Question is

Methods of Selection /Test, Performance Appraisal & Training observed by the public
and private organizations?

1. Gomal University
2. Education department(School, Collages)
3. Banks.
4. Health Departments(Hospitals)
5. P.I.A
6. NGOs

7. Others(Your Opinion)

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 WHAT IS ORGANIZATION
The word organization is derived from the Greek word “Organon” which means Custom/Rules. It is a
social arrangement which pursues collective goals, controls its own performance, and has a boundary
separating it from its environment.

WHAT IS SELECTION
Selection is the process of choosing from a group of applicants those individuals best suited for a
particular position.

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 METHODS OF SELECTION USED IN GOMAL UNIVERSITY
Typically selection process consists of the following Methods but it is not necessary that all organization
go through all these steps as per requirement of the organization some steps can be skipped while
performing the selection process.
Job Analysis
The very first step in the selection procedure is the job analysis. The HR department prepares the job
description and specification for the jobs which are vacant. This gives details for the jobs which are
vacant. This gives details about the name of the job, qualification, qualities required and work conditions
etc.

Advertisement
Based on the information collected in step 1, the HR department prepares an advertisement and publishes it
in a leading news papers. The advertisement conveys details about the last date for application, the
address to which the application must be sent etc. other methods are:

 Initial Screening
 Application Blank /Review of Application
 Pre-Employment Testing
 Cognitive Aptitude Tests
 Psychomotor Abilities Testes
 Job Knowledge Tests
 Work-Sample Test
 Vocational Interest Test
 Personality & Interest Test
 Drug & Alcohol Testing
 Internet Testing

 Interview

 Informal Interview

 Formal Interview
 Non-Directive Interview
 Depth Interview

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  Stress Interview
 Group Interview
 Panel Interview
 Sequential Interview
 Structures Interviews
 Unstructured Interview
 Mixed Interview
 Impromptu Interviews
 Dinner Interview
 Telephone Interviews
 Second Interviews

 Reference (Background) Checks

 Selection Decision
 Physical (Medical)Examination
 Initial Job Offer/Proposal
 Acceptance/Rejection
 Letter of Appointment/Final Job Offer
 Induction

 Initial Screening
The selection process often begins with an initial screening of applicants to remove individuals who
obviously do not meet the position requirements. At this stage, a few straightforward questions are asked.
The Purpose of Screening is to decrease the number of applicants being considered for selection.
Screening interviews are used to:
 To verify information provided on resume or application blank.
 They are usually very short (approximately 30 minutes or so).

 Application Blank /Review of Applications

It is a formal record of an individual’s application for employment. The specific type of information may
vary from firm to firm and even by job type within University. Application forms are a good way to
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 quickly collect verifiable and fairly accurate historical data from the candidate. Application blank is the
application form to be filled by the candidate when he applies for a job in the company. The application
blank collects information consisting of 4 parts-
 Personal details
 Educational details
 Work experience
 Family background.

 Pre-employment Tests
A personnel testing is a valuable way to measure individual characteristics. Hundreds of tests have been
developed to measure various dimensions of behavior. The tests measure mantel abilities, knowledge,
physical abilities, personality, interest, temperament, and other attitudes and behaviors. Tests are used more
in the public sector than in the private sector and in medium-sized and large companies than in small
companies.
Types Of Employment Tests
Individuals differ in characteristics related to job performance. These differences, which are measurable,
relate to cognitive abilities, psychomotor abilities, job knowledge, work samples, vocational interests, and
personality. Various tests measure these differences.

 Cognitive Aptitude Tests

It measures an individual’s ability to learn, as well as to perform a job. Job-related abilities may be
classified as verbal, numerical, perceptual speed, spatial, and reasoning.

 Psychomotor Abilities Tests

This type of test is used to measure strength, coordination, and dexterity. It is feasible to measure many
abilities that are involved in many routine production jobs and some office jobs.

 Job Knowledge Tests

This sort of test is designed to measure a candidate’s knowledge of the duties of the position for which he
or she is applying.

 Work-Sample Tests (Simulations)

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 It identifies a task or set of tasks that are representative of the job. The evidence concerning these tests, to
date, is that they produce high predictive validity, reduce adverse impact, and are more acceptable to
applicants.

 Vocational Interest Tests

It indicates the occupation in which a person is most interested and is most likely to receive satisfaction.

 Personality and Interest Tests

It is a selection tools, personality tests have not been as useful as other types of tests. They are often
characterized by low reliability and low validity. Because some personality tests emphasize subjective
interpretation, the services of a qualified psychologist are required.
 Drug and Alcohol Testing
Basic purpose of the drug-testing programs contends that it is necessary to ensure workplace safety,
security, and productivity.

 Internet Testing
The Internet is increasingly being used to test various skills required by applicants.

 Job Interviews
It is considered to be excellent selection device. It is face-to-face exchange of view, ideas and opinion
between the candidates and interviewers. Basically, interview is nothing but an oral examination of
candidates. Candidates who have successfully cleared the test are called for an interview. The entire
responsibility for conducting the interview lies with the HR department i.e. they look after the panel of
interviewers, refreshments, informing candidates etc.
Types of interview
Interviews can be of different types. There interviews employed by the Gomal University. Following are
the various types of interview: -

 Informal Interview
An informal interview is an oral interview and may take place anywhere. The employee or the manager or
the personnel manager may ask a few almost inconsequential questions like name, place of birth, names of
relatives etc. It did not plan and nobody prepares for it.

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 Formal Interview
Formal interviews may be held in the employment office by his employment office in a more formal
atmosphere, with the help of well structured questions, the time and place of the interview will be
stipulated by the employment office.

 Non-directive Interview
Non-directive interview is designed to let the interviewee speak his mind freely. The interviewer has no
formal or directive questions, but his all attention is to the candidate. He encourages the candidate to talk
by a little prodding whenever he is silent e.g. “Mr. Ray, please tell us about yourself after you’re
graduated from high school”.
The idea is o give the candidate complete freedom to “sell” him, without the encumbrances of the
interviewer’s question. But the interviewer must be of higher caliber and must guide and relate the
information given by the applicant to the objective of the interview.

 Depth Interview
It is designed to intensely examine the candidate’s background and thinking and to go into considerable
detail on particular subjects of an important nature and of special interest to the candidates. For example,
if the candidate says that he is interested in tennis, a series of questions may be asked to test the depth of
understanding and interest of the candidate. These questions must be asked with tact and through
exhaustive analysis; it is possible to get a good picture of the candidate.

 Stress Interview
It is designed to test the candidate and his conduct and behavior by him under conditions of stress and
strain. The interviewer may start with “Mr. Joseph, we do not think your qualifications and experience are
adequate for this position,’ and watch the reaction of the candidates. A good candidates will not yield, on
the contrary he may substantiate why he is qualified to handle the job.
This type of interview is borrowed from the Military organization and this is very useful to test
behavior of individuals when they are faced with disagreeable and trying situations.

 Group Interview
It is designed to save busy executive’s time and to see how the candidates may be brought together in
the employment office and they may be interviewed.

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 Panel Interview
A panel or interviewing board or selection committee may interview the candidate, usually in the case
of supervisory and managerial positions. This type of interview pools the collective judgment and
wisdom of the panel in the assessment of the candidate and also in questioning the faculties of the
candidate.

 Sequential (Series)Interview
The sequential interview takes the one-to-one a step further and involves a series of interview, usually
utilizing the strength and knowledge base of each interviewer, so that each interviewer can ask questions in
relation to his or her subject area of each candidate, as the candidate moves from room to room.

 Structures Interview
In a structured interview, the interviewer uses preset standardized questions, which are put to all the
interviewees. This interview is also called as ‘Guided’ or ‘Patterned’ interview. It is useful for valid results,
especially when dealing with the large number of applicants.

 Unstructured Interview
It is also known as ‘Unpatented’ interview, the interview is largely unplanned and the interviewee does
most of the talking. Unguided interview is advantageous in as much as it leads to a friendly conversation
between the interviewer and the interviewee and in the process, the later reveals more of his or her desire
and problems. But the Unpatented interview lacks uniformity and worse, this approach may overlook key
areas of the applicant’s skills or background. It is useful when the interviewer tries to probe personal
details of the candidate it analyze why they are not right for the job.

 Mixed Interview
In practice, the interviewer while interviewing the job seekers uses a blend of structured and structured and
unstructured questions. This approach is called the Mixed Interview. The structured questions provide a
base of interview more conventional and permit greater insights into the unique differences between
applicants.

 Impromptu Interviews
This interview commonly occurs when employers are approached directly and tends to be very informal
and unstructured. Applicants should be prepared at all times for on-the-spot interviews, especially in
situations such as a job fair or a cold call. It is an ideal time for employers to ask the candidate some basic
questions to determine whether he/she may be interested in formally interviewing the candidate.
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  Dinner Interviews
These interviews may be structured, informal, or socially situated, such as in a restaurant. Decide what to
eat quickly, some interviewers will ask you to order first (do not appear indecisive). Avoid potentially
messy foods, such as spaghetti. Be prepared for the conversation to abruptly change from friendly chat to
direct interview questions, however, do not underestimate the value of casual discussion, some employers
place a great value on it. Be prepared to switch gears rapidly, from fun talk to business talk.

 Telephone Interviews
Have a copy of your resume and any points you want to remember to say nearby. If you are on your home
telephone, make sure that all roommates or family members are aware of the interview (no loud stereos,
barking dogs etc.). Speak a bit slower than usual. It is crucial that you convey your enthusiasm verbally,
since the interviewer cannot see your face. If there are pauses, do not worry; the interviewer is likely just
taking some notes.

 Second Interviews
Job seekers are invited back after they have passed the first initial interview. Middle or senior
management generally conducts the second interview, together or separately. Applicants can expect
more in-depth questions, and the employer will be expecting a greater level of preparation on the
part of the candidates. Applicants should continue to research the employer following the first
interview, and be prepared to use any information gained through the previous interview to their
advantage.

Methods of Interviewing
Interviews may be conducted in several ways.

 One-On-One Interview
In a typical employment interview, the applicant meets one-on-one with an interviewer. As the
interview may be a highly emotional occasion for the applicant, meeting alone with the interviewer
is often less threatening.
 Group Interview
Several applicants interact in the presence of one or more company representatives.
 Board Interview
One candidate is interviewed by several representatives of the firm.

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  Stress Interview
Intentionally creates anxiety to determine how an applicant will react to stress on the job.

 Reference (Background) Cheek

Many employers request names, addresses, and telephone numbers of references for the purpose of
verifying information and perhaps, gaining additional background information on an applicant. Although
listed on the application form, references are not usually checked until an applicant has successfully
reached the fourth stage of a sequential selection process. When the labor market is very tight,
organizations sometimes hire applicants before checking references.
Previous employers, known as public figures, university professors, neighbors or friends can act as
references. University normally seeks letters of reference or telephone references. The latter is
advantageous because of its accuracy and low cost.

 Selection Decision
After obtaining information through the preceding steps, selection decision- the most critical of all the
steps- must be made. The final decision has to be made the pool of individuals who pas the tests,
interviews and reference checks. The view of the line manager will be generally considered in the final
selection because it is he/she who is responsible for the performance of the new employee. The HR
manager plays a crucial role in the final selection.

 Physical (Medical)Examination
After the selection decision and before the job offer is made, the candidate is required to undergo
a physical fitness test. The results of the medical fitness test are recorded in a statement and are
preserved in the personnel records.

 Initial Job Offer /Proposal

Candidates who successfully clear the medical exam are given an initial job offer by the company
stating the details regarding salary, terms of employment, employment bond if any etc. The candidate
is given some time to think over the offer and to accept or reject. Initial Job offer is made through a
letter of appointed. Such a letter generally contains a date by which the appointee must report on duty. The

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appointee must be given reasonable time for reporting. That is particularly necessary, which means
considerable preparation, and movement of property.

 Acceptance/ Rejection
Candidates who are happy with the offer send their acceptance within a specified time limit to show that
they are ready to work with the University.

 Letter of appointment(Contract of Employment)/Final job offer

Candidates who send their acceptance are given the letter of appointment. The letter/ contract of
employment will state the name of the job. The salary and other benefits, number of medical leaves and
casual leaves, details of employment bond if any etc. It will also state the date on which the employee is
required to start duty in the University.

 Induction
On the date of joining the employee is introduced to the company and other employees through am
elaborate induction program.

*…………….*………………*……………..*

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 WHAT IS TRAINING
Training is defined as the systematic development of the knowledge, skills and attitudes required by an
individual to perform a given task or job successfully. Training aims at improving the organization's
performance through the enhanced performance of its employees. While training helps employees do their
current jobs, development prepares individuals to handle future responsibilities.
It involves planned learning activities designed to improve an employee’s performance at her/his current
job. Training typically focuses on providing employees with specific skills or helping those correct
deficiencies in their performance.

METHODS OF TRAINING USED IN GOMAL UNIVERSITY

After stating the training objectives, management can determine the appropriate methods for accomplishing
them. Various methods and media are available; the selection depends on the nature of training goals.
Methods vary by location, presentation, and type.

According to location the methods are:

 On the job: Training is at the actual work site using the actual work equipment 0r Training a
person to learn a job while working at it.

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  Off the job: Training away from the actual work site. Training is at a Training facility designed
specifically for Training

According to location, presentation the methods are:

 Lecture
The Lecture is an efficient means of transmitting large amounts of factual information to a relatively large
number of people at the same time. It is traditional method of teaching and is used in many training
programs. A skilled lecture can organize material and present it in a clear and understandable way. How
ever a lecture doesn’t allow active participation by learners. Also this type of communication is a one-way
communication and there is no feedback from the audience because in case of very large groups it is
difficult to have interactive sessions. Long lectures can also cause Boredom.

 Case Study
The case study method is very popular in Gomal University. It is a written description of an actual situation
in the business, which provokes the reader to think and make decisions/ suggestions.
The trainees read the case, analyze it and develop alternative solutions, select the best one and implement
it. It is an ideal method to promote decision making skills. They allow participation through discussion.
This is the most effective method of developing problem solving skills.

 Simulations
It is any equipment or technique that duplicates as nearly as the possible the actual conditions encountered
at the job. It is an attempt to create a realistic for decision-making. This method is most widely used in
Aeronautical Industry.

 Apprenticeship
This type of training refers to the process of having new worker, called an apprentice, work alongside and
under the direction of skilled technician.

 Internships

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Internships provide training similar to apprenticeship training; however’ internships typically refer to
occupations that require a higher level of the formal education than that required by the skilled trades.
Many colleges and universities used to develop agreements with organizations to provide internships
opportunities for students. i.e. NIP,IBP.

 Coaching and Mentoring

It is involved learning from more experienced employee/s. Coaching and mentoring are primarily on-the-
job development approaches emphasizing learning on a one-to-one basis. It is applied in cases of most craft
workers, carpenters, electricians, plumbers and mechanics. This approach uses high levels of participation
and facilitates transferability.
Coaching is similar to apprenticeships. But it is always handled by a supervisor and not by the HR
department. The person being trained is called understudy. It is very similar to on the job training method.
But in that case, more stress is laid on productivity, whereas here, the focus is on learning.
In this method skilled workforce is maintained – since the participation, feedback and job transference is
very high. Immediate returns can be expected from training – almost as soon as the training is over the
desired outcomes can be seen in the trainee.

 Discussions
Conferences and group discussions in Gomal University, used extensively for making decisions, can also
be used as a form of training because they provide forums where individuals are able to learn from one
another. A major use of the group discussion is to change attitudes and behaviors.

 Games (Business Games)

A development technique in which teams of managers compete with one another by making computerized
decisions regarding realistic but simulated companies. Simulations that represent actual business situations
are referred to as business games. These simulations attempt to duplicate selected parts of a particular
situation, which are then manipulated by the participants.

 Role Playing
A Training method in which participants are required to respond to specific problems they may actually
encounter in their jobs.

 Computer-Based (Computer Assisted Instruction)

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Computer based training method in Gomal University is a teaching method that takes advantage of the
speed, memory, and data manipulation capabilities of the computer for greater flexibility of instruction.

 Multimedia
Multimedia is an application that enhances computer-based learning with audio, animation, graphics, and
interactive video.

 Virtual Training (use of Videotapes, CD’s, DVD’s)

The use of videotapes, CD’s, DVD’s in Gomal University to be a popular Training method. An illustration
of the use of videotapes, CD’s, DVD’s is provided by behavior modeling. Behavior modeling has long
been a successful Training approach that utilizes videotapes, CD’s, DVD’s to illustrate effective
interpersonal skills and how managers function in various situations.

 Vestibule Training
Training that takes place away from the production area on equipment that closely resembles the actual
equipment used on the job. Effective training programs are effective only if the trainers re able to
effectively transfer to required knowledge to trainees but there are certain reasons due to which training
programs transferring becomes ineffective. The reasons re as under:
Why Transfer of Training Fails
 Don’t learn material
 Don’t understand “real life” applications
 Lack of confidence
 Forgetting the material

*…………….*………………*……………..*

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 WHAT IS PERFORMANCE
Performance can be defined as efforts along with the ability to put efforts supported with the organizational
policies in order to achieve certain objectives. Performance appraisal measures the qualitative and
quantitative aspects of job performance. An appraisal evaluates not only the employee's performance but
also his potential for development. The primary objectives of an appraisal are – to assess past performance,
to identify training needs, to set and agree on future objectives and standards, and to facilitate the
achievement of these goals.

METHODS OF PERFORMANCE APPRAISAL USED IN GOMAL UNIVERSITY

Different methods are used for appraising performance. The type of performance appraisal system utilized
depends on its purpose. If the major emphasis is on selecting people for promotion, training, and merit pay

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 increases. Collaborative methods are designed to assist employees in developing and becoming more
effective.

 360-Dgree Feed Back

It involves input from multiple levels within the firm and external sources as well.

 Rating Scale
Rates employees according to defined factors. The factors chosen for evaluation are typically of two
types: job related and personal characteristics.

 Critical Incidents
Requires written records be kept of highly favorable and highly unfavorable work actions.

 Essay
The rater simply writes a brief narrative describing the employee’s performance. This method tends to
focus on extreme behavior in the employee’s work rather than routine day-to-day performance.

 Work Standards
Compares each employee’s performance to a predetermined standard, or expected level of output.

 Ranking
The rater simply places all employees in a given group in rank order on the basis of their overall
performance. Paired comparison is a variation of the ranking method that involves comparing the
performance of each employee with every other employee in the group.

 Forced Distribution
An appraisal approach where the rater is required to assign individuals in the work group to a limited
number of categories similar to a normal frequency distribution.

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 Forced-Choices & Weighted Checklist Performance Reports
The forced-choice performance report is a technique in which the appraiser is given a series of
statements about an individual and the rater indicates which items are most or least descriptive of the
employee. The weighted checklist performance report is a technique whereby the rater completes a
form similar to the forced-choice performance report, but the various responses have been assigned
different weights.

 Behaviorally Anchored Rating Scales

A performance appraisal method that combines elements of the traditional rating scales and critical
incidents methods.

 Results-Based Systems
In a result-based system the superior and the subordinate jointly agree on objectives for the next
appraisal period.

 Assessment Centers
Recognizing the differences in purposes, and the difficulty that a PA system will have in achieving
both aims, some firms opt to use an assessment center as an adjunct to their appraisal system

 Management By Objective (MBO)

It is a goal-oriented performance appraisal method, requires that supervisors and employees determine
objectives for employees to meet during the rating period, and the employees appraise how well they
have achieved their objectives

 The Appraisal Interview

The appraisal interview is the Achilles’ heel of the entire evaluation process.

 Scheduling the Interview

Supervisors usually conduct a formal appraisal interview at the end of an employee’s appraisal period.

 Interview Structure

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A successful appraisal interview should be structured in a way that allows both the supervisor and the
subordinate to view it as a problem solving rather than a faultfinding session.

 Use of Praise & Criticism

Praise should be provided when warranted, but it can have only limited value if not clearly deserved.
Criticism, even if warranted, is especially difficult to give.

 Employees Roll
Two weeks or so before the review, they should go through their diary or files and make a note of
every project worked on, regardless of whether they were successful or not.

 Use of Software
Computer software is available for recording the appraisal data.

 Concluding the Interview

Ideally, employees will leave the interview with positive feelings about management, the company,
the job, and themselves.

*…………….*………………*……………..*

Text References
1. Human Resource Management, Tata McGraw- Hill (MGT-501), from Virtual University.
2. PERSONNEL the management of people at work 5th edition by DELE S.BEACH.

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 Web References
 www.acmy5.com
 www.google.com
 www.scribd.com
 www.docstok.com
 www.Virtual University.com

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