By: A.Q Khan

Human Resource ManagementDefinition: Human resource management (HRM or simply HR) is the management of an organization's workforce, or human resources. It is responsible for the attraction, selection, training, assessment, and rewarding ofemployees.

Or it is a systematic process in which they have to manage the employees.

Or, the process of hiring and developing employees so that they become more valuable to the organization. HRM is efficient and effective utilization of your human resources. Human Resource Management includes conducting job analyses, planning personnel needs, recruiting the right people for the job, orienting and training, managing wages and salaries, providing benefits and incentives, evaluating performance, resolving disputes, and communicating with all employees at all levels. The policies and practices involved in carrying out the ‘people’ or human resources aspects of a management position, including recruiting,screening, training and appraising.

1) Recruitment: The process of finding and hiring the best-qualified candidate for a job or enlisting people for the job.or it is the part of hiring process The process of finding and hiring the best-qualified candidate (from within or outside of an organization) for a job opening, in a timely and cost effective manner.

2) Screening: A preliminary assessment of job candidates or Selection of particular candidates for the job and then takewritten test from him or her. Or

By: A.Q Khan

Screening criteria will be established to determine which candidates qualify for further consideration. They consist of a combination of prerequisite experience and education.Screening is selecting a few of the potential candidates forfurther process

3)Training: Training is defined as a Training provided to new employees by the employer in order to assist in adjustment to their new job tasks and to help them becomefamiliar with their new work environment and the people working around them. Or ‘Planned program designed to improve performance and bring about measurable changes in the knowledge, skills, attitude and social behavior of the employees’’ it is as actof increasing the knowledge and skills of an employee for doing a particular job.

On the job Training (OJT):Majority of industrial training is of the on-the-job-training type.OJT is conducted at the work site and in the context of the job. Often, it is informal, as when an experienced worker shows a trainee how to perform the job tasks

Off the Job Training:

4) Rewarding: How much you will pay to your employees. OrReward management is concerned with the formulation and implementation of strategies and policies that aim to rewardpeople fairly, equitably and consistently in accordance withtheir value to the organization.

By: A.Q Khan

Reward management consists of analyzing and controlling employee remuneration and all of the other benefits for the employees. Reward management aims to create and efficiently operate a reward structure for an organization. Reward structure usually consists of pay policy and practices, salary and payroll administration, total reward, minimum wage, executive pay and team reward.

Constant Negotiable: Negotiation is a dialogue between two or

more people or parties, intended to reach an understanding, resolve point of difference, or gain advantage in outcome of dialogue, to produce an agreement upon courses of action, to bargain for individual or collective advantage.

Telling the employee about his/her salary, rewards and working hours etc.

5) Performance Appraisals: Performance and the exact time of coming and going for task or job. Or,It is the assessment of individual’s performance in a systematic way. Performance Appraisal is the systematic evaluation of the performance of employees and to understand the abilities of a person for further growth and development. Performance appraisal is generally done in systematic ways.Performance appraisal is defined as “the systematic description of employee’s job relevant, strength and weakness.

The challenges of the human resources management

Human beings are the most important resource in an organization. A firm’s success depends on the capabilities of its members. Mostproblems, challenges, opportunities and frustrations in an

By: A.Q Khan

organization are people related. Human Resources Management is one of the toughest duties of a manager since humans differ in terms of attitudes, values, aspirations, motivations, assumptions, psychology, and life goals.

1) Modern technology: There is a challenging task of adapting workplace to rapid technological changes which influence thenature of work and generate obsolescence Advanced technologyhas tended to reduce the number of jobs that require little skill and to increase the number of jobs that require considerable skill, a shift we refer to as moving from touchlabor to knowledge work..

2) Competing the new economy: as day by day the structure of the economy is changing so it impact on HRM for which needs change in the recruitment, training ,culture and developmentsuch as E-business which is a new economy and needs to employee who has technical experience.

3) Increased value placed on knowledge: we need the knowledgeable workforce and more skills and also need the intellectual capital so our employee should know about the creativity, productivity and other practices according to the need of the organization.

Empowerment: giving authority to the employee to take decision.

4) Global challenges: Globalization refers to an extension beyond national borders of the same market forces that have operated for centuries at all levels of human economic activity (village markets, urban industries, or financial centers). It means that world trade and financial markets are becoming more integrated.Globalization it is the process of conducting international operations or conduct business outside the national

By: A.Q Khan

boundaries of a country or conduct business in different countries.

5) Develop communications skills: We may expect our leaders to be good communicators but too often it’s not the case. Communication styles vary widely; what may work for one organization may not work for another. This is part of developing a company culture: you need to set the bar high for communications skills, give people training where they come up short, and correct style mis-matches before harm is done. Good communicators build teams and trust; poor communicators create and feed uncertainty.

6) Meeting the stakeholders needs: The Company recognizes that its long-term development depends on maintaining a balance between the needs of customers, employees, shareholders and the environment. This involves not only considering the 'individual benefit' of a particular stakeholder grouping, but also the 'collective benefit' of all the groups.

Job analysisThe procedure for determining duties and skills requirement of a job and the kind of person who should be hire for it.

In simple terms, job analysis may be understood as a process of collecting information about a job. Or a job analysis is the process used to collect information about the duties, responsibilities, necessary skills, outcomes, and work environment of a particular job. One of the main purposes of conducting job analysis is to prepare job descriptions and job specifications which in turn help hire the right quality of workforce into an organization. The process of job analysis results in two sets of data:

By: A.Q Khan

Job Description Job Specification1) A job description: A list of job duties, responsibility,

reporting relationship, working condition and supervisory responsibilities under the job description.It gives information about the scope of job activities, major responsibilities and positioning of the job in the organization. This information gives the worker, analyst, and supervisor with a clear idea of what the worker must do to meet the demand of the job. Typically it includes 

Job Title Date Title of immediate supervisor Statement of the Purpose of the Job 

Primary Responsibilities List of Typical Duties and Responsibilities General Information related to the jobTraining requirements tools useTransportation Signature of the person who has prepared the job description

A job description is usually developed by conducting a job analysis, which includes examining the tasks and sequences of tasks necessary to perform the job.

2) Job Specification: A list of job human requirements that the requisite of education, skills, personality.   Job Specification translates the job description into terms of the human qualifications, which are required for performance of ajob. They are intended to serve as a guide in hiring and job evaluation.The difference between a job description and a job specification is simple. A job description is the duties to be performed. A job

By: A.Q Khan

specification is what requirements are necessary to perform the task.

Job analysis information1) Job activities: First, he or she collects information about

the job’s actual work activities, such as cleaning, selling,teaching, or painting. This list may also include how, why, and when the worker performs each activity. The activities that an employee should perform if he or she got the job.A task is distinct work activity carried out for a distinct purpose. Examples would include typing a letter, preparing alecture, or unloading a mail truck

2) Human behavior: The specialist may also collect information about human behaviors like sensing, communicating, deciding,and writing. Included here would be information regarding job demands such as lifting weights or walking long distances. Which tip of person is necessary for the job and which kind of behavior should he/she have.

3) Machine tools and equipment: Machines, tools, equipment, andwork aids.This category includes information regarding tools used, materials processed, knowledge dealt with or applied (such as finance or law), and services rendered (such as counseling or repairing) these will also give information about the tool, machines and equipment to be used.

4) Performance standard: the employer may also want informationabout the job’s performance standards (in terms of quantity or quality levels for each job duty, for instance). Management will use these standards to appraise employees. It means a description of a level of performance against which an employee's performance will be judged. While the list of Major Job Duties tells the employee what is to be

By: A.Q Khan

done, performance standards provide the employee with specific performance expectations for each major duty. They are the observable behaviors and actions which explain how the job is to be done, plus the results that are expected for satisfactory job performance.

5) Human requirement: This includes information regarding the job’s human requirements, such as job-related knowledge or skills (education, training, work experience) and required personal attributes (aptitudes, physical characteristics, personality, interests) in this step they describe who they think should be considered for a job in terms of education, intelligence, training etc. in this step it describe the person’s requirements the person must have these qualities such as education level , skills, physical appearance ,communication skills and other necessary skills.

6) Job contents: job environment an order to perform an organization you need job environment to best perform.Included here is information about such matters as physical working conditions, work schedule, and the organizational and social context—for instance, the number of people with whom the employee would normally interact. Information regarding incentives might also be included here. Job content are the factors controlled by the individual oneselflike performance, recognition, autonomy etc. job content factors are directly related to individual's job. The qualifications, responsibilities, and duties of a job, as described in a job description.

The use of the job analysis

By: A.Q Khan

Job analysis results in the identification and documentation of the essential functions of a job (or job classification), the specific task requirements of the job classification, and Knowledge, Skill and Abilities required to perform those tasks and essential functions.

1. Recruitment and selection: Recruitment: Job analysis is usedto find out how and when to hire people for future job openings. An understanding of the skills needed and the positions that are vacant in future helps managers to plan and hire people in a systematic way. For example, a company might be traditionally hiring MBA students for equity research. A recent job analysis showed that the positions could be filled by graduates with an analytical mind. Now, this would help the company hire equity analysts from a greater number of available graduates by offering even a slightly lesser salary.Selection: Without a proper understanding of what is to be done on a job, it is not possible to select a right person. If a Super bazaar manager has not clearly identified what a clerk is to do, it is difficult to find if the person selected must be able to position stores items, run a cash register, or keep the account books.

2. Compensation:3. Training: When you hire an employee you know his

capabilities and then you train him for a specific period oftime.If there is any confusion about what the job is and what is supposed to be done, proper training efforts cannot be initiated. Whether or not a current or potential job holder requires additional training can be determined only after the specific needs of the jobs have been identified through a job analysis.

By: A.Q Khan

4. Performance appraisal: Performance appraisal is a method of evaluating the behavior of employees in the work place normally including both the quantitative and qualitative aspects of job performance. Performance refers to the degreeof accomplishment of the tasks that make up an individual’s job. It indicates how well an individual is fulfilling the job demands.

5. Discovering Unassigned Duties: Job analysis can also help reveal unassigned duties.For example, your company’s production manager says she’s responsible for a Dozen or so duties, such as production scheduling and raw material purchasing.Missing, however, is any reference to managing raw material inventories? On further study, you learn that none of the other manufacturing people are responsible for inventory management, either. You know from your review of other jobs like these that someone should be managing inventories. You’ve uncovered an essential unassigned duty, thanks to jobanalysis.

6. Equal opportunity law: If disable person has the ability to perform a job. She/he has a right to get a job.

7. Infrastructure:

How to conduct job analysis?Job analysis is a process of collecting information related to various aspects of the job. It collects and analyses the information associated with job description and specifications. Following steps are involved in job analysis:

By: A.Q Khan

Step 1: Information Collection Decide how you will use the data information, since this will determine the data you collect and how you collect them and what are the objectives of the job analysis. This is the first step of job analysis under which required information related to various aspects of jobs are collected. It is associated with preparation of plans and programs and assignment of responsibilities to the concerned person.

Step 2: Review Background Information Review relevant background information such as organization charts, job descriptions and process charts.

Organization chart: A chart that shows the organization distribution of work with title of each position, interconnect line that shows who report to whom.

Process chart: A workforce chart that shows the inflow of input and output from a particular job.

Step 3: Select the Representative Position Selecting representative positions: Because there may be too many similar jobs to analyze. Analyzing all jobs at a time is complex and costly affair. So, only a representative sample of jobs is selected for the purpose of detailed analysis. Under it, the job analyst investigates to determine which organization managers or employees require job analysis. He should also determine for whatpurpose the job must be analyzed.

Step 4: Analysis of Job for observation Actually analyze the job: By collecting data information on job activities, required employee working conditions, human traits, abilities and employee behaviors. The information is collected onthe job activities, required employee behaviors, working conditions, human traits and qualities, abilities of performing

By: A.Q Khan

the job and other various dimension of the job. Data can be collected either through questionnaire, observation or interviews.

Step 5: verifying the job analysis information with the worker performance Verify the job analysis information with the employee performing the job and with his/her supervisor.

Step 6: Develop job description and specification both of them are two tangible products of job analysis. Job description is a written statement that describes the activities and responsibilities of the job and also working conditions and safety hazards. Job specifications underline the personal qualities, skills, traits, background required for the job needed.

Method of collecting job analysisinformation

Job analysis data is usually collected from several employees from different departments, using interviews and questionnaires. The data is then averaged, taking into account the departmental context of the employees, to determine how much time a typical employee spends on each of several specific tasks.

1:- Personal observation: - In this method the observer actually observes the concerned worker. He makes a list of all the duties performed by the worker and the qualities required to perform those duties based on the information collected, job analysis is prepared.

2:- Interview method: The interview method consists of asking questions to both employees and supervisors in either an individual or a group

By: A.Q Khan

setting. The reason behind the use of this method is that job holders are most familiar with the job and can supplement the information obtained through observation. Workers know the specific duties of the job and supervisors are aware of the job’srelationship to the rest of the organization.

Structured interview: That you write some particular questions and ask them. Fixed format interview in which allquestions are prepared beforehand and are put in the same order to each interviewee. It is also called directive interview.

Unstructured interview: You don’t have written question. Askon the basis of condition. interview without any set format but in which the interviewer may have some key questions formulated in advance. Unstructured interviews allow questions based on the interviewee's responses and proceeds like a friendly, non-threatening conversation. However, because each interviewee is asked a different series of questions, It is also called non-directive interview.

3:- Questionnaire method: questionnaire is a widely used method of analyzing jobs and work. Here the job holders are given a properly designed questionnaire aimed at eliciting relevant job-related information. After completion, the questionnaires are handed over to supervisors. The supervisors can seek further clarifications on various items by talking to the job holders directly. After everything is finalized, the data is given to thejob analyst. Position Analysis Questionnaire (PAQ) is a questionnaire used to collect quantifiable data concerning the duties and responsibilities of various jobs1. Structured or unstructured questionnaires may be used to obtain job analysis information2. Questionnaires can be a quick, efficient way of gathering information from a large number of employees. But,

By: A.Q Khan

developing and testing a questionnaire can be expensive and time consuming

4:- Dairy: daily listing made by the workers of every activity inwhich they are engaged. Another approach is to ask workers to keep a dairy/log of what they do during the day. For every activity he or she engages in, the employee records the activity (along with the time) in a log. This can produce a very complete picture of the job, especially when supplemented with subsequent interviews with the worker and the supervisor. The employees, of course might try to exaggerate some activities and underplay others. However, the detailed, chronological nature of the log tends to mediate against this.5:- internet based job analysis: There are obviously many ways toobtain job analysis information. You can get it from individual workers, groups, or supervisors; or from the observations of job analysts, for instance. You can use interviews, observations, or questionnaires. Some firms use just one basic approach, like having the job analyst do interviews with current job incumbents.Yet a recent study suggests that using just one source may not bewise.

You have to select multiple sources for collecting information for job analysis.

How to write jobdescriptions?

To write job description it is a seven steps process

1:-job identification: in the first step we have to identify the job that what is the job? In which position the job is? Write thejob title

By: A.Q Khan

2:- job summary. Brief, general statement of the more important functions and responsibilities of a job, usually also identifyingthe minimum job requirements .

. Once you've defined the position, write a brief description of the purpose of the position and an overview of the position's main responsibilities.

3:-Job Duties and Responsibilities: (relationships) to whom report? How report and when report? It shows your relation in the organization also it shows whether report outsideor inside of the organization. Job description clearly states theduties and responsibilities to be performed on the job with proper classification as primary, secondary and other duties. It is regarded as the heart of a job. It also describes time to be taken in performing the job and sub-job.

4:-Authority of incompetent: the power of decision making given to the jobholder and shows that who is responsible and reporting to you. The rights given to the person or the power to direct employees.

5:- standard performance: Standards of performance are written statements describing how well a job should be performed. Performance standards are developed collaboratively with employees whenever possible, and explained to new employees during the first month on the job.

6:- working condition: Job description usually gives us the information about the environment in which a job holder has to work. They include heat, cold, dust, wetness, moisture, fumes, odor, oily conditions etc.

7:- job specification: The job specification provides detailed characteristics, knowledge, education, skills, and experience

By: A.Q Khan

needed to perform the job, with an overview of the specific job requirements.

What isrecruitment?

Recruitment is the process of seeking and attracting a pool of people from which qualified candidates for job vacancies can be chosen. it is the pool of potential candidates. The process of finding and hiring the best-qualified candidate for a job opening, in a timely and cost effective manner. The recruitment process includes analyzing the requirements of a job, attracting employees to that job, screening and selecting applicants, hiring, and integrating the new.

Planning and forecasting ofrecruitment

Human-resources departments plan for future staffing requirements based on the forecasting of positions the company must fill to meet future needs. Forecasts are based on the estimated demands for products and services. Therefore, revenues are determined first and staffing plans developed accordingly. Forecasts of demand are calculated based on company-wide needs orindividual units. Three possible areas to forecast are anticipated personnel headcount, the present supply of internal candidates and the supply of external candidates.

By: A.Q Khan

Trend analysis: the method which forecast employments requirements on the basis of some organizational index and is one of the most commonly used approaches for projecting HR demand. Trend analysis is used to review the past employment needs to predict future needs. There are two waysused most frequently in trend analysis. The first is computing the number of employees at the end of a certain number of years. The second way is the number of employees in a certain function. Sometimes, it is best to use both methods to cover all bases.

Ratio analysis: Ratio analysis in HRM is the process of determining future HR demand by computing an exact ratio between the specific business factor and the number of employees needed. It thus provides a more precise estimate than trend analysis. For instance, the demand for professorsat a university could be forecast on the basis of the student-faculty ratio. Suppose that a university has 10,000 students and 500 professors; the student-faculty ratio is thus 10,000:500 or 20:1. This ratio means that for every 20 students, the university needs 1 professor. If the university anticipates a student enrollment increase of 1,000 for next year, it would need to hire 50 (1000/20) new professors. This is in addition to any hiring needed to fillvacancies from existing faculty who might leave in the meantime.

Scatter analysis: it states a graphical method that is used to help identify the relation between two variables. it is determine whether two factors measure of business activity and staffing levels are related.

By: A.Q Khan

Using the Computer for forecasting: the determination of future staff needs by projecting a firm’s sales, volume of production and personnel required maintaining this required volume of output using computers and software packages .employers also used computerized system to personnel requirements.Internal Recruitment and Staffing: Organizations may wish tofill vacancies with current employees. Often a company will allow any current employees to apply for a job opening elsewhere in the firm. These openings are advertised within the organization and may be applied for by any employee who feels qualified.

External Recruitment and Staffing Predicted human resource shortages can be filled by recruiting people from outside the firm to apply and take positions within the company. Typically this allows the firm to take advantage of large numbers of applicants in order to select the best qualified.

1:- inventory management: it is a file in which employee records of education, skills and other expertise are saved. And it shows that how many qualified employees are existing inthe organization. Human Resource Inventory consists of information about the characteristics of organization members.This focuses on the past performance and future potential and the objective is to keep management up to date about the possibilities for filling a position from within. This inventory should indicate which individuals in the organization would be appropriate for filling a position if itbecomes available.

2:-personality management chart: company’s records that shows the present performance of the employees and promotability of the inside candidates.

By: A.Q Khan

3:-management replacement chart: Replacement charts are a human resource forecasting technique that describe a firm's organization structure in terms of individuals who occupy various managerial and professional positions. For each position the incumbent and potential replacements are identified along with information such as potential for advancement, experience or skills needed to qualify for next position, gender.

4:-position replacement chart: This record focuses on positioncentered information rather than people centered information. The position information form is helpful in determining what would happen to a present position, if the current incumbent is moved to some other post or leaves the organization.

Recruitment and itresources

Recruitment and its sources:

It means that what types of candidates you have achieved. For achieving candidates we can use different sources to attract qualified employees there are two main types of sources internal sources and external sources. Every organization has the option of choosing the candidates for its recruitment processes from two kinds of sources (Internal andExternal Sources).The sources within the organization itself (like transfer of employees from one department to other, promotions) to fill a position are known as the internal sources of recruitment. Recruitment candidates from all the other sources

By: A.Q Khan

(like outsourcing agencies etc.) are known as the external sources of recruitment. The Recruitment Sources in the recruitment process are the sources of candidates. Generally, theHRM Function recognizes two main sources of candidates for the job positions: internal and external sources of candidates.

(I) Internal Sources: The internal sources refer to sources from within the company. Internal recruitment may lead toincrease in employee’s productivity as their motivation level increases. It also saves time, money and efforts. But a drawback of internal recruitment is that it refrains the organization from new blood. 1:-rehiring or Re-employment of ex-employees is one of the internal sources of recruitment in which employees can be invited and appointed to fill vacancies in the concern.2:-succession planning continually promoting youremployees: The employees are promoted from one departmentto another with more benefits and great responsibility based on efficiency and experience.3:-HRIS: it is HR information system which can be used for internal recruitment source. 4:-Internal Advertisements: can announce the vacancy inside the organization on the notice board of the organization.

(II) The external recruitment sources: bring job candidates from the external environment using different techniques.The oldest, but still pretty efficient is a newspaper jobadvertisement. Many HRM Professionals do not believe in the power of the newspaper advertising, but for many jobsit is still one of the best techniques with the best cost/income ratio.1:-Public Advertisements: The Personneldepartment of a company advertises the vacancy in newspapers, the internet, etc. Print or website media. 2:-Employment Agencies: There are certain professional

By: A.Q Khan

organizations which look towards recruitment and employment of people. 3:-executive recruitment: executive recruitment offering is comprised of leading global professionals who offer clients a truly unique understanding of their needs inside and out.

4:-quality recruitment: 5:-knowledge recruitment:

In short the internal and external sources of recruitmentSOURCES OF RECRUITMENT

The effectiveness of recruitment:

By: A.Q Khan

What to measure? For example how many vacancies do you have and how many candidates are available .

How to measure?

SELECTIONMeaning of selection: Selection is the process of picking up individuals (out of thepool of job applicants) with requisite qualifications and competence to fill jobs in the organization. A formal definition of Selection is as under

Definition of Selection: Process of differentiating

“Selection is the process of differentiating between applicants in order to identify and hire those with a greater likelihood of success in a job.”Selection is the process of selecting a qualified person who can successfully do a job anddeliver valuable contributions to the organization.

Difference between Recruitment and Selection:

Recruitment:

1. Recruitment refers to the process of identifying and encouraging prospective employees to apply for jobs.

2. Recruitment is said to be positive in its approach as itseeks to attract as many candidates as possible.

Selection:

1. Selection is concerned with picking up the right candidates from a pool of applicants.

2. Selection on the other hand is negative in its application in as much as it seeks to eliminate as many

By: A.Q Khan

unqualified applicants as possible in order to identify the right candidates.

Why it is important?Reduced Cost: Proper selection of candidates reduces the cost of training because qualified personnel have better grasping power. They can understand the technique of the work better and in no time .thus reducing the time and cost of training considerably. If you carefully select employees it reduces cost.

Performance: if you carefully select a qualified employee he/she definitely perform well. Job performance is a very complex phenomenon so we should have some realistic expectations about the extent to which we can make predictionsabout it from data collected during the selection process.

Legal obligation: It is illegal--and a poor selection practice--to discriminate on the basis of such protected characteristics as age (40 or older), sex, race and color, national origin, disability, and religion. Rejecting employeeon the basis of gender, sex, age, color, nation, religion, region and other which will be illegal practice in the selection and also the employee must not be involve in any illegal activity and must not be criminal.

Basic testing concepts:

it is all about asking about job relevant questions in the test related to the job . These two concepts and their relationship to testing form the

By: A.Q Khan

most fundamental issue in current thinking on testing. Although they are absolutely basic they very often appear to be incompatible, in that some tests that are known as reliable are seen as falling short in validity. While criticism of test validity is based on the question of how reliable they are In fact it might be truly said that the whole art and science of testing lies in attempting to find ways of harmonizing these two important qualities. To help with this let’s look at their meaning.

Reliability: This means the consistency of the test’s judgment and results. It is about producing precise and repeatable measurements on a clear scale of measurement units. Such tests give consistent results across a wide range of situations. This is achieved by carefully piloted trials of the test. Sometimes, several versions of the test may be used on a controlled population of tastes. The outcomes of these trials are carefully analyzed in order to establish consistency. When a consistent setof figures is achieved the test may be deemed reliable.

Validity: the accuracy of the test. This means the truth of the test in relation to what it is supposed to evaluate. It concernsthe relevance and usefulness of what you are is measuring. The difficulty in setting such tests lies in the problem how sure youcan be about what is actually being measured. Is it consistent with the worthwhile quality you think you’re measuring?

1) Criterion validity: Validity of a selection process test assessed by comparing the test scores with a non-test criterion. For example, test for leadership skills will match the test scores with the traits displayed by known leaders. The test scores with the performance or criterion Related Validity is the degree of effectiveness with which performance on a test or procedure predicts performance in a real-life situation. A test

By: A.Q Khan

is said to have criterion-related validity when the test has demonstrated its effectiveness in predicting criterion or indicators of a construct. Criterion-related validity looks at the relationship between a test score and an outcome.

2) Content validity: A test has content validity if it measures knowledge of the content domain of which it was designed to measure knowledge. A test that is containing a fair sample of thetask and skills actually needed for the job.

Types of selection tests an employment or a selection test isan instrument designed to measure selected qualities and abilities of a prospective incumbent in terms of job specifications. Such tests provide a sample behavior that is usedto draw inferences about the future behavior or performance of anindividual. The use of tests in wide spread and hence there is a long list of tests. A variety of tests are used as selection tools. These tests can be Aptitude Tests, Personality Tests, and Ability Tests and are conducted to judge how well an individual can perform tasks related to the job. Besides this there are someother tests also like Interest Tests (activity preferences), Graphology Test (Handwriting), Medical Tests, Psychometric Tests etc.

(a) Intelligence tests are a measure of the individual's capacityfor reasoning, verbal comprehension, numbers, vocabulary, word fluency etc. Such tests aim to measure intelligence i.e. mental ability and alertness to make decision and judgment.

(b) Aptitude tests are measure of the individual's capacity or latent ability to learn a job if he is given adequate training.

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Such tests are more valid when an applicant has little or no experience along the lines of the job opening.

(c) Achievement tests are used to ascertain whether the individual actually knows what he claims to know. They are designed to measure knowledge or skill in a specific trade such as machinist, carpenter, computer etc.

(d) Interest tests are used to predict whether a candidate is interested in a particular job or not. Interest test is an inventory of likes and dislikes of people in relation to hobbies,occupations and recreational activities.

(e) Personality tests are designed to measure such personality characteristics as emotional stability, tolerance etc. These are generally used for the selection for executive jobs. In any case,they need trained experts for their administration and evaluation.

(f)Situational Test: This test evaluates a candidate in a similarreal life situation. In this test the candidates is asked either to cope with the situation or solve critical situations of the job.

(g)Job Knowledge Test: Under this test a candidate is tested in the knowledge of a particular job. For example, if a junior lecturer applies for the job of a senior lecturer in commerce, hemay be tested in job knowledge where he is asked questions about Accountancy principle, Banking, Law, Business Management etc.

(h)Work Sample Test: Under this test a portion of the actual workis given to the candidates as a test and the candidate is asked to do it

(i) Performance test: These tests measure the applicants’ abilityto do the work. Applicants is simply asked to demonstrate his ability like typing test for the job of typist of making Program

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in particular computer language for the job of software development.

(j)Video based situational test: Video based situation simulation: A situational test in which examinees respond to video simulations of realistic job situations.

(k) Polygraph and honesty test:

(l) Physical test :

(M) Paper and pencil test:

(n)Graphology Test (Handwriting):

(o) Medical test:

By: A.Q Khan

What is interview? Human resource management: A somewhat formal discussion betweena hirer and an applicant or candidate, typically in person, in which information is exchanged, with the intention of establishing the applicant’s suitability for a position.

A job interview is a process in which a potential employee is evaluated by an employer for prospective employment in their company, organization, or firm. During this process, the employerhopes to determine whether or not the applicant is suitable for the role.

An interview to determine whether an applicant is suitable for a position of employment.

An interview is usually conducting for the purpose to know the knowledge of the interviewee as well as to judge the behavior of the candidates and to get information about the personality and perception of the person who will be our future employee.

Types of interviews:

There are two types of the interviews 1) structure interview 2) unstructured interview

Structured interview: Structured interviews are more formal interview processes where questions are typically created in advance and scoring systems are used to evaluate candidates.

In a structured interview, each candidate is asked similar questions in a predetermined format. Emphasis tends to be on your past experience and assets you can bring to company. Typically, the interviewer records your answers, which are potentially scored on a standard grid.

By: A.Q Khan

Unstructured interview: Unstructured interviews usually involve less formal conversations with candidates, and the question and answer part of the interview is generally more spontaneous. Interview without any set format but in which the interviewer mayhave some key questions formulated in advance. Unstructured interviews allow questions based on the interviewee's responses and proceeds like a friendly, non-threatening conversation. However, because each interviewee is asked a different series of questions, this style lacks the reliability and precision of a structured interview. Also called non-directive interview.

Contents of the interview

A personal interview provides an opportunity for each candidate to clarify or expand on information provided in his/her application or resume. Prior to the interview(s), the interviewershould develop a standard list of questions (using the position description, if applicable) that will be asked of each candidate not only to ensure consistency but also to allow for thecollection of comparable information from all candidates. Content of interview actually means the kind of question is in the interview.

1) Situational interview: a series of job related questions that focus on how the candidate behaves in a given situation. a situational interview is a job interview where a candidate is asked specific questions about what may happen on a job. The candidate is asked to assess a

By: A.Q Khan

situation and to provide solutions on how he or she would handle it.

2) Behavioral interview: Behavioral based interviewing is interviewing based on discovering how the interviewee acted in specific employment-related situations. The logic is thathow you behaved in the past will predict how you will behavein the future i.e. past performance predicts future performance."The most accurate predictor of future performance is past performance in a similar situation.

3) Job related interview: a series of job related questions thefocus on relevant skills, knowledge, and abilities of the candidates. Job specific interview questions ask about the skills and expertise the candidate has that are specific requirements for the job the company is hiring for. In a nutshell, the hiring manager wants to know if you can do the job.

4) Stress interview: A stress interview takes place when a job applicant is placed in a stressful situation to see how theyreact. The candidate may be asked repeated difficult or inappropriate interview questions, there may be multiple interviewers at once or sequential interviews, or the candidate may be kept waiting, treated rudely, or otherwise put in an intimidating position. it is a interview in which the applicant is may uncomfortable by a series of open groupquestions.The goal of a stress interview is to determine how a candidate reacts under pressure.

By: A.Q Khan

What Can Undermine an Interview?

1) First Impression: 2) Candidate Order:3) Race, Gender, etc:

Designing and Conducting an Effective Interview:

1) Job Analysis:You have to see job description and job specification, so you will get idea.

2) Job Main Duties:What are the main function same as job summary.

3) Create Interview Question:Prepare standerd questions and ask them. Write open ended questions.

4) Create The Benchmark Answers:Write standerd answers for above interview questions.

5) Point The Interview Panel and Conduction:

Strategic Management:

By: A.Q Khan

What is the difference between Training and Development?