was enacted in 1959 to provide for compulsory notification of vacancies to the Employment Exchanges and for the rendition

of returns relating to Employment situation by the employers. This act came into force with effect from 1st May, 1960.

The Employment Exchanges (Compulsory Notification of Vacancies) Act

Prescribed format; name of the employer ,nature of vacancy , no of posts to be filled , nature of employment etc Number of vacancies to be filled by each category of persons if any Selection process ; interview or test also notification with regard to these If there's any change of dates ,the same needs to be notified Employer has to file returns to the local employment exchange

Selection : Concept and Process of Selection ;

Recruitment

Recruitment
The process by which a job vacancy is identified and potential employees are notified. The nature of the recruitment process is regulated and subject to employment law. Main forms of recruitment through advertising in newspapers, magazines, trade papers and internal vacancy lists.

Recruitment
Job description outline of the role of the job holder Person specification outline of the skills and qualities required of the post holder Applicants may demonstrate their suitability through application form, letter or curriculum vitae (CV)

WHAT IS SELECTION ?
Employee Selection is the process of putting right men on right job. It is a procedure of matching organizational requirements with the skills and qualifications of people. Effective selection can be done only when there is effective matching

Person-Organization Fit

Recruitment Differentiated To Selection

Recruitment is considered to be a positive process as it motivates more of candidates to apply for the job. It creates a pool of applicants. It is just sourcing of data. Recruitment precedes selection Selection is a negative process as the inappropriate candidates are rejected here Selection involves choosing the best candidate with best abilities, skills and knowledge for the required job.

Selection Process
Begin with job analysis
Job-oriented: describes specific tasks of job Worker-oriented: focuses on specific skills, abilities and traits needed to perform job

Techniques
Interviews Questionnaires Direct observation Systematic Activity logs Critical incidents: scenarios that differentiate between good and bad employees

Recruitment Decisions
Selection Ratio: relationship between the number of people to be hired and the number of people available to be hired.
What happens when a lower number of people are available?
Reduce requirements for job (e.g., test scores) Increase salaries and benefits

Selection Techniques
Resumes Interviews Letters of Recommendation Assessment Centers Psychological Tests Drug Tests Lie Detectors (!)

Selection Process Flow Chart

Limiting Who Becomes an Applicant

Pre-Employment Screening
Pre-screening interview
Verify minimum qualifications

Electronic pre-screening
Scanning resumes and applications

Electronic submission of applications

Applications
Purposes of Applications
Record of applicants interest in the job Provides a profile of the applicant Basic record for applicants who are hired Research effectiveness of the selection process

Application Disclaimers and Notices

Application Disclaimers and Notices

Employment-at-will
Indicates the right of the employer or employee to terminate the employment relationship at any time with or without notice or cause.

References contacts
Obtains applicants permission to contact references.

Employment testing
Notifies applicants of required drug tests, physical exams, or other tests.

Application time limits

Indicates how long the application will remain active.

Information Falsification
Indicates that false information is grounds for termination.

Application blanks
Application blanks- this is designed to have a detailed information about the applicants
printed application blanks . Elicit info in standard format

It contains data record of the candidates

personal details about age, qualifications reason for leaving previous job, Chronological employment history , experience Medical history, interests ,hobbies etc.

Weighted Application blanks

Method of quantitavely combining information of Personal history items associated with job success The weight factors are predetermined Importance of weight factors varies for different jobs Eg; a PG for a teaching assignment has more weightage ,unlike for other administrative jobs

Job Performance, Selection Criteria, and Predictors

Sample Application Form

Figure 86a

Sample Application Form

Figure 86b

 Good training will not make

up for bad selection. Hire hard, manage easy

Selection and Testing: Ability Tests

Cognitive Ability Tests
Measure an individuals thinking, memory, reasoning, and verbal and mathematical abilities.

Physical Ability Tests

Measure strength, endurance, and muscular movement

Psychomotor Tests
Measure dexterity, hand-eye coordination, arm-hand steadiness, and other factors.

Emotional intelligence tests English proficiency tests

Selection and Testing: Ability Tests

Work Sample Tests
Require an applicant to perform a simulated task.

Assessment Centers
A series of evaluation exercises and tests used for the selection and development of managerial personnel. Multiple raters assess participants in multiple exercises and problems that are job content-related to the jobs for which the individuals are being screened.

Other Tests
Personality Tests
Minnesota Multiphasic Personality Inventory (MMPI) Myers-Briggs

Honest and Integrity Testing

Overt integrity tests Personality-oriented integrity tests Polygraphs (lie detector)
Polygraph testing in pre-employment is prohibited (in most instances) by the Employee Polygraph Protection Act.

Big Five Personalit y Characteri stics

Figure 88

Controversial and Questionable Tests

Graphology (Handwriting Analysis)
Analysis of the characteristics of an individuals writing that purports to reveal personality traits and suitability for employment.

Psychics
Persons who are supposedly able to determine a persons intellectual and emotional suitability for employment

Testing Considerations and Concerns

Proper Use of Tests in Selection
Use for additional information, not disqualification Negative reactions by test takers to certain tests Costs of testing versus bad hires

Legal Concerns and Selection Testing

Job-relatedness (validity) of selection processes Compliance with EEO and prevailing country's

Types of Selection Interviews

Figure 89

Structured Interviews
Structured Interview
Uses a set of standardized questions asked of all job applicants. Useful for initial screening and comparisons Benefits
Obtains consistent information needed for selection decision Is more reliable and valid than other interview formats Meets EEO guidelines for the selection process

Structured Interviews (contd)

Behavioral interview
Applicants are asked to give specific examples of how they have performed a certain task or handled a problem in the past. Helps discover applicants suitability for current jobs based on past behaviors. Assumes that applicants have had experience related to the problem.

Situational interview
Applicants are asked how they would respond to a specific job situation related to the content

Less Structured Interviews

Nondirective Interview
Applicants are queried using questions that are developed from the answers to previous questions. Possibility of not obtaining needed information. Information obtained may not be not jobrelated or comparable to that obtained from other applicants.

Stress Interviews
An interview designed to create anxiety and put pressure on an applicant to see how the

Who Does Interviews

Individuals

Panel Interviews

Interviews Video Interviewing Team Interviews

Effective Interviewing
Conducting an Effective Interview
Planning the interview Controlling the interview Using proper questioning techniques

Question types to avoid in interviews

Yes/No questions Questions that rarely produce a true answer Leading questions Illegal questions Questions that are not job related

Common Selection Interview Question s

Figure 810

Problems in the Interview

Problems in the Interview

Snap Judgments

Negative Emphasis

Halo Effect

Biases and Stereotyping

Cultural Noise

Reliability and Validity in Interviews

Interrater Reliability Intrarater Reliability

Interview Reliability and Validity Issues

Face Validity

Lecturer / Tutor Selection and Rating Criteria

Exceptional
Often exceeds expectations; goes above and beyond the call of duty; the benchmark for excellence; cant miss lectures or tutorials with this person; an HD.
Sometimes exceeds expectations; generally performs better than many; relatively interesting and informative. Tries hard; shows honest interest in students. A high D. Pretty much average; not bad, but seldom excellent. Does what is expected. Shows up on time, and is prepared. A low D. Occasionally fails to meet expectations; not always prepared. Seems to lack energy and commitment. Does not seem willing to do more than necessary. Pass / Credit. Does not show up and is unprepared. Does not seem willing or able to perform the job. Consistently fails to meet obligations and promises, e.g., misses appointments, fails to deliver on agreements. Does not seem to care about students.

High-Performer

Satisfactory

Somewhat Below Expectations

Fails to Meet Minimum Requirements

Background Investigation
Falsification of Background Information
One-third of applications and resumes contain factual misstatements or significant omissions.

Reference Checking Methods

Telephoning the reference Preprinted reference forms Outsourcing reference checking

Legal Constraints
Obtaining signed releases from applicants avoids problems with privacy issues

Background Investigation (contd)

Giving References on Former Employees
Employers can incur a civil liability for statements made about former employees. Employers have adopted policies restricting the release of reference information to name, employment dates, and job title.

Risks of Negligent Hiring

Employers must exercise due diligence in investigating an applicants background to avoid suits for the actions of their employees.

Background Investigation Sources

Source: Based on Pinkerton, Top Security Threats and Management Issues Facing Corporate America Year 2000 Survey of Fortune 1000 Companies.

Making the Job Offer

Offer Guidelines
Formalize the offer with a letter to the applicant clearly stating the terms and conditions of employment. Avoid vague, general statements and promises. Require return of a signed acceptance of the offer.

What a job offer will contain..

Reporting Relationship Job Description Salary Nature of employment Bonus (or Commission) Potential Benefits Vacation & personal time off Expenses Start Date Car/Phone/Travel Expenses Disclaimers

Scenario
Tom has been interviewing with several companies and has received a job offer from a smaller local firm that would allow him to work on a variety of projects, develop new skills and continue taking courses at the UW. The company has given him one week to review their offer. During that week Tom interviewed with another large wellknown out of state firm that would look good on his resume. At the end of the week he had not heard from the large company, so he accepted the job offer from the small local firm. A half hour later he received a call from the large company offering him a job at $8,000 more annually plus a signing bonus.

What are his options?

Resumes

Resumes: What to include

Professional Strengths: primacy and priming Summary of Education:degree, major, graduation date, university. Include highlights section (e.g., g.p.a., activities). Due to short-term memory limits, use no more than 7 highlights. Professional Experience: List in reverse chronological order. Can include relevant volunteer experience.

Hints and Tips for Resumes

Make sure that you can be reached Only list your GPA/score if it is good Avoid use of I, my, me Proofread: one mistake and you are garbage Use active words No smaller than 12 pt font Stick to one page Use bullet format if possible Avoid fancy treatments, paper, and fonts

Cover Letters What to Include

Opening paragraph: Identify position for which you are applying. How did you hear about the position? Middle paragraph: Why do you want this type of work? What are your main qualifications/experience? Closing paragraph: Ask for interview. Request an answer to your letter.

Tips for Cover Letters

Keep to one page Dont beg for job Proofread Dont rehash resume Dont discuss personal circumstances Dont badmouth previous employers Tailor letter to specific company Direct cover letter to specific person Dont write letter on stationary of current employer

Applying to Wipro
Register PAN Card + NSR
SYNERGY Online robust system Which serves as a database Duplication check & Verification during processing

Final discussion with the talent acquisition team

Technical interviews

Shortlisting

Document submission & background verification

Applying to Wipro
Wipro has centers in over 50 countries and the recruitment process differs in some manner from geography to geography as per your needs and the law of the land. Follow a generic process that is common to all potential Wiproites. works with only registered empanelled recruiters do not charge any fee for recruitment

Follow the STAR Technique

SITUATION

RESULTS / RESOLUTION

TASK

ACTION

10 Interview Bloopers
1. poor handshake (limp hand, tips of fingers) 2. talking too much (talking too long, but not answering direct questions; nervous talking) 3. talking negatively about current or past teams, coworkers, employers/managers

4. showing up late or way too early

5. treating the receptionist rudely

10 Interview Bloopers
6. asking about benefits, vacation time, or salary in an initial interview 7. not preparing for the interview 8. verbal ticks (uhmmmm, like, you know) 9. not enough/too much eye contact 10. failure to match communication styles (e.g., too informal, too businesslike)

References
Human Resource Planning: Dipak Kumar Bhattacharya ;2nd Edition, Excel Publishers