CHAPTER 3: JOB ANALYSIS AND JOB employee has over the work, how much

DESIGN decision-making the employee performs on the

job and how many tasks the employee should
Dividing Works into Jobs complete
 JD determines working relationship with
 Work – effort directed towards producing and employees & relationship among
accomplishing results employees
 JD determines:
 Job – grouping of tasks, duties &  The nature of social relationships that
responsibilities that constitute the total work exist on a job
assignment  Relationships between the employee
and the work
 As organizations change, these tasks, duties &
responsibilities may also change over time Job Design: Efficiency Approach
Key goal is to maximize efficiency; emphasizes
 When all jobs are added together they should standardization of production processes
the amount of “work” that is to be completed  Time and motion studies
 Job specialization focused on breaking jobs
 Workflow analysis – studies the way work down into core elements
moves through the organisation  Repetition increased skill and speed
 Job simplification removed decision-making
 Starts with examination of desired & actual authority from employees and placed it with a
outputs (goods & services) into quantity & supervisor
quality
Job Design: Motivational Approach
 Activities (tasks & jobs) that lead to the Maximizes employee’s drive to work as hard as
outputs are evaluated to see if they can possible
achieve the desired outputs Focuses on making jobs more interesting,
challenging and complex
 Inputs (people, material, information, data,
equipment etc) must be assessed to Job characteristics model — identified 5 job
determine if these inputs make the outputs dimensions and 3 psychological states that affect
& activities more efficient motivation and satisfaction

 Re-engineering – generates the needed changes

in the business processes

 Purpose of business process re-

engineering -improve such activities as
product development, customer service &
service delivery

 Require the use of work teams, training

employees to do more than one job and
reorganising operations, workflow and
offices to simplify and speed up the work

Designing Jobs

 Major HR concerns:
 Employee productivity
 Job satisfaction
 Job design (JD) – determines how work is
performed & greatly affects how an employee
feels about a job, how much authority an
Job Design in Practice: Organizational Demands New Organizational Approaches
 Strategy  Total quality management (TQM)
 Managerial choices of job design tactics  Focuses on the quality of all the processes that
 Employee acceptance of job design lead to the final product or service
decisions  To be successful it requires support of top
 Company characteristics management & the belief that quality is a key
 Perception of fairness of job duties part of every employee’s job
 Need for flexible work arrangements  Customer focus in the process of designing and
 Culture improving quality
 Job Design Approach Adopted  Proper implementation requires a clear vision
 Breadth of tasks, duties, and & support of top management and a focus on
responsibilities performed results NOT the process
 Employee concerns
 Formalization of jobs The Office Environment
 Breath and depth of tasks  Work environment (space, workstations, light
etc) affects employee morale, productivity and
Job Design in Practice: Environmental Demands quality, absenteeism & turnover
 Labor force  Creativity can happen anywhere
 Skill availability to perform tasks  Retain the services of an architect or design
 Job design decisions for the aging labor consultant
force
 Technology Robotics
 Telecommuting  The use of robots to perform routine tasks
 Virtual teams  Industrial robots:
 Globalization  Anthropomorphic (approximate the
 Need to address cross-cultural issues appearance and functions of humans)
 Relevant labor market  Nonanthropomorphic (machine-like and
 Ethics/social responsibility have limited functions)
 Concerns about types of tasks required  First-generation robots – performed simple jobs
 Attitudes toward physical conditions of job and had limited capabilities
design  Second-generation robots – built with senses,
vision or touch, making them more adaptable
Job Design in Practice: Regulatory Issues  New robots – perform most of the drilling,
 Importance of understanding essential and non- shaping & bending tasks previously performed
essential job duties by robots
 Job design and employee safety

Ergonomics
 Taking into account the human factor in
designing the employee’s workstation
 Relationship between the employees and their
workstations – machines used, lighting, noise,
chairs etc, these can affect productivity
 IBM Employee handbook identifies the
following:
 Posture
 Back
 Hand
 Environment

Productivity Measures
 Quantity or volume produced
 Accurate measure of productivity is vital to
organisational improvement effort
 Gain competitive advantage
 Strategies to improve productivity & quality  Investigates:
 Depends on employee seeing a link  Levels of decision-making
between what they produce & what the  Skills employees need to do a job
company is attempting to achieve adequately
 What will work for one company may not  Autonomy of the job
for another  Mental effort required to perform the job
 Machines operated, reports completed &
 Organisations must be careful not to measure special financial/other responsibilities
the wrong things or overlook those that are  Working conditions (levels of temperature,
critical to success light etc)
 Merely implementing quality techniques,
including employee empowerment and Job Analysis
benchmarking will not produce benefits Definition: Systematically identifying tasks, duties
 Productivity is the relationship between what is and responsibilities expected to be performed in a
put into a piece of work (input) and what is job as well as competencies to be successful
yielded (output)  Job descriptions — written summaries of the
specific tasks, responsibilities, and working
conditions of a job
 Job specifications — specific competencies
required by a jobholder to be able to perform
the job successfully

Three Major Components of Productivity

 Utilisation – the extent to which we use Importance of Job Analysis
resources  New realities:
 Efficiency – rate of conversion while resources  Organisational restructuring due to downsizing
are being used  The need to motivate and reward people
 Effectiveness – measured in terms of “doing  The impact of technology on jobs throughout
the right things” the organisation
 Labour legislation pertaining to employment
Other Job Design Issues equity and general discriminatory practices
 Work schedules  The implementation of teams
 Flexitime
 Compressed workweeks Performing a Job Analysis
 Alternative physical work locations  Job Information
 Telecommuting  Observation: job analyst observes and
documents activities performed while
The Nature of Job Analysis employee works
 Job analysis – systematically way to gather  Diary: employee keeps log of tasks and
and analyse information about the content, activities
context and the human requirements of jobs
 Interview: job analyst conducts structured repetitious tasks are eliminated whenever
interviews of jobholder and supervisor (time- possible, generally resulting in jobs that are
consuming and may be inaccurate) more motivating and challenging. At the same
 Questionnaire: standard questionnaire time, some degree of job specialisation is
administered to large number of employees necessary so that new employees can learn
performing the job (requires considerable time their jobs quickly and make fewer errors.
up-front, doesn’t offer opportunity for follow-
up)  Programmes such as job enrichment, self-
managed work groups, TQM and re-
engineering have resulted in redesigned jobs
that were previously highly specialised and
boring. There is also a trend toward
multiskilling, whereby team members learn
multiple tasks. Organisations are adopting work
teams and giving them more freedom and
responsibilities

 Total Quality Management (TQM) is one of

the fastest-growing productivity improvement
programmes in the world. It is based on the
principle of commitment to continuous
improvement and meeting customers' needs. It
is largely a bottom-up change effort.

 Re-engineering is more radical. It involves

more than tweaking old procedures; it is the
redesign of business processes to achieve major
gains in cost, service or time. The process
begins with the simple but powerful question:
If we could start from scratch, how would we
do this? It is different from TQM because it
comes from the top down.

 Technology plays an important role in modern

job design. Robotics, ergonomics and the office
environment can improve employee creativity,
productivity and quality.
Job Analysis Problem
 Employee fear  In addition to job design, organisations may
 Need to update information regularly choose to implement programmes that increase
 Job is held by only one or two employees workplace flexibility. These programmes tend
to adopt a scheduling mix between employees'
Summary needs and the organisation's staffing
 Understanding how people are motivated, that requirements in ways that are consistent with
is, their needs and goals, is critical to modern the company's culture. Compressed work
job design. weeks, flexitime programmes and
telecommuting are the most common
 The task employees perform on the job and the approaches. Employees who desire greater
variety, difficulty level and autonomy of the control over work hours, who would like easier
job greatly affect job satisfaction and commuting or want a different lifestyle will be
productivity attracted to organisations that offer these types
of programmes.
 Employees, individually or in work teams, are
being asked to take on greater responsibility for  A sound JA programme produces many
the design and control of their jobs. Simple, benefits for an organisation. Information
 critical to employment and compensation is  Finding and hiring people who contribute to the
collected on a systematic basis. JDs, JSs and overall success of an organization.
JEs can easily be produced from the JA data.  Are valid, reliable, and legally defensible.
Thus, critical HR practices such as hiring, wage  Are supported by empirical evidence that has
determination and administrative record- been accumulated through accepted scientific
keeping are assisted by job analysis. procedures
 Contribute to attaining org goals and objectives
 Information collection should always begin  Involve ethical treatment of job applicants
by conducting a background search. Internal through the R&S process
sources can include previous job analyses,  Follow the accepted standards and principles of
interviews with job incumbents and job professional HR associations
supervisors, site observations by the analyst,  Are not hunches, guesses or unproven practices
questionnaires and diaries. of any kind

 There is a variety of job analysis methods, with Benefits of Effective Selection

each having certain advantages, depending on  Transparent and fair performance appraisal
the purpose, cost and time. The most popular based on job relevant observable behaviour
method is the PAQ. A more complex method (increases sense of fairness within org)
that demands computer analysis and that can  Connects core org strategic requirements &
handle thousands of jobs and people is the FJA. individual job activities
 Reduces turnover
 Job analysis is necessary to comply with the  Retention of high quality Ees
primary employment provisions. The process  Increases motivation
helps to determine essential functions and
whether an individual can carry out the Orgs that don’t capitalize on these benefits forfeit
essential functions with or without reasonable value, HR system effectiveness, and expose the org
accommodation. to greater legal risk.

 Job descriptions generally should contain a Poor Hiring Practices Lead to:
complete identification of the job and its  Strategic objectives cannot be met due to
location within the organisation. The section on resource constraints.
duties and responsibilities should group all  High turnover
tasks into major functional categories, and each  High legal risks
entry should begin with verbs. Job  Damage to org reputation
specifications should include all SKAs needed  Discrimination (informal practices: whether
to perform the job, as well as other minimum intentional or not)
qualifications.  Difficulty building an inclusive workplace
 Org culture slow to catch up to societal changes
RECRUITMENT: ATTRACTING THE
RIGHT TALENTS Example of a decent hiring process
(Candidate Perspective)
What is the recruitment?  Establish minimum qualifications
 The generation of an applicant pool to provide  Complete application
the required number of candidates for selection  Complete written exams
or promotion.  Screening interview
 Second interview
Selection  Background investigation
 The choice of job candidates from a previously  Selection panel
generated applicant pool for a position or job in  Psychological/medical exam
order to provide the required number of
candidates for a subsequent selection or HR ROLE
promotion program.  The role of Human Resources (HR) within an
organization is vital for managing and
Best Practices for Recruitment and Selection supporting the workforce to achieve the
company's goals and objectives.
 HR professionals are responsible for a wide 3. Non-traditional candidates have often
range of tasks and functions that contribute to navigated unconventional paths, demonstrating
the overall success of the organization. adaptability, resilience, and a willingness to
 Overall, the HR role is multifaceted and learn. These qualities can be highly beneficial
requires a combination of interpersonal, in dynamic work environments
organizational, and strategic skills. HR 4. Embracing non-traditional candidates
professionals play a critical role in fostering a challenges societal stereotypes and biases,
positive work culture, developing employees, promoting inclusivity and equal opportunity.
and ensuring the organization's compliance This can contribute to a more equitable
with employment laws and regulations. workplace and educational system.

Recruting Talents Challenges

 Refer to the fundamental principles or beliefs  Bias and Prejudice
that guide an organization's approach to the  Skills Gap
recruitment and hiring of employees. These  Cultural Fit Concerns
tenets serve as a foundation for shaping the  Limited Recognition
company's recruitment strategies, processes,  Non-traditional candidates might face bias
and practices. from recruiters, employers, or educational
 As it is not possible at all times to “ Promote institutions who are more accustomed to
from Within”, proprietors by and large use traditional qualifications. Overcoming these
some combination of internal and external and biases can be a significant challenge.
external recruitment approaches.  Non-traditional candidates may lack some of
Both tactics have definite nitty-gritties in common: the specific qualifications or certifications that
 A foundation in rigorous job analysis are typically associated with the role. This
 Well-crafted job descriptions could require additional training or a period of
 Compliance with applicable laws adjustment
 Equal employment opportunity  Employers and educational institutions might
worry about the cultural fit of a non-traditional
Non-Traditional Candidates candidate in their existing environment,
Non-traditional candidates, in the context of potentially leading to challenges in teamwork
education and employment, refer to individuals who and collaboration
don't fit the conventional mold or criteria for a  Non-traditional paths might not be as
certain role or opportunity. This term is often used recognized or valued in certain industries or
to describe people who have unique backgrounds, educational institutions, which could affect the
experiences, or qualifications that diverge from the candidate's potential for growth and
typical path expected for a specific position. advancement.

Advantages
 Diversity of Thought and Experience Implications
 Skill Transferability  Education
 Increased Adaptability  Employment
 Breaking Stereotypes  Innovation
 Policy Changes
1. Non-traditional candidates bring diverse  In conclusion, the inclusion of non-traditional
perspectives and life experiences that can candidates can bring about numerous benefits
enrich discussions, problem-solving, and to education, the workforce, and society as a
innovation. Their unique viewpoints can lead to whole. By recognizing the value of diverse
creative solutions and approaches that might experiences and skill sets, we can create more
not have been considered otherwise. inclusive and innovative environments that
2. Non-traditional candidates might possess skills celebrate individuality and promote growth
and experiences from different fields that can
be valuable in unexpected ways. These skills 1. In the realm of education, considering non-
can be transferred to the new role, offering traditional candidates could involve
fresh insights and capabilities. recognizing prior learning experiences,
accepting alternative credentials, and designing
 flexible educational pathways to accommodate  These candidates are often considered valuable
diverse learners. potential hires because they may bring a strong
2. Companies that embrace non-traditional track record of success, specific expertise, and
candidates can benefit from a more diverse a demonstrated commitment to their current
workforce, leading to increased innovation, roles.
better problem-solving, and improved  Simply put, Active=Keen while
employee satisfaction. Passive=Reserved
3. Non-traditional candidates often bring fresh
perspectives that can lead to breakthroughs in  Active candidates are individuals who are
industries. By encouraging their inclusion, currently seeking new job opportunities and are
organizations can foster a culture of innovation. actively engaged in the job search process.
4. Governments and institutions may need to  These candidates are actively applying for
adapt policies and regulations to acknowledge positions, submitting their resumes to job
and support non-traditional candidates, boards, networking, and possibly working with
ensuring equal access to opportunities recruiters to find a suitable role.
regardless of background.  A balanced recruitment strategy that includes
both active and passive candidate engagement
External Recruiting can help organizations find the best-fit talent to
 External recruiting, also known as external meet their current and future needs.
hiring or external recruitment, is the process of
seeking and attracting candidates for job Job Postings/Vacancy Announcement
vacancies or positions within an organization  Job postings are formal announcements or
from outside the company. In other words, it advertisements created by employers to inform
involves bringing in new employees who are potential candidates about job vacancies within
not currently employed by the organization to their organization.
fill open positions.  These postings provide detailed information
 External recruiting typically involves a range of about the job role, responsibilities,
strategies and activities aimed at identifying, qualifications, benefits, and application
attracting, and selecting suitable candidates process.
from the external job market.  Job postings serve as a crucial tool for
 External recruiting offers several advantages, attracting and engaging both active and passive
such as bringing in fresh perspectives, new candidates who are interested in exploring new
skills, and diverse experiences from outside the employment opportunities.
organization.  Aside from a long list of requirements that the
candidates must possess, great job postings can
also include the following details;
 What’s great about the company
Attracting the Best Talent  Career paths
 Develop a good Strategy to succeed in your  Benefits
goal.  A realistic idea of the type of work they’ll be
 Offer great perks and compensation doing
 Build a strong employer brand
 Make team building a priority Incentives
 Outperform your competitors  It is a contingent motivator.
 Create an awesome company culture  It is a thing that motivates or encourages
 Promote candidates internally. someone to do something.
 Such approaches include employee referrals
Targeting Passive or Active Candidates and sign-on bonuses
 Targeting passive candidates refers to the
strategic approach of identifying and engaging Boomerang Employees
individuals who are currently employed and not  It is a term used to describe individuals who
actively seeking new job opportunities, but leave an organization for a period of time and
who possess the skills, experience, and then return to work for the same company later
qualities desired by your organization. on. This phenomenon has become more
 prevalent in recent years as the job market and to negative experiences or conflicts, those
employment dynamics have evolved issues might resurface upon their return.
2. While boomerang employees might bring new
Reasons why organizations might consider skills, they might also need to catch up on any
hiring Boomerang Employees changes that occurred in the industry or within
 Familiarity and Experience the company during their absence.
 Skillset and Knowledge 3. Teams and dynamics within the company
 Reduced Recruitment Costs might have changed since the employee's
 Employee Loyalty and Engagement departure. Reintegration and rebuilding
 Company Culture relationships can take time and effort.
4. Hiring boomerang employees could lead to
1. Boomerang employees are already familiar concerns from existing employees who might
with the company's culture, processes, and wonder why a former colleague is being
expectations. This can lead to a quicker brought back instead of hiring from outside.
integration and reduced training time compared
to hiring new employees from scratch. Internal Recruiting
2. These individuals may have gained new skills,  It refers to the practice of filling job vacancies
experiences, or knowledge during their time and open positions within a company by
away from the company. When they return, considering and selecting candidates who are
they can bring fresh perspectives and ideas that already current employees of the organization.
can benefit the organization.  Instead of hiring new candidates from outside
3. Hiring new employees can be expensive in the company, internal recruiting focuses on
terms of recruitment efforts, onboarding, and identifying and promoting existing employees
training. Boomerang employees can help to higher or different roles.
reduce these costs since they already have a
baseline understanding of the company. Various forms of Internal Recruiting
4. The willingness of a former employee to return  Promotions
to a company might indicate a strong sense of  Transfer
loyalty and positive feelings towards the  Lateral Moves
organization. This can contribute to higher  Temporary Assignments
employee engagement and satisfaction  Job Postings and Internal Job Boards
5. Boomerang employees can help maintain and
reinforce the company's culture, values, and 1. Moving employees to higher-level positions
traditions since they are already familiar with with increased responsibilities, often as a
them. reward for their performance and potential.
2. Shifting employees to different departments,
Challenges and Considerations teams, or locations to provide them with new
 Reason for Departure challenges and experiences
 Change in Skills 3. Moving employees to roles with similar levels
 Reintegration and Relationships of responsibility and status, often to provide
 Perceived Fairness them with a broader skillset or different
 Overall, the decision to hire boomerang experiences
employees depends on the specific 4. Assigning employees to special projects, task
circumstances of the organization and the forces, or temporary roles that allow them to
individual in question. When considering contribute in different ways.
rehiring former employees, companies should 5. Posting job openings within the company and
weigh the potential benefits against the allowing current employees to apply for these
challenges and carefully assess whether the positions.
individual's skills, experiences, and motivations
align with the company's current needs and Benefits of Internal Recruiting
goals.  Cost Savings
 Knowledge and Familiarity
1. It's important to understand why the employee  Motivation and Morale
left in the first place. If their departure was due  Retention
 Reduced Risk
 internal mobility can offer several benefits that
1. Internal recruiting can reduce the costs contribute to the overall success and well-being
associated with external recruitment, such as of both the employees and the company.
advertising, interviewing, and onboarding
2. Internal candidates are already familiar with Importance of Internal Mobility
the company's culture, policies, and processes,  Employee Development and Growth
which can lead to quicker and smoother  Talent Retention
transitions.  Skills Diversification
3. The opportunity for career advancement within  Succession Planning
the organization can boost employee morale  Cultural Cohesion
and motivation  Cost Savings
4. Providing growth opportunities can help retain  Employee Engagement
talented employees who might otherwise seek  Adapting to Change
opportunities elsewhere  Workforce Diversity and Inclusion
5. Since internal candidates are known entities,
there is typically less risk associated with their 1. Internal mobility provides employees with
performance and fit within the company opportunities to learn new skills, take on new
challenges, and expand their knowledge.
Considerations for Internal Recruiting 2. Allowing employees to explore different roles
 Fairness and Transparency within the company can help retain valuable
 Skills and Fit talent.
 Skills Development 3. Moving employees across different roles and
 Fresh Perspectives departments can result in a more skilled and
 Backfilling adaptable workforce
 Internal recruiting can be a valuable strategy 4. Internal mobility facilitates the identification
for organizations to develop and retain their and development of potential future leaders
talent pool, align employee career paths with within the organization
organizational goals, and foster a culture of 5. Employees who have experienced different
growth and opportunity. However, it should be parts of the organization can have a broader
balanced with external recruitment to ensure a understanding of the company's culture, values,
diverse and dynamic workforce and operations
6. Internal mobility can be more cost-effective
1. Organizations must ensure that internal than external recruitment. Hiring and
recruitment processes are fair, transparent, and onboarding new employees from outside the
offer equal opportunities for all eligible organization often involve higher costs
employees. compared to promoting or transferring existing
2. While internal candidates have institutional employees.
knowledge, their skills and fit for the new role 7. Providing employees with the chance to
should also be evaluated objectively explore different roles and contribute to various
3. Some roles might require additional training or projects can increase their sense of ownership
skill development for internal candidates to and engagement in their work.
succeed in their new positions. 8. In a rapidly changing business environment,
4. Internal candidates might bring pre-existing internal mobility can help organizations adapt
biases or habits from their previous roles, by quickly shifting talent to areas of strategic
which could limit fresh perspectives. importance.
5. Promoting an employee to a new role might 9. Employees who move between roles can bring
create a vacancy that needs to be filled, valuable insights and best practices from one
requiring additional recruitment efforts area of the organization to another, fostering a
culture of continuous improvement.
Internal Mobility- Is it Necessary?
 Internal mobility refers to the practice of New Approaches
allowing employees to move between different  There are several approaches to internal
roles, departments, or positions within an mobility that organizations can adopt to
organization. While it might not be considered facilitate the movement of employees between
absolutely necessary for every organization, different roles, departments, or positions within
 the company. The choice of approach will individuals are outgoing, energetic, and often
depend on the organization's goals, culture, and seek social stimulation. Introverted individuals
specific needs. Here are some common are more reserved and tend to prefer solitude or
approaches to consider: smaller social gatherings.
 Internal Job Posting  Agreeableness: Agreeableness refers to an
 Nomination individual's interpersonal tendencies, including
 Knowledge, skills and abilities database their kindness, empathy, cooperativeness, and
 Succession Planning consideration of others. High agreeableness
individuals are usually warm, compassionate,
Chapter 4: Selection, Placement and Job Fit and value harmony, while low agreeableness
Factors to Consider in Candidate Selection individuals might be more assertive and
 Skill competitive.
 Personality  Neuroticism (Emotional Stability): Neuroticism
 Desire measures emotional stability and the tendency
 Attitude to experience negative emotions such as
1. Ensure that candidates possess the necessary anxiety, stress, and sadness. People high in
skills, qualifications, and experience required neuroticism may be more prone to mood
for the job. Evaluate their educational swings and emotional reactivity, while those
background, certifications, and relevant work low in neuroticism tend to remain calm under
experience. pressure.
2. When selecting a candidate for a job,
considering their personality traits and Self-Efficacy vs. Self-Esteem: What’s the
characteristics is important, as it can impact Difference?
their fit within the organization and their ability  Self-efficacy and self-esteem are both
to perform well in the role. important psychological concepts that relate to
3. When selecting a candidate for a job, an individual's perception of themselves, but
considering their desire or motivation is an they refer to different aspects of self-
important aspect of the evaluation process. perception.
Candidate desire or motivation can greatly  Self-Efficacy: Self-efficacy refers to an
impact their performance, commitment, and individual's belief in their own ability to
overall fit within the organization. accomplish specific tasks, achieve goals, or
4. Consider the candidate's work ethic, attitude, perform well in various situations. It's tied to
and motivation. Look for candidates who are the perception of one's competence in specific
enthusiastic, adaptable, and willing to areas and is influenced by past experiences,
contribute positively to the workplace feedback, and mastery of skills. Self-efficacy is
environment. more task-specific and context-dependent.

The Big Five Personality Traits

 Openness to Experience: This trait reflects an Key Points about Self-Efficacy:
individual's openness to new ideas,  Focus: Task-specific beliefs about one's
experiences, and intellectual curiosity. People abilities.
high in openness tend to be creative,  Influence: Built through mastery experiences,
imaginative, and open-minded. Those low in social modeling, social persuasion, and
openness might be more traditional and prefer emotional responses.
routine.  Scope: Varies across different tasks or
 Conscientiousness: Conscientiousness is situations.
characterized by a person's level of  Impact: Higher self-efficacy is associated with
organization, responsibility, dependability, and greater motivation, effort, resilience, and
goal-oriented behavior. Highly conscientious persistence when facing challenges.
individuals are usually organized, reliable, and
focused on achieving their objectives. Example: A student with high self-efficacy in math
 Extraversion: Extraversion pertains to an believes they can solve complex math problems and
individual's social orientation and preference feels confident about their math abilities.
for interaction with others. Highly extraverted
Self-Esteem: structured, unstructured, behavioral, or
 Self-esteem refers to an individual's overall situational, depending on the organization's
evaluation of their own worth and value as a approach.
person. It's a more generalized perception of  Structured interviews involve asking all
self and is influenced by factors such as candidates the same set of predetermined
personal achievements, social interactions, questions to ensure consistency.
body image, and comparison with others. Self-  Behavioral interviews focus on past behaviors
esteem is a broader assessment of one's self- and experiences as indicators of future
worth and self-acceptance. behavior.
 Situational interviews present candidates with
Key Points about Self-Esteem: hypothetical scenarios to assess their problem-
 Focus: Overall sense of self-worth and self- solving and decision-making skills.
acceptance.  Unstructured interviews allow for open-ended
 Influence: Shaped by personal achievements, conversations to gauge a candidate's
social interactions, societal standards, and personality, communication style, and cultural
comparisons with others. fit.
 Scope: Generalized perception of one's own
value.  Values. Evaluating a candidate's values
 Impact: Healthy self-esteem is linked to better involves assessing their beliefs, principles, and
psychological well-being, resilience, and ethical considerations. Aligning an employee's
positive interpersonal relationships. values with the company's values can
contribute to a more harmonious and
An individual with high self-esteem feels productive work environment.
comfortable and confident in their own skin,
regardless of specific tasks or challenges. How Values Assessment Works:
 Companies identify their core values and what
In a summary……. they stand for, creating a framework for
 Self-efficacy pertains to an individual's belief evaluating candidates' alignment.
in their ability to perform specific tasks or  During interviews or application processes,
achieve certain goals, while self-esteem relates candidates may be asked about their values,
to an individual's overall evaluation of their ethical decision-making, and experiences
own worth and value as a person. related to organizational values.
 Assessing values helps ensure that candidates
 Both concepts play crucial roles in shaping an share the organization's ethical standards and
individual's thoughts, behaviors, and emotions, are likely to contribute positively to the
and they can influence various aspects of life, company's culture.
including motivation, decision-making, and
mental health.

Employee Selection: Personality Testing,

Interview and Values Job Interview
 Personality test. Personality tests aim to assess  A job interview is a formal meeting between a
an individual's personality traits, behaviors, and candidate and a representative of an
tendencies. These tests provide insights into organization, typically a hiring manager or HR
how candidates might approach tasks, interact professional, to assess the candidate's
with others, and fit within the company culture. suitability for a specific job role.
Common personality tests include the Big Five  Job interviews are a crucial part of the
Personality Traits assessment and the Myers- employee selection process and provide an
Briggs Type Indicator (MBTI). opportunity for both the employer and the
candidate to exchange information and
 Interviews. Interviews are a fundamental part determine if there is a good fit.
of the employee selection process. They
provide an opportunity for employers to assess Key aspects of Job Interview
candidates' qualifications, skills, experiences,  Purpose
and interpersonal abilities. Interviews can be  Types of Interview
 Structured Interviews Preparing for Interview
 Behavioral Interviews  Research the Company
 Situational Interviews  Understand the job role
 Panel Interviews  Review your resume
 One on one interviews  Prepare your resume
 Highlight your achievements
 Interview Process  Be prepared for any surprise questions that may
 Introduction arise
 Question and Answer
 Candidates Question Off the Wall Questions
 Assessments  "Off-the-wall" questions are creative or
 Closing unconventional interview questions designed to
gauge a candidate's quick thinking, problem-
 Interview Questions solving skills, creativity, and ability to handle
 Behavioral Questions unexpected situations.
 Situational Questions  These questions are meant to elicit spontaneous
 Technical Questions responses that provide insights into a
 Personal questions candidate's personality, communication style,
and adaptability. While they may not directly
 Structured Interviews: These involve asking all relate to the job role, they can help assess a
candidates the same set of predetermined candidate's ability to think on their feet.
questions to ensure consistency.
 Behavioral Interviews: Focus on past behaviors Few Examples of Off the Wall Questions
and experiences as indicators of future  If you could be any fictional character for a
behavior. day, who would you choose and why?
 Situational Interviews: Present candidates with  If you were stranded on a deserted island, what
hypothetical scenarios to assess problem- three items would you want with you and why?
solving skills.  If you were given one million dollars and had
 Panel Interviews: Involves multiple to spend it all in a week, what would you do
interviewers from different departments or with it?
roles. These questions are intended to spark creativity and
 One-on-One Interviews: A single interviewer provide a different perspective on a candidate's
interacts with the candidate. abilities. As an interviewee, it's important to
approach these questions with an open mind and
 Candidate evaluation respond thoughtfully. Even though the questions
 Post Interview might seem unusual, your response can still
 Relevance to the Role: How well the showcase your problem-solving skills,
candidate's skills and experiences match the job communication abilities, and your ability to handle
requirements. unexpected situations.
 Cultural Fit: Whether the candidate's
personality and values align with the company
culture.
 Communication Skills: The candidate's ability
to articulate thoughts clearly and effectively.
 Problem-Solving Skills: How the candidate
approaches and addresses challenges.
 Enthusiasm and Motivation: The candidate's
level of interest in the role and the company.

 After the interview, the employer evaluates all

candidates and decides whether to extend an
offer. Candidates might receive feedback or
follow-up communication about the outcome.