SELECTION PROCESS AND TRAINING:Levels at Which Selection takes Place, Training and Development

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Introduction To Public AdministrationMGT111

LESSON 23

SELECTION PROCESS AND TRAINING

At the end of the lecture student will be able to:

Understand the selection process

Understand training and development in organization.

In the last lecture we introduced the concept of selection in HRM. Today we will see the process of

selection.

Steps in the Selection Process

The standard hiring sequence is the seven-step procedure described below:

Completed job Application: It is the first and important step as without completed job

application which contains all information about the applicant the selection process cannot

be initiated.

Initial screening interview: After the application is completed initial interviews are held to

screen out those candidates that do not meet the job specification requirement.

Testing: The selected candidates in the initial screening interview are given test by some

organizations.

Background investigation: In case the candidates clear the test, then the organization would

like to know about the back ground of the candidate. In organizations that deal with sensitive

services like military and intelligence require background investigation.

In-depth selection interview: After the clearance of background investigations, then in depth

final interview is held.

Medical examination: The selected candidates are then required medical examination.

Job offer: And finally the job offer is made.

It may be mentioned that all organizations do not strictly adhere to the above selection process.

The process varies from organization to organization.

Levels at Which Selection takes Place

Selection of employees in an organization can take place at any level, both horizontally and

vertically. But the most common level where selection takes place is:

Non managerial level

Managerial level

Non-managerial level is that of support staff, like clerical staff, superintendent, supervisors,

personal staff, maintenance staff etc.

Managerial level is that who provide guidelines for the non-managerial staff. It is also called white collar

level.

In government the managerial level starts at BS -17. All levels above BS-17 and above are

managerial positions and all position below BS-17 and below are non-managerial.

Generally, speaking organizations select managers at the entry level for the managerial position. But

organization may select managers at any level. The advantage of selection at entry level is that managers are

trained according to the requirements of the organization, and also managers can look, ahead in the

organization to their future prospects of promotion.

Selection of Manager

Organizations may seek to hire experienced managers for a variety of reasons. A newly created

post may require a manager with experience not available within the organization; the talent to fill an

established post may not be available within the organization; a key position may suddenly open up before

there is time to train a replacement; or a top performer in a competing organization may be sought to

improve the organization's own competitive position.

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An experienced manager who is up for selection usually goes through several interviews before

being hired. The interviewers are almost always higher-level mangers who attempt to assess the candidate's

suitability and past performance.

Interviewers try to determine how well the candidate fits their idea of what a good manager should

be and how compatible the candidate's personality, past experience, personal values, and operating style are

with the organization and its culture. In other words organizations are looking for people who have

personal qualities and knowledge for working in that position.

Orientation or Socialization

The next step in the process of HRM is orientation or socialization. Orientation or socialization is

designed to provide new employees with the information needed to function comfortably and effectively in

the organization. Typically, socialization conveys three types of information:

General information about the daily work routine of the organization;

A review of the organization's history, purpose, operations, and products or services, as

well as a sense of how the employee's job contributes to the organization's needs; and

A detailed presentation (perhaps in a brochure form) of the organization's policies, work

rules, and employee benefits etc.

Orientation helps employees to become familiar with the organizations working and start feeling at

home.

Training and Development

After the employee is selected finally and is provided orientation, the next essential step is training.

Training means that employees should be informed and provided skills to be able to perform well in the

job. Usually training focus on three areas. These are:

Training in skills.

Training in knowledge and

Training in attitudes

All jobs in organization required training in these broad areas for specific jobs.

Training programs are also directed toward maintaining and improving current job performance.

On the other hand developmental programs seek to develop skills for future jobs. Both managers and non-

managers may receive help from training and development programs, but the mix of experiences is likely to

vary from organization to organization

Non-managers are much more likely to be trained in the technical skills required for their current

jobs; whereas managers frequently receive assistance in developing the skills required in future jobs

particularly conceptual and human relations skills.

Training programs

New employees have to learn new skills, and since their motivation is likely to be high, they can be

acquainted relatively easily with the skills and behaviour expected in their new position. On the other hand,

training experienced employees can be problematic because for them it is not easy to leave their old

working habits and adopt new one. The training needs of such employees are not always easy to determine,

and when they can be individuals resent being asked to change their established ways of doing their jobs.

Assessing Training Needs

The question arises how training need requirement of employees are determined. Usually

organizations have following 4 methods to assess whether employees need training.

1. Performance appraisal. Each employee's work is measured against the performance standards or

objectives established for his or her job. If employee is not performing as per standard then it may be

inferred that the employee requires training.

Introduction To Public AdministrationMGT111

2. Analysis of job requirements. The skills or knowledge specified in the appropriate job description are

examined, and those employees without necessary skills or knowledge become candidates for a training

program.

3. Organizational analysis. The effectiveness of the organization and its success in meeting its goals are

analyzed to determine where differences exist. The performance record might require additional

training.

4. Employee Survey. Managers as well as non-managers are asked to describe what problems they are

experiencing in their work and what actions they believe are necessary to solve them.

Approaches to Training

There are a variety of training approaches. The most common of these are:

On-the-job training methods. This includes job rotation, in which the employee, over a period

of time, works on a series of jobs, thereby learning a broad variety of skills;

Internship is another method of on the job training. In this job training is combined with

related classroom instruction; and apprenticeship, in which the employee is trained under the

guidance of a highly skilled co-worker. So the purpose of on-the-job training is that while

employees work they receive training.

OntheJob Methods

Following are the methods of on-the-job training:

Coaching: the training of an employee by his or her immediate is by far the most effective

management development technique. Unfortunately, many managers are either unable or

unwilling to coach those they supervise.

Job rotation involves shifting managers from position to position so they can broaden their

experience and familiarize themselves with various aspects of the organizations operations.

Training positions are a third method of developing managers. Trainees are given staff posts

immediately under a manager, often with the title of "assistant to". Such assignments give

trainees a chance to work with and model themselves after outstanding managers who might

otherwise have little contact with them.

Management development programs

Management development is designed to improve the overall effectiveness of managers in their

present positions and to prepare them for greater responsibility when they are promoted. Management

development programs have become more prevalent in recent years because of the increasingly complex

demands on managers.

Offthejob methods

Off-the-job development techniques remove individuals from the stresses and ongoing demands of

the workplace, enabling them to focus fully on the learning experience. In addition, they provide

opportunities for meeting people from other departments or organizations.

Thus, employees are exposed to useful new ideas and experiences while they make potentially

useful contacts. The most common off-the-job development methods are in-house classroom instruction

and management development programs sponsored by universities and organizations.

Concepts

Non-managerial position:

is also called "blue collar jobs". This comprises support staff

like clerks, superintendents.

Managerial:

these are positions which provide guidance to non-

managerial positions is middle-level managers and senior

level managers.

Orientation:

familiarize the new employees with organizations rules, work

procedure, policy etc.

Introduction To Public AdministrationMGT111

Training:

it is to provide necessary skills, knowledge and attitudes to

perform a job in organization.

On-the-job training:

on the-job training is a training which is provided while the

employees work; they receive training.

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