TABLE OF CONTENTS

CONTENTS 1

1.0 Introduction to Human Resource Management 2

Task 1

2.0 Elements of the selection process. 3-5

Task 2

2.1 Ways to measure the success of a selection method. 6-9

Task 3

2.2 Common method used for selecting human resources. 10-12

Task 4

2.3 Major types of employment test. 13-14

Task 5

2.4 Discuss how to conduct effective interview. 15-19

Task 6

2.5 Explain how employers carry out the process of making a selection 20-24

decision.

3.0 Summary or Limitation 25-26

REFERENCES 27

COURSEWORK 28-31

Page 1 of 31
1.0 Introduction to Human Resource Management

Human Resource Management (usually referred to as HR) involves everything related

to the employer-employee relationship and is about encouraging and guiding the

organisation’s people and associated processes. It’s seen as a core business purpose essential

to the organisation’s effective operation.

Larger organisations in the public and private sector have their own designated HR

department, opening up a broad range of companies and sectors to applicants. Recent years

have seen increasing numbers of company’s suborn key elements of their HR purpose. So,

opportunities within HR consultancies also happen.

HR is a very general and extremely competitive career with graduate schemes being

among the most oversubscribed. The HRM department members provide the knowledge,

necessary implements, training, administrative services, coaching, legal and management

advice, and capability management oversight that the rest of the organization needs for

successful operation. Your level of HR focus will vary from system to system, with some

being based merely within the HR department and others expanding candidate's experience

to other functions such as marketing, management and more.

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2.0 Elements of the selection process

Companies have the never-ending task of interviewing, selecting and hiring employees.

However, despite the reiteration and skill of a company's human resources department,

selecting the right individual for a job is highly challenging. Making the wrong choice can

also be expensive. The employee selection process generally entails publication or

advertising, reviewing, screening, interviewing, testing then selecting the best available

candidate.

Notification

The employee selection process generally starts with a manager or boss charging human

resources to fill a new or vacant position. The manager must first decide what qualifications

she desires in a job candidate. For example, should the person have a college degree, or how

many years of relevant experience is essential? Once the manager establishes the job

demand, the human resources department places ads in the local newspaper, magazine and

online. Sometimes, human resources uses a headhunter find candidates, someone who often

be specializes in a certain field, such as sales.

Reviewing

Review resumes and match each candidate's background to the job demand. Companies

sometimes receive hundreds of resumes for an advertisement. Nevertheless, human

resources may only consider half of them. During bad economic periods, a number of

candidates may have an education and experience that exceed the qualifications for the job.

Contrarily, it may be tougher to find qualified candidates during good economic times.

Anyway, human resources and the hiring manager must determine how many candidates

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they can realistically bring in for an interview.

Screening

The employment selection process may effectively include a screening interview,

peculiarly if a job candidate lives out of town. Human resources will generally conduct the

screening interview over the telephone, according to the Virginia Tech article on its website

titled "Telephone Interviews & Screening". Screening interviews can help narrow the

field of candidates. A telephone interview also helps a company determine if the candidate

has the essential qualifications to warrant flying him in for an interview.

Interviewing

One of the most essential facets of the employment selection process is the face-to-face

interview. Companies have various procedures for personal interviews. Some companies

prefer to have all-day interviewing sessions, where job candidates meet with a different

person each time. During this time, companies may have the candidates meet with human

resources, the hiring manager and other employees. Another option is having candidates

meet with pivotal personnel one day, then inviting them back for second to meet with some

executives.

Selection

The employment manager will generally ask for feedback from human resources and

other employees who interview the job candidates. The employment manager may also

review her notes, or decide which candidate would fit best in the open position.

Qualifications are only one consideration. The employment manager will generally select

someone with whom she can work, whether it is the candidate's personality or work ethic.

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Testing

The employee selection process can also include testing before a candidate is

effectively hired. Some companies require drug screening to make sure candidates do not

have a drug addiction. Employees who work in the insurance industry might need to take a

psychological test to determine if insurance is the appropriate career choice for them.

Afterwards, the drug or personality test, the company makes an offer to the chosen

candidate.

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2.1 Ways to measure the success of a selection method.

Explores ways to minimize errors in employee selection and placement. It starts by

describing the selection process and how to evaluate possible methods for carrying out that

process. Then takes an in-depth look at the most widely used methods such as applications

and résumés, employment tests and interviews. Ends by describing the process by which

organizations arrive at a final selection decision.

A. Reliability

1. Reliability refers to the extent to which a type of measurement is free from random

error.

2. A reliable measurement generates consistent results. Usually, information about the

reliability of tests involves statistics such as correlation coefficients. These

statistics measure the degree to which two sets of numbers are related. A higher

correlation coefficient signifies a stronger relationship.

B. Validity

1. Validity describes the extent to which performance on the measures, such as a test score,

is related to what the measure is designed to assess, such as job performance.

2. As with reliability, information about the validity of selection methods often uses

correlation coefficients.

3. The federal government’s Uniform Guidelines on Employee Selection Procedures

accept three ways of measuring validity: criterion-related, content, and construct

validity.

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4. Criterion-Related Validity: Criterion-related validity is a measure of validity based on

showing a substantial correlation between test scores and job performance scores.

5. Measurements of a Student’s Aptitude, presents information derived by a company

making a comparison of two measures – an intelligence test and college grade point

average - with performance as sales representative.

6. Two kinds of research are possible for arriving at criterion-related validity:

a) Predictive validation: This research uses the test scores of all applicants and looks for

a relationship between scores and future performance.

b) Concurrent validation: This type of research administers a test to people who currently

hold a job, and then compares their scores to existing measures of job performance.

7. Predictive validation is more time consuming and difficult, but it is the best measure of

validity.

8. Content and Construct Validity: Content validity is consistency between the test items

or problems and the kinds of situations or problems that occur on the job. The usual

basis for deciding that a test has content validity is through expert judgment. Content

validity is most suitable for measuring behavior that is concrete and observable.

Construct validity involves establishing that tests really do measure intelligence,

leadership ability, or other such “constructs” as well as showing that mastery of this

construct is associated with successful performance of the job. Tests that measure a

construct usually measure a combination of behaviors thought to be associated with the

construct.

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C. Ability to Generalize

1. Along with validity in general, we need to know whether a selection method is valid

in the context in which the organization wants to use it.

2. A generalizable method applies not only to the conditions in which the method was

originally developed – job, organization, people, time period, and so on, it also

applies to other organizations, jobs, applicants, and so on.

D. Practical Value

1. Not only should selection methods such as tests and interview responses accurately

predict how well individuals will perform, they should produce information that actually

benefits the organization. Methods that provide economic value greater than the cost of

using them are said to have utility.

2. The choice of a selection method may differ according to the job being filled.

E. Legal Standards for Selection

1. The U.S. government imposes legal limits on selection decisions. The government

requires that the selection process be conducted in a way that avoids discrimination and

provides access to employees with disabilities.

2. The following laws have many applications to the selection process:

a) The Civil Rights Act of 1991 – places requirements on the choices of selection

methods and prohibits preferential treatment in favor of minority groups.

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 b) Equal Employment Opportunity Laws – affect the kinds of information an

organization may gather on application forms and in interviews.

c) The American with Disabilities Act (ADA) of 1991 – requires employers to make

reasonable accommodation to disabled individuals and restricts many kinds of

questions during the selection process.

3. Along with equal employment opportunity, organizations must be concerned about

candidates’ privacy rights.

4. Another legal requirement is that employers hiring people to work in the United States

must ensure that anyone they hire is eligible for employment in this country.

5. An important principle of selection is to combine several sources of information about

candidates rather than relying solely on interviews or a single type of testing.

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2.2 Common method used for selecting human resources.

MEANING OF SELECTION:

Selection is the process of picking up individuals (out of the pool of job applicants)

with requisite qualifications and competence to fill jobs in the organization. A formal

definition of Selection is as under:

Definition of Selection: Process of differentiating

Selection is the process of differentiating between applicants in order to identify and hire

those with a greater likelihood of success in a job.

DIFFERENCE BETWEEN RECRUITMENT AND SELECTION:

Recruitment Recruitment refers to the Recruitment is said to be positive in its

process of identifying and approach as it seeks to attract as many

encouraging prospective candidates as possible.

employees to apply for jobs.

Selection Selection is concerned with Selection on the other hand is negative in

picking up the right its application in as much as it seeks to

candidates from a pool of eliminate as many unqualified applicants

applicants. as possible in order to identify the right

candidates.

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PROCESS / STEPS IN SELECTION:

1. Preliminary Interview: The purpose of preliminary interviews is basically to

eliminate unqualified applications based on information supplied in application forms. The

basic objective is to reject misfits. On the other hands preliminary interviews is often called

a courtesy interview and is a good public relations exercise.

2. Selection Tests: Jobseekers who past the preliminary interviews are called for

tests. There are various types of tests conducted depending upon the jobs and the company.

These tests can be Aptitude Tests, Personality Tests, and Ability Tests and are conducted to

judge how well an individual can perform tasks related to the job. Besides this there are

some other tests also like Interest Tests (activity preferences), Graphology Test

(Handwriting), Medical Tests, Psychometric Tests etc.

3. Employment Interview: The next step in selection is employment interview. Here

interview is a formal and in-depth conversation between applicant’s acceptability. It is

considered to be an excellent selection device. Interviews can be One-to-One, Panel

Interview, or Sequential Interviews. Besides there can be Structured and Unstructured

interviews, Behavioral Interviews, Stress Interviews.

4. Reference & Background Checks: Reference checks and background checks are

conducted to verify the information provided by the candidates. Reference checks can be

through formal letters, telephone conversations. However it is merely a formality and

selections decisions are seldom affected by it.

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 5. Selection Decision: After obtaining all the information, the most critical step is

the selection decision is to be made. The final decision has to be made out of applicants who

have passed preliminary interviews, tests, final interviews and reference checks. The views

of line managers are considered generally because it is the line manager who is responsible

for the performance of the new employee.

6. Physical Examination: After the selection decision is made, the candidate is

required to undergo a physical fitness test. A job offer is often contingent upon the candidate

passing the physical examination.

7. Job Offer: The next step in selection process is job offer to those applicants who

have crossed all the previous hurdles. It is made by way of letter of appointment.

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2.3 Major types of employment test.

Employers use testing techniques to screen applicants for positions with the business.

The interview process uncovers information about the applicant, but employment tests can

help to assess whether the employee is the right fit for the job. Applicants may have the

required education and experience but still lack the abilities to perform the duties of the job.

Cognitive Abilities Tests

Cognitive abilities tests measure the applicant’s ability to perform basic math and

reading comprehension, as well as the candidate's knowledge of the job. The questions on

the tests can measure the applicant’s ability to use logic and reasoning to solve problems.

Employers can use cognitive tests to measure the candidates ability to perform job-related

duties. These employment tests can be used to determine the candidate’s speed in performing

job tasks.

Personality Tests

Personality tests can determine the candidate’s ability to fit into the work environment.

A personality test cannot be failed, but instead shows how well the applicant will handle the

job duties and workplace. Some jobs are better suited to an introverted personality, while

other positions may work well for an extrovert. Employers determine in advance the ideal

personality traits of an employee and gather the results from the personality assessment test

to find the most suitable workers.

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Physical Tests

Employers may use a physical test to determine whether a candidate has the physical

strength to perform the duties of the job. For instance, positions such as stocking shelves

may require lifting and bending. A physical test may simulate the job duties to determine

whether the candidate can manage the tasks.

Job Knowledge Tests

Job knowledge tests typically use multiple choice questions or essay type items to

evaluate technical or professional expertise and knowledge required for specific jobs or

professions. Examples of job knowledge tests include tests of basic accounting principles,

A+/Net+ programming, and blueprint reading.

Integrity Questionnaires

Some employers use questionnaires to measure the applicant’s honesty and integrity.

These tests usually consist of scenarios that allow the applicant to make decisions about the

possible action that should be taken. Integrity questionnaires also ask applicants about past

experiences that assess the candidate's honesty and ethics. Questions regarding the

applicant’s interests can help to determine future behavior on the job.

Assessment Tests

Employment agencies use assessment tests to find the ideal position for a job applicant.

The tests are designed to measure the applicant’s skills in particular areas such as

organization or planning. The tests can help candidates find the position that best matches

skills.

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2.4 Discuss how to conduct effective interview.

HOW TO CONDUCT AN EFFECTIVE INTERVIEW

There are several key elements in the recruitment and hiring process, including aptitude

tests and reference checks, but the most crucial and valuable step is the properly conducted

interview.

The interview is the most important part of the process, a Vancouver-based

consulting firm that helps employers use effective HR practices to recruit and retain top

talent. As the employer, you have ability to interact with candidates, put them into scenarios

and ask them for examples of how they have responded in the past. Skill assessment,

aptitude tests and even reference letters are secondary. Someone might do well on a test but

be a complete bonehead to work with.

Before you can pick the right candidate, you need to pick the format of interview that

most practically suits your work scenario. Thanks to modern technology, there are several

ways to conduct an interview, and there are also various formats of interview, each with its

own strengths and limitations.

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 Face to face: Ideally, it is the best for employers to interview applicants in person. A

face-to-face interview allows you to make a well-rounded assessment of a candidate's social

skills, which may be important in a customer-driven or team-playing role.

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 Telephone: Interviewing over the phone doesn't require the applicant to be in front of a

computer; not everyone has a laptop at home. Phone interviews are easily scheduled, but

make sure you round out the process with reference checks and case-study responses,

because you can't see how the applicant in behaving during the interview.

Skype and video-conferencing: These technologies are particularly useful in the tourism

industry. A good example is the hotelier who needs to interview housekeeping candidates

from Europe or Australia by going online, because it is impractical for applicants to travel to

the employer's place of business, and even long-distance calls can incur unnecessary costs.

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Interviewers should bear in mind that some job-seekers may be willing to do an online

interview but might be somewhat uncomfortable with the technology, so don't be too

judgmental in the area of speaking style or body language. Also, people tend to come across

differently on-screen than in person even at the best of times.

The best questions are follow-up questions, such as "How did that situation come

about?" or "Why did you do that?" These queries force applicants to abandon replanted

responses and dig deeper.

Here are some interview questions to get you started:

1. If you could design the perfect job for yourself, what would you do? Why?

2. What kind of supervisor gets the best work out of you?

3. How would you describe your current supervisor?

4. How do you structure your time?

5. What were your three biggest accomplishments in you last jobs? In your career?

6. What can you do for our company that no one else can?

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 7. What are your strengths/weaknesses?

8. How far do you think you can go in this company? Why?

9. What do you expect to be doing in five years?

10. What interests you most about this company? This position?

11. Have you hired people before? If so, what did you look for?

Your candidate's responses will give you a window in his or her knowledge, attitude

and sense of humour. Watch for signs of "sour grapes" about former employers. Also be alert

for areas people seem reluctant to talk about. Probe a little deeper without sounding

judgmental.

Pay attention to the candidate's nonverbal cues, too. Does she seem alert and interested,

or does she slouch and yawn? Are his clothes wrinkled and stained or clean and neat? A

person who can't make an effort for the interview certainly won't make one on the job if

hired.

Finally, leave time at the end of the interview for the applicant to ask questions -- and

pay attention to what he or she asks. This is the time when applicants can really show they

have done their homework and researched your company or, that all they care about is what

they can get out of the job.

End the interview by letting the candidate know what to expect next. How much longer

will you be interviewing? When can they expect to hear from you? You are dealing with

other people's livelihoods, so the week that you take to finish your interviews can seem like

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2.5 Explain how employers carry out the process of making a selection decision.

How do you select the right person for your business? There is no perfect answer, but the

interview process can be a tremendous help if you use it effectively. Interviewing candidates

for a position within your company is one of the final steps in the hiring process. Before you

get to this step, you want to make sure that you've completed all of the preceding steps.

Below is a list of the steps involved in the hiring process. See Find Law’s The Hiring

Process section for additional articles and resources on this topic.

In order, the key steps to finding the right person to fill a position in your company include:

1. Determine your need to hire a new employee.

2. Conduct a thorough job analysis.

3. Write a job description and job specification for the position based on the job analysis.

4. Determine the salary for the position, based on internal and external equity.

5. Decide where and how to find qualified applicants.

6. Collect and review applications and resumes, and then select the most qualified

candidates for further consideration.

7. Interview the most qualified candidates for the position.

8. Check references.

9. Hire the best person for the job.

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Conducting a Successful Interview: What to Do

1. Prepare in Advance for the Interview

 Know what you want in a candidate before you begin the interview.

 Know the job and its responsibilities.

 Prepare a list of standard questions concerning the candidate's skills, abilities and past

work performance that you want him/her to answer.

 Prepare a list of prioritized and measurable criteria for analyzing and comparing the

candidates.

 Review the candidate's resume prior to the interview.

 Set specific appointment times and reasonable time limits.

 Be prepared to justify the use of any required employment test.

2. Collect Pertinent Information during the Interview

 Since past behavior predicts future behavior, look for the candidate's behavior "patterns"

as you collect information. For example, has the candidate enjoyed "big picture" work or

detailed analysis more? Is he/she more of a generalist or more of a specialist?

 Try not to offer too much detailed information up front so that the candidate will be able

to formulate answers that exactly fits your company's needs.

 Ask questions that focus on the candidate's past performances.

 Ask specific, structured questions in regards to specific problems that the job holder

may face.

 Notice how well the candidate listens and responds to the questions asked.

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 Note the candidate's choice of words and non-verbal behavior.

 Listen to the questions the candidate asks. Clarify the reasons why the questions are

being asked. Notice which questions he/she asks first as they may be his/her primary

concerns.

 Take detailed hand-written notes concerning job related topics that will help you

distinguish the candidates from one another.

 Record information pertaining to the set criteria that will help in the evaluation of

candidates.

 Organize and analyze the information immediately after the interview when memory is

fresh.

3. Look and Act Professionally During the Interview

 Dress appropriately.

 Avoid appearing bored and fatigued.

 Set a businesslike atmosphere.

 Structure the interview and inform the candidate of the structure. Let the candidate know

you will be focusing on past results and that you will be taking a lot of notes.

 Provide information on the company and the job to each candidate.

4. Treat All Candidates Fairly

 Use your list of standard questions during each interview so that you treat the applicants

the same and so that you can compare apples to apples.

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 Refer to the criteria of the job when analyzing candidates.

 Keep all questions job-related.

 Do not ask discriminating questions.

 Show a genuine interest in every candidate you interview.

 If possible, have at least one other person meet and/or interview candidates who are

"finalists."

5. Be Courteous and Respectful

 Conduct the interview in a private place away from distractions.

 Begin the interview on schedule.

 If possible, conduct the interview without interruptions.

 Allow sufficient time for the interview.

 Appreciate the candidate's accomplishments.

 Do not patronize the candidate.

 Do not argue with the candidate.

 Thank the candidate for his/her time and interest.

6. Facilitate Open Communication

 Immediately attempt to establish a rapport with the candidate by breaking the ice.

 Promote a relaxed environment with free-flowing conversation.

 Do not dominate the discussion by talking too much.

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 Politely probe the candidate for information by asking open-ended questions that will

provide insight into the candidate's values and traits.

 Ask structured questions that will require some thought on the part of the candidate.

 Listen carefully to the candidate's answers.

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3.0 Summary

Human Resource Management (usually referred to as HR) involves everything related

to the employer-employee relationship and is about encouraging and guiding the

organization’s people and associated processes. It’s seen as a core business purpose essential

to the organization’s effective operation.

Companies have the never-ending task of interviewing, selecting and hiring employees.

However, despite the reiteration and skill of a company's human resources department,

selecting the right individual for a job is highly challenging. Making the wrong choice can

also be expensive. The employee selection process generally entails publication or

advertising, reviewing, screening, interviewing, testing then selecting the best available

candidate.

Explores ways to minimize errors in employee selection and placement. It starts by

describing the selection process and how to evaluate possible methods for carrying out that

process. Then takes an in-depth look at the most widely used methods such as applications

and résumés, employment tests and interviews. Ends by describing the process by which

organizations arrive at a final selection decision.

Selection is the process of picking up individuals (out of the pool of job applicants)

with requisite qualifications and competence to fill jobs in the organization. Selection is the

process of differentiating between applicants in order to identify and hire those with a greater

likelihood of success in a job.

Page 25 of 31
 Employers use testing techniques to screen applicants for positions with the business.

The interview process uncovers information about the applicant, but employment tests can

help to assess whether the employee is the right fit for the job. Applicants may have the

required education and experience but still lack the abilities to perform the duties of the job.

There are several key elements in the recruitment and hiring process, including aptitude

tests and reference checks, but the most crucial and valuable step is the properly conducted

interview.

How do you select the right person for your business? There is no perfect answer, but

the interview process can be a tremendous help if you use it effectively. Interviewing

candidates for a position within your company is one of the final steps in the hiring process.

Before you get to this step, you want to make sure that you've completed all of the preceding

steps.

Page 26 of 31
Reference

1. BBA 1001

2. www.smtbstore.com/sample/178sample.doc

3. http://www.lse.ac.uk/intranet/CareersAndVacancies/careersService/EmploymentSectors/

BusinessManagementHR/HR/Home.aspx

4. https://www.entrepreneur.com/article/225960

5. https://www.go2hr.ca/articles/how-conduct-effective-interview

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COURSEWORK

1. Explain carefully SEVEN human resource management programs that require some type

of information that is gleaned from job analysis.

1. Work Redesign. As previously discussed, job analysis and job design are interrelated.

Often a firm will seek to redesign work to make it more efficient or effective. To

redesign the work, detailed information about the existing job(s) must be available. In

addition, redesigning a job will, in fact, be similar to analyzing a job that does not yet

exist.

2. Human Resource Planning. In human resource planning, planners analyze an

organization's human resource needs in a dynamic environment and develop activities

that enable a firm to adapt to change. This planning process requires accurate

information about the levels of skill required in various jobs to ensure that enough

individuals are available in the organization to meet the human resource needs of the

strategic plan.

3. Selection. Human resource selection identifies the most qualified applicants for

employment. To identify which applicants are most qualified, it is first necessary to

determine the tasks that will be performed by the individual hired and the knowledge,

skills, and abilities the individual must have to perform the job effectively. This

information is gained through job analysis.

4. Training. Almost every employee hired by an organization will require training. Some

training programs may be more extensive than others, but all require the trainer to have

identified the tasks performed in the job to ensure that the training will prepare

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 individuals to perform their jobs effectively.

5. Performance Appraisal. Performance appraisal deals with getting information about

how well each employee is performing in order to reward those who are effective,

improve the performance of those who are ineffective, or provide a written justification

for why the poor performer should be disciplined. Through job analysis, the

organization can identify the behaviors and results that distinguish effective

performance from ineffective performance.

6. Career Planning. Career planning entails matching an individual's skills and

aspirations with opportunities that are or may become available in the organization.

This matching process requires that those in charge of career planning know the skill

requirements of the various jobs. This allows them to guide individuals into jobs in

which they will succeed and be satisfied.

7. Job Evaluation. The process of job evaluation involves assessing the relative dollar

value of each job to the organization to set up internally equitable pay structures. If

pay structures are not equitable, employees will be dissatisfied and quit, or they will

not see the benefits of striving for promotions. To put dollar values on jobs, it is

necessary to get information about different jobs to determine which jobs deserve

higher pay than others.

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2. Please describe the comparison of discrimination theories.

TYPES OF DISPARATE DISPARATE REASONABLE

DISCRIMINATION TREATMENT IMPACT ACCOMMODATION

Show intent? Yes No Yes

Prima facie case Individual is Statistical disparity Individual has a belief

member of a in the effects of a or disability, provided

protected group, facially neutral the employer with

was qualified for the employment notice (request to

job, and was turned practice accommodate), and

down for the job, was adversely

and the job affected by a failure

remained open to be accommodated

Employee’s defense Produce a Prove that the Job-relatedness and

legitimate, employment business necessity,

nondiscriminatory practice bears a undue hardship, or

reason for the manifest direct threat to health

employment /relationship with or safety

decision or show

bona fide

occupational

qualification

(BFOQ)

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Plaintiff’s rebuttal Reason offered was job performance

merely a "pretext"

for discrimination

Monetary damages Compensatory and Alternative Compensatory and

punitive damages procedures exist punitive damages (if

that meet the discrimination was

employer's goal intentional or

without having employer failed to

disparate impact show good faith

Equitable relief efforts to

(e.g., back pay) accommodate)

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