medical check up is done by the hospitals which are certified by the
organization. without the medical check up the Oman government will not permit the candidate
to work in their nation.
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An attractive job offer which an employee thinks good for him with respect to job
responsibility, growth, learning, better work environment and compensation.
8. HigherStudiesAn employee leaves an organization in order to pursue higher studies.
9. Better Opportunities AbroadAn employee leaves his company because there are better career opportunities abroad.
10.Culture FitIf an employee is not able to adapt the work culture of the organization he might face
problems. A drastic change in the culture may give a culture shock to the employee.
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ANALYSIS OF GAPS
1. Job expectationAt the time of recruitment process discuss with the potential candidates what they expect
from the organizations. Show them a clear picture of job. A correct assessment should bedone in order to know the expectations of candidates. There should be a match between
candidates expectations and what organization will provide them.
2. Job and person mismatchThere should be a perfect match between job and personality of potential candidate.
Personality assessment of employee can be done through various personality tests like
MBTI, 16PF and behavior event interview.
3. Difficulty with superiorsDifferent superiors or managers can stress out employees like can be too controlling, too
critical, too suspicious. They forget that the employees are not fixed assets they are
human beings. Psychometric tests can help the employees in determining the limit up to
which they can withstand stress, how they behave in stressful situations and working
style of an individual.
4. Culture fitEvery organization has its own culture of work and potential candidates have preferences
to work in particular organizational cultures. Psychometric tests determines in what kind
of a culture a candidate wants to work. At the time of recruitment if psychometric testing
is done it can help us in determining the working style of an individual.
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PSYCHOMETRIC TESTS AS TOOL FOR RECRUITMENT AND
SELECTION
Psychometrics is the branch of science which deals with scientific measurement of personality
and intelligence.
This branch of psychology is primarily concerned with the construction and validation of
measurement instruments such as questionnaires, test and personality assessment. Psychometric
analysis is done to measure what a person talks and thinks about. It is designed to measure the
concept of intelligence of an individual.
In an organization, the psychometric tools are used to select the right people for the right job and
to increase the organization effectiveness.
Various tools are employed for this purpose but an organization will chose only those tools that
match their specification.
Psychometric tools are used for assessing the behavioral aspects of an individual, it is also used
for appraisals, stress management and various training needs. Psychometric tests play a very
useful role in both the assessment and development of individuals.
psychometric tests
personality testsaptitude and
ability test
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y Entrance interviews: Meetings are conducted with new hires during their first week on
the job uncovering their specific strengths and weaknesses.
y Task delegation: The jobs of the employees can be enriched by providing them more
meaningful role in the future.
y Performance and reward: Godrej reward their employees high enough to motivate higher
performance. Cash rewards are also available for immediate recognition.
There are various engagement practices to avoid the work life imbalance;
y Creating and maintaining the culture of giving: Godrej maintains the employee loyalty
and demonstrates initial willingness to trust their employees.
y Godrej takes care of employee stress also by giving them some special holiday packages
with their families.
y It also encourages fun at work place which is a highly effective way of stress busters.
There are various tests and inventories available in the market for assessing the candidate but the
selection of the right inventory or test is critical. The reliability and validity of the test are
selected for the measurement. The HR specialist should be aware of the above factors which
play a crucial role in the assessment of the candidate.
Candidates who are best fit for the job are hired at Godrej. The recruitment and selection process
of Godrej is very efficient. The screening of the candidates is done through various tests
including a psychometric test.
Clear job responsibilities and realistic preview of job are also provided at the time of selection
process. The expectations of the candidate are discussed as well as the employers expectations.
Work culture is also one of the important factors in retaining the employees. At Godrej, people
adapt to the organizational culture in less time and their performance is not affected which is
due efficient psychological testing processes employed in selection. The individuals capability
to adapt to the change is assessed by the psychometric test which is practiced in Godrej.
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MERITS OF USING PSYCHOMETRIC TESTS
Psychometric tests are powerful tools used by organizations for the selection, development and
management of people. Tests can be used in various fields like:
y To enhance the decision making process in assessment for selection and promotion,
y As an aid to management in areas such as motivation and team building
y To identify development needs, as a basis for employee counseling as well as in
organizational areas such as management of change or succession planning.
These tests aid in recruitment process, by ensuring that all candidates are assessed and measured
against a common standard. Tests can be used to challenge stereotyped judgements made by
interviewers and often enable a more objective analysis to take place than is possible by
interviewing alone.
Occupational tests have consistently been shown to be better predictors of job success than
interviews. By using psychometric test Godrej has acquired substantial gains like increased
output efficiency, effective performance, lower training costs and reduced turnover.
Psychometrics helped this organization to ensure a common language for the assessment
standards, matching people to jobs, identifying capabilities and predicting on the job
performance.
The interpretations of a psychometric test are very important. The effectiveness of the test lies on
its interpretation of scores and results. Interpretation of results should be done accurately. Tests
should always be interpreted by properly trained individuals in the context of clearly defined
criteria. In the case of Godrej, the whole test and its interpretation is outsourced to Thomas
International which administers the Thomas personal profile analysis and give the
interpretations.
Psychometric tests are likely to lead to considerable cost-benefits in the long term. Whether it is
for selection of new staff or development of existing staff, the expenses involved in
psychometric assessment are minimal when compared with the costs of high-turnover, under-
performance or misemployment of staff.
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PART TWO: STUDY OF PSYCHOMETRIC TESTS IN DETAIL
Psychometric tests are used as a process map to plot the psychological traits of an individual in
order to measure sensitivity, memory, intelligence aptitude and personality. These tests can help
the individual to make the best possible career choice and can enable employees to check thesuitability of a potential candidate for a specific vacancy.
Following are the tests which are covered under this research:
Personality Tests
y MBTI (Myers Brig Type Indicator)
y FIRO B (Fundamental Interpersonal Relations Orientation Behavior)
y 16 PF (Personality Factors)
y Thomas PPA (Personal Profile Analysis)
y Belbin Team Role
y Thematic Apperception Test (TAT)
y Behavior Event Interview (BEI)
Ability and Aptitude Tests
y Ravens Advance Progressive Matrix
y Bennet Mechanical Comprehension Test
y Technical Test Battery
y Abstract Reasoning Test (ART)
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international member education and certifying organization for professionals who use type in
their occupations and professional practices. Membership is also open to lay persons who want
to enrich their understanding and application of type.
BASIC MODEL OF MBTI
The Basic Model of MBTI proposes two kinds of Mental Processes and two kinds of Mental
Orientations.
Two kinds of mental processes are
1. Sensing Intuition (S-N)
2. Thinking Feeling (T-F)
Two kinds of mental orientations are
1. Extraversion-Introversion (E-I)
2. Judging-Perceiving (J-P)
SENSING - INTUITUION
The first set of mental preferences relates to how people "Perceive" or take in information. It
distinguishes a predisposition for gathering data directly through the senses as facts, details,
and precedents (Sensing) versus indirectly as relationships, patterns, and possibilities
(Intuition).
A sensing personality prefers to focus on information gained from the five senses and on
practical applications whereas intuition prefers to focus on patterns, connections and possible
meanings. Hence those who prefer Sensing Perception favor clear, tangible data and
information that fits in well with their direct here-and-now experience. In contrast, those who
preferIntuition Perception are drawn to information that is more abstract, conceptual, big-
picture, and represents imaginative possibilities for the future.
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THINKING FEELING
The second set of mental preferences identifies how people form "Judgments" or make
decisions. It distinguishes a preference for deciding via objective, impersonal logic
(Thinking) versus subjective, person-centered values (Feeling).
A thinking personality prefers to base decisions on logic and objective analysis of cause and
effect on the other hand feeling prefers to base decisions on a valuing process, considering
what is important to people. Those who preferThinkingJudgment have a natural preference
for making decisions in an objective, logical, and analytical manner with an emphasis on
tasks and results to be accomplished. Those whose preference is forFeelingJudgment make
their decisions in a somewhat global, visceral, harmony and value-oriented way, paying
particular attention to the impact of decisions and actions on other people. Judging likes a
planned, organized approach to life, and prefers to have things decided but perceiving likes a
flexible, spontaneous approach and prefers to keep options open.
One of the practical applications of the MBTI and understanding these preferences is in
supporting better teamwork. Differences in these mental preferences lead to quite different
value structures and communication styles, which can hamper mutual understanding and
cooperation.
EXTROVERSION - INTROVERSION
It distinguishes a preference for focusing attention on, and drawing energy from, the outer world
of people and things versus the inner world of ideas and impressions. Those who prefer
Introversion draw their primary energy from the inner world of information, thoughts, ideas, and
other reflections. When circumstances require an excessive amount of attention spent in the
"outside" world, those preferring Introversion find the need to retreat to a more private setting as
if to recharge their drained batteries. In contrast, those who prefer Extraversion are drawn to the
outside world as their elemental source of energy. Rarely, if ever, do extraverted preference
people feel their energy batteries are "drained" by excessive amounts of interaction with the
outside world. They must engage the things, people, places and activities going on in the outside
world for their life force. Hence an introvert prefers to draw energy from the outer world of
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activity, people and things; an extrovert on the other hand prefers to draw energy from the inner
world of reflections, feelings and ideas.
While the E-I dimension was Jung's gift to general psychology, unfortunately it has been widely
distorted into a well-unwell scale with characteristics of Introversion being cast in a negative
light and conversely characteristics of Extraversion cast in a positive light. This cultural bias
frequently leads natural introverted types to misidentify their primary preference as Extraversion.
JUDGING PERCEIVING
It distinguishes an outward preference for having things planned and organized (Judging) versus
a flexible style based more on staying open to options than deciding (Perceiving). Those who
preferJu
dgingrely upon either theirT
hink
ingorFeel
ingpreference to manage their outer life.
This typically leads to a style oriented towards closure, organization, planning, or in some
fashion managing the things and or people found in the external environment. The drive is to
order the outside world.
Those who preferPerceivingrely upon either theirSensingorINtution preference to run their outer life.
This typically results in an open, adaptable, flexible style of relating to the things and people found in the
outside world. The drive is to experience the outside world rather than order it; in general lack of closure
is easily tolerated.
CODE FOR SIXTEEN PERSONALITY TYPES
The permutations of these four preference dichotomies result in the 16 personality types that
form the basis of Myers' model and the MBTI inventory.
E or I Which is your most favored Energy Source?
S or N Which is your most favored Perceiving Mental Process?
T or F Which is your most favored Judging Mental Process?
J or P Which kind of mental process leads your Outside World Orientation?
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4. INTJ
For INTJs the dominant force in their lives is their attention to the inner world of
possibilities, symbols, abstractions, images, and thoughts. Insight in conjunction with logical
analysis is the essence of their approach to the world; they think systemically. Ideas are the
substance of life for INTJs and they have a driving need to understand, to know, and to
demonstrate competence in their areas of interest. INTJs inherently trust their insights, and
with their task-orientation will work intensely to make their visions into realities.
5. ISTP
For ISTPs the driving force in their lives is to understand how things and phenomena in the
real world work so they can make the best and most effective use of them. ISTPs are logical
and realistic people, and they are natural troubleshooters. When not actively solving a
problem, ISTPs are quiet and analytical observers of their environment, and they naturally
look for the underlying sense to any facts they have gathered. ISTPs do often pursue variety
and even excitement in their hands-on experiences. Although they do have a spontaneous,
even playful side, what people often first encounter with them is their detached pragmatism.
6. ISFP
For ISFPs the dominant quality in their lives is a deep-felt caring for living things, combined
with a quietly playful and sometimes adventurous approach to life and all its experiences.
ISFPs typically show their caring in very practical ways, since they often prefer action to
words. Their warmth and concern are generally not expressed openly, and what people often
first encounter with ISFPs is their quiet adaptability, realism, and "free spirit" spontaneity.
7. INFP
For INFPs the dominant quality in their lives is a deep-felt caring and idealism about people.
They experience this intense caring most often in their relationships with others, but they
may also experience it around ideas, projects, or any involvement they see as important.
INFPs are often skilled communicators, and they are naturally drawn to ideas that embody a
concern for human potential. INFPs live in the inner world of values and ideals, but what
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For ENFPs the dominant quality in their lives is their attention to the outer world of
possibilities; they are excited by continuous involvement in anything new, whether it be new
ideas, new people, or new activities. Though ENFPs thrive on what is possible and what is
new, they also experience a deep concern for people as well. Thus, they are especially
interested in possibilities for people. ENFPs are typically energetic, enthusiastic people who
lead spontaneous and adaptable lives.
12. ENTP
For ENTPs the driving quality in their lives is their attention to the outer world of
possibilities; they are excited by continuous involvement in anything new, whether it be new
ideas, new people, or new activities. They look for patterns and meaning in the world, and
they often have a deep need to analyze, to understand, and to know the nature of things.
ENTPs are typically energetic, enthusiastic people who lead spontaneous and adaptable lives.
13. ESTJ
For ESTJs the driving force in their lives is their need to analyze and bring into logical order
the outer world of events, people, and things. ESTJs like to organize anything that comes into
their domain, and they will work energetically to complete tasks so they can quickly move
from one to the next. Sensing orients their thinking to current facts and realities, and thus
gives their thinking a pragmatic quality. ESTJs take their responsibilities seriously and
believe others should do so as well.
14. ESFJ
For ESFJs the dominant quality in their lives is an active and intense caring about people and
a strong desire to bring harmony into their relationships. ESFJs bring an aura of warmth to all
that they do, and they naturally move into action to help others, to organize the world around
them, and to get things done. Sensing orients their feeling to current facts and realities, and
thus gives their feeling a hands-on pragmatic quality. ESFJs take their work seriously and
believe others should as well.
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y Organizational change
Understand why people react differently to change and how to support them though the
process.
y Improving communication
Help people to understand how to communicate effectively with different people and
develop influencing and persuading skills
y Education and career counseling
Identify learning styles and motivations, improve teaching and training methods and
provide career guidance.
RELIABILITY
Inter rater reliability: 0.61-0.87
Test Retest reliability: 0.71-0.85
VALIDITY
Construct validity
BENEFITS OF MBTI
y Increased self-awareness and better self-management
y Develop and appreciation and value for differences
y Improved communication and Increased interpersonal skills
y Can lead to motivated behavior
y Provides a guideline of how to be a more effective leader, manager, teacher, learner, and
team member.
y Can provide an effective avenue for conflict resolution
y Increased problem resolution
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y Better understanding of the decision making process
y Facilitates team building
y Assists in diagnosing cultural and organizational issues.
y Easy to use, score and explain plus Short and quick to complete.
y Provides a powerful conceptual framework, allowing you to deepen your knowledge and
apply it in many situations.
y Promotes a constructive approach to individual differences.
LIMITATIONS
y It does not give information about intelligence, abilities or technical expertise.
y
Should not be the main criteria for selection.y Should not be used to type cast others rather emphasize on strengths.
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FUNDAMENTAL INTERPERSONAL RELATIONS
ORIENTATION BEHAVIOR (FIRO B)
FIRO B instrument was developed by William Schutz, in 1958. It was first used to assess how
teams performed in the US Navy.
The FIRO-B is an assessment tool used to help individuals and teams better understand their
preferences in satisfying three basic social needs:
y Inclusion: The degree to which one belongs to a group, team or community.
y Control: The extent to which one prefers to have structure, hierarchy and influence.
y Affection: One's preference for warmth, disclosure and intimacy.
For each of these factors, FIRO-B assess individuals as to:
y How much they express the needs.
y How much they wantto have the needs expressed to them from others.
It is a highly valid and reliable tool that assesses how an individual's personal needs affect that
person's behavior towards other individuals. This highly valid and reliable self-report instrument
offers insight into an individual's compatibility with other people, as well as providing insight
into that person's own individual characteristics.
The FIRO-B questionnaire provides an understanding of the fundamental differences among
people and how these impact on relationships. It can dramatically increase an individual's
understanding of areas such as how they come across to others, how and why conflict can
develop and how to understand and manage their own needs when interacting with others. It
measures how a person typically behaves towards others and how that person would like others
to behave towards them.
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The FIRO-B assessment data is particularly rich in enabling understanding individual and team
behavior. By reviewing the assessment report, an individual can gain insight into what kind of
teams they prefer to work in, what kind of environment they'd like to work in, and what roles
they prefer in the workplace.
The FIRO-B model can also provide an information regarding leadership styles and areas of
potential conflict.
If teams take the assessment together, they can compare the extent to which each person's
preferences complement or conflict with colleagues. For example, a team member wanting a
high degree of inclusion would appreciate and respond well to a manager who invites him to
various meetings. A team member with a high degree of expressed affection is likely to work
well with a colleague who seeks affection and attention.
The FIRO-B system is a simple and elegant model that particularly assists understanding of
team dynamics, greater self-awareness, mutual awareness among team-members and team
leadership development.
Three primary dimensions of FIRO B are:
1. Need for Inclusion: This describes the persons need for belongingness, recognition and
participation. A person with high need for inclusion will make an effort to include
others in his activities. He will try to belong to or join social groups; basically will try to
be with people as much as possible (expressed behavior). Such a person would alsoexpect or want others to invite him join them and would like people to notice him
(wanted behavior).
2. Need for Control: It relates to whether one wants to be super ordinate, subordinate
while working with others or in a group. It relates to a person's desire for influencing
others, leading others and responsibility. Such a person shall try to exert control and
influence over things. He would enjoy organizing things and directing others (expressed
behavior). Such a person will feel most comfortable working in well defined situationsand would like to get clear expectations and instructions from others (wanted behavior).
3. Need for Affection: This describes the emotional ties and warm connections between
people; it determines the extent of closeness that a person seeks. The person makes an
effort to get close to people and would be comfortable expressing his personal feelings
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and will try to be supportive of others (expressed behavior). This person would also
want others to act warmly towards him and will enjoy when people share their feelings
with them and would love it when people encourage him and appreciate his efforts
(wanted behavior).
For each of the three interpersonal needs Inclusion, Control, and Affection, the instrument
provides a measure of how much each need is Expressed or Wanted by an individual.
1. Expressed (e): The extent to which an individual will initiate the behavior is called the
Expressed dimension of that need. It is the behavior which one feels most comfortable in
showing, what a person prefers to do, and how much that person wants to initiate action.
2. Wanted (w): The extent to which an individual will accept the behavior from others is called the
Wanted dimension of the need.
APPLICATIONS OF FIRO B
FIRO-B is a highly reliable self-report instrument that offers insight into an individual's
compatibility with other people, as well as providing insight into that person's own individual
characteristics. The underlying assumption of FIRO-B is that preferences, as well as behavior,
can be changed at will. The instrument can be used in one-to-one, team or group situations. The
qualified user has a range of applications at their disposal, providing the versatility demanded in
contemporary workplace environments. This highly reliable and practical instrument has vast
applications such as:
y Team building and team development
FIRO-B can help in Identifying likely sources of compatibility or tension between people
working in a group or team. By improved communication, openness and trust it can help
to resolve conflicts and create better understanding amongst team players. The instrument
can hence be effectively used in team building and team development.
y Individual development and executive coaching
This powerful tool and can be used in executive coaching or self development. It helps
individuals to increase their self-awareness and interpersonal effectiveness, by identifying
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and understanding their interpersonal style. Since the instrument increase self-awareness
and interpersonal effectiveness it can surely assist in individual development. It can also
be used for identifying leadership style. It can be used as part of a coaching process, or
for career development or personal growth of people.
y Conflict resolution
Identifying the real cause of conflict is pre-requisite to effective management of conflict.
By effectively assisting in Identifying the likely causes of conflict between people this
instrument can help in effectively dealing with various types of conflicts that may be
present in a group.
y Selection and placement
FIRO-B can also be used in combination with other assessment techniques. This can help
to structure interviews and assess likely team roles or interpersonal behavior.
y Management and leadership development
The instrument is ideal to use with new and experienced managers; it will enable them to
understand their natural style and what impact this has on the way they communicate, to
involve others in decision-making and to delegate responsibility.
RELIABILITY
Inter Rater reliability: 0.85-0.96
Test- Retest reliability: 0.71-0.85
VALIDITY
Content Validity
BENEFITS OF FIRO B
y It is a practical tool that offers insights into interpersonal needs and behaviors, the FIRO-
B questionnaire gives practical suggestions for improving relationships or increasing
effectiveness.
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APPLICATIONS OF THOMAS PROFILE
y Learning tool
The DISC Profile, as a learning tool can be used to create rapid rapport and
connection with people is fundamental in selling, managing, and leadership.
Understanding behavioral styles benefits personal and professional relationships by
improving communication skills and reducing conflict. Imagine being able to
better understand what motivates people and being able to recognize how to effectivelydeal with others.
y Recruitment
A person's DISC profile series is compared against an ideal Job Profile for a particular
career, and the closeness of the match between the two styles will give an indication of
how well that individual's style is suited to the career area in question. However it must
be noted that there are a multitude of factors that must affect the decisions a person takes
about their career. DISC personality testing alone cannot provide a definitive conclusion,
but it is able to provide guidance in deciding whether a particular career path is suited to
an individual or not.
y Training and development
This online DISC profile report provides targeted strategies and insights for
interpersonal success through effective communication, understanding and
tolerance. These insights have been utilized for personal growth and development,
training, coaching and managing of individuals, groups, teams, and organizations.
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y Team workers make helpful interventions to avert potential friction and enable difficult
characters within the team to use their skills to positive ends.
y They tend to keep team spirit up and allow other members to contribute effectively
y Their diplomatic skills together with their sense of humor are assets to a team.
y They tend to have skills in listening, coping with awkward people and to be sociable.
Sensitive and people oriented.
Weakness:
y They tend to be indecisive in moments of crisis and reluctant to do things that might hurt
others.
9. Complete Finishers:
Characteristics:
y They give attention to detail and aim to complete and to do so thoroughly.
y They make steady effort and are consistent in their work. They are not so interested in the
glamour of spectacular success.
Weakness:
y They tend to be over anxious and have difficulty letting go and delegating work.
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APPLICATIONS OF BELBIN TEAM ROLE
y This inventory gives insights about team effectiveness.
y Helps in measuring the team progress.
y Gives information about the behavior of team players.
BENEFITS OF BELBIN TEAM ROLE
y Individual Belbin profiles can offer tremendous insight into individual and team
operating methods.
y By using the Belbin profiles people can better understand teams and the contributions of
the individuals around them.
y Each individual invariably brings different skills and behaviors to a team.
LIMITATIONS
y Can only be used for teams.
y Does not tell about the intelligence and technical expertise.
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BENEFITS OF BEI
y It is a cost effective method of assessment.
y It gives information about the managerial behavior of a person which is not directly
observable.
y It is a content valid assessment method.
y It determines the actual behavior of a person at the job.
LIMITATIONS
y The interview relies on the recall of the memory of respondent, the information which he
happens or chooses to remember is presented in the interview. This results in self serving
and biased information.
y They are not used to assess the intelligence and specialized knowledge.
y An expert is needed to conduct the interview.
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CONCEPT OF FLUID INTELLIGENCE AND CRYSTALISED INTELLIGENCE
The assessment of mental abilities or intelligence is one of the oldest areas of psychology.
Cattell and his colleagues identified that the general intelligence could be decomposed into two
subtypes:
y FLUID INTELLIGENCE:It is the reasoning ability in purest form. It is the ability to analyze
new problems, identify patterns and relationships that emphasize these problems and
extrapolate from them using logic. This intelligence is very crucial for solving scientific,
technical and mathematical problems. It is independent of educational experience of a
person and strongly determined by genetic factors.
y CRYSTALLISED INTELLIGENCE: It refers to the cultural activities, knowledge and skills
that are accumulated over lifetime. It is the product of cultural and educational
experience in interaction with fluid intelligence. A person with high crystallized
intelligence are good in general knowledge and vocabulary. It increases with the age of
a person.
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BENNET MECHANICAL COMPREHENSION TEST
Bennet Mechanical Comprehension Test (MCT) measures the complex set of abilities composed
of three primary constructs.
y Mechanical Information
y Spatial Visualization
y Mechanical Reasoning
The comprehension test measures your natural interest for mechanics and their moving parts,
knowledge, mechanical reasoning and spatial intelligence. It assesses the ability of an individual
to comprehend simple mechanical and physical principles.
There are around 135 questions in the test that cover the categories like levers, belt drive,
inertia, optics, centrifugal force, acoustics, heat, hydraulics, electricity etc. The test can be
administered through online test, written test and verbal interpretation of mechanical
concepts.
APPLICATIONS OF MCT
y Some jobs require to qualify a mechanical test and different levels of knowledge is
required for different jobs such as welding, mechanical, electrical, hydraulics etc.
y Sometimes new machines are introduced into the organization and managers need to
train people. The testing sessions determine the ability to learn complex mechanical
expertise.
y This test is administered on children at basic level to know their interest in mechanics.
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VISUAL ACUITY TEST
The visual acuity test measure the persons ability to find the path through complex two
dimensional diagrams. It focuses on aptitude of a person for performing tasks which require
visual precision. As the test is timed, fifteen mazes have to be solved in complete eight minutes.
This test helps in measuring the ability of person to perform precision tasks. The test is suitable
for workers in the microprocessor and electronics industries which require detailed work on the
extremely small components and circuits.
APPLICATIONS OF TECHNICAL TEST BATTERY
y It measures the core and technical skills of candidates.
y It helps in assessing the mechanical skills.
y It is suitable for hiring employees for technical occupations mechanical engineers,
electronic engineers and architects.
RELIABILITY
Mechanical Reasoning Test: 0.81
Spatial Reasoning Test: 0.84
Visual Acuity Test: 0.80
VALIDITY
Construct validity
LIMITATIONS
Does not tell give any information about the behavior and personality.
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ABSTRACT REASONING TEST (ART)
Abstract Reasoning Test (ART) is specifically designed to assess the fluid intelligence of an
individual. Fluid intelligence is the purest form of intelligence and does not depend upon
educational experience. This test measures the ability to solve abstract and logical problems
which does not require any prior knowledge and educational experience.
This test is basically designed for technicians, people in scientific engineering, financial roles
and senior managers who have to take strategic decisions.
The test contains three by three matrix which consists of eight cells containing the geometric
patterns. The ninth cell is left blank and the respondents are asked to deduce the logical rules that
govern how the sequence of geometric designs progresses (both horizontally and vertically)
across the cells of the matrix, and extrapolate from these rules the next design in the sequence.
Thirty five matrices are present in the test ordered by item difficulty with respondents having
thirty minutes to complete the test.
APPLICATIONS OF ART
y This test is appropriate for graduate and managerial level positions.
y It helps in screening of employees based on their intelligence.
RELIABILITY
Internal Consistency: 0.81
VALIDITY
Construct validity.
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RECOMMENDATIONS
By studying the recruitment and selection process of L&T and Godrej, I propose a modified
model of recruitment and selection process which includes a psychometric profile. This
psychometric profile could be Thomas Profile or a combination of various inventories depending
upon the type of hiring process ( entry level, middle level or senior level).
Introduction of psychometric profile will help in making the recruitment and selection process
effective at L&T. The employer will be able to hire right person for the right job. The job
description will harmonize with the candidate profile.
The overlap between life and work is growing. Terms and conditions of work , the
psychological contract, corporate social responsibility (CSR) and ethics are increasinglyimportant to candidates seeking work. This makes recruitment a more complex process as
recruiters are asked to match people with organizations, not just skills with
vacancies. Establishment of psychometric tests will help in matching the organization
requirements and candidates requirements.
This profile will also help in the lowering down the attrition rate of the organization. If wrong
people are hired for the job they are intended to leave their job fast because they are not satisfied
with their job and the tasks which are assigned to them. Jobs in which high stress is involved, are
vulnerable to attrition. Psychometric profile will help the employer to know whether the
candidate can deal with the high stress situations or not.
People resist change in their environment. Change is also one of the major factor in stress. How
much a person can endure stress this can also be predicted and measured through psychometric
profile.
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