Job Analysis and Employee Facilities of AMTEX BD

Job Analysis Of AMTEX BD

Amtex journey originally began three decades ago as a weaving unit, entered in international market in 1993 and experienced exponential growth to date by touching a milestone of total annual turn over of $ 200 Million. A team of Over 15000 professionals is ready to serve the clients in the best possible manner. Such mega growth is indicative of sheer dedication showed by the management of the mills the clients as well as to their employees.

Amtex Awards

Our slogan “Excellence without Compromise” has been proved by producing quality products over the years.That is only why Amtex is being awarded “Best Export Trophy Award” & Gold Medal for “Businessman of the Year”.

Job Analysis Of AMTEX BD

General

Management of AMTEX BD carries out detail job analysis and find out the desired specification of the potential candidates. Its aim is to find out best suitable work force for the right jobs/positions.

Need Assessment

Need assessment or manpower planning is carried out basing on the objectives of the organization. Normally it is done before beginning of the year.

Analysis of Manpower Requirements

The manpower requirements or demand forecast is derived from the corporate objective this implies.

• A decision on where the company should concentrate its efforts.
• An assessment of the size of the overall market and the company’s possible shore.
• Estimates of the resources needed by the organization.
• Advance production and marketing plans.
• Detailed targets for each management level.

The manpower implications must be examined before final decisions are taken. To forecast the relationship between workload of the corporate plan and the manpower required, analysis of the performance and trends in productivity are needed. The forecast must also provide information about the type of manpower required.

Management of AMTEX BD carries out detail job analysis and job evaluation before assessing the manpower requirement. It also carries out manpower supply analysis and conduct talent hunting for bringing the best possible candidate in the line.

Approval for Recruitment

Once the requirement is finally calculated and convinced than the management approves for recruitment. This approval is obtained before beginning of the year for next year recruitment. Management also considers the budget concerning the new recruitment and selection.

Priority Setting

AMTEX BD is a green field project. It requires the experienced and skilled manpower to start the functions. Candidates for key positions like managers at various levels, enginemen and technical personnel’s are recruited first. Less priority is given to recruit the personnel not immediately required. The organization prefers trained and skill personnel’s because fresh employee requires long term training to be skilled.

AMTEX follows an Operation Preparation Guide (OPG) for priority setting in recruits and selection system. This OPG system mainly deals with area all HR process. Includes recruitment and selection, training staffing market survey and out sourcing.It allows AMTEX  to follow a systematic and efficient control of recruiting and selection phase.

Candidates Sourcing Recruitment

While locating best possible sources for recruitment of employees as needed for an organization, activated efforts of all levels are needed. Management of AMTEX generally directs its main effort towards attracting the suitable candidates for recruitment.

It may be emphasized that for efficient selection management of AMTEX makes uses of widest possible range of labor markets and other sources within country and overseas. AMTEX fully understands that professional recruiting of the desired candidates needs to explore all available sources.

Internal sources

Of late it has been observed that granting of internal source to meet organization manpower demands in gaining a wide acceptance, though still many of the companies have yet to understand and realize its deep significance and valve. There are many internal sources for recruitment but important are discussed.

Present Employee

Present employees are great and valuable assets of an organization. They not only as likely prospective candidates for being elevated to higher and more responsible position but they also recommend their relatives friends and associates to the company for their employment.

This very attitude helps the organization to fill up new openings with good, efficient and dependable employees. It may be understood that promotions from within work a moral boosters for employees and in the long run prove to be economical to the company. To fill up the vacancies from within the organization the management needs a careful and systems planning, motivating the employees for training to take over the higher positions.

One point to be kept in mind that, the organization cannot fill up all the vacancies from within the organization. It has the commitment to the labor organization for recruiting new/fresh workers and also a percentage kept reserved for candidates coning out from various institutions.

Employee referrals

Employee referrals continue to be one of the best internal sources of manpower recruitment, the organization find this systemic a very valuable and resourceful source of availability of efficient and good quality workers for their organization.

In employee referrals the present employees come to know about the new openings and any vacancies for specific jobs and particular types of incumbents needed.

The present employees can render useful assistance to the management in suggesting or nominating names of their known individuals for recruitment purpose. Research findings show that employee referrals could best indicated for determining the capable a most suitable person to fit in a particular job, because it is the employee’s obligation to recommend a really capable man after thorough screening.

The only drawback in this system is too much of informal mixing up of employees may lead to misappropriation of funds by employing their own people to a chosen post .some also believes that this system also encourages favoritism and bias which leads to manageable discontents among employees.

Temporary workers

In many organizations there has been a long standing practice to maintain temporary workers list. When any vacancies arise, then these posts are filled up by these temporary workers. Since the personnel from this list are not new to the various types of jobs having already shown then dexterity and skill fullness. This is an advantage for the management to employ and retain them permanently.

This system also has some drawbacks like it involves mainly recruitment of low level posts and sometimes being involved in the clutches of industrial law of Bangladesh. There by organization is found to employ candidates within the organization though he/she is not capable.

External Sources

If requisites talents are not available from within the company managements have to look for outside sources for needed manpower. While making use of these sources out of the fundamental pre-requisite is to choose or select the best type of source for recruitment. Emphasis should be given on requirement of the job, prevalent economic condition labor markets and effectiveness of the source for attracting the potential candidates. Of the external sources of recruitment, these can be broadly classified as:

• Former Employees.
• The unsolicited sources – the voluntary applicants the wackier or the applicants at the gate.
• Labor unions.
• Labor contractors and casual labor sauces.
• Employment agencies public/state, private or commercial.
• College or campus sources.
• Field recruitment trips.
• Professional contacts, meeting and conventions.
• Competitors as sources of Manpower supply.
• Miscellaneous sources like, customer, suppliers, retired military personnel and deputations.

Important external sources and discussed in brief in the following paragraphs:

Former Employees

When the former employees especially professionals and executive offer themselves for reemployment they are considered and accepted by the management for vacant jobs.

Of course, while, accepting then management shall have to make sure of the reasons and circumstance of their leaving and coming back and their stable stay in the organization. In the broader sense retire employees of on organization can also be included in this category of former employees. They can be employed either on part-time or full time basis depending on the nature of jobs.

The Unsolicited Source

Voluntary Applicants, walk-ins, unsolicited sources generally compose of applicants who voluntarily send their applications through mail or present then personally at the company, personnel or employment office.  Such applicants are more popularly described as walk-ins or applicants at the gate. It is often a continuous stream of applicants pouring in to the companies and at HR offices. These individuals are of many types, possessing varied kind of qualifications, experiences and back grounds. General experience shows walk-ins are likely to be accepted and prove suitable for filling in unskilled job vacancies.

Labor Unions

It is much depended on labor unions and employers relation. It is seen that labor unions have played a commendable role and still constitute an important source of manpower supply. While recruiting centers supply only certain categories of workers. At the same time labor unions remain vigilant and collect formation of any job vacancy and they try to give preference to their laid off members by re-employing them at these job.

Casual Labor Sources

These are the applicants who appear daily at the gate and try to get themselves employed in the company. But this system seems to be very uncertain and cumbersome whereas better candidates are available in the market.

Private or Commercial Employment Agencies

The private or commercial employment agencies have distinctions of their own in labor market. These agencies serve quite a useful propose in locating suitable applicants to fill in the job vacancies for or organization. However there is great variation in these agencies so for as the operating policies. Services and particular types of candidates they can provide are concerned. Cost factor is another very important consideration which any management cannot offend to forego while engaging the services of private agencies.

College or Campus Sources

With the rise of demand for professional candidates, Campus /college services are frequently used. To find the desired candidates particularly for scientific, technical, professional and managerial occupation it is considered to a very suitable source. Generally larger companies tend to make use of this type of recruitment system. But one short coming of this system is that there lacks of previous experience as they are fresh graduates.

Field Recruitment Trip

It is generally undertaken and proved useful for seeking managerial, technical and professional types of personal. These trips provide a golden opportunity some times in the areas where competitors have their business and industry or laid off their employees/staffs due to some reasons.   The recruitment team can well manage to make the best use of this opportunity with the recruitment of capable and efficient personal relieved by the competitors.

Professional Contacts

Meetings and conventions, with the increased professionalization of the work force, a number of new avenues of recruitment have opened up through professional contacts and establishment of personal relationships.

There is a tendency now at the increase of companies using trade associations of professional societies, meetings and conventions as a good source for talent search to fill is the vacancies for professional personal. Recruitment as a result of these sources works out to be very economical, particularly in case of senior personnel, because they do not involve much training for selected candidates as they are already experienced.

There are some other external sources for recruitment such as follows:

• Customer and Suppliers. Major companies advertise job openings in newspapers and other publication, which reach the hands of company’s suppliers and customers. I the process they may recommend suitable persons/candidates for the vacancies.
• Retired Military Personnel. Many military personnel retire at a relatively early age and they prove to be quite fit and productive for any job or responsibility. They are an important recruitment source.

Deputation

Generally persons with specialized abilities and talents are deputed to one organization to other one of the same group of industries. It is mainly done in the government offices and organizations.

Job Advertisement of Amtex:

Advertisement through mass media like newspapers, trade magazines and professional journals, radio, television etc is means of informing and attracting the potential candidates. This is a widely used and important method of recruitment. In the advertisement the employment opening is clearly indicated and it is understood that applicant has the requisite qualifications for the vacancy. Volume of the advertisement to be done depends upon the urgency of the demand for particular types of personnel. Important objectives of an advertisement are:

• Attracts Attention: It attracts really potential candidates having specialized distinctions. It allows employers an excellent choice of selection amongst a wide range of candidates.
• Arousing and Keep Going Interest: Advertisement communicates in an interesting way about the job, company, terms and condition. It arouses an interest and keeps on going in the mind of prospective applicants.
• Stimulating Action: As message is conveyed to the prospective applicants, he/she feels attracted and stimulated for the job. This is how an advertisement generally encourages response from quite a good numbers of candidates.

Important print and electronic media are:

• News Papers, Trade Journal/Magazines. Nationally circulated news papers, professional journals are widely used for obtaining technical, managerial and professional employees. Popular news papers, advertisements provide a good choice of candidates like that of sales representatives and technician jobs. Local paper advertisements generally obtain a choice of clinical, secretarial and normal job holders.
• Radio, Television Internet/Website. These are very good media for advertisement. This media are very useful for some companies and some find it very expensive specially TV and Radio.So Amtex not used this medias.

Good literature in advertisement also stimulates the candidate’s desire and willingness to seek employment in the company. It should particularly specify training, development, advancement opportunities, and company growth.

Sources Used By AMTEX

AMTEX makes use of widest possible range of sources in the labor markets within country and overseas. AMTEX fully understand the professional recruiting of diversified candidate needs to explore all available sources.

• Internal Sources. It does not use this type of sources at large. Because it is at the very beginning stage of production. However some use of “Employee Referrals” is there. But the candidate must be qualified in all aspects. Moreover there are many temporary workers at the project site, but they are not made permanent yet.
• External Sources. AMTEX uses these sources extensively. It has professional recruiting agent like Monowar Associates, and Rapport Bangladesh. It uses other external sources like employment of retired military personnel, experience technician of other industries etc.
• AMTEX uses mainly print media for advertisement. But sometimes it uses its web site for this purpose. It hardly makes use of radio, television and other electronic media. It uses English as advertisement literature.

Human Resource Information System (HRID) In Recruitment and Selection

Depending on the software modification & up gradation, HRIS can help at every step of the recruitment and selection process such as:

1. Recording job requirements, through on-line job descriptions and person specifications;
2. Recording previous job advertisements, which may then be modified for the current vacancy;
3. Producing information for the job pack, such as standard letters regarding the application process etc;
4. Linking to web-based information, if the Internet is used for recruitment and the receipt of applications;
5. Producing letters and information for candidates regarding the selection process, such as invitations to attend interviews etc;
6. Record selection process results;
7. Producing standard letters for potential successful candidates, such as reference requests, initial offer letters etc;
8. Producing contracts of employment for the successful candidate;
9. Recording the successful candidate’s personal and job information for future use during employment;

10. Recording information about applicants and the process for monitoring purposes.

The use of a HRIS during the recruitment and selection process can speed up the process and free resources. For example, depending on the type of package used, it may be possible to enter a candidate’s details once and this information can then be used to generate all other documentation and information. If the use of a HRIS is linked to Internet recruitment and applications, the process may be streamlined still further. The implementation of a HRIS in Recruitment can be costly, both in terms of modifying the software, but also in training staff to operate the new system. There may also be concerns from staff regarding their future roles, as many of the traditional administrative functions may be reduced.

The Job Pack

The most frequently used method of getting information to potential applicants is via recruitment packs, often sent out with application forms. These packs may include information about:

• The job: the job description, a copy of the person specification, the key objectives and targets;
• The section or department in which the job is located;
• Terms and conditions of employment, including an indication of the salary range, and, if the job is being advertised nationally, what the organization’s policy is on relocation;
• The authority: its size, services it provides, history, values, people, etc;
• The location of the authority and details about the surrounding area.

It may also be possible to use other methods of getting information to potential candidates in order for them to determine whether they wish to apply for the job and whether they are suitable. Information placed on the Internet, for example, can provide a more cost-effective approach, although it is important to remember the target audience and that not all potential candidates may have access to the Internet.

In the process of initial screening, generally the eliminatory factors pointing to the unsuitability of an applicant are:

• In adequacy of applicants experience and education.
• Too many jobs of short duration changes of job frequently shows a person with poor records.
• Frequent changes of residence (may be as a result of job change) shows instability in the makeup of the applicant.
• Applicants those with a recent separation or divorce shows instability and under emotional involvement that may hamper the work they would do.
• Long unemployment shows particular information of unwillingness or not desired for employment.
• Application poorly written misspelling, blots erasures, and at places illegible shows less interest.

After the initial screening is done a list of likely acceptable candidates are made. Some time final screening also done by personnel manager in association with the departmental heads.

Reference check

Generally reference imply letter of commendation, which are mainly two types:

• Character references as provided by friends and acquaintance of the applicant.
• From previous employers or teachers, the process is mainly regular checks which concerned with verification or confirmation of factual information as provided in the application.

Methodology of reference check

There are many methods to check the reference but mostly used are:

• The Mail .This method is used in soliciting opinion of people who cannot be easily accessible on telephone. Though it is economical but suffers from drawbacks like not answering and delayed answer etc.
• The Telephone. This is more useful and advantageous method. It is more popular, quicker, and cheaper than the written quarries through mail. The reliability of such personal contacts is also greater.

Selection

Meaning of Selection

The term ‘selection ‘denotes a choice of one or some from amongst many. The vital importance of making the right selection of staff for any enterprise cannot be overemphasized. While selecting employees, it should be borne in mind that they are the greatest source of an organization. Building and money are always secondary. The critical element is always the spirit, teamwork and the skill of the organization’s personnel. Everything can be bought or reproduced except skilled and dedicated service.

Selection is basically picking an applicant from (a pool of applicants) who has the appropriate qualification and competency to do the job.

Selection is the process that starts with gathering complete information about the applicant from his application form and ends with inducting the candidate into the Organization.

Selection is defined as the process of differentiating between applicants in order to identify (and hire) those with a greater likelihood of success in a job.

So, it is the process of choosing the best candidate from the numbers of candidate. It is process of collecting the all necessary information and matching the desired skill with the available skill. It is process which help to distinguish best candidate from the normal one.

Selection Practice

Organizations were asked to indicate how extensively they use several selection practices and how much they anticipate using them in the future. Most organizations make extensive use of applications (89 percent), manual resume screening (80 percent), and reference checks (75 percent) in their selection systems. Nearly half of the organizations plan to increase their use of computerized resume screening in the future. New technology allows organizations to screen literally thousands of resumes in a fraction of the time it takes to screen them manually. Although nearly all (97 percent) the organizations already use behavior-based interviews to some extent when selecting employees, nearly half (49 percent) plan to use them more frequently in the future. This type of structured interview can be used to validly predict future behavior in dimensions (or competencies) critical to job success.

Less than 20 percent of organizations currently use testing or assessment methods extensively in their selection process. However, organizations plan to increase their use of applicant testing and assessment in the future. These structured approaches to assess skills, abilities, and knowledge can significantly reduce the candidate pool by eliminating those who fail to meet the minimum job qualifications.

Best Practices

Organizations with the most effective selection systems were 15 to 22 percent more likely to use the following practices:

• Behavior-based interviews.
• Training and experience evaluations.
• Ability tests.
• Biographical data.
• Motivational fit inventories.

Organizations with highly effective selection systems experienced higher business outcomes (financial performance, quality of products and services, productivity, and customer satisfaction) and employee outcomes than those with ineffective selection systems.

Selection Approaches

1. Ethnocentric Selection:

In this approach, staffing decisions are made at the organization’s headquarters. Subsidiaries have limited autonomy, and the employees from the headquarters at home and abroad fill key jobs. Nationals from the parent country dominate the organizations at home and abroad.

2. Polycentric Selection:

In polycentric selection, each subsidiary is treated as a distinct national entity with local control key financial targets and investment decisions. Local citizens manage subsidiaries, but the key jobs remain with staff from the parent country. This is the approach, which is largely practiced in our country

3. Re-geocentric Selection: –

Here, control within the group and the movements of staff are managed on a regional basis, reflecting the particular disposition of business and operations within the group. Regional managers have greater discretion in decision. Movement of staff is largely restricted to specific geographical regions and promotions to the jobs continue to be dominated by managers from the parents company.

4. Geocentric Staffing: –

In this case, business strategy is integrated thoroughly on global basis. Staff development and promotion are based on ability, not nationality. The broad and other parts of the top management structure are thoroughly international in composition. Needless to say, such organizations are uncommon.

Selection Process

Selection is a long process, commencing from the preliminary interview of the applicants and ending with the contract of employment.

The following chart gives an idea about selection process: –

1. Environment factor affecting selection

Selection is influenced by several factors. More prominent among them are supply and demand of specific skills in the labor market, unemployment rate, labor- market conditions, legal and political considerations, company’s image, company’s policy, human resources planning and cost of hiring. The last three constitute the internal environment and the remaining form the external environment of selection process.

2. Preliminary Interview

The applicants received from job seekers would be subject to scrutiny so as to eliminate unqualified applicants. This is usually followed by a preliminary interview the purpose of which is more or less the same as scrutiny of application, that is, eliminate of unqualified applicants. Scrutiny enables the HR specialists to eliminate unqualified jobseekers based on the information supplied in their application forms. Preliminary interview, on the other hand, helps reject misfits for reason, which did not appear in the application forms. Besides, preliminary interview, often called ‘courtesy interview’, is a good public relation exercise.

STEP 2 –

Selection Test

Job seekers who pass the screening and the preliminary interview are called for tests. Different types of tests may be administered, depending on the job and the company. Generally, tests are used to determine the applicant’s ability, aptitude and personality.

The following are the type of tests taken:

1. Ability tests

Assist in determining how well an individual can perform tasks related to the job. An excellent illustration of this is the typing tests given to a prospective employer for secretarial job which also called as ‘ACHEIVEMENT TESTS’. It is concerned with what one has accomplished. When applicant claims to know something, an achievement test is taken to measure how well they know it. Trade tests are the most common type of achievement test given. Questions have been prepared and tested for such trades as asbestos worker, punch-press operators, electricians and machinists. There are, of course, many standardized achievement tests given in industries, such as typing or dictation tests for an applicant for a stenographic position.

2. Aptitude test

Aptitude tests measure whether an individual’s has the capacity or latent ability to learn a given job if given adequate training. The use of aptitude test is advisable when an applicant has had little or no experience along the line of the job opening. Aptitudes tests help determine a person’s potential to learn in a given area. An example of such test is the general management aptitude tests (GMAT), which many business students take prior to gaining admission to a graduate business school program.

Aptitude test indicates the ability or fitness of an individual to engage successfully in any number of specialized activities. They cover such areas clerical aptitude, numerical aptitude, mechanical aptitude, motor co-ordination, finger dexterity and manual dexterity. These tests help to detect positive negative points in a person’s sensory or intellectual ability. They focus attention on a particular type of talent such as learning or reasoning in respect of a particular field of work.

Forms of aptitude test:

• Mental or intelligence tests

They measure the overall intellectual ability of a person and enable to know whether the person has the mental ability to deal with certain problems.

• Mechanical aptitude tests

They measure the ability of a person to learn a particular type of mechanical work. These tests helps to measure specialized technical knowledge and problem solving abilities if the candidate. They are useful in selection of mechanics, maintenance workers, etc.

Psychomotor or skills tests

They are those, which measure a person’s ability to do a specific job. Such tests are conducted in respect of semi- skilled and repetitive jobs such as packing, testing and inspection, etc.

3. Intelligence test

This test helps to evaluate traits of intelligence. Mental ability, presence of mind (alertness), numerical ability, memory and such other aspects can be measured.

The intelligence is probably the most widely administered standardized test in industry. It is taken to judge numerical, skills, reasoning, memory and such other abilities.

4. Interest Test

This is conducted to find out likes and dislikes of candidates towards occupations, hobbies, etc. such tests indicate which occupations are more in line with a person’s interest. Such tests also enable the company to provide vocational guidance to the selected candidates and even to the existing employees.

These tests are used to measure an individual’s activity preferences. These tests are particularly useful for students considering many careers or employees deciding upon career changes.

1. Personality Test

The importance of personality to job success is undeniable. Often an individual who possesses the intelligence, aptitude and experience for certain has failed because of inability to get along with and motivate other people.

It is conducted to judge maturity, social or interpersonal skills, behavior under stress and strain, etc. this test is very much essential on case of selection of sales force, public relation staff, etc. where personality plays an important role.

Personality tests are similar to interest tests in that they, also, involve a serious problem of obtaining an honest answer.

6. Projective Test

This test requires interpretation of problems or situations. For example, a photograph or a picture can be shown to the candidates and they are asked to give their views, and opinions about the picture.

7. General knowledge Test

Now a day’s G.K. Tests are very common to find general awareness of the candidates in the field of sports, politics, world affairs, current affairs.

8. Perception Test

At times perception tests can be conducted to find out beliefs, attitudes and mental sharpness etc.

9. Graphology Test

It is designed to analyze the handwriting of individual. It has been said that an individual’s handwriting can suggest the degree of energy, inhibition and spontaneity, as well as disclose the idiosyncrasies and elements of balance and control. For example, big letters and emphasis on capital letters indicate a tendency towards domination and competitiveness. A slant to the right, moderate pressure and good legibility show leadership potential.

10. Polygraph Test

Polygraph is a lie detector, which is designed to ensure accuracy of the information given in the applications. Department store, banks, treasury offices and jewelers shops, that is, those highly vulnerable to theft or swindling may find polygraph tests useful.

11. Medical Test

It reveals physical fitness of a candidate. With the development of technology, medical tests have become diversified. Medical servicing helps measure and monitor a candidate’s physical resilience upon exposure to hazardous chemicals.

Choosing tests

The test must be chosen in the criteria of reliability, validity, objectivity and standardization. They are: –

1. Reliability

It refers to standardization of the procedure of administering and scoring the test results. A person who takes tests one day and makes a certain score should be able to take the same test the next day or the next week and make more or less the same score. An individual’s intelligence, for example, is generally a stable characteristic. So if we administer an intelligence test, a person who scores 110 in March would score close to 110 if tested in July. Tests, which produce wide variations in results, serve little purpose in selection.

2. Validity

It is a test, which helps predict whether a person will be successful in a given job. A test that has been validated can be helpful in differentiating between prospective employees who will be able to perform the job well and those who will not. Naturally, no test will be 100% accurate in predicting job success. A validated test increases possibility of success.

There are three ways of validating a test. They are as follows: –

• Concurrent Validity: This involves determining the factors that are characteristics of successful employees and then using these factors as the yardsticks.
• Predictive Validity: It involves using a selection test during the selection process and then identifying the successful candidates. The characteristics of both successful and less successful candidates are then identified.
• Synthetic Validity: It involves taking parts of several similar jobs rather than one complete job to validate the selection test.

3. Objectivity

When two or more people can interpret the result of the same test and derive the same conclusion(s), the test is said to be objective. Otherwise, the test evaluators’ subjective opinions may render the test useless.

1. Standardization

A test that is standardized is administered under standard condition to a large group of person who are representatives of the individuals for whom it is intended. The purpose of standardization is to obtain norms or standard, so that a specific test score can be meaningful when compared to other score in the group.

STEP 3: –

Interview

The next step in the selection process is an interview. Interview is formal, in-depth conversation conducted to evaluate the applicant’s acceptability. It is considered to be excellent selection device. It is face-to-face exchange of view, ideas and opinion between the candidates and interviewers. Basically, interview is nothing but an oral examination of candidates. Interview can be adapted to unskilled, skilled, managerial and profession employees.

Objectives of interview:

Interview has at least three objectives and they are as follows: –

1. Helps obtain additional information from the applicants
2. Facilitates giving general information to the applicants such as company policies, job, products manufactured and the like
3. Helps build the company’s image among the applicants.

Types of interview:

Interviews can be of different types. There interviews employed by the companies.

Following are the various types of interview: –

• Informal Interview:

An informal interview is an oral interview and may take place anywhere. The employee or the manager or the personnel manager may ask a few almost inconsequential questions like name, place of birth, names of relatives etc. either in their respective offices or anywhere outside the plant of company. It did not plan and nobody prepares for it. This is used widely when the labor market is tight and when you need workers badly.

• Formal Interview:

Formal interviews may be held in the employment office by the employment office in a more formal atmosphere, with the help of well structured questions, the time and place of the interview will be stipulated by the employment office.

• Non-directive Interview:

Non-directive interview or unstructured interview is designed to let the interviewee speak his mind freely. The interviewer has no formal or directive questions, but his all attention is to the candidate. He encourages the candidate to talk by a little prodding whenever he is silent e.g. “Mr. Ray, please tell us about yourself after you’re graduated from high school”.

The idea is o give the candidate complete freedom to “sell” him, without the encumbrances of the interviewer’s question. But the interviewer must be of higher caliber and must guide and relate the information given by the applicant to the objective of the interview.

• Depth Interview:

It is designed to intensely examine the candidate’s background and thinking and to go into considerable detail on particular subjects of an important nature and of special interest to the candidates. For example, if the candidate says that he is interested in tennis, a series of questions may be asked to test the depth of understanding and interest of the candidate. These probing questions must be asked with tact and through exhaustive analysis; it is possible to get a good picture of the candidate.

• Stress Interview:

It is designed to test the candidate and his conduct and behavior by him under conditions of stress and strain. The interviewer may start with “Mr. Joseph, we do not think your qualifications and experience are adequate for this position,’ and watch the reaction of the candidates. A good candidates will not yield, on the contrary he may substantiate why he is qualified to handle the job.

This type of interview is borrowed from the Military organization and this is very useful to test behavior of individuals when they are faced with disagreeable and trying situations.

• Group Interview:

It is designed to save busy executive’s time and to see how the candidates may be brought together in the employment office and they may be interviewed.

• Panel Interview:

A panel or interviewing board or selection committee may interview the candidate, usually in the case of supervisory and managerial positions. This type of interview pools the collective judgment and wisdom of the panel in the assessment of the candidate and also in questioning the faculties of the candidate.

• Sequential Interview:

The sequential interview takes the one-to-one a step further and involves a series of interview, usually utilizing the strength and knowledgebase of each interviewer, so that each interviewer can ask questions in relation to his or her subject area of each candidate, as the candidate moves from room to room.

• Structures Interview:

In a structured interview, the interviewer uses preset standardized questions, which are put to all the interviewees. This interview is also called as ‘Guided’ or ‘Patterned’ interview. It is useful for valid results, especially when dealing with the large number of applicants.

• Unstructured Interview:

It is also known as ‘Un-patterned’ interview, the interview is largely unplanned and the interviewee does most of the talking. Unguided interview is advantageous in as much as it leads to a friendly conversation between the interviewer and the interviewee and in the process, the later reveals more of his or her desire and problems. But the Un-patterned interview lacks uniformity and worse, this approach may overlook key areas of the applicant’s skills or background. It is useful when the interviewer tries to probe personal details of the candidate it analyze why they are not right for the job.

• Mixed Interview:

In practice, the interviewer while interviewing the job seekers uses a blend of structured and structured and unstructured questions. This approach is called the Mixed Interview. The structured questions provide a base of interview more conventional and permit greater insights into the unique differences between applicants.

• Impromptu Interviews:

This interview commonly occurs when employers are approached directly and tends to be very informal and unstructured. Applicants should be prepared at all times for on-the-spot interviews, especially in situations such as a job fair or a cold call. It is an ideal time for employers to ask the candidate some basic questions to determine whether he/she may be interested in formally interviewing the candidate.

• Dinner Interviews:

These interviews may be structured, informal, or socially situated, such as in a restaurant. Decide what to eat quickly, some interviewers will ask you to order first (do not appear indecisive). Avoid potentially messy foods, such as spaghetti. Be prepared for the conversation to abruptly change from friendly chat to direct interview questions, however, do not underestimate the value of casual discussion, some employers place a great value on it. Be prepared to switch gears rapidly, from fun talk to business talk.

• Telephone Interviews:
• Have a copy of your resume and any points you want to remember to say nearby. If you are on your home telephone, make sure that all roommates or family members are aware of the interview (no loud stereos, barking dogs etc.). Speak a bit slower than usual. It is crucial that you convey your enthusiasm verbally, since the interviewer cannot see your face. If there are pauses, do not worry; the interviewer is likely just taking some notes.
• Second Interviews:

Job seekers are invited back after they have passed the first initial interview. Middle or senior management generally conducts the second interview, together or separately. Applicants can expect more in-depth questions, and the employer will be expecting a greater level of preparation on the part of the candidates. Applicants should continue to research the employer following the first interview, and be prepared to use any information gained through the previous interview to their advantage.

STEP 4:

Reference Check

Many employers request names, addresses, and telephone numbers of         references for the purpose of verifying information and perhaps, gaining additional background information on an applicant. Although listed on the application form, references are not usually checked until an applicant has successfully reached the fourth stage of a sequential selection process. When the labor market is very tight, organizations sometimes hire applicants before checking references.

Previous employers, known as public figures, university professors, neighbors or friends can act as references. Previous employers are preferable because they are already aware of the applicant’s performance. But, the problem with this reference is the tendency on the part of the previous employers to over-rate the applicant’s performance just to get rid of the person.

Organizations normally seek letters of reference or telephone references. The latter is advantageous because of its accuracy and low cost. The telephone reference also has the advantage of soliciting immediate, relatively candid comments and attitude can sometimes be inferred from hesitations and inflections in speech.

It may be stated that the information gathered through references hardly influence selection decisions. The reasons are obvious:

The candidate approaches only those persons who would speak well about him or her.

People may write favorably about the candidate in order to get rid of him or her.

People may not like to divulge the truth about a candidate, lest it might damage or ruin his/her career.

STEP 5:

Selection Decision

After obtaining information through the preceding steps, selection decision- the most critical of all the steps- must be made. The other stages in the selection process have been used to narrow the number of the candidates. The final decision has to be made the pool of individuals who pas the tests, interviews and reference checks.

The view of the line manager will be generally considered in the final selection because it is he/she who is responsible for the performance of the new employee. The HR manager plays a crucial role in the final selection.

STEP 6:

Physical Examination

After the selection decision and before the job offer is made, the candidate is required to undergo a physical fitness test. A job offer is, often, contingent upon the candidate being declared fit after the physical examination. The results of the medical fitness test are recorded in a statement and are preserved in the personnel records. There are several objectives behind a physical test. Obviously, one reason for a physical test is to detect if the individual carries any infectious disease. Secondly, the test assists in determining whether an applicant is physically fit to perform the work. Thirdly, the physical examination information can be used to determine if there are certain physical capabilities, which differentiate successful and less successful employees. Fourth, medical check-up protects applicants with health defects from undertaking work that could be detrimental to them or might otherwise endanger the employer’s property. Finally, such an examination will protect the employer from workers compensation claims that are not valid because the injuries or illness were present when the employee was hired.

STEP 7:

Job Offer

The next step in the selection process is job offer to those applicants who have crossed all the previous hurdles. Job offer is made through a letter of appointed. Such a letter generally contains a date by which the appointee must report on duty. The appointee must be given reasonable time for reporting. Thos is particularly necessary when he or she is already in employment, in which case the appointee is required to obtain a relieving certificate from the previous employer. Again, a new job may require movement to another city, which means considerable preparation, and movement of property.

The company may also want the individual to delay the date of reporting on duty. If the new employee’s first job upon joining the company is to go on company until perhaps a week before such training begins. Naturally, this practice cannot be abused, especially if the individual is unemployed and does not have sufficient finances.

Decency demands that the rejected applicants be informed about their non-selection. Their applicants may be preserved for future use, if any. It needs no emphasis that the applications of selected candidates must also be preserved for the future references.

STEP 8: –

Contract of Employment

After the job offer has been mad and candidates accept the offer, certain documents need to be executed by the employer and the candidate. One such document is the attestation form. This form contains vital details about the candidate, which are authenticated and attested by him/her. Attestation form will be a valid record for the future reference.

There is also a need for preparing a contract of employment. The basic information that should be included in a written contract of employment will vary according to the level of the job, but the following checklist sets out the typical headings:

1. Job title
2. Duties, including a parse such as “The employee will perform such duties and will be responsible to such a person, as the company may from time to time direct”.
3. Date when continuous employment starts and the basis for calculating service.
4. Rate of pay, allowance, overtime and shift rates, method of payments.
5. Hours of work including lunch break and overtime and shift arrangements.

Alternatively called employment agreements or simply bonds, contracts of employment serve many useful purposes. Such contracts seek to restrain job-hoppers, to protect knowledge and information that might be vital to a company’s healthy bottom line and to prevent competitors from poaching highly valued employees.

Most employers insist on agreements being signed by newly hired employees. But high turnover sectors such as software, advertising and media are more prone to use contracts.

The drawback with the contracts is that it is almost to enforce them. A determined employee is bound to leave the organization, contract or no contract. The employee is prepared to pay the penalty for breaching the agreement or the new employer will provide compensations. It is the reason that several companies have scrapped the contracts altogether.

STEP 9: –

Concluding the Selection Process

Contrary to popular perception, the selection process will not end with executing the employment contract. There is another step – amore sensitive one reassuring those candidates who have not selected, not because of any serious deficiencies in their personality, but because their profile did not match the requirement of the organization. They must be told that those who were selected were done purely on relative merit.

STEP 10: –

Evaluation of Selection Program

The broad test of the effectiveness of the selection process is the quality of the personnel hired. An organization must have competent and committed personnel. The selection process, if properly done, will ensure availability of such employees. How to evaluate the effectiveness of a selection program? A periodic audit is the answer. People who work independent of HR department must conduct audit. The table below contains an outline that highlights the areas and questions to be covered in a systematic evaluation.

Problems in Effective Selection

The main objective of selection is to hire people having competence and commitment. This objective s often defeated because of certain barriers. The impediments, which check effectiveness of selection, are perception, fairness, validity, reliability and pressure.

Perception

Our inability to understand others accurately is probably the most fundamental barrier to selecting the right candidate.

Selection demands an individual or a group of people to assess and compare the respective competencies of others, with the aim of choosing the right persons for the jobs. But our views are highly personalized. We all perceive the world differently. Our limited perceptual ability is obviously a stumbling block to the objective and rational selection of the people.

Fairness

Fairness in selection requires that no individual should be discriminated against on the basis of religion, region, race or gender. But the low numbers of women and other less privileged sections of the society in middle and senior management positions and open discrimination on the basis of age in job advertisements and in the selection process would suggest that all the efforts to minimize inequity have not been effective.

Validity

Validity, as explained earlier, is a test that helps predict job performance of an incumbent. A test that has been validated can differentiate between the employees who perform well and those who will not. However, a validated test does not predict job success accurately. It can only increase possibility of success.

Reliability

A reliable method is one, which will produce consistent results when repeated in similar situations. Like validated test, a reliable test may fail to predict job performance with precision.

Pressure

Pressure is brought on the selectors by politicians, bureaucrats, relatives, friends and peers to select particular candidates. Candidates selected because of compulsions are obviously not the right ones. Appointments to public sectors undertakings generally take place under such pressures.

Employee selection Process of AMTEX :

The Employee selection Process takes place in following order-

1. Preliminary Interviews- It is used to eliminate those candidates who do not meet the minimum eligiblity criteria laid down by the organization. The skills, academic and family background, competencies and interests of the candidate are examined during preliminary interview. Preliminary interviews are less formalized and planned than the final interviews. The candidates are given a brief up about the company and the job profile; and it is also examined how much the candidate knows about the company. Preliminary interviews are also called screening interviews.
2. Application blanks- The candidates who clear the preliminary interview are required to fill application blank. It contains data record of the candidates such as details about age, qualifications, reason for leaving previous job, experience, etc.
3. Written Tests- Various written tests conducted during selection procedure are aptitude test, intelligence test, reasoning test, personality test, etc. These tests are used to objectively assess the potential candidate. They should not be biased.
4. Employment Interviews- It is a one to one interaction between the interviewer and the potential candidate. It is used to find whether the candidate is best suited for the required job or not. But such interviews consume time and money both. Moreover the competencies of the candidate cannot be judged. Such interviews may be biased at times. Such interviews should be conducted properly. No distractions should be there in room. There should be an honest communication between candidate and interviewer.
5. Medical examination- Medical tests are conducted to ensure physical fitness of the potential employee. It will decrease chances of employee absenteeism.

Usually medical examination is the last step in the selection and employment process. It has following objectives:

• Reject straightway those candidates who do not come up to the mark in satisfying the physical requirement.
• It provides a record of any injury.
• It prevents contagious diseases affecting the industrial setting where so many workers are working.
• In helps to identify physically handicapped people who are otherwise employable.
• The medical tests vary from comprehensive to ordinal depending up on the nature of the job.

1. Appointment Letter- A reference check is made about the candidate selected and then finally he is appointed by giving a formal appointment letter.

Standard Selection Process elements:

Collection of Curriculum Vitae (CV)

It is the applicant’s responsibility to send his/her CVs in time to the given address. Lafarge collects CVs through internets, postal Dak, currier and by hand who are coming physically.

Screening/Short listing

After detail study and analysis the CVs are sorted department wise and short listed for call up message. Important aspect that is noticed during sorting is whether the qualification, experience and other details matches with the requirement. The underlying objectives of the initial or preliminary searching are to eliminate obvious misfits from a considerably large number of applicants. It reduces time and cost of actual selection. Initially a list of qualifications and experience is prepared and the HR department alone or in association with the concerned departmental head reviews the lists and sorts out likely acceptable applicants.

In the process of initial screening, generally the eliminatory factors pointing to the unsuitability of an applicant are:

• In adequacy of applicants experience and education.
• Too many jobs of short duration changes of job frequently shows a person with poor records.
• Frequent changes of residence (may be as a result of job change) shows instability in the makeup of the applicant.
• Applicants those with a recent separation or divorce shows instability and under emotional involvement that may hamper the work they would do.
• Long unemployment shows particular information of unwillingness or not desired for employment.
• Application poorly written misspelling, blots erasures, and at places illegible shows less interest.

After the initial screening is done a list of likely acceptable candidates are made. Some time final screening also done by personnel manager in association with the departmental heads.

Amtex Ways of Selection

Amtex follows all the procedure for better selection of desired candidates. The overall process is standard and effective to identify the right man person for right job.

• Collection of CVs.  It receives CVs by mail, internet, and in person at the front desk of the office
• Short Listing.  HR officers carry out short listing by examining the category of job, qualification asked and available skills the candidate is possessing.
• Test. The selection team carries out tests if necessary. It includes IT and professional test. Following standard questionnaire used by the organization.
• Interview. Management carries out preliminary and final interview at the last phase of the selection process. There are panels of boards consisting members of different functional areas as needed.
• Medical Examination. The candidate is tested medically whether s/he is having any major diseases or not which may harm the working environment.

Settlement of Terms and Conditions. The potential candidate is called for settling terms and conditions of the job. If both sides are satisfied and agreement is signed and the candidate is provided with appointment letters.

Present employees

Permanent, temporary and casual employees of the organization is a good source of internal sources, such employees through promotions, transfer, upgrading and even demotion can fill the vacant position.

Current employee recommendations

One of the best sources for individuals who will perform effectively on the job is a recommendation form a current employee. Employee recommendation is an excellent and legal recruitment technique of locating potential employees for these hard to fill positions. The applicant who is recruited is excellent but the information about the vacancy comes from internal source. Employee recommendation has several distinctive advantages that are given below :

• Firstly, new recruits already will have taught something about the organization form the employees who refer them.
• Thus, reoffered applicants may be more strongly attracted to the organization than are casual walk ins.
• Thirdly, employee tend to refer their friends, who arte likely to have similar work habits and work attitudes. Even if work has a strong desire to work hard so that they do not let down the person who recommended them. However, the major problem with this internal recruiting method is that it tends to maintain the status quo of workforce in terms of in terms of race, regions, sex, and other features. Those results can be viewed as discriminatory.