Questions: 1.Suppose you are the HR assistant. What selection tests will you use?

Explain precisely which you will use to test which criteria. Explain your choices. Answer: There are dozens of tests on the market today, and they measure literally hundreds of attributes, from basic personality traits, such as honesty and aggressiveness, to specific sales skills, such as prospecting and up selling. A number of tests can be used like Aptitude tests, Personality tests, Assessment centre, motivation tests, interview, Job skills tests, Pre-employment integrity tests, and Management tests. Aptitude Tests: Tests of physical ability: It is used to check whether the candidate is able to do the physical activities that the job requires. Mental ability tests: Tests of literacy, numeracy and intelligence. I will use to check whether the candidate will be able to monitor pricing strategies, implement &control marketing strategies etc. Personality Tests: The use of personality tests in selection comes from the assumption that certain jobs require certain personalities and those tests can identify them. The most common form of personality test is questionnaires designed to rate respondents on various personality dimensions. The individual is rated for being persuasive, socially confident, competitive, decisive, introspective, artistic, conceptual, traditional, independent, extravert, stable, optimistic, and so on. Assessment centre: This is a process, rather than a place, that uses a number of selection techniques in combination. Tests can be very useful in the selection process as they actually replicate certain parts of the job, whereas a selection interview can only indicate whether the person has that ability. However, most tests are time-consuming to administer and can be used indiscriminately. Individual and group exercises take place, sometimes over a few days, often including an interview, psychometric test and group discussion. Tasks, written exercises and presentations are also commonly used. I will use to check whether the candidate can design & control marketing programs, implement marketing & customer satisfaction surveys, and evaluate marketing employees. Motivation Tests: These measure an individual's pattern of thinking, feeling, and behaving .I will use these tests to assess a candidate's level of drive and motivation. Interview: Traditionally, the interview has been the main means of assessing the suitability of candidates for a job. Almost all organizations use the interview at some stage in their selection process. Interviews are useful for assessing such personal characteristics as practical intelligence and interpersonal and communication skills. A problem with interviews is that factors that are not related to the job influence the decision: clothing, color, ethnic origin, gender, accent, physical features or a disability might be such factors. There is also evidence that interviewers make decisions very rapidly on

little information. I need to be aware of the potential pitfalls in using selection interviews and may choose to supplement them with a variety of tests. Job Skills Tests: These tests are designed to test the potential employees, whether they have the necessary qualifications & skills that the job requires. Pre-Employment Integrity Tests: Are designed to identify job applicants who are likely to steal, lie, or use illicit substances. Management Tests: Predict a person's potential for success as a supervisor, middle manager, or senior executive. Tests can be done before or at the time of the interview, but should not be used as the sole method of selection. It should be kept in mind that such tests could also be unlawful if they discriminate against candidates of a particular race, sex or age or those who have a disability. Before using any kind of test, it is important to think about how relevant it is to the job and measure the benefits against the costs of organizing them.

2.How would you go about checking the references of the candidates? Your boss has warned you: In the region, reference letters are all fantastic, and some candidates are even ready to write their references themselves! Answer: Checking References: Reference checks are a tool that can substantiate and validate candidate information and provide further insight into a candidates skills, abilities, and knowledge. To avoid hiring mistakes, selection decisions should always be corroborated by checking a candidates work related references. A minimum of two, but ideally three references should be checked by a member of the interview panel to ensure that follow-up questions from the interview and assessment can be probed. The candidates list of references must include a current supervisor and/or recent supervisor(s). If the current supervisor is not included in the list of references be sure to find out why and follow-up with suitable alternates (more than one previous supervisor, colleagues, clients, team members).Ensure the candidate signs the Consent for Collection and Verification of Information form to prevent any legal or FOIPP implications. This form also indicates that for current and previous employees, reference information may be obtained from their personnel file as well as from their current and previous supervisors. When considering a previous or current employee for a position, It is important to contact the central Human Resources Consultant prior to making an offer. Conducting the Reference Check: To start the reference check first I will introduce myself, explain the purpose of the call, confidentiality standards. I will take a number of steps to check the references, they are as follows:- Will become thoroughly familiar with the candidates file before I conduct a

reference check. Review any notes I have made from the application, cover letter, resume, and interview process. Will explain the duties and responsibilities of the position for which the applicant has applied. Will have a written plan for the questions I am going to ask and write down as many notes as I can. Will not let opinions of others substitute for facts and examples. Will not evaluate information while gathering it. My goal is to collect relevant information. I can assess everything when I am done. Will be alert to unusual hesitations, ambiguous or evasive responses, overly negative or vindictive responses, or overly enthusiastic responses. Will conduct in compliance with all laws and regulations. The American with Disabilities Act prohibits asking non-jobrelated information from previous employers or other sources. Will make sure reference check is tailored to the position. Will check as many employment and personal references as possible. Will verify academic degrees, professional certifications or licenses, etc. Will be consistent asking the same questions of each reference. Will ask if the employee would be rehired by the organization/company. Reference checks may be completed by phone, in person, by mail, internet or fax. A personal phone call is usually best. The most useful references normally come from former supervisors; however other good sources can include coworkers, clients, HR departments, executives, and listed references. I will review the duties of the position and also review the application materials, will make a list of facts or qualifications to verify and also a list of questions to ask. Areas of possible inquiry could include: Sociability How well does the applicant get along with and relate to others? Work habits and ability How well does the applicant know the work and perform on the job? Personal character- Is the person trustworthy, honest, and dependable? When checking references, I will make note of the name and title of the person supplying the reference information for each reference check I conduct.