AJAY KUMAR GARG INSTITUTE OF

MANAGEMENT

MBA Program | Semester: III

Talent Management

UNIT-III
By

Dr.Vidhi Agrawal
 UNIT 3
Recruitment and Selection Process: Introduction, Sources of Recruitment, Use
of Assessment Centers, Selection Errors & Minimizing Selection Errors,
Reliability & Validity of Selection Tests, Choosing suitable types of
Interviews, Formulating a recruitment strategy for senior level executives.
Employee Engagement: Process and outcomes of Employee Engagement,
Ways of Achieving Employee Engagement; Talent Development: Need
Analysis, Knowledge Management, Competency Development and
Developing Leadership Talent. Case Studies
 RECRUITMENT

Recruiting is the discovering of potential applicants for actual or anticipated

organisational vacancies.
According to Edwin B. Flippo, “Recruitment is the process of searching for
prospective employees and stimulating them to apply for jobs in the
organisation.”
In the words of Dale Yoder, “ Recruiting is a process to discover the sources
of manpower to meet the requirements of the staffing schedule and to employ
effective measures for attracting that manpower in adequate numbers to
facilitate effective selection of an efficient working force.”
 Process of Recruitment
According to Famularo, personnel recruitment process involves five elements, viz., a recruitment policy, a recruitment organisation, a
forecast of manpower, the development of sources of recruitment, and different techniques used for utilising these sources, and a method of
assessing the recruitment programme. The explanation of these is described below:
Stages in the Recruitment Process
1. Recruitment Policy: It specifies the objectives of recruitment and provides a framework for the implementation of the recruitment
programme. It also involves the employer’s commitment to some principles as to find and employ the best qualified persons for each job, to
retain the most promising of the organisation.
2. Identify and Determine the requirements- Recruitment process begins with requisition for recruitment from any department of the
company.
3. Sources of Recruitment: Various sources of recruitment may be classified as internal and external. These have their own merits and
demerits
4. Identifying prospective employees with required characteristics
5. Methods of Recruitment: Recruitment techniques are the means to make contact with potential candidates, to provide them necessary
information and to encourage them to apply for jobs.
6. Evaluation of Recruitment Programme: The recruitment process must be evaluated periodically. The criteria for evaluation may
consist of cost per applicant, the hiring ratio, performance appraisal, tenure of stay, etc. After evaluation, necessary improvements should be
made in the recruitment programme.
 SOURCES OF RECRUITMENT
Internal Sources of Recruitment

Internal sources of recruitment refer to obtaining people for job from inside the company. There are different methods
of internal recruitment
1.Promotion :-
Companies can give promotion to existing employees. This method of recruitment saves a lot of time, money and
efforts because the company does not have to train the existing employee. Since the employee has already worked with
the company. He is familiar with the working culture and working style. It is a method of encouraging efficient
workers.
2.Departmental exam :-
This method is used by government departments to select employees for higher level posts. The advertisement is put up
on the notice board of the department. People who are interested must send their application to the HR department and
appear for the exam. Successful candidates are given the higher level job. The method ensures proper selection and
impartiality
3.Transfer :-Many companies adopt transfer as a method of recruitment. The idea is to select talented personnel from
other branches of the company and transfer them to branches where there is shortage of people.
4.Retirement :- Many companies call back personnel who have already retired from the organization. This is a
temporary measure. The method is beneficial because it gives a sense of pride to the retired when he is called back and
helps the organization to reduce recruitment selection and training cost.
5.Internal advertisement :-In this method vacancies in a particular branch are advertised in the notice board. People
who are interested are asked to apply for the job. The method helps in obtaining people who are ready to shift to
another branch of the same company and it is also beneficial to people who want to shift to another branch
6.Employee recommendation :- In this method employees are asked to recommend people for jobs. Since the
employee is aware of the working conditions inside the company he will suggest people who can adjust to the situation.
Advantages of Internal Recruitment
1.Internal methods are time saving.
2.No separate induction program is required.
3.The method increases loyalty and reduces labour turnover.
4.This method is less expensive.

Disadvantages of Internal Recruitment

1.There is no opportunity to get new talent in this method.
2.The method involves selecting people from those available in the company
so there is limited scope for selection.
3.There are chances of biased and partiality.
4.Chances of employee discontent are very high.
 External Methods/Sources of Recruitment
External sources of recruitment refer to methods of recruitment to obtain people from outside the company. These methods
are
1.Management consultant :- Management consultant helps the company by providing them with managerial personnel,
when the company is on the look out for entry level management trainees and middle level managers. They generally
approach management consultants.
2.Employment agencies :-Companies may give a contract to employment agencies that search, interview and obtain the
required number of people. The method can be used to obtain lower level and middle level staff.
3.Campus recruitment :- When companies are in search of fresh graduates or new talent they opt for campus recruitment.
Companies approach colleges, management, technical institutes, make a presentation about the company and the job and
invite applications. Interested candidates who have applied are made to go through a series of selection test and interview
before final selection.
4.News paper advertisement :-This is one of the oldest and most popular methods of recruitment. Advertisements for the
job are given in leading news papers; the details of the job and salary are also mentioned. Candidates are given a contact
address where their applications must be sent and are asked to send their applications within a specified time limit. The
method has maximum reach and most preferred among all other methods of recruitment.
5.Internet advertisement :-With increasing importance to internet, companies and candidates have started using the
internet as medium of advertisement and search for jobs. There are various job sites likenaukri.com and monster.com etc.
candidates can also post their profiles on these sites. This method is growing in popularity.
6.Walk in interview :-Another method of recruitment which is gaining importance is the walk in interview method. An
advertisement about the location and time of walk in interview is given in the news paper. Candidates require to directly
appearing for the interview and have to bring a copy of their C.V. with them. This method is very popular among B.P.O
and call centers.
Advantages of External recruitment
1.There is influx of new talent in the method.
2.The method encourages more and more competition.
3.There is lesser chance of partiality through this method.
4.If options like campus recruitment have been exercised we get a chance to employ fresh
graduates, thus increasing employment.

Disadvantages of External recruitment

1.The method is costly because it involves recruitment cost, selection, training cost.
2.The method is time consuming.
3.The method reduces loyalty to the company.
 Sourcing candidates
There are many different sources to find candidates.
1. Post job descriptions on online job boards: Sourcing candidates through job portals has the potential to draw in an influx of resumes
and/or applications. If one gets job order from your client, they should also give a well-written and detailed job description. Make sure
client’s job description stands out in order to get qualified applicants. Then, post the job description on an online job board to source
candidates.
2. Check out social media: With the popularity of social media growing, more and more people use it for professional gain. In fact, 35% of
social media users look for jobs on social media. Using social media sites like LinkedIn, Facebook, Twitter, Instagram, and Pinterest opens
doors to candidates who might not be looking for a new job. One can connect with passive candidates, which increases the number of people
in the candidate pool. Focusing only on candidates who are actively looking for jobs, won’t have as much success sourcing candidates as one
needs. Networking on social media is fast, simple, and free (unless paid fee for advertising). Sourcing candidates on a platform that connects
people isn’t farfetched—it’s strategic. If organizations have a strong presence on social media, organization could gain more followers.
Interact with candidates, promote a memorable brand, and post frequently.
3. Gather referrals: Referrals are an efficient way to source candidates. One study found that 46% of hires at top performing companies are
referrals. Businesses can choose to have employee referral programs as a way to source candidates. If that is the case, gather referrals from
within your client’s organization to add to the mix.Organisation’s current pool of candidates might include passive candidates, meaning those
who are not actively looking for work. Focus on top-notch passive candidates for referrals. When gathering referrals, talk to people you know
who are quality workers. They can lead you to candidates with a similar work ethic.
4. Attend career fairs: As a recruiter, sourcing candidates online and with software can streamline processes. Organisation can also make
face-to-face connections when sourcing candidates. Attending career fairs has the potential to help in filling open job orders and collect
resumes. Setting up a booth and telling people about the organization helps in sourcing talent.
5. Join a recruiting network: By joining a recruiting network, HR Manager gets access to candidate and job order information. Hundreds of
recruiting firms combine information in one database to source candidates and increase placement rates.
6. Go to recruiter networking events: Attending recruiter networking events to connect with other recruiters help recruiters. At these kinds
of conventions, HR manager can share job orders and candidates with other recruiters.
Typically, there are also speakers who can provide tips on recruiting best practices and help develop your recruiting sourcing strategies.
7. Examine your existing pool of candidates: One way to source candidates for a particular job order is to look through organizations
existing pool of candidates. Compiling data in Excel Spreadsheet or having recruiting software helps in looking through pipeline of
candidates to see if there are any who fit the job description.Recruiting software makes finding the right candidates easier. When vacancy
rises, recruiter just need to do is enter keywords into the software, and it will bring up candidates with skills, education, or experience that
match the keywords. And, when resumes are received, recruiting software will parse them and extract information so that manager has
uniform records for each applicant.
 What is Executive Recruiting?
Executive recruiting is the process of finding and hiring
candidates to fill top-level positions at the company.
In executive recruiting you to aim to find and hire executive
personnel such as senior managers, directors, vice presidents,
chief executive officers and similar high-level officers within
companies.
Executive recruiting is sometimes called C-Suite recruiting.
This is because the highest-level executives in senior
management usually have titles beginning with
"chief" forming:
Chief executive officer (CEO)
Chief operations officer (COO)
Chief information officer (CIO)
Chief technology officer (CTO)
Chief financial officer (CFO).
 Recruitment Strategy for Senior Level Executives
1. Know the competition: build a market map
When an executive leaves, replacing them is no easy task – and that’s why it’s important to work on talent pipeline and market map.
Market mapping can quickly help in gaining an understanding of what type of packages competitors are offering in the marketplace (for
example, bonus schemes or flexible work conditions), identify the talent that’s currently out there, and also anticipate which roles your
business may need in the future.

2. Be proactive: work on talent pipeline strategy

The selection process for senior management is long.. The best way to recruit senior level executives is to take a proactive approach – and
that means building the talent pipeline strategy.Having a strong talent pipeline strategy means one can actively build and nurture
relationships with talent, so if a senior executive leaves or a new role opens up, one is already having some key candidates in mind and can
begin the recruitment process sooner.

3. Know where to look: finding your senior executives

Recruitment and selection methods for senior level employees are different to others – that’s why it’s important to know where to look to
find the best talent out there. Whether adding to the talent pipeline or looking to fill an existing executive role, there are a few search
strategies that can help you speed up the search:
Referrals: whether from previous executives who left on good terms, current employees, or people in talent pipeline, referrals are an
excellent way to find quality candidates that competitors don’t have access to. Referrals are generally the most effective hires.
Utilise LinkedIn: LinkedIn is one of the most powerful tools for hiring managers. Spend time identifying interesting candidates and
building talent pool.
Search on industry related platforms: If looking for an executive with a certain skillset, industry platforms are a powerful ally. Search on
platforms for executives with a tailored skillset. Alternatively, browse through industry publications online – many people who contribute
thought leadership pieces to these websites could also be interesting to speak to for a senior executive role.
 Recruitment Strategy for Senior Level Executives
4. It’s a two-way street: nurture relationships
For senior executive roles, starting off on the right communication is crucial. Initially, set aside some time for
the candidate to speak directly with the hiring manager, and have them introduce the role, the business direction,
and the company culture. This sets up a level of respect and transparency.Following this, as they go through each
stage of the process, remember it’s a two-way street. Company is evaluating the suitability of the candidate, and
candidate too is evaluating company culture and business direction.

5. Closing the deal: patience and persistence are key

Senior executives take their career moves very seriously, so it’s important to present an offer that’s personalized
to their career ambition and direction, and that’s also competitive in the marketplace – in other words, make
them an offer they can’t refuse. Hiring manager should present the offer to show a level of respect to the
candidate, and to demonstrate that they’re important to the business.

6. Be patient. It’s a big decision, so it’s natural for the process to take time, and renegotiation is almost always
part of the equation. The candidate may also want to meet the rest of the executives on the team, or visit the
office a few times to understand the inner workings of the business. This is all crucial to their decision.

7. Follow up: if hiring manager doesn’t hear from them in a few days – see if they need any more information
to help their decision. Once they accept, give them enough time to tie up loose ends at their current role, but
begin introducing them to business as soon as possible. This way, they can onboard quickly when they do join
your team.
 E- Recruitment
E-recruiting is the use of internet for attracting, recruiting, and retaining job seekers and employees. It is also
known as to as Internet recruiting, virtual recruiting, online recruitment, and recruitment.

The purpose of e-recruitment is to make the processes involved more efficient and effective, as well as less
expensive.

Online recruitment can reach a larger pool of potential employees and facilitate the selection process.

The concept of e-recruiting encompasses many different recruiting, tools, technologies, and platforms including:

Career Websites: As the number of people searching online for jobs increases, companies are taking advantage
of e-Recruiting software to manage the entire recruitment process and reduce recruiting-related costs. According
to the 2011 Career Crossroads Study, its takes 846 visitors to your career site to result in one hire.
Job Boards: These can be used to source candidates through resume mining or by posting open position on the
job board. The e-recruiting industry includes both large job boards like Monster and CareerBuilder, Naukari.com
as well as smaller niche job boards and job board aggregator sites.
Social Media: As the sub-industry of e-recruiting, social recruiting continues to grow, so does the use of social
media to engage candidates and candidate prospects using social media.
Use of Search Engine: E-Recruitment utilizes the power of search engine optimization (SEO) and online resume
search technologies to search and source databases including resumes, online communities, and social networks.
The use of SEO by recruiters and companies is important just as is the reality that candidates are using online
search engines to search for jobs, company information, and insights at an even faster rate.

When developing e-recruitment strategy it’s important to consider all the above factors and channels to reach
potential candidates.
 What are the steps of the e-recruitment process?

E-recruitment includes all steps of your standard recruitment process that involve the
use of web-based technology. Here are some important e-recruitment steps:

1.Post job ads on online job boards.

2.Seek employee referrals through your Applicant Tracking System (ATS.)
3.Source candidates on professional social media or portfolio sites.
4.Administer online pre-employment tests.
5.Interview candidates using video interviewing software.
6.Conduct background checks through a provider that your ATS integrates with.
 What is a recruitment plan?
Recruitment plans are about much more than just knowing what roles need to be filled in the near
future—they’re an opportunity to align company goals and skills gaps with your hiring efforts in
order to strategically plan for the year ahead. A strategic recruitment plan should include the
positions you need to hire for, a recruitment calendar, budget information, tracking and assessment
tools, and other important details about how you’ll manage your recruiting efforts.

Steps to creating a successful recruitment plan

It’s clear that building out a recruitment strategy is the best way to rethink and improve
organisations hiring practices—but many companies fail to plan accordingly. There are 11 steps to
creating a successful recruitment plan.
1. Analyze recruitment needs and skills gaps
The first step to creating a recruitment plan is to identify organisations’ hiring needs and where
there are skills gaps your existing talent can’t fill. Analyze the growth of the company, taking into
consideration important factors like employee turnover and anticipated promotions, as they will
impact your hiring needs.
One should estimate which departments and roles will need strengthening and why. Is a key
member of the team leaving? Will a new project be picking up? By learning which skills your
team will be missing and the ones you’ll need to tackle the future workload, you can take a
proactive approach that better aligns hiring with staffing needs.
 Steps to creating a successful recruitment plan
2. Create a hiring plan and recruitment calendar
Next, one can put ones analysis into practice and estimate how many people each department will
need and approximately when they’re needed. This will help you plan ahead and anticipate future
needs in time to prepare for them. (For example, if you need to fill a role in Q3, you might need to
start your preparations in Q2 to make sure you fill the position in time.)
With this information, you can build out a full recruitment calendar for the year. This should
include the positions you’ll need to hire for per quarter, total headcount for each department, and a
hiring timeline for when each round of hiring will begin.
 Steps to creating a successful recruitment plan
3. Identify the tools
After finalizing recruitment calendar and a hiring plan, one needs to identify the tools organization need to execute plan. Some of the most
critical solutions for recruitment are an applicant tracking system (ATS), accounts on various online job boards, pre-employment assessment
and screening tools, and more.
These tools will help recruitment team organize and streamline company’s hiring efforts, automating time-consuming tasks and improving
the candidate screening process. Organisation should not only invest in the tools needed to get the job done, but also make sure that
everyone involved has access to the tools and is trained to use them.

4. Determine the requirements for each position

With an idea of which roles organization will be hiring for, one can begin determining the requirements for each job opening. What are the
characteristics and skills that organization wants job candidates to have? What will their daily responsibilities be? And their goals?To make
sure everyone is on the same page and decrease time to hire, one should meet with hiring managers and talk through this step together. This
will help in developing a thorough understanding of each role and what the needs are to fill it effectively.

5. Build out a budget for recruitment costs

Based on organisations’ previous cost per hire, manager can estimate how much recruitment costs are going to be for the year ahead. Bear in
mind various costs involved in the recruitment process that one will need to account for in the budget.
Some of the common recruiting costs include:
✔Advertising on job boards and social media
✔Job fairs and campus recruiting costs
✔Recruiting technology costs
✔Employer branding expenses
✔Background checks and drug tests
✔Recruitment travel expenses

6. Start with a compelling job description

Attracting the best candidates all starts with a strong job description. However, many companies take the wrong approach. They list the
specific job requirements and expectations, but fail to share anything about what the company has to offer, possibly discouraging job seekers
from applying.Instead, aim to write compelling and inclusive job descriptions that will appeal to job seekers. They should include
information about company’s mission and values, along with the specifics for the role.
 Steps to creating a successful recruitment plan
7. Establish a candidate selection process
Clearly define how the overall process will work by establishing how many interview rounds organisation will have and who will
be tasked with interviewing and selecting candidates.
Organisation should look for different ways to personalize the experience for each candidate. It can be done by considering what
questions, needs, or concerns they might have throughout the interview and selection process and proactively addressing them.
Pre-employment assessments are a great resource for selecting qualified candidates early on and moving them along in the
selection process. There are many different types of assessments, from measuring skills and personality to determining cognitive
ability and cultural fit. With a pre-hire assessment tool, organisations can create gamified online assessments that will help with
selection and engage the candidate.

8. Conduct background and reference checks

Planning should also include whether to go for reference check or not. Organization should conduct a background check as needed.
This may not always be necessary, depending on company policies and the role candidate is being hired for. Determine whether
background checks will be needed early on, as this will help to avoid potential process delays down the road.

9. Make an offer to the chosen candidate

As part of overall recruitment plan, it should be defined who will make the offer and further negotiate with the chosen candidate.
By determining how this will go in advance, one can ensure a much smoother candidate experience.

10. Define what happens after the job is accepted

As one ends up the recruitment plan, define what will happen after the job is accepted. Who is going to take care of preboarding
and onboarding? By answering these questions in advance and having a plan in place, organization can make seamless transitions
from candidate to employee.

11. Learn and optimize your plan

Review key recruitment metrics like time to hire, quality of hire, early turnover rates, and cost per hire. Then find ways it can be
implemented in improving recruitment process.
 Errors in Selection
Selecting the best person for the job is a crucial aspect of organizational success. Perception plays a significant role in
this process. Some common perceptual errors made in job interviews are described below.
•Similarity error . The similarity error occurs when an interviewer makes a more favorable evaluation of someone
who is similar to the interviewer.
•Contrast error. The contrast error occurs when an interviewer compares the candidate to other candidates instead
of evaluating the individual according to a set standard. For instance, a mediocre candidate may receive an
outstanding evaluation if interviewed after several poor candidates. Similarly, a strong candidate may receive a
mediocre evaluation if seen after several outstanding candidates.
•Overreacting to negative information . Interviewers often perceive negative information as more important than
positive information. A candidate who presents negative information at the beginning of an interview is more likely to
receive a negative evaluation than a candidate who presents this information at the end of the interview. This is
partially due to the impact of first impressions, which is discussed below.
•First impression error. Sometimes people make hasty judgments or evaluations of other people based on their first
impressions. The first three minutes of a job interview can determine whether the person will get the position.
Research suggests that positive first impressions are more likely to change than negative first impressions.
•Subjectivity over objectivity Using gut feeling rather than proper analytical tool in selection
▪Stereotyping. This is when you judge someone based on their group, rather than their individual characteristics. For
instance, you reject a male candidate for a receptionist job because women are more friendly. Or you reject a woman
for a position with a high travel requirement because she probably has kids and won’t want to travel. Both of these
ignore the genuine candidate sitting in front of you.
 Errors in Selection

▪Making hasty decisions- There are tendencies, to make the hiring decisions in the first four minutes of the
interview. Ideally it takes 90 minutes of a patterned or structured interview to get to real behaviour.
▪Accountability for selection errors- An even worse selection error is made when managers don’t view
selection as an important job responsibility. This occurs often in companies that do not train their managers
in this critical leadership task.
▪Lack of good information on candidates- Best selection processes include many tools like checking
references, performing sample job tasks and conducting a second interview. Reference checks are often not
performed and when they are, companies usually only verify information like employment dates. Most
resumes are marketing tools—they often exaggerate accomplishments. Many times recommendations are
positive
▪The wrong people are doing the hiring -In large organizations, one finds the wrong people are selecting new
hires. The manager and his team can’t get the job done because the unit’s not fully staffed or capably staffed
and the manager doesn’t have the time to interview and train.
▪The False Negative Error -In the case of false negative error, an applicant who would have succeeded is
rejected because failure was predicted. Costs associated with this type of error are generally difficult to
estimate.
▪Halo Effect- A halo error takes place when a particular aspect of an employee’s performance influences the
evaluation of the entire performance of the employee.
▪Horn Effect- A horn effect takes effect when a particular negative aspect of an employee’s performance
overshadows the evaluation of the entire performance of the employee.
 Reliability & Validity Tests
Validity
Validity measures the degree to which a test actually measures what it claims to measure. Validity is
determined by research conducted by test publishers, using the guidelines established by the Equal
Employment Opportunity Commission and professional organizations such as the Society for Industrial
Organizational Psychologists. For example, the Five Factor Model of Personality is considered a good
predictor of overall job performance by human resources professionals. Various FFM tests were
developed and validated in the early 1990s and underwent a second round of validity testing in 2003
to ensure that they continue to accurately reflect personality factors related to employment.

Types of Validity
The EEOC(Equal Employment Opportunity Commission) has approved three types of validity tests.
1. Content validity relates to job-function testing, including mathematics, typing and certification tests
for professional organizations, such as registered nurses. Content validity identifies specific behaviors,
knowledge and tasks required for a given job. For a test to be valid, the content must be directly linked
to the job for which a person is applying.
2.Criterion validity determines whether a test accurately predicts on-the-job performance. The
applicant’s test results are compared to subsequent job performance using performance appraisals,
productivity and attendance records.
3. Construct validity identifies which dimensions of a test relate to one another. For example, honesty
and dependability are not the same but are related as a part of a person’s personality and behavior.
 Reliability & Validity Tests
Reliability
Reliability means that a test produces consistent results over time. If a person takes a test today and then takes the same test six months
from now, the test would be considered reliable if the results of both tests are similar. For example, if a person scores highly on honesty on
the first test, it is expected that the honesty score on the second test would also be high.

A high parallel form reliability coefficient indicates that the different forms of the test are very similar which means that it makes virtually
no difference which version of the test a person takes. On the other hand, a low parallel form reliability coefficient suggests that the
different forms are probably not comparable; they may be measuring different things and therefore cannot be used interchangeably.

Inter-rater reliability indicates how consistent test scores are likely to be if the test is scored by two or more raters.
On some tests, raters evaluate responses to questions and determine the score. Differences in judgments among raters are likely to
produce variations in test scores. A high inter-rater reliability coefficient indicates that the judgment process is stable and the resulting
scores are reliable.

Inter-rater reliability coefficients are typically lower than other types of reliability estimates. However, it is possible to obtain higher
levels of inter-rater reliabilities if raters are appropriately trained.

Internal consistency reliability indicates the extent to which items on a test measure the same thing.

A high internal consistency reliability coefficient for a test indicates that the items on the test are very similar to each other in content
(homogeneous). It is important to note that the length of a test can affect internal consistency reliability. For example, a very lengthy test
can spuriously inflate the reliability coefficient.

Tests that measure multiple characteristics are usually divided into distinct components. Manuals for such tests typically report a separate
internal consistency reliability coefficient for each component in addition to one for the whole test.
Test manuals and reviews ,report several kinds of internal consistency reliability estimates. Each type of estimate is appropriate under
certain circumstances. The test manual should explain why a particular estimate is reported.
 Reliability & Validity Tests

The two concepts are connected

Reliability is a prerequisite for validity, this means that it is necessary,
but not sufficient to ensure validity. This is easily understandable
because if a test is so unreliable that it produces two different
estimates of a person’s present behaviour, how can we believe that it
gives a good estimate of future behaviour? In the selection context,
validity refers to the extent to which performance on the selection
device/test is associated with performance on the job or again
Validity purports to measure how far a correct prediction of success
in employment has been made.
Validation then consists of analysing the extent of the match
between predicted performance and eventual performance.
 Types of reliability estimates

There are several types of reliability estimates, each influenced by different sources of measurement error. Test
developers have the responsibility of reporting the reliability estimates that are relevant for a particular test . Before
deciding to use a test, one must read the test manual and any independent reviews to determine if its reliability is
acceptable. The acceptable level of reliability will differ depending on the type of test and the reliability estimate
used.

Test-retest reliability indicates the repeatability of test scores with the passage of time. This estimate also reflects
the stability of the characteristic or construct being measured by the test.

Some constructs are more stable than others. For example, an individual’s reading ability is more stable over a
particular period of time than that individual’s anxiety level. Therefore, you would expect a higher test-retest
reliability coefficient on a reading test than you would on a test that measures anxiety.

Alternate or parallel form reliability indicates how consistent test scores are likely to be if a person takes two or
more forms of a test.
 How to Validate a Test
The validation process consists of five steps ; analyze the job, choose your tests, administer the
tests, relate the test and the criteria, and cross-validate and revalidate.

Step 1 : Analyze the Job -The first step is to analyze the job and write job descriptions and job
specifications. Here, you need to specify the human traits and skills you believe are required for
adequate job performance.
Ex : Must an applicant be verbal, a good talker? Is programming required?

Step 2 : Choose the Tests- Next, choose the tests that you think measure the attributes (predictors,
such as mechanical comprehension) important for job success. Usually, they use several tests and
combine them into a test battery. The test battery aims to measure an array of possible predictors,
such as aggressiveness, extroversion, and numerical ability.
Ex : telemarketing ability test, service ability test, team skills test.

Step 3 : Administer the Test -Next, administer the selected test(s) to employees. You have two
choices here. One option is to administer the tests to employees presently on the job. You then
compare their test scores with their current performance; this is concurrent validation.

Predictive validation is the second and more dependable way to validate a test. Here you
administer the test to applicants before you hire them. Then hire these applicants using only
existing selection techniques. After they have been on the job, use same test and compare results
with previous scores. You can then determine whether you could have used their performance on
the new test to predict their subsequent job performance.
 How to Validate a Test

• Step 4 : Relate your test scores and criteria The next step is to ascertain if there is a
significant relationship between scores (the predictor) and performance (the criterion). The
usual way to do this is to determine the statistical relationship between (1) scores on the test
and (2) job performance using correlation analysis, which shows the degree of statistical
relationship.

• Step 5 : Cross-validate and Revalidate Before putting the test into use, you may want to
check it by cross-validating, by again performing steps 3 and 4 on a new sample of
employees. At a minimum, an expert should revalidate the test periodically.
 Types of Tests
Computerized and OnlineTesting Computerized testing is increasingly replacing conventional paper-and
pencil and manual tests. Many firms such as FedEx-Kinko’s have applicants take online or offline
computerized tests – sometimes by phone, using the touch-tone keypad, sometimes online – to quickly
prescreen applicants prior to more in-depth interviews and background checks. Ex : BITSAT

Types of Tests

We can classify tests according to whether they measure cognitive (mental) abilities, motor and
physical abilities, personality and interests, or achievement.

•1.Tests of Cognitive Abilities Cognitive tests include tests of general reasoning ability and tests of specific
mental abilities like memory and inductive reasoning.
•a. Intelligence tests : Intelligence (IQ) tests are tests of general intellectual abilities. They measure not a
single trait but rather a range of abilities, including memory, vocabulary, verbal fluency, and numerical
ability.
•b. Specific Cognitive abilities : There are also measures of specific mental abilities, such as inductive and
deductive reasoning, verbal comprehension, memory, and numerical ability. Ex : Aptitude tests – they
purport to measure aptitude for the job in question.
•c. Test of Mechanical comprehension – tests the applicant’s understanding of basic mechanical
principles. It may reflect a person’s aptitude for jobs – like that of machinist or engineer – that require
mechanical comprehension
 Types of Tests

2.Tests of Motor and Physical Abilities You might also

want to measure motor abilities, such as finger dexterity,
manual dexterity etc.
Ex : The Crawford small parts dexterity test ; it measures
the speed and accuracy of simple judgment as well as
the speed of finger, hand, and arm movements.
Tests of physical abilities may also be required. These
include static strength (such as lifting weights), dynamic
strength (like pull-ups), body coordination (as in jumping
rope) etc.
 Types of Tests

3.Measuring Personality and Interests

A person’s cognitive and physical abilities alone seldom explain

his or her job performance. Other factors, like motivation and
interpersonal skills are important.

Ex : MBTI (Myers-Brigg Type Indicator), FIRO-B (Fundamental

Interpersonal Relations Orientational Behavior)
 3.Measuring Personality and Interests
Example 1 : MBTI (Myers-Brigg Type Indicator)
Extraversion People who prefer Extraversion tend to relate easily to outside world.
Introversion People who prefer Introversion tend to relate to inner world of ideas and
impressions
Thinking People who prefer Thinking tend to base decisions on objective analysis and logic.
Feeling People who prefer Feeling tend to base decisions on values and people centered
concerns
Sensing People who prefer Sensing tend to be interested in what the senses show
them—what exists in the present.
Intuition People who prefer Intuition tend to use their imagination to see new possibilities
and insights— focusing on the future.
Judging People who prefer Judging tend to like to have things decided; life is likely to be
planned and orderly.
Perceiving People who prefer Perceiving tend to not want to miss anything; life is likely to
be spontaneous and flexible
3.Measuring Personality and Interests
Example 2 - FIRO B -
The FIRO-B instrument is designed to measure personality characteristics on six dimensions—
Expressed Affection, Wanted Affection,
Expressed Inclusion, Wanted Inclusion,
Expressed Control, and Wanted Control.
A high “expressed” score indicates that the individual thinks he or she exhibits this behavior, while
a high “wanted” score indicates that he or she wants others to act this way in relationship to him or
her. Affection and Inclusion are somewhat similar, while
Control is quite different. For example, someone who has great affection for others probably wants it
in return; likewise, someone who likes to include everyone also wants to be included. On the other
hand, someone who prefers to exercise control usually does not like to be controlled by others.
 4.Work Samples and Simulations

Work samples : Actual job tasks used in testing applicants’

performance.
Ex : Work sample for a cashier may include operating a cash
register, and counting money; for a clerical position, work
samples would include a typing test, and proofreading.
Basic procedure : The basic procedure is to select a sample of
several tasks crucial to performing the job, and to then test
applicants on them.
Ex : In developing a work sampling test for maintenance
mechanics, experts first listed all possible job tasks (like “install
pulleys and belts” and “install and align a motor”).
 5.Management Assessment Centers
A management assessment center is a two-to three-day simulation in which 10 to 12 candidates
perform realistic management tasks (like making presentations) under the observation of experts who
appraise each candidate’s leadership potential. Typical simulated exercises include :
The in-basket These exercises confront the candidate with an accumulation of reports, memos, notes
of incoming phone calls, letters, and other materials collected in the actual or computerized in-basket
of the simulated job he or she is about to start.
Leaderless group discussion Trainers give a leaderless group a discussion question and tell members
to arrive at a group decision.
Management games Participants solve realistic problems as members of simulated companies
competing in a marketplace. They may have to decide for instance, how to advertise and manufacture,
and how much inventory to stock.
Individual presentation Trainers evaluate each participant’s communication skills and persuasiveness
by having each make an assigned oral presentation.
Objective tests A center typically includes test of personality, mental ability, interests and
achievements.
The interview Most require an interview between at least one trainer and each participant, to assess
the latter’s interests, past performance, and motivation.
 6.Video-Based Situational Testing

• Situational tests require examinees to respond to situations representative

of the job.
• The typical video-based simulation presents the candidate with several
online or PC based videos scenarios, each followed by a multiple choice
question. At a critical moment, the scenario ends and the video asks the
candidate to choose from several courses of action.
Ex : A manager is upset about the condition of the department and takes it
out on one of the department’s employees.
 Background Investigations and other Selection
Methods
Background investigations and Reference checks
Most employers try to check and verify the job
applicant’s background information and
references.
Aims : There are two main reasons to conduct pre
employment background investigations and/or
reference checks – to verify factual information
provided by the applicant, and to uncover
damaging information such as criminal records
and suspended drivers’ licenses.
Background Investigations and other Selection
Methods
Using pre-employment information services
Various federal and state laws govern how employers acquire and use applicants’ and
employees’ background information.
Compliance with these laws essentially involves four steps
Step 1 : Disclosure and authorization- Before requesting investigative reports from a
reporting agency, the employer must disclose to the applicant or employee that a
report will be requested and that the employee/applicant may receive a copy.
Step 2 : Certification -The employer must certify to the reporting agency that the
employer will comply with the federal and state legal requirements.
Step 3 : Providing copies of reports- Under federal law, the employer must provide
copies of the report to the applicant or employee if adverse action (such as
withdrawing an offer of employment) is contemplated.
Step 4 : Notice after adverse action- After the employer provides the employee or
applicant with copies of the investigative reports and a “reasonable period” has
elapsed, the employer may take an adverse action (such as withdrawing an offer, or
dismissing, or not promoting the applicant or employee).
 Equal Employment Opportunity (EEO) Aspects of
Testing

1. A organization must be able to prove:

–That its tests are related to success or failure on the job (validity)
–That its tests don’t unfairly discriminate against minority or
nonminority subgroups (disparate impact).
2. EEO guidelines and laws apply to all selection devices, including
interviews, applications, and references.
3. Testing alternatives if a selection device has disparate impact:
–Institute a different, valid selection procedure that does not have an
adverse impact.
–Show that the test is valid—in other words, that it is a valid
predictor of performance on the job.
–Monitor the selection test to see if it has disparate impact.
 Interview
An interview is a procedure designed to get information from a person and to assess his potential for the
job he is being considered on the basis of oral responses by the applicant to oral inquiries by the
interviewer.
Interviewer does a formal in-depth conversation with the applicant, to evaluate his suitability. It is one of
the most important tools in the selection process. This tool is used when interviewing skilled, technical,
professional and even managerial employees. It involves two-way exchange of information.
The interviewer learns about the applicant and the candidate learns about the employer.
Objectives of Interviews:
Interview helps:
• To obtain additional information from the candidate.
• Facilitates giving to the candidate information about the job, company, its policies, products etc.
• To assess the basic suitability of the candidate.

The selection interview can be:

• One to one between the candidate and the interviewer:
• Two or more interviewers by employers representatives-sequential;
• By a panel of selections, i.e., by more than representative of the employer.

The sequential interview involves a series of interviews; each interviewer meeting the candidate
separately.

The panel interview consists of two or more interviews meeting the candidate together.
 Types of Interview
Depending upon the requirement of the job one can select type of interview
Types of interviews: Interviews can be classified in various ways accordingly:
(A) Degree of Structure
(B) Purpose of Interview
(C) Content of Interview
(D) Nature
(A) Degree of Structure:
(1) Unstructured or non directive: in which you ask questions as they come to mind.
There is no set format to follow.
(2) Structured or directive: in which the questions and acceptable responses are
specified in advance. The responses are rated for appropriateness of content.

Structured and non-structured interviews have their pros and cons. In structured
interviews all applicants are generally asked all required questions by all interviewers.
Structured interviews are generally more valid. However structured interviews do not
allow the flexibility to pursue points of interests as they develop.
 Types of Interview
(B) Purpose of Interview: A selection interview is a type of interview designed to predict future
job performance, on the basis of applicant’s responses to the oral questions asked to him.
A stress interview is a special type of selection interview in which the applicant is made
uncomfortable by series of awkward and rude questions. The aim of stress interview is
supposedly to identify applicant’s low or high stress tolerance. In such an interview the applicant
is made uncomfortable by throwing him on the defensive by series of frank and often
discourteous questions by the interviewer.

(C) Content of Interview: The content of interview can be of a type in which individual’s ability to
project a situation is tested. This is a situation type interview.

In job-related interview, interviewer attempts to assess the applicant’s past behaviours for job
related information, but most questions are not considered situational.

In a behaviour interview a situation is described and candidates are asked how they behaved in
the past in such a situation. While in situational interviews candidates are asked to describe how
they would react to situation today or tomorrow. In the behavioural interview they are asked to
describe how they did react to the situation in the past.
 Types of Interview
(D) Nature :on the basis of nature it could be
One-on-one
Solo interviews are the most common format for job interviews. They allow to develop a rapport with the
candidate, read their body language, and go into detail about their experience and skills. The downside is that
they can be time consuming for the hiring manager – especially if the position requires additional interviews
with relevant stakeholders. Also, one-on-one interviews are more susceptible to bias affecting the final
decision.
Panel
Similar to the solo format in tone and style, a panel interview simply has more than one interviewer present.
There are variety of people on the panel that would potentially work with the candidate in different ways
The disadvantage is that the candidate may feel overwhelmed by the number of interviewers. There’s also the
possibility of panel members clashing on specific topics or questions, so it’s important to plan ahead and
choose who will lead the interview and who will ask follow-up questions.
Group
In this format, there is more than one candidate interviewed simultaneously. This can be useful when there
are a lot of candidates for a role, or when a company is making multiple hires at once. The group format can
often help to put candidates at ease, and also shows how they conduct themselves in a team setting.
However, it can also spark a competition between the candidates and potentially drown out the less assertive
candidates. In a group setting, it’s important to train hiring mangers to see beyond the extroverts and assess
all the candidates fairly.
Phone or video
New technology makes it easier than ever to interview from afar. For the most part, phone and video
interviews are used as an initial screening method to pare back the long list, rather than a final job interview
method. However, it’s a great option for hiring managers looking to connect with top talent in other locations,
 Interview is the first Impression
All interviewers form an initial impression of the candidate within the first two minutes of the interview. While this might not be
true in all the cases but having first impression, too much influences on the overall analysis.

So what makes the first impression?

Timeliness Interviewers are busy and the interview itself is a non-standard part of the work day. In addition, the amount of time
allotted for the interview is limited. So it is critical that a candidate reaches on time otherwise will go against the candidate.
Appearance Yes, the interviewer will judge based on the appearance. This judgment can vary based on the employer’s standards.
Interviewers are assessing both competency fit as well as cultural fit. The cultural fit can often be assessed in part based on how
one is dressed for the interview.
Posture Candidate may already be seated in the interview room when the interviewer arrives. Always stand to shake hands. Some
candidates remain seated, a definite miss and negative first impression. Even when the candidate takes seat, correct body
posture helps in building positive image about the candidate.
Handshake Handshake should be firm enough to match the grip of the interviewer, no more and no less. Extending hand to meet
the interviewer’s hand at the soft part between your thumb and pointer finger, then grip as the interviewer grips, release as the
interviewer releases is the correct way to shake hand and helps in confidence building image.
Eye contact If candidate is unable to maintain eye contact, especially in the first few minutes of the interview, it will convey a lack
of confidence and/or enthusiasm for the role.
Facial expressions A pleasant slight smile conveys interest, warmth, confidence and a positive personality on candidate’s part.

The opening minute or two of the interview technically has little to do with the ability to perform in the role for which candidate
is being interviewed. Yet it does matter in how the interviewer forms an initial first impression of the candidate. If candidate gives
a positive first impression, one can continue to build upon it over the course of the interview. However, if candidate gives a
negative first impression , interviewer loses interest to interview the candidate.
 Errors in interviewing a candidate

Following are the errors that might occur during interview process:
Stereotyping Bias – Forming an opinion of someone based on gender, religion, race,
appearance, or any other type of characteristic.
First Impression Bias – Making judgements about an interviewee based on their first
impression being positive or negative.
“Similar to Me” Effect – Thinking highly of someone who has a similar mind set or
personality to the interviewer.
Negative Emphasis Bias – When the interviewer receives a small amount of negative
information and uses it to base their entire hiring decision off of it. We tend to weigh
negative information heavier than positive information.
Halo and Horn Effect – The Halo Effect is when the interviewer lets one positive fact
about the candidate overshadow everything else they say or do. The Horn Effect is the
opposite and allows a weak fact to influence everything else.
Cultural Noise – The interviewer’s ability to distinguish between a candidate’s socially
acceptable answer rather than revealing their true opinion
Contrast Effect – When a stronger candidate interviews after a weaker candidate, they
may appear more qualified than they are because of the contrast between the two.
 Assessment Centres
Assessment centres are places where individuals are judged on their future ability to perform a
particular role.

An Assessment Center can be defined as "a variety of testing techniques designed to allow
candidates to demonstrate, under standardized conditions, the skills and abilities that are most
essential for success in a given job" (Coleman, 1987).

Assessment centres may be more commonly called assessment days, particularly when they
take place at a non-specific location, e.g. a hotel.

Assessment Centers are used during

1.Recruitment and selection
2.Training and development
3.Performance Appraisal
4.Succession Planning
5.Program evaluation
6.Organisation development
7.Campus Placements
 Test Methods utilised by Assessment Centres.
There are seven of the test methods utilised by Assessment Centres.
1. Biographical interview This is a CV-based interview. Assessors will ask questions about past roles
and responsibilities and what skills the candidate has learnt from them. It is also good for identifying
key successes and an ideal time to talk about the candidate’s qualifications and hopes for career
expectations and progression.
2. Behavioural event interview Candidates are asked for examples of experiences from previous job
roles that show their abilities. It is based on the idea that, how they have overcome a problem they
had in their previous role, is an indicator of how they would deal with a problem in a future role. It can
highlight a candidate’s analytical skills and aptitude for problem solving.
3. Role play Role play tests a number of things. The assessor gets a good idea of how confident a
candidate is, and how good they are at thinking on their feet. It also shows how effectively a candidate
can prioritise and solve problems. Role plays can be conducted in groups or individually, where the
assessor would be part of the exercise.
4. Group exercise In many cases, being able to work in a team is imperative to a job. A group exercise
usually involves the assessors setting a target for the group then watching and listening to see how the
group achieve their goal. Many qualities can be assessed in this way, for example: listening skills,
decision making and the ability to delegate. It also highlights any weaknesses candidates might have
such as not being able to stand up for themselves.
 Test Methods utilised by Assessment Centres.

5. Psychometric testing These tests provide an employer with an insight to

the candidate’s personality. There’s no correct answer, they only offer more
detail of how the candidate actually thinks rather than what they think the
interviewer is looking to hear.
6. Verbal and numerical testing These tests can be conducted on and offline,
either on the assessment day or in advance if the assessor wishes. They
provide evidence of a candidate’s verbal and numerical skills while they’re
under the pressure of a time limit.
7. Presentation exercise Candidates can prepare some sort of presentation to
show on the day of assessment. Usually based around something relevant to
the role, the presentation could take the form of a business plan. This shows
two things; how much thought and effort the candidate puts into making the
presentation and also how confidently and adeptly they can present ideas to
others and how they think on their feet.
 Types of Assessment Centre Exercises
(a) In-basket Exercises: An assessment centre measures ability to perform job-related tasks through
simulation techniques. One, the ‘in basket’, places the candidate in the role of manager of an imaginary
organisation who has to decide how to respond to various types of letters, memos and information.
During this time the candidate must make decision, communicate with subordinates in writing,
delegate authority, arrange meeting, assign priorities and so on. On various occasions following the
in-basket simulation, candidates are asked to justify their actions.
(b) Leaderless Group Discussions:Another technique is a leaderless simulated organisation meeting. In
this meeting, candidates participate in group discussions about a job problem, such as promotion,
discipline, group management skills. People are rated on such characteristics as verbal ability,
persuasiveness and inter-personal skills.
(c) Management Games: These measure technical skills involving manufacturing, finance, or personnel.
More often than not they involve computer simulations.
(d) Individual Presentations: People are asked to make a presentation on a prescribed topic or idea and
their communication skills, persuasiveness and poise are measured therefrom.
(e) Other Techniques: Other assessment center techniques are: making oral presentation to groups,
role playing, intelligence and psychological tests, interviews and written communications, all designed
around specific job dimensions.
Benefits/Advantages of Assessment Centres
1.They are far more accurate than a standard recruitment process as they
allow a broader range of selection methods to be used during the process.
2.They enable interviewers to assess existing performance as well as predict
future job performance.
3.They give the opportunity to assess and differentiate between candidates
who seem very similar - in terms of quality - on paper.
4.They give the candidates a better insight into the role as they are tested
on exercises, which are typical for the role they have applied for
5.They help employers build an employer brand. Candidates who attend
assessment centres which genuinely reflect the job and the organisation are
often impressed by that company, even if they are rejected
6.The cost of an assessment centre is usually cheaper compared with the
potential cost of many recruitment phases and the cost of recruitment errors
7.They are a fair process – they complement an organisation’s diversity
agenda and ensure that people are selected on the basis of merit alone.
Disadvantages of Assessment Centres are the following:
(i) Firstly, they are costly in terms of time, money and training expenses for assessors and
development of suitable materials. The obvious implication is that the assessment centre will
probably be used only for management positions where the costs can be justified by the effects of
better selection and training or for large organisations where many people are hired for similar
jobs.
(ii) Secondly, assessment centre techniques may also overemphasize inter-personal skills at the
expense of technical skills.
(iii) Finally, as in any testing situation, some candidates become nervous or otherwise act
differently in assessment centres than they normally would on the job — their real motives do not
get reflected.
 Knowledge Management
Knowledge
Knowledge is multifaceted and complex, being situated and abstract,
implicit and explicit, distributed and individual, physical and mental,
developing and static, verbal and encoded.

Blackler, categorizes forms of knowledge as:

● embedded in technologies, rules and organizational procedures;
● encultured as collective understandings, stories, values and beliefs;
● embodied into the practical activity-based competencies and skills
of key members of the organization (i.e. practical knowledge or
‘know-how’);
● embraced as the conceptual understanding and cognitive skills of
key members (i.e. conceptual knowledge or ‘know-how’).
 Type of Knowledge
1.Explicit knowledge: It can be codified: it is recorded and
available, and is held in databases, in corporate intranets and
intellectual property portfolios.

2. Tacit knowledge: It exists in people’s minds. It is difficult to

articulate in writing and is acquired through personal
experience.
 Knowledge Management

Knowledge management, or KM, is the process through which organizations generate

value from their intellectual property and knowledge-based assets.

KM involves the creation, dissemination, and utilization of knowledge

It may be defined as ‘the attempt by management to actively create, communicate and

exploit knowledge as a resource for the organization’.

It has following components; technical, social and economic components:

● In technical terms knowledge management involves centralizing knowledge that is
currently scattered across the organization and codifying tacit forms of knowledge.
● In social and political terms, knowledge management involves collectivizing
knowledge so that it is no longer the exclusive property of individuals or groups.
● In economic terms, knowledge management is a response by organizations to the
need to intensify their creation and exploitation of knowledge.
 Approaches to Knowledge Management

Two approaches to knowledge management have been identified by Hansen et al (1999):

1. The codification strategy– knowledge is carefully codified and stored in databases where it can be
accessed and used easily by anyone in the organization. Knowledge is explicit and is codified using a
‘people-to-document’ approach. This strategy is therefore document driven. Knowledge is extracted
from the person who developed it, made independent of that person and re-used for various
purposes. It will be stored in some form of electronic repository for people to use. This allows many
people to search for and retrieve codified knowledge without having to contact the person who
originally developed it. This strategy relies largely on information technology to manage databases and
also
on the use of the intranet.

2. The personalization strategy– knowledge is closely tied to the person who has developed it and is
shared mainly through direct person-to-person contacts. This is a ‘person-to-person’ approach which
involves sharing tacit knowledge. The exchange is achieved by creating networks and encouraging
face-to-face communication between individuals and teams by means of informal conferences,
workshops, brainstorming and one-to-one sessions.
 Importance of Knowledge Management
It may be defined as ‘the attempt by management to actively create, communicate and exploit knowledge as a
resource for the organization’
Effective knowledge management is important because it not only reduces operational costs and improves
productivity but also provides following key benefits:
1.Spend less time recreating existing knowledge. When information is easy to access and accurate, it reduces
the need for coworkers to interrupt each other with emails, chats, and support tickets. Employees and
especially support teams spend less time answering repetitive questions, freeing them up to focus on more
important and more profitable work.
2.Getting the information quickly It helps in getting information from various sources quickly eg. sending an
email asking for information and forwarding it multiple times to different people who might know the answer.
3.Make fewer mistakes. When employees aren’t sharing information, they’re doomed to repeat the same
mistakes others have already made. But this is avoidable when the lessons-learned from mistakes and failures
are easily accessible to everyone.
4.Make informed decisions. When employees share their experiences, lessons-learned, and research on a
searchable knowledge system, others can access and review that information in order to consider multiple
pieces of data and differing viewpoints before making decisions.
5.Standardize processes. With documented and shared processes, it’s easy to make sure that everyone is on
the same page and following approved procedures.
6.Provide better service to employees and customers. Effective knowledge management allows support teams
to resolve employee and customer requests quickly and correctly. Employees are able to stay happy and
productive, and customers place more trust in the company, which makes them more likely to purchase.
 Competence
Today organizations recognize that they carry out their business through people and they are
truly their most valuable resource. Over the last 10 years or so, HR professionals have generated
a lot of interest in the notion of competencies as a key element and measure of human
performance. Competencies are the skills and abilities of an individual that result in the better
performance in the given area

Definitions of Competency
Competency is underlying characteristics required to perform a given task, activity or role.
Competency has the following forms-Knowledge, Skills and Attitude. (Gomes 2007)

A competency is an underlying characteristic of an individual that is causally related to criterion

–referenced effective and/or superior performance in a job or situation.
 Competency
• The concept of competency was pioneered by McCelland(1973). Mc
celland identified different competency variables, which can help in
predicting the job performance.

• The basic premise of McCelland contention is that individual

performance is not just the function of intelligence, knowledge and skill,
rather it is the competencies. Competencies in addition to the knowledge,
skill and abilities,(KSA)also consider the behavioural aspects.
 Classification of Competencies
Competencies can broadly be classified into two categories – Basic and
Professional Competencies.

Basic competencies are inherent in all individuals. Only their degree of

existence would be differing. For example, problem solving is a
competency that exists in every individual but in varying degrees.

Professional competencies are over and above the basic competencies,

and are job related. For example, handling a sales call effectively is a
competency that a sales personnel would be required to have.

Hence, it can be simply said that,

Competencies = Basic Competencies + Professional Competencies
 Type of Competencies
Organizational competencies: The mission, vision, values, culture and core competencies of the
organization that sets the tone and/or context in which the work of the organization is carried out
(e.g. customer-driven, risk taking and cutting edge).
Core competencies: Capabilities and/or technical expertise unique to an organization, i.e. core
competencies differentiate an organization from its competition (e.g. the technologies,
methodologies, strategies or processes of the organization that create competitive advantage in the
marketplace). An organizational core competency is an organization’s strategic strength.
Technical competencies: Technical competencies define what people have to know and be able to do
(knowledge and skills) to carry out their roles effectively. They are related to either generic roles
(groups of similar jobs), or individual roles (as ‘role-specific competencies’).
Behavioral competencies: Behavioural competencies define behavioural expectations, ie the type of
behavior required to deliver results under such headings as teamworking, communication, leadership
and decision-making. They are sometimes known as ‘soft skills’.
Functional competencies: Functional competencies are job-specific competencies that drive proven
high-performance, quality results for a given position. They are often technical or operational in
nature (e.g., “backing up a database” is a functional competency).
Management competencies: Management competencies identify the specific attributes and
capabilities that illustrate an individual’s management potential. Unlike leadership characteristics,
management characteristics can be learned and developed with the proper training and resources.
Competencies in this category should demonstrate pertinent behaviors for management to be
effective.
 Principles to be kept in mind for designing a
competency framework

• Involve the people doing the work – These frameworks should not be developed
solely by HR people, who don't always know what each job actually involves. Nor
should they be left to managers, who don't always understand exactly what each
member of their staff does every day. To understand a role fully, one should go to
the person doing the job as well as to get a variety of other inputs into what makes
someone successful in that job.
• Communicate – It should be communicated to the employees that why frame
work is developed, how it will be created, and how it will be used. Communication
must be made in advance so that it becomes easy to implement.
• Use relevant competencies – Ensure that the competencies included apply to all
roles covered by the framework. If irrelevant competencies are included, people
will probably have a hard time to relate to the framework in general.
 Developing the Competency Framework
A competency framework contains definitions of all the behavioral competencies used in the whole or part of an
organization. It provides the basis for the use of competencies in such areas as recruitment, employee development and
reward.
Process
Step 1. Program launch
Decide on the purpose of the framework and the HR processes for where it will be used. Make out a business case for its
development, setting out the benefits to the organization in such areas as improved performance, better selection
outcomes, more focused performance management, employee development and reward processes. Prepare a project plan
that includes an assessment of the resources required and the costs.

Step 2. Involvement and communication

Involve line managers and employees in the design of the framework by setting up a task force. Communicate the objectives
of the exercise to staff.

Step 3. Framework design – competency list

First, get the task force to draw up a list of the core competencies and values of the business – what it should be good at
doing and the values it believes should influence behaviour. This provides a foundation for an analysis of the competencies
required by people in the organization. The aim is to identify and define the behaviours that contribute to the achievement
of organizational success, and there should be a powerful link between these people competencies and the organization’s
core competencies. The production of the list may be done by brainstorming. The list should be compared with examples of
other competency frameworks. The purpose of this comparison is not to replicate other lists. It is essential to produce a
competency framework that fits and reflects the organization’s own culture, values, core competencies and operations.

Step 4. Framework design – definition of competencies

Care needs to be exercised to ensure that definitions are clear and unambiguous and that they will serve their intended
purpose. If, for example, one of the purposes is to provide criteria for conducting performance reviews, then it is necessary
to be certain that the way the competency is defined, together with supporting examples, will enable fair assessments to be
made.
 Developing the Framework
Step 5. Define uses of competency framework
Define exactly how it will be used in the application area of performance management, recruitment, learning
and development, and reward.

Step 6. Test the framework

Test the framework by gauging the reactions of a balanced selection of line managers and other employees
to ensure that they understand it and believe that it is relevant to their roles. Also pilot test the framework in
live situations for each of its proposed applications.

Step 7. Finalize the framework

Amend the framework as necessary following the tests and prepare notes for guidance on how it should be
used.

Step 8. Communicate
Let everyone know the outcome of the project – what the framework is, how it will be used and how people
will benefit. Group briefings and any other suitable means should be used.

Step 9. Train
Give line managers and HR staff training in how to use the framework.

Step 10. Monitor and evaluate

Monitor and evaluate the use of the framework and amend it as required.
 Competency Mapping

Competency mapping is a process of identifying key competencies for a particular

position in an organization, and then using it for a host of HR applications, most
notably performance management besides recruitment and selection, training and
development, career development, human resource planning, mentoring etc.

Competency Mapping is the Process of identifying key competencies for an

organization and the jobs and functions within it (Nedunchezhin Competency Mapping
Defined & prabhakar 2007)
 Common Steps in Competency Mapping
1.Job Analysis -A job analysis is carried out by asking employees to fill in a questionnaire that asks them to
describe what they are doing, and what skills, attitudes and abilities they need to have to perform it well. There
would be a bit that requests them to list down attributes needed to make it up to the next level, thus making it
behavioural as well as skill-based.

2.Developing Competency based Job Description- Having discovered the similarities in the questionnaires, a
competency-based job description is crafted and presented to the personnel department for their agreement
and additions if any.

3. Mapping of Competencies -Having agreed on the job requirements and the skills and attitudes needed to
progress within it and become more productive, one starts mapping the capability of the employees to the
benchmarks. There are several index points within the responsibility level . An almost (but not quite) arbitrary
level of attainment is noted against each benchmark indicating the areas where the assessee is in terms of
personal development and achievement.

4. Evaluation- Finally the evaluation of competency mapping is done so that the employee who needs training
can be guided suitably. These give an adept HR manager a fairly good picture of the employee to see whether he
(or she) needs to perform better or to move up a notch on the scale. Once the employee `tops' every indicator
at his level, he moves on to the next and begins there at the bottom - in short, he is promoted. It helps in
determining the training and development needs and importantly it helps to encourage the best and develop
the rest. A win-win situation for everyone.
 Methods of Competency Mapping
1)Assessment Centre “Assessment Centre” is a mechanism to identify the potential for growth. It is a
procedure (not location) that uses a variety of techniques to evaluate employees for manpower purpose and
decisions

2)Critical Incidents Technique It is difficult to define critical incident except to say that it can contribute to
the growth and decay of a system. Perhaps one way to understand the concept would be to examine what it
does. Despite numerous variations in procedures for gathering and analyzing critical incidents researchers
and practitioners agree the critical incidents technique can be described as a set of procedures for
systematically identifying behaviours that contribute to success or failure of individuals or organisations in
specific situations. First of all, a list of good and bad on the job behaviour is prepared.
for each job. A few judges are asked to rate how good and how bad is good and bad behaviour, respectively.
Based on these ratings a check-list of good and bad behaviour is prepared.

3) Interview Techniques - Almost every organisation uses an interview in some shape or form, as part of
competency mapping. Enormous amounts of research have been conducted into interviews and numerous
books have been written on the subject. There are, however, a few general guidelines, the observation of
which should aid the use of an interview for competency mapping.

The interview consists of interaction between interviewer and applicant. If handled properly, it can be a
powerful technique in achieving accurate information and getting access to material otherwise unavailable. If
the interview is not handled carefully, it can be a source of bias, restricting or distorting the flow of
communication.
 Methods of Competency Mapping
4) Questionnaires Questionnaires are written lists of questions that users fill out questionnaire and return. The questionnaire sources
below provide more information on designing effective questions. This technique can be used at any stage of development, depending
on the questions that are asked in the questionnaire.

a)Common Metric Questionnaire (CMQ): They examine some of the competencies to work performance and have five sections:
Background, Contacts with People, Decision Making, Physical and Mechanical Activities, and Work Setting. The background section asks
41 general questions about work requirements such as travel, seasonality, and license requirements. The Contacts with People section
asks 62 questions targeting level of supervision, degree of internal and external contacts, and meeting requirements. The 80 Decision
Making items in the CMQ focus on relevant occupational knowledge and skill, language and sensory requirements, and managerial and
business decision making. The Physical and Mechanical Activities section contains 53 items about physical activities and equipment,
machinery, and tools. Work Setting contains 47 items that focus on environmental conditions and other job characteristics. The CMQ is
a relatively new instrument.

b) Functional Job Analysis: The most recent version of Functional Job Analysis uses seven scales to describe what workers do in jobs.
These are: Things, Data, People, Worker Instructions, Reasoning, Maths, and Language.
Each scale has several levels that are anchored with specific behavioral statements and Competency Mapping illustrative tasks and are
used to collect job information.

c) Multipurpose Occupational System Analysis Inventory (MOSAIC): In this method each job analysis inventory collects data from the
office of personnel management system through a variety of descriptors. Two major descriptors in each questionnaire are tasks and
competencies. Tasks are rated on importance and competencies are rated on several scales including importance and requirements for
performing the task. This is mostly used for US government jobs

d) Occupational Analysis Inventory: It contains 617 “work elements.” designed to yield more specific job information while still
capturing work requirements for virtually all occupations. The major categories of items are five-fold: Information Received, Mental
Activities, Work Behavior, Work Goals, and Work Context. Respondents rate each job element on one of four rating scales: part-of-job,
extent, applicability, or a special scale designed for the element. Afterwards , the matching is done between competencies and work
requirements.
e) Position Analysis Questionnaire (PAQ): It is a structured job analysis instrument to measure job characteristics and relate them to
human characteristics. It consists of 195 job elements that represent in a comprehensive manner the domain of human behavior
involved in work activities. These items fall into following five categories:
a) Information input (where and how the worker gets information),
b) Mental processes (reasoning and other processes that workers use),
c) Work output (physical activities and tools used on the job),
d) Relationships with other persons, and
e) Job context (the physical and social contexts of work).

f) Work Profiling System(WPS): It is designed to help employers accomplish human resource functions. The competency approach is
designed to yield reports targeted toward various human resource functions such as individual development planning, employee
selection, and job description. There are three versions of the WPS tied to types of occupations: managerial, service, and technical
occupations. It contains a structured questionaire which measures ability and personality attributes.

5) Psychometric Tests Many organizations use some form of psychometric assessment as a part of their selection process. For some
people this is a prospect about which there is a natural and understandable wariness of the unknown.
A psychometric test is a standardized objective measure of a sample of behavior. It is standardized because the procedure of
administering the test, the environment in which the test is taken, and the method of calculating individual scores are uniformly
applied. It is objective because a good test measures the individual differences in an unbiased scientific method without the
interference of human factors. Most of these tests are time bound and have a correct answer. A person’s score is calculated on the
basis of correct answers. Most tests could be classified in two broad categories:

a) Aptitude Tests: They refer to the potentiality that a person has to profit from training. It predicts how well a person would be able
to perform after training and not what he has done in the past. They are developed to identify individuals with special inclinations in
given abilities. Hence they cover more concrete, clearly defined or practical abilities like mechanical aptitude, clinical aptitude and
artistic aptitude etc.
b) Achievement Tests: These tests measure the level of proficiency that a person has been able to achieve. They measure what a
person has done. Most of these tests measure such things as language usage, arithmetic computation and reasoning etc.
 Use of competency framework in developing
Leadership Talent
Leadership competencies are leadership skills and behaviors that contribute to superior performance. By using a
competency-based approach to leadership, organizations can better identify and develop their next generation of leaders.

A focus on leadership competencies and skill development promotes better leadership. However, skills needed for a
particular position may change depending on the specific leadership level in the organization. By using a competency
approach, organizations can determine what positions at which levels require specific competencies. When selecting and
developing leaders, HR professionals should consider the competencies that the individual possesses and compare those
to the ones that need further development for success in a leadership role. By looking at his/her current competencies
and comparing those to the skills necessary to fill a leadership position, organizations can make better informed decisions
in hiring, developing and promoting leaders.

Developing successful global leaders is a competitive advantage for multinational organizations, in addition to essential
leadership competencies, global leaders face special challenges that require additional competencies. Some of the
challenges that global leaders may face are managing a diverse group of employees and business processes; adaptively
approaching problems and challenges; adjusting to new values and cultures; and adapting to different types of business
and personal stressors. To address the unique challenges of global leaders, researchers have identified global
leadership competencies that can contribute to success. Among these global competencies, developing a global
mindset, cross-cultural communication skills and respecting cultural diversity are paramount to succeeding in the global
workplace
 Advantages of competency mapping
1.Enriched understanding of expected behaviors and performance. Of course, the quickest path to improving
performance starts by knowing the target performance. Organizations that take the time to define the short list of
competencies and expected proficiency level for each competency, by job role, essential for the achievement of business
goals, have taken the first step toward giving employees and leaders the best shot at performance excellence.
2.Improved talent planning. Competency assessment results inform leadership about current and future talent capability.
To be assessed as competent, the employee must demonstrate the ability and experience to perform a job’s specific tasks.
Data and analytics about employees’ skills and knowledge are essential for performance risk mitigation that leadership
would otherwise be blind to.
3.Optimized development and mobility strategy. High-performance organizations realize that organizational success
depends on how capable their people are. They also recognize that formal training does not necessarily equip employees
with the appropriate skills to thrive in the workplace. This is where competency management and competency-based
development comes in. Competency-based development is created around the competency standards that have been
identified for a specific role in an organization.
4.Enhanced talent pipeline. Automated competency management enables on-demand information about employees’ and
leaders’ competency mastery and readiness to move into next-level or other critical roles. In this fashion, organizations
are better prepared with development planning and, as a result, yield healthier talent pipelines regardless of business
cycle or economic conditions.
5.Improved operational efficiencies. Competency management automation facilitates business-driven learning and
development, eliminates non-value-add training, highlights strengths to be further developed, flags critical skill gaps for
mitigation, and generates higher levels of employee and leader satisfaction with their overall experience with the
organization.
6.Integrated talent processes. Serving as the standard for expected performance by job role, competency management
becomes the standard by which the highest-performing organizations talk about and manage all phases of the employee
lifecycle: from talent acquisition to development, to retention and reward.
 What is Employee Engagement?
Engagement happens when people are committed to their work and the organization
and are motivated to achieve high levels of performance. Engaged people at work are
positive, interested in, and even excited about their jobs and are prepared to put
discretionary effort into their work beyond the minimum to get it done.

Engagement defined

The concept of engagement was defined by

Gallup (2009) as: ‘The individual’s involvement and satisfaction with, as well as
enthusiasm for, work’.

Clarke (2009: 9) defined engagement generally as ‘a workplace approach designed to

ensure that employees are committed to their organization’s goals and values, motivated
to contribute to organizational success, and are able at the same time to enhance their
own sense of well-being’.

Writing in 1990, Kahn defines employee engagement as ‘the harnessing of organization

members’ selves to their work roles; in engagement, people employ and express
themselves physically, cognitively, and emotionally during role performances’
 The outcomes and consequences of Employee
Engagement

Considerable research effort has been dedicated to finding out how engagement affects a range
of possible outcomes at the individual, unit, and organizational levels.

MacLeod and Clarke (2009) draw on their research to argue unequivocally that engagement is
associated with higher performance, higher profitability and productivity, lower levels of
intention to quit, improved individual health and wellbeing, and lower levels of sickness absence.
Seeking to raise engagement levels is, they argue, sound business sense, as engaged employees
will contribute more to the bottom line than will disengaged staff.
The drivers and antecedents of Employee Engagement

A key concern for both academics and practitioners has been to identify the factors that drive up
engagement levels and considerable research has been conducted on this issue.

Figure depicts the key influencing factors. As shows, research has suggested that the factors
influencing engagement occur at several levels. First, there are factors concerned with the individual,
such as demographic variables and personality traits; second, there are job-related factors including
person–job fit and job design. The third set of factors, and arguably the area that has received most
attention, is concerned with line manager behaviour, and the fourth set occurs at the level of the
employer or organization overall.
The drivers and antecedents of Employee Engagement
1 Individual-level variables
Some studies have explored the extent to which demographic factors affect engagement. For
example, it has been found that women are significantly more likely to be engaged with their work
than are men ( Johnson, 2004; Truss et al, 2006) and that older employees are more engaged than
younger employees.
2 Job-related variables
Most researchers agree that the nature of the task that people are asked to do is important for
engagement (Macey and Schneider, 2008). Kahn (1990) argues that levels of engagement are
dependent on three interconnected factors. First, the extent to which someone finds their work
personally meaningful, second, whether they believe that being engaged is psychologically safe and
they are unlikely to suffer any negative consequences as a result of being engaged, and, third, the
extent to which the individual is physically and psychologically available to be engaged with their
work.
3 Line manager behaviour
A number of researchers have shown that an individual’s experiences of work in relation to their line
manager are critical for engagement. In particular, the degree of trust that employees feel towards
their manager is important (Macey and Schneider, 2008; Soane et al, 2010).
4 Employer/organizational factors
A number of studies have explored the extent to which factors at the organizational level can be
significant for engagement. Truss et al (2006) found that voice and involvement were major influences
on engagement. Rich et al (2010) found that value congruence, or the extent to which there was a
match between an individual’s personal values and those required by the organization, also impacted
on engagement levels.
 Principles of Employee Engagement
Some of the important principles of employee engagement are given as the following
1.Employees must have capacity to engage.- To avail maximum employee engagement ,
organization must have a demanding work environment and among employees it must
promote exchange of information, maximum opportunities for learning, bringing work
life balance etc.
2.Employees must have motivation to engage.-Organization must motivate their
employees by showing respect and value to their commitment and it must also try to
bring individual goals and organizational goal together. This motivation results in
voluntary engagement of employee at work.
3. Employees must have freedom to engage.- when employees feel that their initiation
and action will be appreciated by the employer then they actively indulge themselves in
getting proactive.
4.Focus of strategic engagement- strategic engagement is a situation where employees
are well familiar with the organizational strategic priorities . further employees are also
familiar with the conditions when organizational actions, culture and processes are
aligned together in order to attain the goal. Employee engagement will work when
employees can view a direct link between their work performance and organizational
profit.
 Factors that influence employee engagement
The factors that influence or affect the employee engagement are mentioned below:

1)Competition from other option: When employees who are unsatisfied with their job and profile
then they keep their search on for a better job option. Outsider influence and jobs from competitive
firms affect the commitment and dedication of employees in their current job. Therefore, job options
and jobs with better compensation greatly influence the employee engagement. With an intention to
earn more , few employees also work as a part-time job or freelancer for other organizations which
ultimately results in low commitment in their current job. Therefore, to maintain the employee’s
commitment , employer must offer better opportunity to grow, positive work environment and good
remuneration to employees.

2)Family and social obligations- employees and workers working in organization are human who
possesses family and friends. There are different situations in life which drains people emotionally and
emotionally unsound workers are unable to show their greater work engagement

3)Job responsibility and work relationship-different people have different passion in life. Therefore,
they prefer such profile which can help them to explore their passion.. for example , when an
employee is passionate with cooking then he/she will prefer to work in some restaurant. Further
employees bonding with their colleague also have an impact on performance.

4)Career development opportunities- a better career opportunity is another important factor

affecting employee engagement. Employee’s commitment and dedication enhances when they realise
that employer is paying due concern to the career development of their employee.
 Degrees/Levels of Employee Engagement
• Highly Engaged- When employees are extremely engaged then they act with full
dedication to achieve organizational goal. A highly engaged employee is very much
satisfied while working in the organization.
• Almost Engaged- Employees under almost engaged criteria are considered as
reasonably satisfied with their job. They deliver high performance and are focused,
hardworking and honest toward work.
• Honeymooners and Hamsters-New employees to the organization or to particular
function , who have not yet achieved the level of full productivity, come under the
category of honey mooner. On the other hand, Hamsters are those employees who
are either not working with efficiency or are working in wrong direction. Hence, both
type of employees under the category of honeymooner and hamster deliver
unsatisfactory performance to organization whereas they gain all the benefit in a
similar way other employees’ avail.
• Crash and Burners-Employees under this category are among the high performers.
they are among the good performers in the organization but are unable to meet
their individual goals.
• Disengaged- These employees are detached from priorities of the organization. They
are unable to fulfil their desires from work. Their engagement with work has
reached to its lowest and they are only working in organization to earn their salary.
 Measurement of Engagement
1.Efficiency Gap: Efficiency gap is one of the most important methods which are used to estimate employee's
engagement.
2.Work Quality: When employees are having high degree of engagement then results produced by them will be of better
quality.
3.EngagementOutcomes:It is an outcome of Survey conducted by the organization among the employees with an aim to
identify sentiments of employees towards organization. Hence, this outcome helps organization to identify the employee
engagement at work.
4.Pulse Survey: Most of the employees consider survey conducted by organization as a waste of time and useless activity
which distracts worker from their work. Whereas, pulse survey mark itself different by restricting the number of questions
by 5. Questions asked in the survey are easy and simple where employees will only have to rate their response on the
basis of their satisfaction. Organization must regularly conduct this pulse survey, it helps organization to figure out
employees’ emotion at different point of time.
5.Employee Net Promoter Score: This technique is used to determine employee’s emotional attachments with the
organization where they work. It determines employee's satisfaction through a survey where employer wants to know
'how likely employee prefer to recommend their relatives and friends to work in this organization’. here, employee will
have to answer this question through assigning a number out of 10 as per their satisfaction. Further, organization divides
this survey result into 3 categories
0-6: Detractors/Criticizers , they are particularly dissatisfied with the organization and spread a negative word of mouth.
7-8: Passives, they are neither emotionally invested nor disengaged.
9-10: Promoters, they are extremely loyal to the organization and will definitely spread a positive word around
Therefore, in order to know the employee net promoter score, organization subtracts the score of criticizes from the score
of promoters. before sending the result to employees, organization must present the result of this employee net
promoter scale in form of schedule.
6.Active Net Communications Strategy: In order to promote communication with employees, organization can either
incorporate regular internal communication or an effective intranet. This communication can also be used for e-forums,
seek response on article and videos and receive feedback of organization new policies and changes.
 Challenges of Employee Engagement
Communication Barriers: Effective communication is crucial for engagement. Misunderstandings or lack of communication can leave
employees feeling out of the loop and disconnected from the organization's goals.

Lack of Recognition: Employees who do not feel recognized for their hard work are less likely to be engaged. Recognition needs to be
timely, frequent, and sincere to motivate employees effectively.

Inadequate Feedback: Constructive feedback helps employees grow and improve, but without it, they may feel stagnant in their roles and
disengaged.

Poor Leadership: Leadership sets the tone for engagement. Leaders who fail to inspire, empower, and connect with their teams can
contribute to a disengaged workforce.

Limited Growth Opportunities: A lack of opportunities for professional development and career progression can make employees feel
stuck and undervalued.

Work-Life Imbalance: Overworked employees or those struggling to balance their professional and personal lives may become burned out
and disengaged.

Lack of Autonomy: Employees who feel micromanaged or that they have no control over their work may feel demotivated and disengaged.

Unclear Goals and Expectations: Without clear objectives, employees might not understand what is expected of them, which can lead to
disengagement.

Inadequate Tools and Resources: Without the right tools, employees can become frustrated, which can hinder their ability to work
effectively and lead to disengagement.

Cultural Misalignment: If an employee's values do not align with the company culture, or if the culture is negative, it can lead to
disengagement.

Lack of Trust: Trust between employees and management is essential. If employees feel they cannot trust their leaders or colleagues, it can
create a toxic work environment.

Inequality and Favoritism: Perceptions of unfair treatment can demoralize employees and lead to disengagement.
MERCER MODEL OF EMPLOYEE ENGAGEMENT
 Ways to Secure Desirable Employee Engagement
To combat employee disengagement, an organization needs to have certain principles or ways.
A supportive organizational culture : An organization leaves no stone unturned in keeping continuous employee
engagement. It needs to create a culture that fosters engaged employees. A supportive organizational culture
works as a major attraction for the employees to join.
A vision to reckon with : An organization should have a well-defined, well communicated and strong vision which
attracts and encourages employees to work for it. The vision needs to be shared with the employees in the
organization by the leaders or management across the organization. The vision when communicated keeps the
employees emotionally attached to it. As a result, the employees remain committed and loyal to the organization.
Effective communication : Organization is a place where an employee spends a good portion of their life. Good and
effective communication channels are thus helpful in fostering employee engagement within an organization.
Employees are interested to know how the organization is doing on financial, social, and goal achievement fronts.
The immediate boss or the team manager should be easily accessible to the employees.
Employee development : Every employee in the organization wants to grow in terms of salary, perks, and position.
They always seek opportunity to grow within the organization. Line managers or team leaders have some
responsibility to groom or develop the team members through appropriate training and knowledge upgrade
frequently.
Reward and recognition : Reward, recognition and appreciation are the things used to increase the motivation
level of employees. Employees get a feeling of their effort being validated and acknowledged by the superiors. They
feel to be a valuable part of the organization.
Employee satisfaction : Employees feel satisfied when they are considered as part of the process, their opinion gets
valued, and they are on the forefront to achieve the desired goals. Organizations should solicit the employee’s
feedback, ideas, and thought process
 Employee Engagement Process
1.Prepare and Design: The first step in the process is about discovering the specific requirements
of your organisation and deciding the priorities. After that a customised design of carrying the
whole process can be designed. It is recommended to seek advice of expert management
consultant in order to increase the chances of getting it done right at the first attempt.
2.Employee Engagement Survey: Design the questions of the employee engagement survey and
deploy it with the help of an appropriate media. It can be either in printed form or set online
depending upon the comfort level of the employees and your questionnaire evaluation process.
3.Result Analysis: It is the most important step in the entire process. It is time when reports are
to be analysed to find out what exactly motivates employees to perform their best and what
actually disengages them and finally compels them to leave the organisation. The results and
information can then be delivered through presentations.
4.Action Planning: ‘How to turn the results of the survey in to an action’ is a challenging question
that organisations need to deal with the utmost care. Coaching of line managers as well as HR
professionals is very important in order to tell them how to take appropriate actions to engage
employees. They should also be told about do’s and don’ts so that they can successfully
implement the changes.
5.Action Follow-up: Action follow up is necessary in order to find out if the action has been taken
in the right direction or not and if it is producing the desired results.
 Employer Branding
You are going to have an employer brand, whether you know it or not. And you have two choices: you
can intentionally create, shape, develop and track this brand or you can let it happen by accident -
Kim Spive

Today globally and locally, organizations as diverse as Google, Microsoft, TATA Groups, NTPC, Deloitte,
Ranbaxy and Wipro are using employer branding as a tool to acquire, retain and engage talents. Even
the not-for-profit organizations such as the Red Cross and governmental organizations like the Indian
Air force have been making use of employer branding for some time.

Employer branding is defined as the sum of a company’s efforts to communicate to existing and
prospective employees what makes it a desirable place to work and the active management of a
company’s image as seen through the eyes of its associates and potential hires.

Employer branding is the application of marketing, communications and branding concepts to

promises of an employment experience that make an organization distinctive and appealing to new
and existing employees, and ensuring that employees identify and engage with the organization, its
corporate brand, mission, values and beliefs and thrive with it.
 Elements of Employer Branding
Simon Barrow described four elements to define an Employer Brand.
1. The Employment Package includes those things that often “close the deal” for the
prospective
employee, such as financial compensation, work/life balance, the employee’s role in
organization and professional development.
2.Culture and Environment includes items such as the physical working environment, the
size of the organization, and the organization’s approach to work.
3. Brand Image and Reputation equals integrity. The consequence of a lack of integrity is
the employee does not stay with the organization long, contributing to the organization’s
turnover costs.
4. Management Performance is a vital part in the employer branding process. Senior
management must be committed and involved in recruitment or the Employer branding
process will be a failure.
 Developing Employer Brand
Brett Minchington, the Chairman/CEO of Employer Brand International has developed a roadmap that helps companies to
develop their employer brand. The roadmap is divided in 4 phases as Concept, design, integration and evaluation.

Concept: This initial phase is all about understanding and defining what your employer brand should stand for. It involves
research to understand the current perception of your company as an employer, both internally and externally. This might
include identifying your organization's unique value proposition and the key attributes that make it attractive to current
and prospective employees.

Design: In this phase, the focus is on creating the employer brand strategy. This involves translating the insights gained
from the concept phase into a tangible plan. It includes designing the key messages, visual identity, and the channels
through which the employer brand will be communicated.

Integration: Here, the employer brand is brought to life within the organization. This involves aligning the employer brand
with business operations, integrating it into the employee lifecycle from recruitment to onboarding, development,
retention, and even off boarding. It's about ensuring that the employer brand is consistently experienced by employees at
every touch point.

Evaluation: The final phase is about measuring the success of the employer brand strategy. This could include assessing
internal metrics such as employee engagement and retention, as well as external metrics such as brand perception among
potential candidates. The evaluation informs whether the objectives set in the concept phase have been achieved and
what adjustments might be necessary to improve the strategy.
 Employer Branding: Its Outcomes

According to Sullivan a successful employer branding strategy does

the following:
• It develops a common theme so that current workers tell friends
and contacts a similar story about what it is like to be an employee of
the firm.
• It builds and reinforces the public’s image of the firm’s culture,
work practices, management style and growth opportunities..
• It continually monitor the firm’s employment image both inside and
outside the firm to ensure the brand image remains strong.
• It energises the best potential candidates to apply for jobs at the
firm.
 Talent Development
Talent development is a critical aspect of human resource management, focused on identifying,
nurturing, and helping individuals in an organization to enhance their skills, knowledge, and abilities.
The goal is to empower employees to reach their full potential and contribute more effectively to the
organization’s goals. Here are the key components of talent development:
•Identification of Talent: Recognizing employees who have the potential for growth and could take on
more significant roles in the future.
•Skill Assessment: Evaluating the current skills of employees and identifying areas where
development is needed.
•Learning and Development Programs: Creating and implementing training programs, workshops,
seminars, and other educational initiatives to enhance employees' skills and knowledge.
•Career Path Planning: Assisting employees with planning their career trajectories within the
organization, including promotions and transitions to different roles or departments.
•Leadership Development: Specialized training for individuals who show the potential for or are
currently in leadership positions to enhance their leadership skills.
•Performance Management: Regularly reviewing performance and providing feedback to help
employees improve and develop professionally.
•Succession Planning: Preparing for the future by identifying and developing employees who could
potentially fill key roles within the organization should current leaders or critical personnel leave.
•Mentoring and Coaching: Providing one-on-one guidance to help employees navigate their career
paths and develop the necessary skills to advance.
 Talent Development-Need Analysis

Talent development need analysis is a systematic process used to identify and evaluate the gap
between the current capabilities of employees and the skills required to perform at an optimal level
or to meet the strategic objectives of the organization. The analysis focuses on understanding what
development is needed at the individual, departmental, or organizational level.

Need Analysis
It is the process in which the company identifies training and development needs of its employees so
that they can do their job effectively. It involves a complete analysis of training needs required at
various levels of the organisation.

NA is usually part of the appraisal process and at the end of the year an employee has to complete all
the training and development needs identified by the manager.

1.Firstly, the managers need to identify what skill set is required to complete the job or the process.
2.Second, is to assess existing skill levels of the team members, and
3.lastly, determine the training gap.

Training gap is defined as the difference between the skills required to complete the job and existing
skill set of any particular team member.
 Levels in Training Need Analysis
Training needs analysis is generally carried out at three levels:
1.Organizational level: There are some training needs, which may cover everyone in the organization. For
example, where the development and survival of a business depends on a much greater willingness on the
part of its managers and work-force generally to accept change, or where the whole business is moving to a
new site. In the present times of disinvestments of PSUs, computerization and corporate restructuring, many
organizations undertake the exercise of imparting training to everyone in the organizations.Every individual
has to relearn newer skills to work in newer environment.
2. Team Level : This category of training relates to specific groups of people within an organization, although
it is less wide in its scope. There may be in a particular unit, department, or section; at a certain level, such as
supervision; or within a particular occupation or exercising a particular function such as designated safety
officers.
3. Individual level : The third category relates to particular individuals. Examples of person-specific learning
needs include:
a.Preparing an employee for a new job. E.g. when a person is shifted from one department to another, he
needs to get trained for the newer responsibilities.
b.Activities in support of career or self-development. E.g. a person getting training before getting promoted
to the next position.
c.Remedial training or coaching where work performance is not up to standard. E.g. an employee might need
specific training or counseling to be able to perform better.
d.Updating training E.g. the technology might change and the organization might have to update the training
of the individuals.
 What to Analyse?
Organisational Analysis: The organisational analysis is aimed at short listing the focus areas for training within the
organisation and the factors that may affect the same. Organisational mission, vision, goals, people inventories, processes,
performance data are all studied. The study gives cues about the kind of learning environment required for the training.
Motorola and IBM for example, conduct surveys every year keeping in view the short term and long term goals of the
organisation.

Job Analysis/ Task Analysis: The job analysis of the needs assessment survey aims at understanding the ‘what’ of the
training development stage. The kind of intervention needed is what is decided upon in the job analysis. It is an objective
assessment of the job wherein both the worker oriented - approach as well as the task - oriented approach is taken into
consideration. The worker approach identifies key behaviours and ASK for a certain job and the task - oriented approach
identifies the activities to be performed in a certain job. The former is useful in deciding the intervention and the latter in
content development and program evaluation.

Some of the steps that should be considered while assessing Gap between the available and the required level of KSAs are
as:
1. Identification of the potential skill gap and setting the training objectives accordingly
2. Determination of training needs with due consideration of its relative advantages and disadvantages.
3.Collection of data through interviews, surveys, administration of questionnaire, focus group and interviews, observing
people at work through

Individual Analysis: As evident from the name itself, the individual analysis is concerned with who in the organisation
needs the training and in which particular area. Here performance is taken out from the performance appraisal data and
the same is compared with the expected level or standard of performance. The individual analysis is also conducted
through questionnaires, 360 feedback, personal interviews etc.

It is important to be carried out at all 3 levels to achieve organizational as well as individual goals.
 The steps involved in TNA can be illustrated by the following figure:

Some of the methods which can be used to carry out a TNA are:
• Interviews with employees
• Surveys
• Appraisal to understand present skill levels
• Focus group discussions
 Types of Need Analysis
Organizational Analysis An analysis of the business needs or other reasons the training is desired.An analysis of the organization's
strategies, goals, and objectives is done. What is the organization overall trying to accomplish? The important questions being
answered by this analysis are who decided that training should be conducted, why a training program is seen as the
recommended solution to a business problem, what the history of the organization has been with regard to employee training
and other management interventions.
Person Analysis Analysis dealing with potential participants and instructors involved in the process. The important questions
being answered by this analysis are who will receive the training and their level of existing knowledge on the subject, what is their
learning style, and who will conduct the training. Do the employees have required skills? Are there changes to policies,
procedures, software, or equipment that require or necessitate training?
Work analysis / Task Analysis. Through this analysis of the tasks is being performed. This is an analysis of the job and the
requirements for performing the work. Also known as a task analysis or job analysis, this analysis seeks to specify the main duties
and skill level required. This helps ensure that the training which is developed will include relevant links to the content of the job.
Performance Analysis This analysis gives us input about the employees. Are the employees performing up to the established
standard? If performance is below expectations, can training help to improve this performance? Is there a Performance Gap?
Content Analysis This is the analysis of documents, laws, procedures used on the job. This analysis answers questions about what
knowledge or information is used on this job. This information comes from manuals, documents, or regulations. It is important
that the content of the training does not conflict or contradict job requirements. An experienced worker can assist (as a subject
matter expert) in determining the appropriate content.
Training Suitability Analysis. Analysis of whether training is the desired solution. Training is one of several solutions to
employment problems. However, it may not always be the best solution. It is important to determine if training will be effective in
its usage.
Cost-Benefit Analysis. Analysis of the return on investment (ROI) of training. Effective training results in a return of value to the
organization that is greater than the initial investment to produce or administer the training.
 Explain the term Talent Metrics.(2021-22)
Talent metrics are estimations used to track hiring achievement and success and optimize the method of hiring candidates for
an association. When used accurately, these metrics help to assess the recruiting procedure and whether the company is hiring
the right people. Recruiting metrics refer to estimates used to assemble, analyze, and monitor hiring success and optimize the
hiring process in order to make better-informed decisions and gain a good return on investment. In simple words, recruiting
metrics refer to measurements used to gather, analyze, and track hiring success and optimize the hiring process in order to make
more informed decisions and receive the best return on investment.
There may be five talent acquisition metrics useful for measuring the team’s performance:

1. Time to Fill While it’s usually not a good idea to rush the hiring process, taking too long to fill needed positions may be a clue
improvement is needed.Time to fill (defined as the number of days it takes to fill a position) is a standard metric that typically
varies depending on industry and position.
2. Short Term Turnover High turnover in the first year of employment is a huge red flag that your recruiting process may need
some attention, and it matters little whether the turnover is voluntary or involuntary. Both types indicate fit mis-matches that
would have been better avoided.
3. Cost Per Hire If money were no object, a company could quickly hire the best talent in the world. However, that’s not how
recruiting works in the real world.In the real world, companies have real budgets and real concerns about the cost of hiring, which
include expenses such as sourcing cost, agency fees, employee referral fees, travel costs, relocation costs, and in-house recruiter
compensation. Cost per hire is related to time to fill, as longer times to fill tend to be more costly a well.
4. Offer-Acceptance Rate The percent of job offers accepted (versus those declined) says much about your team’s effectiveness.
While it’s true that candidates will sometimes refuse an offer for reasons outside of your team’s control (such as a strong counter
offer from a current employer), other times a refusal is a direct result of a cultural, compensation, or job duties mismatch that
could have been detected with more thorough hiring practices.
5. Quality of Hire Much like beauty, quality of hire is in the eye of the beholder and varies from organization to organization
depending on leadership priorities. As a result, the formula for calculating quality of hire also varies and can include other metrics,
such as turnover, performance reviews, hiring manager satisfaction or instead focus on performance and/or engagement level
 Explain in detail the process of searching and downloading applicant profile
by using Job Portals? Give suitable examples(2017-18)
Job portals, or job boards, are sites where companies can advertise jobs and search for resumes. They are an integral part of almost
every hiring process and using them effectively will translate into qualified candidates for relatively low costs.

How to get resumes from job boards

Many smart-thinking and proactive recruiters search resumes online – because many candidates don't know you exist, and
consequently, don't know you're hiring. Here are the best tips on how to get resumes from job portals as an effective candidate
sourcing strategy.
•Although their traditional role is to post job ads, job boards also serve as resume databases by encouraging candidates to upload their
resumes. Instead of (or, in addition to) posting a job opening and waiting for incoming resumes, managers could search through the
portal’s database to find matching candidates. Managers may Set specific criteria to narrow down resume search: by location, skills,
education level and experience.
•Some of the biggest job boards, like Indeed and Nexxt (Beyond) use niche technology to provide employers with qualified resumes.
More than that, they allow recruiters to search resumes online using multiple filters to instantly find candidates, without posting a job
ad. Managers could also set up an email alert or sync with their ATS to get notifications for matching profiles.

Managers may Use sourcing tools

Many sites build sourcing-specific tools for recruiters. Monster’s Talentbin is a large resume database where you could choose from
millions of profiles for each position. Along the same lines, CareerBuilder’s resume database uses boolean logic to provide accurate
results that decrease the search time.

Mangers may put the company on the map

Effective sourcing also means that candidates can easily find companies that are hiring. Job portals offer spaces for advertising: they
usually put special banners for companies with current openings. In addition, they highlight job postings from premium accounts.
On Glassdoor, candidates find both job ads and information about companies they consider applying to. Managers should aim
to promote his company through Glassdoor to boost their employer brand.
Process of searching and downloading applicant profile by using Job Portals
Example: Indeed.com
A company has posted a job on Indeed and now it has a large number of applicants to review. How the
company will find the applicants who match to their requirements? Let’s look at the tools, Indeed provides
that can help the companies surface the candidates from the applicant pool.
1. Filter candidates by qualifications
As candidates apply to the position, Manager can easily filter for those that only meet the desired
criteria. Indeed is a platform that provides quick filters that enable the mangers to narrow down the
candidate list by applicant qualification questions and assessment results. Within the Candidates tab
managers can take action quickly by adding statuses to each applicant (yes – √, maybe – ?, or no – X) and add
personal notes that will be saved if the candidate applies to the future positions.

2. Add specific preferred and required qualifications to the job

Filtering for the necessary qualifications up front will save manger time with the wrong candidates as they
apply. There may be certain specified skills which the candidate should have to perform the job properly.
These skills could be a certain number of years of experience, proficiency in a certain tool, or communication
skills required to work with certain teams. Adding specific qualifications, even if they are “preferred” and not
required, will let candidates know what is expected of them in advancing through to the next step.

3. Send assessments to screen for skills and knowledge

As candidates apply, Manager have the option to schedule pre-built assessments that screen for certain skills
such as typing, personality fit, and more. Manager can send assessments to applicants once he has reviewed
their CV or may add them to the job so they are automatically sent to anyone who applies. These assessment
results can save the time, and help mangers to filter by qualifications that are better tested instead of
asked.
 How to export applicant profile using indeed
1. When logged in to your Indeed account, click 'Candidates' toward the top of your
screen.

2. Directly under 'Candidates,' click the arrow drop-down menu to select which job(s)
you'd like to export your candidates from.
3. Select all your candidates by clicking this box to the left of the 'Name' column. Or,
you can click on the box to the left of each applicant's name if you only want to export
a few.
4. Click 'Export candidate details' from the options that come up and you'll generate
a .csv file.

5. Email this file to team@wizehire.com or upload it via the chat button. Indeed team
will import your candidates and administer the DISC assessment!

6. Managers may watch candidates' DISC assessment scores populate right in their
WizeHire dashboard!
How to minimize the errors that occurs during selection process? (2017-18)
 Contemporary organizations are striving to establish itself as an employer
brand in the current employment scenario. Comment and list various
initiatives taken by any organization for establishing itself as an employer
brand? (2017-18)
Employer branding is the application of marketing, communications and branding concepts to
promises of an employment experience that make an organization distinctive and appealing to new
and existing employees, and ensuring that employees identify and engage with the organization, its
corporate brand, mission, values and beliefs and thrive with it.
Various initiatives taken by any organization for establishing itself as an employer brand-
–Employee Testimonials. This is, and always will be, the #1. According to a recent report from LinkedIn, “candidates
trust the company's employees 3x more than the company to provide credible information on what it's like to work
there.”
–Office and Workplace. These two are the company’s showcases. Make sure that they reflect the spirit of the
company.
–Perks and Benefits. Healthcare benefits, sports club memberships, company breakfasts – go wild on them. They
aren’t the most important benefits, but they can make a difference for a candidate who has to choose between two
similar offers.
–Company Culture. The unspoken things like the organization culture tend to ‘leak’ outside. Company culture is the
result of the actions of the whole team, and it’s the management who sets the tone for it.
–Company Events. There are two kinds of employer branding events: internal and external. Internal events are a great
tool to bond the team and show people, that you care. The external ones are the perfect medium to show off a little
bit and spread the company image among potential employees.
–Awards. Awards give people motivation for their further development. As an organization, Company can use them
wisely and reap the benefits tenfold.
 What is Recruitment Budget? 2017-18

A recruitment budget is a financial plan adopted by businesses and human

resources teams to manage all expenses related to the hiring process. This
may include the posting of jobs, the procurement of an applicant tracking
system, the purchase of services and tools such as background checks,
assessments, and video interview technologies, the use of external
recruitment agencies, and even doling out employee bonuses for referral
programs. Here, you'll learn how to plan and execute a fiscally responsible
recruitment budget.
Who is responsible for the recruiting budget?
Most of the time, the Human Resources
department has sole responsibility for the
recruiting budget. A specific amount of money
is allocated to every hiring manager
who’s expected to inform HR about every
expense for approval and record-keeping
purposes.
 Explain Talent Procurement(2021-22)

• Talent Procurement and Talent Acquisition are

the terms having the same meaning.
Thank you