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was enacted in 1959 to provide forcompulsory notification of vacancies to theEmployment Exchanges and for the

rendition of returns relating to Employmentsituation by the employers.

This act came into force with effect from

1st May, 1960.


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Prescribed format; name of the employer ,nature ofvacancy , no of posts to be filled , nature of employmentetc

Number of vacancies to be filled by each category ofpersons if any

Selection process ; interview or test also notificationwith 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

The Employment Exchanges (CompulsoryNotification of Vacancies) Act


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RecruitmentSelection :

Concept andProcess ofSelection ;


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Recruitment

The process by which a job vacancy is identifiedand 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 andinternal vacancy lists.


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Recruitment

Job description outline of the roleof the job holder

Person specification outline

of the skills and qualities requiredof the post holder

Applicants may demonstrate their suitabilitythrough application form, letter or curriculumvitae (CV)


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WHAT IS SELECTION ?

Employee Selection is theprocess of putting rightmen on right job.

It is a procedure ofmatching organizationalrequirements with theskills and qualifications ofpeople.

Effective selection canbe done only when thereis effective matching Person-Organization Fit


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Recruitment Differentiated ToSelection

Recruitment isconsidered to be apositive process as itmotivates more ofcandidates to applyfor the job.

It creates a pool ofapplicants. It is justsourcing of data.

Recruitmentprecedes selection

Selection is anegative process asthe inappropriatecandidates arerejected here

Selection involveschoosing the bestcandidate with bestabilities, skills andknowledge for therequired job.


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Selection Process

Begin with jobanalysis

Job-oriented:

describes specifictasks of job

Worker-oriented:focuses on specific

skills, abilities andtraits needed toperform job

Techniques

Interviews

Questionnaires Direct observation

Systematic Activitylogs

Critical incidents:scenarios thatdifferentiate betweengood and bad

employees


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Recruitment Decisions

Selection Ratio: relationship between thenumber of people to be hired and thenumber of people available to be hired.

What happens when a lower number ofpeople are available?

Reduce requirements for job (e.g., test scores)

Increase salaries and benefits


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Selection Techniques

Resumes

Interviews

Letters of Recommendation Assessment Centers

Psychological Tests

Drug Tests Lie Detectors (!)


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SelectionProcess

FlowChart


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Limiting Who Becomes anApplicant


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Pre-Employment Screening

Pre-screening interview

Verify minimum qualifications

Electronic pre-screening

Scanning resumes and applications

Electronic submission ofapplications


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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 selectionprocess

Application Disclaimers and Notices


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Application Disclaimers andNotices

Employment-at-will Indicates the right of the employer or employee to terminate the

employment relationship at any time with or without notice orcause.

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.


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Application blanks

Application blanks- this is designed tohave a detailed information about theapplicants

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.


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Job Performance, SelectionCriteria, and Predictors


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Sample Application Form

Figure 8

6a


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Sample Application Form

Figure 8

6b


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Good training will not makeup for bad selection. Hire

hard, manage easy


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Selection and Testing: AbilityTests

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-handsteadiness, and other factors.

Emotional intelligence tests

English proficiency tests


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Selection and Testing: AbilityTests

Work Sample Tests

Require an applicant to perform a simulated task.

Assessment Centers

A series of evaluation exercises and tests used for theselection and development of managerial personnel.

Multiple raters assess participants in multiple exercisesand problems that are job content-related to the jobs

for which the individuals are being screened.


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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 PolygraphProtection Act.


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Personalit

y

Characteristics

Figure 8

8


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Controversial and QuestionableTests

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 personsintellectual and emotionalsuitability for employment


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Testing Considerations andConcerns

Proper Use of Tests in Selection

Use for additional information, notdisqualification

Negative reactions by test takers to certaintests

Costs of testing versus bad hires

Legal Concerns and Selection TestingJob-relatedness (validity) of selection

processes

Compliance with EEO and prevailing country's


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Types of Selection Interviews

Figure 8

9


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Structured Interviews

Structured Interview

Uses a set of standardized questions asked ofall 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


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Structured Interviews (contd)

Behavioral interview

Applicants are asked to give specific examplesof 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 experiencerelated to the problem.

Situational interview

Applicants are asked how they would respondto a s ecific ob situation related to the content


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Less Structured Interviews

Nondirective Interview

Applicants are queried using questions that aredeveloped from the answers to previous

questions.Possibility of not obtaining needed information.

Information obtained may not be not job-

related or comparable to that obtained fromother applicants.

Stress Interviews

An interview designed to create anxiety andut ressure on an a licant to see how the


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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


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SelectionInterviewQuestion

s

Figure 8

10


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Problems in the Interview

Problems inthe Interview

HaloEffect

SnapJudgments

NegativeEmphasis

Biases andStereotyping

CulturalNoise


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Reliability and Validity inInterviews

FaceValidity

InterraterReliability

IntraraterReliability

InterviewReliability andValidity Issues


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Lecturer / Tutor Selection and Rating Criteria

Exceptional

High-Performer

Satisfactory

Somewhat BelowExpectations

Fails to MeetMinimumRequirements

Often exceeds expectations; goes above and beyondthe call of duty; the benchmark for excellence; cant

miss lectures or tutorials with this person; an HD.

Sometimes exceeds expectations; generally performs bet-ter than many; relatively interesting and informative. Trieshard; 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 isprepared. A low D.

Occasionally fails to meet expectations; not always pre-pared. Seems to lack energy and commitment. Doesnot seem willing to do more than necessary. Pass /Credit.

Does not show up and is unprepared. Does not seemwilling or able to perform the job. Consistently fails to meetobligations and promises, e.g., misses appointments, fails todeliver on agreements. Does not seem to care aboutstudents.


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Background Investigation

Falsification of Background Information

One-third of applications and resumes containfactual misstatements or significant omissions.

Reference Checking MethodsTelephoning the reference

Preprinted reference forms

Outsourcing reference checking

Legal Constraints

Obtaining signed releases from applicants

avoids problems with privacy issues

B k d I i i


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Background Investigation(contd)

Giving References on Former Employees

Employers can incur a civil liability forstatements made about former employees.

Employers have adopted policies restricting therelease of reference information to name,employment dates, and job title.

Risks of Negligent HiringEmployers must exercise due diligence in

investigating an applicants background to

avoid suits for the actions of their employees.


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Background Investigation Sources

Source: Based on Pinkerton, Top Security Threats and Management Issues

Facing Corporate America Year 2000 Survey of Fortune 1000 Companies.


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Making the Job Offer

Offer Guidelines

Formalize the offer with a letter to the applicantclearly stating the terms and conditions of

employment.Avoid vague, general statements and

promises.

Require return of a signed acceptance of theoffer.


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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


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Scenario

Tom has been interviewing with several companies andhas received a job offer from a smaller local firm that wouldallow him to work on a variety of projects, develop newskills and continue taking courses at the UW. Thecompany has given him one week to review their offer.

During that week Tom interviewed with another large well-known out of state firm that would look good on hisresume. At the end of the week he had not heard from thelarge company, so he accepted the job offer from the smalllocal firm. A half hour later he received a call from thelarge company offering him a job at $8,000 more annuallyplus a signing bonus.

What are his options?


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Resumes


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Resumes: What to include

Professional Strengths: primacy andpriming

Summary of Education:degree, major,graduation date, university.

Include highlights section (e.g., g.p.a.,activities).

Due to short-term memory limits, use nomore than 7 highlights.

Professional Experience: List in reversechronological order. Can include relevantvolunteer experience.


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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


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Cover Letters What to Include

Opening paragraph: Identify position forwhich you are applying. How did you hearabout the position?

Middle paragraph: Why do you want thistype of work? What are your mainqualifications/experience?

Closing paragraph: Ask for interview.Request an answer to your letter.


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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 specificcompany

Direct cover letter to

specific person Dont write letter on

stationary of currentemployer


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Applying to Wipro

RegisterPAN Card + NSR

Final discussionwith the talent

acquisition team

SYNERGYOnline robust systemWhich serves as a

database

Duplication check&

Verification duringprocessing

ShortlistingTechnical interviews

Document submission &background verification


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Applying to Wipro

Wipro has centers in over 50 countriesand the recruitment process differs insome manner from geography to

geography as per your needs and the lawof the land.

Follow a generic process that is commonto all potential Wiproites.

works with only registered empanelledrecruiters

do not charge any fee for recruitment


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Follow the STAR Technique

SITUATION

RESULTS /RESOLUTION

ACTION

TASK


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10 Interview Bloopers

1. poor handshake (limp hand, tips of fingers)

2. talking too much (talking too long, but notanswering 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


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6. asking about benefits, vacation time, or salary in aninitial 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., tooinformal, too businesslike)

10 Interview Bloopers


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References

Human Resource Planning: Dipak KumarBhattacharya ;2nd Edition, ExcelPublishers

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