RECRUITMENT AND SELECTION

INTRUDUCTION:
Recruitment is the process of identifying and attracting potential
employees to fill job vacancies within an organization. It involves
creating awareness of job opportunities and encouraging
candidates to apply. Experts define recruitment as the
development and maintenance of a sufficient workforce, ensuring
a pool of available talent for the organization when needed.
Essentially, it encompasses both searching for prospective
employees and motivating them to seek employment with the
organization.
sources' OF RECRUITMENT
Internal Sources:
refers to the recruitment
from within the company.
The various internal sources
are promotion; transfer, past
employees and internal
advertisements.
 External Sources
Refers to the practice of getting
suitable persons from outside.
The various external sources are
advertisement, employment
exchange, past employees,
private placement agencies and
consultants, walks-ins, campus
recruitment, trade unions, etc.
 Direct recruitment
Involves posting job vacancies on
the company’s notice board, often
referred to as "recruitment at the
factory gate." This method is
typically used to fill casual positions
that require unskilled labor, with
workers paid on a daily-wage basis.
It is a cost-effective approach, as it
eliminates advertising expenses.
Casual callers or unsolicited applications

Are a valuable source of potential

employees for organizations known
for being good employers. These
unsolicited applications can be stored
and used by the personnel
department to fill vacancies as they
arise. This method is cost-effective, as
it eliminates the need for external
recruitment efforts.
 Media advertisement
You are
Involves promoting job openings through
newspapers and trade journals, often used
here
when qualified personnel aren't available
through other sources. This method is
commonly employed for senior positions,
allowing organizations to provide detailed job
descriptions and specifications for self-
screening by candidates. The advantage is a
broader candidate pool; however, it can also
lead to an overwhelming number of responses,
including many from unsuitable applicants.
Employment agencies
Including government-run employment exchanges, are
effective sources for recruiting unskilled, semi-skilled, and
skilled workers. In some cases, organizations are legally
required to notify these exchanges of job vacancies. While
employment exchanges facilitate connections between
employers and job seekers, private agencies and
professional bodies primarily handle recruitment in
technical and professional fields. Together, these agencies
provide nationwide services to align personnel demand with
supply.
Management consultants
Assist organizations in recruiting technical,
professional, and managerial personnel, focusing
on middle and top-level executive placements.
They maintain a database of candidates with
various qualifications and skills and often advertise
job openings on behalf of their clients to find the
right candidates.
Educational institutions
Or campus recruitment, involve organizations
recruiting graduates from universities and
vocational schools due to the increasing
technical complexity of jobs. Many companies
maintain strong relationships with these
institutions to identify and hire suitable
candidates. This well-established practice is
particularly common for recruiting
management trainees, with reputable firms
often sending representatives to management
institutes to select talented MBA candidates.
 what is mba candidates?

Master of Business Administration-

It's a master's degree that offers a
broad-based business education
designed to teach skills that can help
you succeed in any business area,
from economics and marketing to
financial management and social
responsibility.
Recommendations
From friends and relatives can be a valuable
recruitment source, as employers often trust
candidates whose backgrounds are known. When
current employees or business contacts refer
someone for a job, it effectively serves as a
preliminary screening, increasing the likelihood
that the candidate will be a good fit for the
position.
Labor contractors
Are a significant recruitment source in some
Indian industries, supplying workers as employees
of the organization. However, a major drawback
is that if a contractor departs, all the workers
recruited through them may also leave, making
this method less favorable for many businesses.
Additionally, recruitment through labor
contractors is banned in public sector units.
 Telecasting
Vacant job positions on television is
becoming increasingly popular, with
programs like Job Watch and Youth Pulse
providing information about various job
opportunities. These broadcasts highlight
job requirements and the necessary
qualifications, along with details about the
hiring organization. However, the use of
TV for recruitment is still less common
compared to other methods.
 Raiding
Refers to the practice of attracting employees from
other organizations, particularly qualified
professionals seeking better opportunities. Some
potential recruits may be dissatisfied with their current
roles, making them easier to entice. However, others
who are satisfied may require attractive compensation
packages to make a switch. Despite its effectiveness,
raiding is often viewed as an unethical practice and is
not openly discussed.
 MERITS OF EXTERNAL SOURCES
Wider choice: When
vacancies are Competitive Spirit: If
advertised widely a a company can tap
large number of Fresh Talent: The external sources, the
applicants from insiders may have existing staff will have
Qualified Personnel: limited talents. to compete with the
outside the
By using external External sources outsiders. They will
organization apply.
sources of recruitment facilitate infusion of work harder to show
The management has
the management can fresh blood with new better performance.
a wider choice while
make qualified and ideas into the
selecting the people
trained people to enterprise. This will
for employment.
apply for vacant Jobs improve the overall
in the organizations. working of the
enterprise.
 Demerits of External Sources
Uncertain Response: The
Lengthy Process:
candidates from outside
Recruitment from
may not be suitable for the
outside takes a long
enterprise. There is no
time. The business has
guarantee that the
to notify the vacancies
enterprise will be able to
Dissatisfaction among and wait for
attract right kinds of
Existing Staff: External applications to initiate Costly Process: It is very people from external
recruitment may lead to the selection process costly to recruit staff sources.
dissatisfaction and from external sources. A
frustration among lot of money has to be
existing employees. They spent on advertisement
may feel that their and processing of
chances of promotion are
applications.
reduced.
EVALUATION OF ALTERNATIVE SOURCES
A company cannot rely on a single
source for filling all its vacancies; Time lag between Requisition and Placement: To assess recruitment
it must strategically combine efficiency, companies can analyze the time lag between requisition
multiple sources while considering
costs, flexibility, candidate quality,
and placement by gathering time-lapse data. For example, if the
and the impact on the current average durations from application to interview (15 days),
workforce. To evaluate the interview to offer (5 days), offer to acceptance (7 days), and
effectiveness of various
recruitment sources, companies acceptance to starting work (21 days) total 48 days, this estimate
can implement specific measures helps in understanding the recruitment process timeline. This
to assess their performance.
information allows companies to evaluate the effectiveness of
various recruitment sources and make informed choices about
which to use.
 Yield Ratios
Indicate how many leads or contacts are
necessary to achieve a specific number of
hires within a set timeframe. For instance, if a
company needs 10 engineers in 6 months and
has determined it must extend 2 offers for
each acceptance, it will need to make 20
offers. With an interview-to-offer ratio of 3:2,
30 interviews must be conducted, and with an
invitee-to-interview ratio of 4:3, 40 candidates
should be invited. Lastly, if the ratio of
contacts needed to find suitable candidates is
6:1, the company will need to generate 240
contacts to meet its hiring goal.
 Selection:
Selection refers to the process of choosing candidates
from a pool of applicants by assessing their information
—such as age, qualifications, experience, and qualities
—to match them with job requirements. It involves
eliminating unsuitable candidates at various stages to
identify the most suitable individuals for the position.
This process is an integral part of recruitment.
 Purpose of Selection:
The purpose of selection is to identify candidates who best match the
job and organizational requirements, focusing on achieving an
optimal fit between the individual and the role. Some organizations
prioritize selecting the "Right Person for the Right Job," viewing the
job as a constant, while others aim to find the "Right Job for the
Right Person," adapting roles to suit individual strengths. A
secondary objective might be to choose the best available candidate,
but this can lead to issues if the job doesn't align with the person's
potential, resulting in monotony, boredom, and increased turnover.
 Criteria of Selection:
Selection decisions are based on predicting an applicant's likelihood of success on
the job, using information from application forms, tests, and interviews. The
selection criteria must be relevant to the job, with key dimensions identified through
job analysis. Common criteria include educational qualifications, technical skills,
and achievements, but the statistical relationship between these and job
performance can vary. Core skills like sensory-motor and manipulative skills are
easier to measure than subjective traits such as aptitude, personality, and integrity.
Attributes like loyalty, initiative, and mental alertness are crucial for managerial
positions but are challenging to assess accurately. This difficulty persists partly
because employers, particularly in India, face less pressure to justify their selection
criteria.
SELECTION PROCESS
The selection process starts with a clear job specification, which
significantly influences the number and quality of applicants. For example,
requiring an MBA for management trainee positions may yield hundreds
of applicants, while a more general requirement like a graduation in any
discipline could attract thousands. Factors such as the firm's reputation,
job content, compensation, and location also affect applicant response.
The selection process involves multiple stages, often referred to as hurdles,
which candidates must navigate from initial contact to final acceptance or
rejection. The complexity of this process generally increases with the skill
and responsibility level of the position. Not all organizations use the same
stages, and the sequence may vary by job. For instance, a market research
firm hiring temporary research investigators might streamline its selection
by conducting interviews shortly after applications are submitted and
making immediate job offers without additional tests or references.
 Initial Screening:
The initial screening or preliminary interview aims to reduce
selection costs by filtering out unsuitable candidates early in the
process. Typically conducted by a junior executive, this stage
assesses candidates against specific criteria such as age,
qualifications, and experience. During the preliminary interview,
information is exchanged about the job and mutual expectations.
If the candidate is deemed suitable, they are provided with a
designated application form to complete and submit.
 Application Form
The application form is designed to gather information
about an applicant's social, demographic, academic, and
work-related background, as well as references. While
forms may differ for various positions, some
organizations might not use a standardized form and
instead request candidates to write applications on plain
paper.
 Tests
A test is a sample that assesses an individual's behavior,
performance, or attitude, allowing for systematic
comparisons between multiple candidates. Tests act as
screening tools and provide additional insights to enhance the
accuracy of selection decisions, making them valuable
predictors in the recruitment process.
 Intelligence Tests:
Intelligence tests measure an individual's intellect or
mental abilities, often referred to as tests of mental
ability. They assess traits such as reasoning, verbal and
non-verbal fluency, comprehension, numerical skills,
memory, and spatial relations. Examples of standard
intelligence tests include the Binet-Simon test, Stanford-
Binet test, and Wechsler-Bellevue Scale.
 Aptitude Tests
Aptitude refers to one's natural propensity or
talent or ability to acquire a particular skill.
While intelligence is a general trait, aptitude
refers to a more specific capacity or potential. It
could relate to mechanical dexterity, clerical,
linguistic, musical academic etc.
 Achievement Tests
Achievement tests measure an individual's skills or acquired
knowledge, often through paper-and-pencil assessments focused on
specific subjects. However, knowing a subject doesn't always guarantee
top performance. Work sample tests, which simulate actual tasks and
working conditions, provide standardized measures of behavior to
evaluate an individual's ability to perform rather than just their
knowledge. These tests are particularly effective for assessing skills in
areas like typing, stenography, and technical trades, as they
demonstrate a clear relationship between test content and job
performance.
 PIP Tests
PIP tests measure an individual's personality, interests, and
preferences to understand their relationship with various job
types. Interest tests, such as the Strong Vocational Interest
Blank and Kuder Preference Records, assess individuals' likes
and dislikes regarding occupations and hobbies, helping to
identify suitable career paths (e.g., artistic, technical).
However, these tests do not predict job performance and can
be susceptible to faking, as their underlying assumptions may
not always hold true.
 PROJECTIVE TEST
Projective tests require candidates to interpret problems or
situations, with their responses reflecting personal values,
beliefs, and motives. Examples include the Thematic
Apperception Test and the Rorschach Ink Blot Test. In the
Thematic Apperception Test, candidates are shown a
photograph and asked to interpret it, allowing the test
administrator to draw inferences about the individual's
underlying values and motivations based on their interpretation.
 Other Tests
Various less common tests are also used in selection
processes, including polygraphs (lie detector tests),
graphology (handwriting analysis), and non-verbal
communication tests that assess gestures, body
language, and eye contact. These tests are used
infrequently and often in specific circumstances.
The following could be considered as thumb rules of selection tests
1. Tests are to be used as a screening device,
2. Tests scores are not precise measures. Use tests as supplements
than standalone basis. Each test can be assigned a weights;
3. Norms have to be developed for each test; and their validity and
reliability for a given purpose is to be established before they are
used;
4. Tests are better at predicting failure than success; (e) Tests
should be designed, administered assessed and interpreted only by
trained and competent persons.
 INTERVIEW
An interview is a crucial oral examination in the employment selection process,
serving as the primary method for gathering information about candidates and
assessing their suitability. While organizations aim for objectivity, interviews
often remain subjective. They typically occur at both the beginning and end of
the selection process and can vary in focus and format, often conducted by a
panel representing personnel and relevant departments. Interviews may be
structured or unstructured, general or in-depth.

In some cases, stress interviews are used to assess how candidates handle
pressure by posing challenging or uncomfortable questions. Overall,
interviewing is both an art and a science, and its effectiveness can be
enhanced by focusing on specific aspects during the process.
The interview should be based on a checklist of what to look for in a
candidate. Such a checklist could be based on proper job analysis. Each
critical attribute which the interview seeks to evaluate may be assigned
specific weights.
It is desirable to prepare a specific set of guidelines for the interview.
The interviewers need to train to evaluate performance in the interview
objectively. Also, all interviewers need to develop common understanding
about the criteria measures, their purposes and weights
The interviewers may use past behavior to predict future behaviors and
obtain additional information to attempt such linkages more meaningfully.
There should be proper coordination between the initial and succeeding
interviews.
The interview (even stress interview) should be conducted in a related
physical setting
BACKGROUND INVESTIGATION
Background investigations in the selection process may involve verifying
references from past teachers, employers, and public figures, along with
police checks and medical examinations. This verification helps guard
against potential falsification by applicants. However, due to skill shortages
and competitive hiring strategies, some employers may provide misleading
references for candidates they want to offload, while protecting valued
employees.

In the private sector, employers often find that tracking actual past performance
yields more accurate information than relying solely on references, which may
reflect subjective opinions. Medical and physical examinations are typically
conducted as part of the selection process to ensure candidates meet the necessary
health and fitness requirements for the job.
Determine whether the applicant has the physical ability
to carry on the duties arid responsibilities effectively,
ascertain whether the applicant has a record of health
problems, which can potentially affect his behavior and
performance on the job adversely.
Know whether the applicant is more sensitive to
certain aspects of work-place environment such
as chemicals.
Screening Strategies for HR Screening

Is the process of choosing

a qualified person for
specific role who
organization. successfully
deliver valuable
contributions to the
 Multistage Selection Strategy this combines a number of
assessment tools as part of the process. The human
resources department is responsible for validating each
assessment tool and ensuring that it is legitimately related
to the requirements of the open position.
Examples of different stages in a multistage selection strategy:
a. Personality tests
b. Skills tests
c. Interview and sample work performance
This strategy is paired with either a conjunctive or
compensatory strategy.

Compensatory Selection Strategy - this method

administers all assessment tools to applicants at
the same time, or at least all of them are
administered before a candidate is eliminated or
selected.
How to interview Job Candidates

A. Preparation
1. Schedule interviews with all
candidates that meet the minimum
qualification.
2. When inviting them for an
interview, also send them the job
description.
B. Use Multiple Interviewers per
Interview
1. Consider having multiple people at
the interview.
 Questions to Pose during Interviews

When a posing the 1. Do not rely on your memory.

following types of 2. While interviewing candidates, always apply the same questions to all
questions, always be candidates.
3. All questions should be primarily in regard to performing the duties of
courteous and respectful
the job.
to the candidates. Do not 4. Ask open-ended questions and try to avoid questions answered with "yes"
share reaction between or "no".
interviewers. 5. Consider asking some rather thought-provoking and challenging
questions.
6. Talk for at most 25% of the time-listen for the rest.
7. If it is clear that the candidate is not suitable for the job, then "sell" the
organization.
Be sure to tell candidates of any relevant
conditions from your personnel policies.
Determining an employee's understanding of her
social role would involve observing her behavior
as it relates to her staff position. For instance,
note if an employee treats her co-workers with
respect and works with them to achieve business
related goals.
 Types of Screening Methods

There are a number of 1. Short Screening Interview - A short screening interview is designed to
screening methods and quickly assess applicants before a final interview, aiming to clarify
techniques you can use. information on resumes and evaluate qualifications to create a shortlist.
These interviews focus on specific details, such as the applicant's
The following is a list of
experience, accomplishments, responsibilities, education, and field
the more common types knowledge. They are often conducted by phone and typically last
available. between ten to twenty minutes.
2. Work Sample - This selection technique measures applicants' essential
job-related skills by requiring them to demonstrate specific abilities, such
as composing a business letter. The work samples requested should
reflect the key tasks and behaviors necessary for effective job
performance.
3. Tests - This selection technique consists of a written and/or proficiency assessment of the
applicant's knowledge, skills and abilities. This method is not traditionally used in the
screening of faculty and non-faculty exempt employees.

Evaluate all tests on the following factors:

1. Is it really job-related? To be valid, a test must evaluate skills that the applicant will need
and use on the job, not general knowledge or skills that are outside the scope of the
position.
2. Does it really work? Is there any correlation between the employee's job performance and
his or her test results? In other words, do the employees who scored higher perform better?
3. Does it treat everyone fairly? If women or minorities pass the test less frequently than
non-minority applicants do, the test may be flawed, and may leave you open to damaging
discrimination claims.
4. Is it necessary? Determine whether the test is really helping you make the right hiring
decisions. If not, you may want to stop testing altogether, or use another test that is
clearly job-related and leads to better results.
You should read carefully in the area of employment testing. Good testing can yield
valuable information. But when done improperly, it can yield serious legal problems.

Assessment Center

An assessment center evaluates a candidate's qualifications for a specific position

through individual and group exercises conducted under standardized conditions. These
exercises simulate essential skills and abilities needed for successful job performance. A
team of qualified observers, knowledgeable about the job requirements and assessment
format, monitors the candidate's behavior during the process.
Assessment center exercises include but are not limited to:
a. Oral Presentation Exercise: Candidates give an oral presentation in which they must
defend their positions and recommendations on a specific issue.
b. In-basket Exercise: This consists of a variety of memos, letters, and documents of
varying importance that the candidates respond to and prioritize.
c. Leaderless Group Discussion: Candidates are given a specific problem in which they
are instructed to try and reach a group consensus within a specified amount of time.
This exercise measures qualities such as decision-making, cooperation, and
interpersonal skills.
d. Role-Play Exercise: Candidates deal with an employee, irate citizen, or member of the
community. This exercise measures such skills as communication, problem solving, and
interpersonal skills.
e. Written Report/Analysis Exercise: Candidates are presented with a job-related topic
and are instructed to write a report, position statement, or outline of a new policy
Legal Implications

Employers must ensure that they do not illegally discriminate against applicants
during the hiring process. Discrimination based on race, gender, national origin, age,
religion, and disability is prohibited. Given that most applicants are aware of these
laws, any signs of bias in the hiring process could result in serious legal consequences
for the organization.

A. Race or color discrimination. Race refers to the classification of individuals based

on heritable characteristics, particularly visible traits like skin color. It is illegal for
companies to discriminate against job applicants based on race or color. For
instance, in a predominantly white society, a company might refrain from hiring
someone with a different skin color due to concerns about potential disputes and
communication issues among employees.
B. Ethnicity or national origin discrimination. National origin discrimination involves
treating individuals unfairly based on their country of origin or ethnicity. This can
include preference for candidates from a particular region, such as favoring a local
candidate from Crete over a more skilled applicant from Corfu. An example of this type
of discrimination is when a person is denied a front office position in a Greek hotel
solely due to their Albanian nationality.

C. Sex or gender discrimination. It is illegal to discriminate against workers based on

gender. Sexual discrimination can occur during recruitment when an employer chooses
not to hire someone due to their gender. This can also extend to wage disparities based
on gender. For instance, if an employer selects a less skilled man over a more skilled
woman, it constitutes sex discrimination.
D. Pregnancy discrimination. It is illegal to discriminate against pregnant women in the
hiring process. Employers cannot refuse to hire a woman due to her pregnancy or any
related condition. For example, if a hotel employer chooses to hire an unskilled woman
over a skilled pregnant woman solely because of her pregnancy, this constitutes
discrimination.

E. Religion or creed discrimination. Creed or religion refers to a shared belief system or

faith, and discussing one's religion during an interview can lead to potential
discrimination. Individuals may face discrimination for wearing religious symbols, such
as a turban or a cross necklace. For instance, if a Muslim candidate is not hired by a
Greek hotel because of their turban, it constitutes religious discrimination.
F. Political affiliation discrimination. Political affiliation discrimination occurs during
the recruitment process when an employer attempts to gauge a candidate's political
beliefs, potentially affecting hiring decisions. For example, if an employer makes
comments during an interview to discover the applicant's political affiliation, it may lead
to discrimination against candidates whose views differ from those of the employer.
G. Disability or medical condition discrimination. Disability discrimination happens
when an employer unfairly treats a qualified applicant because of their disability.
Employers are legally required to provide reasonable accommodations for job
applicants with disabilities. This discrimination can also occur based on an applicant's
history of a disability, such as a person who has had controlled cancer.
H. Age discrimination refers to the age discrimination. The age discrimination is usually
against the youth and against those that are above 40 years old and older. There are a
lot of companies that refuse to hire people above a certain age. But all aspects of
employment are protected from age discrimination including the recruitment process.
Legal Implications of Contracts
A written contract is a legal agreement
between two parties, requiring one to make
an offer and the other to accept it, followed
by an exchange of consideration to make it
binding. The legal implications depend on the
contract's terms. In the case of a breach of
contract, if one party fails to perform their
obligations, they may face legal consequences.
The non-breaching party can sue for
damages, typically seeking "expectation
damages" to restore them to the position they
would have been in had the contract been
fulfilled.
Condition of Legal Implications
Some legal contracts include conditions
for performance, meaning a party may not
have to perform unless a specified
condition occurs. Thus, non-performance
does not always equate to a breach of
contract. For example, if a property-
development business agrees to sell a
building contingent on the buyer securing
financing, and the buyer fails to obtain
that financing, their obligation to perform
under the contract is canceled.
Screening Interviews
Effective screening of job applicants is crucial for a
business's success, whether or not it has a formal
human resources department. The interview process is
a two-way exchange, where both the employer and
applicant assess their fit. Hiring an overqualified
candidate may lead to turnover, while hiring an
underqualified one can hinder team efficiency.
Certain industries have established interview formats
that can inform your own screening protocols. A good
interview format should allow applicants to ask
questions, revealing additional insights that aid
selection. A thorough screening process is essential for
evaluating applicants' communication and social skills,
and can be adapted as needed to gather relevant
information.
Following are effective interviewing formats to consider:

The Behavior Description Screening Format involves asking applicants

about their past actions in employment situations similar to those
they may face in the new role. Responses are scored using a guide
created by human resources. This method, known as the STAR
Method (Situation, Task, Action, Results), has been used for decades
by the U.S. military and in industries such as telecommunications and
pharmaceutical sales.
In the Comprehensive Structured Screening Format, applicants are
asked questions about their job knowledge, the requirements of the
position, and how they would manage challenging situations or
perform various job duties. This approach helps assess the applicant's
current level of expertise related to the role.
The Oral Screening Boards Format involves applicants responding to
job-related questions posed by a panel of interviewers. Each panel
member rates the applicant on factors like work history, motivation,
creative thinking, and presentation. However, the scoring process can
be subjective and influenced by individual biases, and this technique
may not be practical for roles with a large number of applicants.
The Situational Screening Format interviews applicants about their potential actions in
various job-related scenarios. This method aims to assess less quantifiable traits, such as
personality, collegiality, professionalism, and problem-solving skills. It often uses the
Critical Incidents Technique (CIT), where applicants respond to challenging situations, and
their answers are scored based on a pre-set guide.
The Structured Behavioral Screening Format consists of standardized questions that ask
applicants how they handled past situations relevant to the job. Interviewers may also ask
probing questions for more details about the situations, the applicant's behavior, and the
outcomes. Responses are scored using behaviorally anchored rating scales.
The Unstructured Screening Format allows for a variety of questions to be asked of different
applicants, focusing on individual strengths. When using this format, it’s important to
assess candidates' awareness of their own talents and strengths. Strong applicants often
have prior assessments of their abilities. Interviewers should inquire about how candidates
recognize their strengths and manage weaknesses, as well as whether the position would
enable them to leverage their strengths while addressing any weaknesses.
Tips on how to prepare for the pre-screening interview questions

1. To excel in a telephone-screening interview, it's essential to prepare in advance.

So, if you have applied for a
Familiarize yourself with the company's website, its products and services, notable
job, you better be prepared achievements, stakeholders, and clients. This knowledge will help you present
for a phone-screening yourself as a well-informed candidate.
interview before facing the 2. Stay relaxed during your first interview to avoid panic. Interviewers prefer calm,
real hurdle face-to-face composed candidates who can handle questions maturely. Take a deep breath and
interview. Perhaps, a few respond to questions with ease.
3. Maintain the tonality - You need to maintain the tonality. However, you must not
tips given below can surely
answer the queries in a monotonous tone.
help you in clearing the
screening process: The initial HR screening is the first step in the interview process and does not
guarantee progression. However, if the applicant demonstrates the necessary skills,
qualifications, and interest in the job, she is likely to be considered for a standard
interview.
Steps in Initial Screening of the Applicants

Step 1 involves reviewing the applicant's cover letter and resume. If

the company uses an online application process, the reviewer should
compare the application with the resume to ensure consistency and
assess qualifications.
Step 2 involves reading the job posting and creating questions related
to its basic requirements. For instance, if the position requires a
bachelor's degree, formulate a question about the candidate's
academic background. Similarly, if specific experience is needed,
include that in the screening questions. After the initial screening,
these questions and the candidate's responses will help assess whether
they meet the basic requirements and how many desired qualifications
they possess beyond those.
Step 3 involves welcoming the applicant to your office and making
them feel comfortable by offering water or coffee and engaging in
small talk. This initial HR screening is crucial for the candidate's
progression in the selection process, so it's important to create a
relaxed atmosphere. If the screening is conducted over the phone,
taking a moment for light conversation can also help set a positive
tone for the discussion.
In Step 4, the interviewer provides the applicant with an overview of the company's
history, mission, and philosophy. They also share information about any upcoming
business changes, such as plans to expand into foreign markets, to give the
candidate insight into the organization's goals and future direction.
Step 5, the interviewer outlines the job's details, including its department and
purpose, highlighting how it contributes to the organization's overall success. They
explain that the current interview is a preliminary screening based on the applicant's
application materials, and they provide an overview of the screening and interview
process, along with an estimated timeline for the selection process.
Step 6, the interviewer informs the applicant that they will be taking notes during
the meeting to avoid any confusion during pauses in questioning, especially in a
phone interview. They emphasize the importance of using a separate sheet for notes,
avoiding any writing on the application or resume, and focusing solely on job-
related factors such as experience, communication skills, and product knowledge.
In Step 7, the interviewer asks the applicant basic questions regarding
their education, certifications, and required licenses. They instruct
the applicant to detail their work experience in reverse chronological
order, including the company name, job title, responsibilities, dates
of employment, and reasons for leaving each position.
Step 8, the interviewer invites the applicant to ask any questions
about the job or the company. They inform the applicant about the
timeline for scheduling face-to-face interviews and provide their
email address for further communication. Finally, the interviewer
expresses gratitude for the applicant's time and interest in the
company.
Six common screening questions ask to get a lot of impact in minimal
time increments. (By: Julie Salerno)

1) What are you looking for in a job?

This question serves as an effective opener, revealing what candidates
truly seek in a role. By listening carefully, you can identify desires that
your organization may not fulfill, such as a preference for creativity in
a position that lacks it. If candidates express interests that align with
what your organization offers, you can inform the hiring manager to
highlight those aspects during the live interview, enhancing your
recruitment strategy.

2) What attracted you to this organization?

This allows the job seeker to show off their knowledge regarding the
company and the position while giving you a chance to see whether or
not they've adequately prepared.

3) How would you apply your skills to this job?

This takes the ever popular "Tell me what you'd do in your first 90
days" question and combines it with the "Why are you the right person
for this position?
 4) What quality/qualities are you looking for in a team/manager?
This depends on the position of course, but you need to know whether this person can deal with
a team or manager and if so, what kind.

5) What is your biggest weakness and how do you plan to overcome it?
This question serves two purposes. The first if to find the answer to the question so you can
adequately manage this person (or someone on your team can) and the second is to show that in
your organization any weakness can be overcome and there is value assigned to those who try
to tackle personal goals.

6) Tell me about your experience at and what you'd do differently here.

This question allows you to assess candidates' responses regarding their past employment and
reasons for leaving. The most recent job is often the most relevant to the position you're
offering. Importantly, by encouraging candidates to take accountability for their previous
work, you foster a sense of responsibility that can contribute to a positive work environment if
they advance in the selection process.
 REFERENCE CHECK
Completing Reference Checks

As a selecting official, it's crucial to conduct

reference checks before finalizing a hiring
decision. This process helps prevent
inappropriate selections, saving time and
resources. Given that some applicants may
provide false or exaggerated information,
preparing a reference check form in advance
and taking notes during the check is essential
for maintaining organized and accurate
records.
Conducting Effective Reference Checks
Conducting reference checks is a critical
step in the selection process, as past
performance often predicts future success.
By speaking with previous supervisors, you
can assess whether the applicant is suitable
for the role. This process helps identify the
most qualified candidates who are a good fit
for the position, ultimately avoiding costs
linked to failed probation periods and poor
performance that could harm your
reputation and affect clients or guests.
Why Perform Reference Checks
Reference checks confirm the information on
candidates' applications and provide insights into
their skills and abilities from supervisors who have
observed their work. It's crucial to obtain the
applicant's consent before contacting references and
to focus on speaking with individuals who directly
supervised the candidate. Aim to gather feedback
from two or three work-related references,
particularly if the candidate's current employer is
unaware of their job search. Prepare a consistent set
of job-related and legal questions to ensure
uniformity in the evaluation process, avoiding any
inquiries that would be prohibited during interviews.
How to Conduct Reference Checks
1. Identify yourself, your title, organization name and tell them you are calling about a
reference for a candidate you are considering

2. Ask if now is a good time to talk or whether they would rather schedule a call at a
later time.

3. Make sure they understand that you have the consent from the applicant and that all
responses will remain confidential.

4. It is important to give a brief description of the role you are considering the
applicant for, so that they can comment in context.

5. Give them time to answer your questions. Let them respond, and do not cut them off
or put words in their mouth.
While it is important to tailor reference check questions to your organization,
the job and the applicant being considered, the following are some common
examples of questions that can be asked:
1. In what capacity were you associated with the applicant, and since what
date?
2. In what capacity was the applicant employed, and what were their job
responsibilities and salary?
3. Was the applicant successful in fulfilling his or her duties?
4. What was it like to supervise the applicant?
5. Was the applicant a valuable member of the team?
6. What unique skill did the candidate bring to your organization?
7. What were their strengths?
8. What were their weaknesses or areas that needed improvement?
9. How would they describe this applicant's absenteeism record in relation to
other employees?
0. Did you ever find it necessary to reprimand or discipline this person? If so,
what were the circumstances?
11. Considering the job being applied for, do you think the applicant is suitable?
12. Why did they leave your employment?
13. Would you rehire the candidate; why or why not?
14. Is there anything else you would like to add?

This simple list of questions helps narrow down your list of top candidates in
order to select the best person for the job, your organizations, your clients and
your bottom line.
 Application Forms
Begin the screening process by reviewing
application forms to filter out applicants who
do not meet job requirements, comparing their
qualifications against the job specification and
description. For cover letters, candidates
should link their education and experience to
the position while highlighting specific
qualifications, making this document a useful
initial assessment tool. Resumes provide a
brief overview of a candidate's education,
experience, skills, and accomplishments, while
a Curriculum Vitae (CV) offers a more
comprehensive account of their background.
Weighted Application Blank
A Weighted Application Blank (WAB) is a
method for collecting and scoring background
information from job applicants
quantitatively, based on proven "best
responses" for each application item.
Organizations assign numeric values or
weights to responses, with higher scores given
to items strongly linked to job performance.
While effective, developing a WAB can be
costly, especially for organizations with
multiple operating levels. Additionally, the
WAB must be periodically updated to ensure
that identified factors remain valid predictors
of job success.
 Why is the WAB superior to traditional application
forms?
The WAB is distinguished from traditional application
forms in three important ways:
a. The items on the WAB are selected based on their demonstrated relevancy for the jobs
for which applicants are being evaluated;
b. Best responses to each item are determined based on scientific data, as opposed to the
guesswork and assumptions that sometimes guide the development of traditional
application forms and;
c. Weights are assigned to each applicant response and scores are totaled thus permitting a
quantitative comparison of each applicant.
 What is the process of building a weighted applicant blank?
a. Choose the criterion.
b. Identify criterion groups among the employees in your study.
c. Select the items that you will evaluate to possible inclusion in
the WAB.
d. Specify response categories for each potential item.
e. Compare responses to each item between the good group and
the poor group and determine weights.
Biographical Data (BIODATA)
Biodata measures are based on the principle of
behavioral consistency, asserting that past
behavior predicts future behavior. These
measures include questions about an
individual's past events and behaviors that
reflect their personality, attitudes, experiences,
interests, skills, and abilities, all validated as
predictors of job performance. Typically,
biodata items are created using behavioral
examples from subject matter experts,
specifying situations that individuals may have
encountered and asking about their typical
responses. These items are objective, as they rely
on observable actions and factual information.
 Chapter Discussions:
1. Behind every successful
business, there are always
outstanding employees who
are making the firm more
productive and efficient. Try
to elaborate the statement in
your own words.
2. We examined different types of selection methods in this
chapter. Assume that you were just rejected for a job based
on one of these methods. In general, why might the
acceptability of the test to applicants be an important
standard in effective applicant screening.

3. Try to distinguish between concurrent and predictive

validation designs, discuss why the latter is preferred over the
others.
4. When it comes to validating tests, what type of predictors
that we studied in this chapter maybe over estimated and
underestimated if one relies just on supervisory evaluations
as the criterion.

5. How might you reconcile differences in assessed

performance if these two sources largely disagreed about the
value of any one employee, and how would data on
traditional predictors of performance help inform this
deliberation.
 GROUP 4:
Domile, Joe Franz
Regidor, Mike
Rusiana, Jessa Mae
Nuner, Ace Vronx
Vila, Rinbert
Visagas, Czarinna Briedgeth T.