ASPECT TO THE INTERVIEW-IT IS USUALLY AN EXPEXTED AND ACEPTED PART OF THE PROCESS TO HR



Interviews can be formal or informal, be conducted by one individual or several, or follow one of a number of strategies or techniques.

A person has to follow a number of rules for a successful interview, like:

Before the Interview

Ensure that candidates are adequately briefed about the organization and the job.

Ensure that you prepare for the interview by reading through the relevant applications and have all the necessary documentations including the job descriptions and the personal specifications.

Arrange venue that is free from interruption and, if necessary, have telephone calls diverted.

Ensure that you, any other interviewers and the candidates know the time, date and venue.

Ensure that enough time is set aside for the interviews and allot time for discussing applicants and for a possible overrun.

Formulate some questions in advance and ensure that all important aspects are covered.

Where more than one interviewer is involved, decide who will chair the interview and who will ask the questions.

Try to ensure that all those involved in interviewing have been trained in the process.

Give some thought to the seating arrangements and to the kind of interview you wish to conduct.

Make appropriate arrangements for the reception of applicants in particular giving them somewhere to sit, ensuring that they are told where the cloakroom facilities are and making sure that the reception staff know they are coming.



During the interview

Try to stick to the timetable.

Follow a clear structure during the interview so that there is an obvious beginning, middle and end.

Start by welcoming the candidate and try to put him or her at ease, perhaps by chatting about something in consequential.

Introduce yourself and any other interviewers.

State the purpose of the interview and describe how it is to be conducted.

Try to ask questions that are open ended and encourage discussions.

Ensure that you avoid questions that could be construed as discriminatory.

Avoid just going back over the application forms, repeating the information that is already there.

Do not hesitate to probe if the need arises.

Listen carefully to the replies remembering that most of the talking should be done by the candidate and try to read between the lines.

Ask the interviewee to supply examples of the kinds of things he or she has done to get a clear idea of current and past experiences.

Keep notes of what is said, if a number of candidates are being interviewed.

At the end of the interview, invite the candidate to ask any questions about the job or the organization.

After the Interview

Discuss and record your conclusion.

Notify the candidates of the outcome as soon as possible.

Negotiate the salary and terms of the employment with the successful candidate and prepare a contract of employment.

Undertake the follow - up research through interview or by using the organization's performance, management process to check whether the selection predictions have approved accurate.



5. Selection Tests

The main selection tests are:



Psychometric Tests

This involves procedures to applicants in such a way that their response can be quantified. Any test should be,

A sensitive measuring instrument that discriminates between subjects.

Standardized, so that individual score can be related to others.

Reliable, in that it always measures the same thing.

Valid, in that the test measures what it is designed to measure.

Acceptable to the candidate

Non discriminatory.

Different types of Psychometric tests are,

1. Intelligence Tests

Intelligence test, the oldest kind of psychometric test have been designed by Binet &Simon in 1905.The scores are expressed in terms of Intelligence Quotient or IQ which is the ratio of mental age to the chronological age of the individual. The main problem with the intelligence test is that they are attempting to measure something which is very complex and about which there is much disagreement. They have limited application in the selection context.

2. Aptitude and Attainment Tests

These are designed to test particular aptitudes or abilities for the job. Aptitude test measure individual's potential to develop whereas attainment these measure skills that have already been acquired. Some of the most common attainment tests are typing test, which are widely used and accepted.

3. Personality Tests.

Personality is the integration of all of an individual's characteristics into a unique organization that determines and is modified by his attempts at adaptation to his continually changing environment. Personality test can take different form testing like

Recruitment function can become easy if it is done with enough skill and talent. This can be made successful by good team work and with good ways to find the talented ones. Otherwise it will become a total headache to the HR manager. Good employees will work for the progress of the organization and so the growth of the organization rests upon the person who recruits the personnel necessary for the organization. I will surely use all methods possible for recruitment and selection process.

Which are the points will you keep in mind for recruiting new personnel into your organization if you are the HR Manager of a footwear manufacturing company?

One of the most important HRM function is the appropriate recruitment and selection of suitable staff. If I will be the HR Manager of a reputed footwear company, I will surely look into many aspects to get the best suitable person for my company. Thus my selection process will be based on the following objectives.