HUMAN RESOURCE

MANAGEMENT

BUSINESS OBJECTIVES

HR PLANNING
Is Art of Prediction

JOB ANALYSIS

JOB DESCRIPTION JOB SPECIFICATION

RECRUITMENT

SELECTION
 SEQUENCE

 Selection
 Performance Management
 Pay
 Select or Outsource
 Selection Methods
• Testing
• Gathering Information
• Interviews (Structured and
Unstructured)
 SELECTION

The Process of making a “ Hire ” or “No Hire ”

decision regarding each applicant for a job.

Or

• Selection is the process of choosing qualified

individuals who are available to fill the
positions in organization.
 BASIC SELECTION
CRITERIA
Development of a clear specification upon which
Selection Activity will be based

Formal Education
Experience and Past Performance
Physical Characteristics
Personality Characteristics
 SELECTION PROCESS
Initial screening
Fail to meet minimum
qualification Passed
Completed application
Failed to complete job
application or failed job Passed
specification
Employment test
Failed Test
Passed
Passed Conditional job
Comprehensive interview
offer
Failed to impress
interviewer and / meet
job expectations
Reject Applicant

Background Examination
Problem if required
encountered
Passed

Medical/physical examination if
required (conditional job offer
Unfit to do essential
elements of job Able to perform
essential elements
of job

Permanent job offer

Performance Management (PM)
 Performance Management (PM)
 “It is a continuous process of identifying,
measuring and developing the performance
of individuals and teams and aligning
performance with the strategic goals of the
organization”.
 PM has two major characteristics:
1. It’s a continuous process
2. Alignment with strategic goals
 Performance Management (PM)
 Performance management (PM) includes
activities that ensure that goals are
consistently being met in an effective and
efficient manner.

 Performance management focuses on the

performance of an organization, a department,
employee, or even the processes to build a
product or service or any other areas in an
organization.
 It serves the strategic purpose of the org.
 Provides information for reward system
 Facilitates HR decisions
 Enabling employees to learn about their
performance as against org expectations
 It serves as a developmental purpose
 Serves org maintenance purpose
 Support HR decision to meet legal
requirements
• Most part of Expenses
• It is an INVESTMENT and NOT an Expense
• Motivational aspect of pay is in the Mind of
employee
• Porter and Lawler’s Model for Pay
 Vroom's expectancy theory
It assumes that behavior results from
conscious choices among alternatives
whose purpose it is to maximize
pleasure and to minimize pain.
Vroom realized that an employee's
performance is based on individual
factors such as personality, skills,
knowledge, experience and abilities.
• Selection of people as need of the Role
• Induction of Training and Development of
people to meet the demand
• Connectivity of the Pay for business Needs
and Employees Expectations
• Requirements of Role are fully explained
• Insights of people are told to managers of
men
• Use of competency Based approach
gives specific requirements of skills
• Deficiencies need Training
• May not be available
• May be too much expensive
• Integration of People skills and
organization Needs
• Org decision to select or outsource
• More frequency
• Cost affordability
• Sensitivity of Information to be guarded
if any
• Recruitment consultants
• Registers maintaining data base
• Selectors like Jobee.pk
• Searchers – targeted selection and
pushing qualified people for job
SELECTION METHODS
 SELECTION METHODS
The Three most Common Methods
used are:

1. Testing

2. Gathering Information

3. Interviewing
 SELECTION METHODS Cont . . .
1. TESTING
Tests measure knowledge, skill,
and ability, as well as other
characteristics, such as personality
traits.

TESTING TYPES

Work
Cognitive Personality Physical Integrity
Drug Test Sample
Ability Test Test Ability Test Test Testing
 SELECTION METHODS Cont . . .

1. Cognitive Ability 2. Physical Ability

Testing Testing

It measures the learning,

understanding, and ability It assesses muscular
to solve problems. e.g. strength, cardiovascular
Intelligence Tests. TESTING endurance, and
TYPES
coordination.

3. Personality Testing

It measures the patterns of

thought, emotion, and
behavior. e.g. Myers
Briggs
 SELECTION METHODS Cont . . .

4. Integrity Testing 6. Drug Testing

Normally requires
It is designed to assess
applicants to provide
the likelihood that TESTING
TYPES required sample that is
applicants will be
tested for illegal
dishonest or engage in
substances.
illegal activity.

5. Work Sample Testing

Measures performance on
some element of the job.
 SELECTION METHODS Cont . . .

2. INFORMATION GATHERING:
Common methods for gathering information include
application forms and résumés, biographical data, and
reference checking.
 SELECTION METHODS Cont . . .
 Generally ask for information such as
Application address and phone number, education, work
experience, and special training.
Forms and
Résumés  At the professional-level, similar information
is generally presented in résumés.

Biographical  Historical events that have shaped a

Data person’s behavior and identity.

 Involves contacting an applicant’s previous

Reference employers, teachers, or friends to learn more
Checking about the applicant Issues with reference
checking
 SELECTION METHODS Cont . . .

3. INTERVIEWS
INTER :

 The interview is the most frequently used

selection method.
 Interviewing occurs when applicants
respond to questions posed by a manager
or some other organizational
representative (interviewer).
 Typical areas in which questions are
posed include education, experience,
knowledge of job procedures, mental
ability, personality, communication
ability, social skills.
 SELECTION METHODS Cont . . .

Situational
Interview
1. Structured
Interviews Behavioral
Interview
Types of
Interviews

2. Unstructured
Interviews
 SELECTION METHODS Cont . . .
1. Structured 2. Unstructured
Interviews Interviews
Uses a list of predetermined
questions. All applicants are Interviews-open ended
asked the same set questions. questions are used such as “Tell
There are two types of me about yourself”
structured interviews.

SITUATIONAL BEHAVIORAL
INTERVIEW INTERVIEW • This allows the interviewer
to probe and pose different
In which the In which the
interviewer asks sets of questions to different
questions focus applicants.
questions about on the
what the applicant applicant’s
would do in a
hypothetical behavior in past
situation situations.
 SELECTION METHODS Cont . . .

CREATING STRUCTURED INTERVIEW

QUESTIONS
 SELECTION METHODS Cont . . .

INTERVIEW QUESTION
 SELECTION METHODS Cont . . .

INTERVIEW EVALUATION FORM

 Kohinoor Mills Ltd.

 Wateen Telecom
 Fauz
 SELECTION METHODS Cont . . .

KOHINOOR
MILLS LTD.
 SELECTION METHODS Cont . . .

WATEEN
TELECOM
 SELECTION METHODS Cont . . .

FAUZ
 THOUGHT OF THE DAY

“If an HR person is trying to choose

people for an organization, knowing their
values is very important-if they are not
consistent with the organization’s values
they are not likely to stay very long.”
Professor, Roger Collins.