What screening and selection methods are available, and
which ones are most accurate? Explain.
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Answer Posted / k-ilu
Selection Process
Selection is the process of choosing from a group of
applicants those individuals best suited for a particular
position. Most managers recognize that employee selection
is one of their most difficult, and most important,
business decisions. This process involves making a
judgment -not about the applicant, but about the fit
between the applicant and the job by considering knowledge,
skills and abilities and other characteristics required to
perform the job Selection procedures are not carried out
through standard pattern and steps in this. Process can
vary from organization to organization some steps performed
and considered important by one organization can be skipped
by other organization
Environmental Factors Affecting the Selection Process
A permanent, standardized screening process could greatly
simplify the selection process. However, development of
such a process even if it were possible and desirable would
not eliminate deviations to meet the unique needs of
particular situation.
Legal Considerations
Legislation, executive orders, and court decisions have a
major impact on human resource management. It is important
for hiring managers to see the relationship between useful
and legally defensible selection tools.
Speed of Decision Making
The time available to make the selection decision can have
a major effect on the selection process. Closely following
selection policies and procedures can provide greater
protection against legal problems; however, there are times
when the pressure of business will dictate that exceptions
be made.
Organizational Hierarchy
Different approaches to selection are generally taken for
filling positions at different levels in the organization.
Applicant Pool
The number of applicants for a particular job can also
affect the selection process. The process can be truly
selective only if there are several qualified applicants
for a particular position. The number of people hired for a
particular job compared to the individuals in the applicant
pool is often expressed as a selection ratio.
Type of Organization
The sector of the economy in which individuals are to be
employed private, governmental, or not-forprofit can also
affect the selection process.
Probationary Period
Many firms use a probationary period that permits
evaluating an employee’s ability based on performance. This
may be either a substitute for certain phases of the
selection process or a check on the validity of the process.
Selection Criteria
Mostly the selection of applicant depends upon the
following factors or criterions.
1. EDUCATION
2. COMPETENCIES
3. EXPERIENCE
4. SKILLS AND ABILITIES
5. PERSONAL CHARACTERISTICS
Applicant who is best fit should be hired instead of hiring
a person with extra ordinary skills it means right person
for right job should be hired person who is over or under
qualified for the particular job will not be able to adjust
in the organization.
STEPS IN THE SELECTION PROCESS
The selection process typically begins with the preliminary
interview; next, candidates complete the application for
employment. They progress through a series of selection
tests, the employment interview, and reference and
background checks. The successful applicant receives a
company physical examination and is employed if the results
are satisfactory. Several external and internal factors
impact the selection process, and the manager must take
them into account in making selection decisions. Typically
selection process consists of the following steps but it is
not necessary that all organization go through all these
steps as per requirement of the organization some steps can
be skipped while performing the selection process.
1. Initial Screening
2. Application Blank
3. Pre-employment Testing
• General Intelligence Tests
• Aptitude Tests
• Personality and Interest Tests
• Achievement Tests
• Honesty Tests
4. Interview
• Structured Interview
• Unstructured Interview
• Mixed Interview
5. Background Checks
6. Conditional job offer
7. Medical Exam/Drug Tests
8. Final Selection Decision
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Case let 1 Trust them with knee-jerk reactions," said Vikram Koshy, CEO, Delta Software India, as he looked at the quarterly report of Top Line Securities, a well-known equity research firm. The firm had announced a downgrade of Delta, a company listed both on Indian bourses and the NASDAQ. The reason? "One out of every six development engineers in the company is likely to be benched during the remaining part of the year." Three analysts from Top Line had spent some time at Delta three weeks ago. Koshy and his team had explained how benching was no different from the problems of excess inventory, idle time, and surplus capacity that firms in the manufacturing sector face on a regular basis, "Delta has witnessed a scorching pace of 30 per cent growth during the last five years in a row," Koshy had said, "What is happening is a corrective phase." But, evidently, the analysts were unconvinced. Why Bench? Clients suddenly decide to cut back on IT spends Project mix gets skewed, affecting work allocation Employee productivity is set to fall, creating slack working conditions. High degree of job specialization leads to redundancy What are the options? Quickly cut costs in areas which are non-core look for learning’s from the manufacturing sector Focus on alternative markets like Europe and Japan Move into products, where margins are better. Of course, the Top Line report went on to cite several other "signals," as it said: the rate of annual hike in salaries at Delta would come down to 5 per cent (from between 20 and 30 per cent last year); the entry-level intake of engineers from campuses in June 2001, would decline to 5 per cent (unlike the traditional 30 per cent addition to manpower every year); and earnings for the next two years could dip by between 10 and 12 per cent. And the loftiest of them all: "The meltdown at Nasdaq is unlikely to reverse in the near future." "Some of the signals are no doubt valid. And ominous," said Koshy, addressing his A-Team, which had assembled for the routine morning meeting. "But, clearly, everyone is reading too much into this business of benching. In fact, benching is one of the many options that our principals in the US have been pursuing as part of cutting costs right since September, 2000. They are also expanding the share of off-shore jobs. Five of our principals have confirmed that they would outsource more from Delta in India-which is likely to hike their billings by about 30 per cent. At one level, this is an opportunity for us. At another, of course, I am not sure if we should be jubilant, because they have asked for a 25-30 per cent cut in billing rates. Our margins will take a hit, unless we cut costs and improve productivity." "Productivity is clearly a matter of priority now," said Vivek Varadan, Vice-President (Operations). "If you consider benching as a non-earning mode, we do have large patches of it at Delta. As you are aware, it has not been easy to secure 70 per cent utilization of our manpower, even in normal times. I think we need to look at why we have 30 per cent bench before examining how to turn it into an asset." "There are several reasons," remarked Achyut Patwardhan, Vice-President (HR). "And a lot of it has to do with the nature of our business, which is more project-driven than product-driven. When you are managing a number of overseas and domestic projects simultaneously, as we do at Delta, people tend to go on the bench. They wait, as they complete one project, and are assigned the next. There are problems of coordination between projects, related to the logistics of moving people and resources from one customer to another. In fact, I am fine-tuning our monthly manpower utilization report to provide a breakup of bench costs into Examination Paper Semester I: Human Resource Management IIBM Institute of Business Management specifics-leave period, training programmes, travel time, buffers, acclimatization period et al." "It would be worthwhile following the business model used by US principal Techno Inc," said Aveek Mohanty, Director (Finance). "The company has a pipeline of projects, but it does not manage project by project. What it does is to slice each project into what it calls 'activities'. For example, communication networking; user interface development; scheduling of processes are activities common to all projects. People move from one project to another. It is somewhat like the Activity Based Costing. It throws up the bench time straightaway, which helps us control costs and revenue better." "I also think we should reduce our dependence on projects and move into products," said Praveen Kumar, Director (Marketing). "That is where the opportunity for brand building lies. In fact, now is the time to get our technology guys involved in marketing. Multiskilling helps reduce the bench time." "Benching has an analogy in the manufacturing sector," said Girish Shahane, Vice-President (Services). "We could look for learning's there. Many firms have adopted Just-In-Time (JIT) inventory as part of eliminating idle time. It would be worthwhile exploring the possibility of JIT. But the real learning lies in standardization of work. It is linked to what Mohanty said about managing by activities." "At a broader level, I see several other opportunities," said Koshy, "We can fill in the space vacated by US firms and move up the value chain. But before we do so, Delta should consolidate its position as the premier outsourcing centre. Since there are only two ways in which we can generate revenue-sell expertise or sell products-we should move towards a mix of both. Tie-ups with global majors will help. Now is the time to look beyond the US and strike alliances with firms in Europe- and also Japan-as part of developing new products for global markets." Questions 1. Should benching be a matter of concern at Delta? 2. What are the risks involved in moving from a project- centric mode to a mix of projects and products?
