• Recruitment Techniques

    Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the organizations.  Recruitment refers to the process of sourcing, screening and selecting people for a job or vacancy with in an organisation and placing the Right Person in Right Place at Right Time.

    Stages of Recruitment Technique

    1. Resume’s/CV Review
    2. Initial Screening Interview
    3. Analyze the Application
    4. Conducting Tests and Evaluating performance
    5. Preliminary Interview
    6. Core and Departmental Interviews
    7. Reference checks
    8. Job Offer

    Some of the key stages are described in detail below

    Selection Techniques

    It refers to different tests/exercises taken in order to select the right candidate from the bunch of candidates.

    1. Psychometric Tests

    A standardized sample of behavior which can be described by a numerical scale or a category system (as per Cronbach).

    Psychometric Tests- Personality Questionnaires

    • Thomas Profiling Hiring Technique.
    • PPA (Personal Profile Analysis)
    • HJA (Human Job Analysis)

    16 Personality Factors (16PF) is first described by Raymond Cattell. It was 185 multiple-choice items which are written at a fifth-grade reading level and there was no right or wrong answers. Personality was determined from the answers of those questions.

    16 Personality Factors used to determine the personalities of a candidate

      1. Warmth
      2. Reasoning
      3. Emotional Stability
      4. Dominance
      5. Liveliness
      6. Rule-Consciousness
      7. Social Boldness
      8. Sensitivity
      9. Vigilance
      10. Abstractedness
      11. Privateness
      12. Apprehensiveness
      13. Openness to Change
      14. Self-Reliance
      15. Perfectionism
      16. Tension

    2. Assessment Center

    An assessment centre is a multi-dimensional approach designed to provide reliable and valid information about a range of competencies of an individual considered to be necessary for successful performance at a target level in a specific job.

    Assessment Centres consist of many multiples like

    • Multiple competencies to be evaluated for in a candidate.
    • Multiple observers to eliminate the subjectivity & increase objectivity involved in the process.
    • Multiple participants
    • Multiple Exercises like role plays, case analysis, presentations, group discussions etc
    • Multiple simulations
    • Multiple observations

    Advantages of Assessment Centres

    • Map the next level challenges and simulate them in exercise ,not based on past performance
    • Not only place right people at right job but also helps in developing participants.
    • AC’s can be customized according to different jobs, competencies and organizational requirements
    • Their validity coefficient is higher than most other techniques used for predicting performance.

    Disadvantages of Assessment Centres

    • ACs are very costly and time consuming.
    • ACs requires highly skilled observers as the observers may bring in their own perceptions and biases while evaluating.
    • Those who receive poor assessment might become demotivated and might lose confidence in their abilities

    3. Group Exercises

    Group exercises are often a central and crucial element in the assessment. The leading recruiters often use the group exercise as a fundamental tool in the sifting process of job applicants. During the assessment centre exercises you are likely to face some challenging and complex tasks in a group of 8-16 applicants. In certain cases, all applicants participating in the group exercise are applying for the same position in other cases different people may be applying for different positions.

    The group exercise’s purpose in the assessment is to predict and assess:

    • Ability to work in a team
    • Social skills
    • Ability to work under stress and pressure
    • Ability to take initiative and influence others
    • Communication style: manners, nature, generosity, aggression,         dominance, listening skills, independent mindedness and more.
    • The degree of compatibility between your social skills and the skills required for the job opening.

    Types of Group Exercises

    • Case studies: In these exercises, the candidates are given a set of papers relating to a particular situation and are asked to make recommendations in a brief report. The subject matter itself may not be important (and even ridiculous at times); the candidates are being tested on your ability to analyze information, to think clearly and logically and to exercise your judgment.
    • In-tray exercises: These are business simulation exercises in which the candidates are given a full in-tray or electronic inbox with e-mails, company memos, telephone and fax messages, reports and correspondence, as well as information about the structure of the organization and your place within it. the candidates are expected to take decisions: priorities your workload; draft replies; delegate tasks; recommend action to superiors; and so on. This exercise is designed to test how the candidates handle complex information within a limited time frame; the exercise allows you to demonstrate their organizational and planning skills.
    • Presentations: Some employers will ask the candidates to prepare a short talk or presentation. the candidates may be asked to bring a prepared presentation to the assessment centre but usually it must be produced on the day. They could be given a topic for discussion or have completely free choice; the subject matter is not necessarily important – the organization wants to know that they can structure and communicate information effectively.
    • Practical tasks: The candidates may be asked as a group to use equipment or materials to make something. The selectors are more interested in how the group interacts than in the quality of the finished product. They will also be assessing your planning and problem-solving skills and the creativity of their individual ideas.
    • Discussions and role plays: The candidates may be asked to take part in a group discussion or in a role-playing exercise where they are given a briefing pack and asked to play a particular part. The assessors are looking for their individual contribution to the team, as well as their verbal communication and planning skills.

    4. Work Samples

    A Miniature replica of job is provided to the candidates, which should be matched with job performance element. This selection technique reflects hands on experience. Examples like the in-tray test, planning exercise, analysis exercise, lectures/ presentation , computer exercises etc.


    • Better predictor of short term performance
    • Reflects candidate’s capability in performing the actual task in future


    • Resource intensive
    • Difficulty in designing
    • Well defined administrating mechanism

    6. Case Interview

    Case Interview is used when no particular background or qualifications are needed. It also provides a real insight into the type of work the firm does.

    Expectations from Case Interview

    • Structured thinking
    • Response to complex or ambiguous problems
    • Reach sound conclusions with limited facts in a short time

    7. Presentation test

    Presentation Test is used to assess complex skills with specific academic knowledge. Here the subject is notified in advance which should be relevant to the work profile of the candidate.

    Presentation test is used to check the followings

    • Written and oral skills
    • Analysis and reasoning
    • Attitude
    • Academic knowledge

    8. Depth Interview Technique

    Depth Interview consists of different level of interviews taken by people with different level of experience. This ensures the best possible fitment of the candidate with the job role they are expected to perform.

    Normally the interview is taken by the HR first; then employee with low experience and after that the experience of the interviewer increases gradually.

    Advantages of Depth Interview Technique

    • Allows optimum utilization of time by interviewers.
    • Eliminates bias and prejudices from recruitment process
    • Helps match job specs to candidate’s abilities.
    • Successfully evaluates candidate’s behavioral qualities.
    • Introduces company and applicant to each other.

    Disadvantages of Depth Interview Technique

    • Interview could be too structured and lengthy.
    • Slow process, which candidates may dislike.
    • Collective discrimination could creep into the process.
    • May create stereotypes rather than leaders.
    • Errors of judgment may still distort decisions.
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