Lecture 25: Selection Analytics – 3

Summary

This session delves into the intricacies of the selection process in recruitment, emphasizing the importance of understanding rejection analysis. It highlights the need to scrutinize why candidates are rejected, focusing on various 'fits' such as job, team, organization, supervisor, and culture. The speaker outlines the significance of analyzing rejection rates by recruitment source, developing waiting lists, and optimizing interview time and question allocation. The discussion also touches on the effectiveness of different selection methods and the importance of testing in ensuring a candidate's fit and performance within an organization.

Takeaways

• 📊 Selection is a negative process, focusing on rejecting candidates who do not meet the criteria, whereas recruitment is positive, inviting people to apply for job posts.
• 🔍 Rejection analysis is crucial for understanding why candidates are rejected, which can help managers improve the selection process and identify areas for improvement.
• 📈 Analyzing rejection by various factors such as person-job fit, person-team fit, person-organization fit, and person-supervisor fit can provide insights into the selection process and inform decisions on recruitment sources.
• 📝 The importance of testing and the effectiveness of selection methods are highlighted as key metrics for evaluating the success of the selection process.
• 📉 Understanding the high rejection rates from different sources of recruitment can indicate the suitability of candidates and help in optimizing recruitment strategies.
• 🗂 Developing a waiting list based on rejection analysis can help organizations prioritize candidates for future positions and manage their talent pool effectively.
• 🕒 The ideal time for an interview and the number of questions to ask are important for managing the interview process effectively and ensuring a holistic assessment of candidates.
• 📊 Department-wise and city-wise analysis of rejection can provide insights into regional or department-specific challenges in the selection process.
• 📉 Screening criteria and the number of candidates rejected after the application screening are important for setting appropriate benchmarks and expectations for the selection process.
• 🔎 The effectiveness of selection methods can be evaluated by comparing the assessment of fit during the selection process with actual performance ratings after one year.
• 💰 Cost and time efficiency of selection methods, along with their ability to assess the right skills, are critical factors for determining the best selection approach for an organization.

Q & A

What is the main focus of the session on selection analytics?

The session focuses on understanding the selection process better, with an emphasis on learning additional metrics, the importance of rejection analysis, and the effectiveness of different screening methods.

Why is the selection process considered a negative process?

The selection process is considered negative because it involves rejecting candidates who do not meet the organization's criteria, unlike recruitment which is about inviting people to apply for job positions.

What is the importance of understanding the reasons behind candidate rejections?

Understanding the reasons for candidate rejections helps managers to analyze the selection process, identify areas of improvement, and make informed decisions about recruitment sources and selection criteria.

How can rejection analysis help in developing a waiting list for future positions?

Rejection analysis can help determine the criteria for a waiting list by identifying which rejected candidates should be prioritized based on their fit with the job, team, organization, or supervisor.

What factors are considered when analyzing a candidate's fit during the selection process?

Factors considered include person-job fit, person-team fit, person-organization fit, person-supervisor fit, and person-culture fit.

How can the source of recruitment impact the rejection rate?

The source of recruitment can impact the rejection rate as certain sources may provide candidates who are less suitable for the job, indicating a need to invest less time and money in those sources.

What is the significance of analyzing the ideal time for an interview?

Analyzing the ideal time for an interview helps in managing the interview process effectively, ensuring that the time spent with each candidate is utilized efficiently and that the number of questions asked is appropriate for a holistic assessment.

How can the average time and number of questions asked during an interview be used to improve the selection process?

The average time and number of questions can guide the interview panel on how to conduct interviews within a set timeframe, ensuring consistency and thoroughness in candidate assessment across different departments or job categories.

Why is it important to track the number of candidates rejected after screening and reference checks?

Tracking these numbers helps to evaluate the effectiveness of the selection process and the quality of candidates being attracted, as well as to identify any issues with the screening criteria or potential dishonesty in candidate references.

How can the effectiveness of different selection methods be evaluated?

The effectiveness of selection methods can be evaluated by comparing the assessment results with actual job performance, goal achievement, and retention rates, as well as considering the cost and time involved in each method.

What role does the industry average play in determining the expected tenure of an employee?

The industry average provides a benchmark for expected employee tenure, helping organizations understand if their employee retention rates are in line with industry standards and adjust their recruitment and retention strategies accordingly.

Outlines

00:00

📊 Employee Rejection Analysis in Recruitment

This paragraph discusses the importance of understanding the selection process in recruitment, particularly focusing on the analysis of employee rejection. It emphasizes the need for managers to comprehend the reasons behind candidate rejections and how this insight can inform decisions on recruitment sources and the development of waiting lists. The speaker introduces the concept of analyzing rejections based on various 'fits' such as job, team, organization, supervisor, and culture fit, and suggests that this data can be categorized by recruitment source to identify areas for improvement in the selection process.

05:01

📉 Decision Making in Recruitment Based on Rejection Analysis

The speaker elaborates on how rejection analysis can influence strategic decisions in recruitment. By identifying high rejection rates from specific sources, organizations can adjust their investment in those sources. Additionally, understanding the reasons for rejection can help in creating criteria for a waiting list, prioritizing candidates based on different fit categories. The paragraph also touches on the importance of analyzing rejections on a departmental, geographical, and institutional basis to improve employer branding and candidate suitability.

10:02

⏱ Optimizing Interview Process Efficiency

This section of the script addresses the efficiency of the interview process, suggesting ways to manage time effectively during interviews. It talks about calculating the average time taken for interviews and using this data to determine the number of questions to ask. The speaker recommends providing clear guidelines to interview panels on the time allocation and the types of questions to cover, including background, ability, and various fit assessments. The goal is to ensure a holistic evaluation of candidates within the constrained time frame.

15:03

📝 Understanding Screening Criteria and Post-Selection Rejections

The speaker explains the difference between eligibility and screening criteria and the importance of setting appropriate screening criteria to reduce the number of applicants to a manageable level for interviews. It also discusses the significance of tracking the number of candidates rejected after reference checks and medical examinations, as these figures can indicate the effectiveness of the selection process and areas for improvement. The paragraph highlights the importance of these numbers for future recruitment planning and employer branding.

20:03

🔍 Enhancing Screening Criteria and Selection Method Effectiveness

This paragraph delves into the importance of understanding and adjusting screening criteria to ensure the quality of candidates being interviewed. It suggests that increasing screening criteria can reflect an improvement in employer branding and the ability to attract higher-quality candidates. The speaker also introduces the concept of evaluating the effectiveness of different selection methods, such as interviews and tests, by comparing the assessed fit of candidates with their actual performance and goal achievement after one year.

25:03

📈 Assessing the Cost and Time Efficiency of Selection Methods

The speaker discusses the need to evaluate selection methods based on cost per candidate and the time it takes to prepare results. It emphasizes the importance of assessing whether the selection tests are effectively measuring the appropriate skills and if they are leading to successful long-term employment. The paragraph also introduces the idea of comparing performance ratings from selection tests with actual performance outcomes to determine if the assessment methods are accurate and reliable.

📊 The Importance of Testing and Industry Averages in Selection

The final paragraph wraps up the discussion by emphasizing the importance of testing in the selection process and the need to analyze the performance of selected candidates over time. It suggests comparing the performance ratings from tests with actual job performance to validate the effectiveness of the assessment methods. The speaker also advises considering industry averages for employee tenure to set realistic expectations for how long a candidate should work with an organization.

Keywords

💡Selection Process

The selection process refers to the series of steps an organization takes to choose the best candidate for a job from a pool of applicants. It is central to the video's theme as it discusses how to improve this process. For example, the script mentions 'selection is a negative process' where candidates are rejected to find the best fit, emphasizing the importance of understanding why candidates are rejected.

💡Rejection Analysis

Rejection analysis is the method of examining why candidates are not selected for a job. It is a key concept in the script, which discusses its importance in understanding the reasons behind candidate rejections to improve the selection process. The script provides an example of analyzing rejections based on 'person job fit', 'person team fit', and other factors.

💡Person-Job Fit

Person-job fit is the degree to which a person's skills, abilities, and work style match the job requirements. The script uses this term to explain how rejection analysis can reveal mismatches between candidates and job roles, suggesting that understanding this fit is crucial for effective hiring decisions.

💡Person-Organization Fit

Person-organization fit describes the compatibility of a candidate's values, motivations, and personality with the organization's culture. The script mentions this concept as one of the reasons candidates might be rejected, indicating its significance in the hiring process.

💡Person-Supervisor Fit

Person-supervisor fit is the alignment between a candidate's working style and the management style of their potential supervisor. The script points out that lack of this fit could be a reason for rejection, highlighting the importance of compatibility in the supervisor-employee relationship.

💡Person-Culture Fit

Person-culture fit is the extent to which a candidate's beliefs and behaviors are consistent with the organization's culture. The script suggests that this fit is an additional factor that can be considered during rejection analysis, emphasizing its role in the selection process.

💡Employer Branding

Employer branding is the image and reputation of an organization as an employer. The script discusses how rejection analysis can inform decisions about where to invest more in employer branding, based on the source of recruitment and the quality of candidates received.

💡Waiting List Criteria

Waiting list criteria are the standards used to prioritize candidates who are not immediately selected but could be considered for future openings. The script explains that rejection analysis can help determine these criteria, such as prioritizing candidates rejected due to 'person job fit'.

💡Interview Time Management

Interview time management involves planning and controlling the duration of interviews to effectively utilize time during the selection process. The script provides an example of calculating the average interview time and the number of questions to ask, which is crucial for organizing and conducting efficient interviews.

💡Screening Criteria

Screening criteria are the specific requirements used to filter out applicants who do not meet certain standards before they are considered for an interview. The script discusses how adjusting screening criteria can help manage the number of candidates and improve the quality of applicants for the interview process.

💡Effectiveness of Selection Methods

The effectiveness of selection methods refers to how well different hiring techniques, such as interviews and tests, assess a candidate's suitability for a job. The script emphasizes the importance of evaluating these methods by comparing the assessment results with actual job performance to ensure they are accurate and reliable.

Highlights

Introduction to selection analytics and its importance in understanding the selection process and challenges faced by managers.

The distinction between recruitment as a positive process and selection as a negative process, emphasizing the need for rejection analysis.

Importance of understanding the reasons behind candidate rejection to improve selection processes.

The concept of selection seat and interview seat, detailing factors and desired levels for candidate assessment.

Analysis of candidate rejection based on various fits: person-job fit, person-team fit, person-organization fit, person-supervisor fit, and person-culture fit.

Utilizing rejection analysis to identify high rejection rates from specific recruitment sources and adjust investment strategies accordingly.

Developing waiting list criteria based on rejection analysis to prioritize candidates for future openings.

The significance of rejection analysis in employer branding and decision-making for resource allocation.

How to manage interview time effectively by determining the ideal time for interviews and the number of questions to ask.

Department-wise and city-wise analysis of rejection rates to identify trends and areas for improvement.

Importance of analyzing the number of candidates rejected after reference checks and medical checkups to refine selection criteria.

The impact of screening criteria on the quality of candidates and employer brand strength.

Assessing the effectiveness of various selection methods by comparing pre-selection fit percentages with post-selection performance ratings.

The role of cost and time in evaluating the efficiency of selection methods and making informed decisions.

Importance of testing in selection processes and how it can indicate the accuracy of assessment methods used during hiring.

Using industry averages to determine the expected tenure of employees and benchmarking against organizational data.

Conclusion summarizing the importance of selection analytics, rejection analysis, and testing effectiveness for strategic HR management.

Transcripts

[Music]

[Music]

dear participants in selection Matrix

selection and analytics 1 and two we

have learned few metrics that will help

you to understand the selection process

better and I hope you have already

learned about this selection process and

challenges that a manager face at a

workplace so in selection analytics 3

also we will learn few more matrics that

will help you to understand the

selection process better right so what

we will learn let us discuss

as we already know that selection is a

negative process recruitment is a

positive process we invite the people to

come and apply for the job post but in

selection we reject the people so that's

why it is a negative process so in this

session we will learn how to do the

rejection analysis as well as we will

understand the importance of this

rejection analysis and we will

understand the if effectiveness of this

screening method importance of testing

effectiveness of the selection method

also that is what we will discuss right

so these are the things that we will

discuss in this particular session so

let us start with the employee rejection

analysis so in each organization

whenever this selection process takes

place we reject some of the candidates

right so what I want being a manager I

want to make you understand you should

learn why you are rejecting the

candidate what what is the reason for

their rejection that is what you should

understand so if you will see uh this uh

selection seat or I can say that

interview

seat right so where one side you will

see in a interview seat factors are

there like criteria right and then you

will see

desired right what are the things that

organization is needed in the candidate

and candidate characteristics right so

Factor could be related to the

background Factor can be related to the

person right ability right Factor could

be related to the personality right and

then what is the desired level for

example background is there so somebody

may require the 5 year of work

experience this is the desire

and how much candidate is having

candidate is having for example four

right so in the same way that entire

seat can be prepared and then the

decision can be taken whether this

candidate should be selected and whether

this candidate should be rejected right

so the if you will analyze these

all

parameters for a candidate in most of

the jobs right you will find these

all par meters are related either to

person job fit either person team fit

person organization fit person

supervisor fit and one more fit that we

can add person culture

fit right so P person culture fit so

these are the these are the reasons that

we can see so if we have for example we

have rejected the 200 candidate in our

organization whoever has given an

interview so 200 that we have rejected

right so what is the reason for them

what is the reason 20 uh so 50 people

are rejected because of the person job

fit 50 are rejected because of person

team fit 50 are rejected just because of

person organization fit 50 are rejected

just because of lack of person

supervisor fit right so if you know this

particular think what is the reason for

the rejection of

your candidate you can divide this data

as per the source of recruitment also

source of the recruitment if people are

coming from the third party people are

coming through the employee referral so

where is the high rejection rate in

which source is a high rejection rate so

that indicates that this High rejection

rate indicates that the candidates are

not suitable for the job so if your cost

is uh involved in bringing the candidate

from that particular source so you can

think of reduce uh not investing time

and money in that particular Source when

you are rejecting the most of the

candidate which are appearing in the

interview from that particular so so

that's the one thing that you can uh

decide after doing this rejection

analysis second thing that you can think

of if in future you have to you don't

want to conduct the

second selection process for few

candidate if you have to invite some of

the candidate from this or you have to

develop a waiting list for these uh

positions that you had uh for which you

were doing the selection if you have to

develop the waiting list so what should

be the criteria for the waiting list

people who are rejected because of the

person job fit they should be given the

priority or people who are rejected

because of the person organization fit

they should be given the priority so

according to your organization need you

have to take a decision who should be

given a priority on what basis you

should develop the waiting list criteria

right so this a waiting list criteria

also you can develop by doing this

rejection analysis whoever is being

rejected inside the

organization that is the one thing that

another thing that you can analyze

through this rejection analysis so uh so

in addition to uh employer branding

thing uh where to invest more that

decision you can take through the

rejection analysis second thing that you

can do uh you can think about the weight

list third thing again you can uh uh

decide uh you can do the analysis in in

depth you can go and then you can do the

analysis Department

wise right in which department people

are rejected because of what right

Department wise that is what you can do

it right and then you can do City

geography wise also like people who are

coming from particular geography what is

the reason for their rejection right

particular Institute if it is a campus

placement then from which campus they

are coming and what is the reason for

their rejection so if you will give a

input to them then it could be good for

that particular Institute also to train

the uh upcoming students for that

particular skill so that is why this

rejection analysis is very important so

the moment you have a number then you

can convert into the percentage also so

like uh 25% 25% 25% so this 200 I had

taken the example and then equally I had

divided among all four categories and

the same way you can see the percentage

also coming the 25 in each category so

this analysis will help you as I already

said you can go in depth and Department

wise you can do the analysis city-wise

you can do the analysis and you can make

the two important decision through this

analysis is

first decision is related to employer

branding uh in which area in uh in which

source you have to invest more because

if people are coming they are increasing

the number of application but they are

not suitable for the organization so you

can invest less time and less money in

on that particular Source right and who

your candidate from where are coming

more suitable more uh good candidate are

coming from different sources then you

can focus on that that is the one

decision that you can take based on this

and second decision that you can take

how to develop the weight list criteria

on what basis you should give the weight

list criteria these are the parameter

that you can decide and based on that

you can develop the weight list criteria

for the candidate next important thing

that I always say we should think what

is the ideal

time for an

interview how we should decide what is

the ideal time for an interview for some

positions you will see interviews may

take one

one uh day complete meting one day right

different different department different

different rounds right and sometime you

will see interview is getting over just

in 1 hour

right 2 hours that process that you will

see right how many number of questions

that we should ask right what should be

the number of the questions that we

should ask so if we have calculated this

data right for any job position so job

category that you can write here uh let

us say sales sales department right so

average time so 50 people have given the

interview for each 25 minute has been

taken so 25 minute is the average time

right so in order to utilize this time

effectively you can decide the number of

questions right five to six questions

that may be asked and then along with

their area also from which area these

questions should be asked so if you are

able to give this clear guideline to the

a panel member whoever is sitting in a

panel you can say this much time you can

take in past this much time has been

already taken and these many questions

that you can ask one to two question

related to the background one to two

question related to the ability and

various types of fit how you can assess

and situation based question so what are

the questions that you are supposed to

give so that is how you can do the

planning for the interview

because you are having the fixed number

of the candidate fixed number of

candidates are there right right and

number of panels are also fixed that you

have already decided if panel is taking

more time then it may be possible you

will not be able to complete this

interview process in entire day that

also could be possible so but in past if

you have conducted the interview and you

know the average time is taken for one

interview what is the average time right

and if you you have to being a HR

manager if you have to manage this

average time then you have to decide the

area from which area question should be

asked and how many questions should be

asked if you can say decide this thing

so on an average you can decide the

number of questions area type of

discussion right so interview is a

random process some other things also

may happen followup questions Also may

be asked but if you have calculated this

average time so in some interviews it

will take little bit more in some

interviews it will take little bit less

but on an average you will be able to

calculate in a day how many candidates

uh interview can be taken in your

particular organization so that is what

I say you can decide number of questions

and number of uh average time for the

interview so if you are able to do that

then what may happen you

may control or you can manage your time

effectively at a workplace during the

interview process right so that is what

you can do by doing this so in the same

way you can compare the department wise

also right sales HR operations Finance

right for each department how much time

is being taken so you can tell marketing

today marketing interviews are schedu Ed

so uh this much time will take and if HR

interviews are scheduled then this much

time will be taken right so average

timing that you should be able to

calculate and number of questions that

you can average number I'm not saying

you should instruct only these questions

you will ask to the you you can say to

the panel I'm not saying you should say

to the panel you ask only these

questions to the interviewer no I'm

saying average number of questions that

you can suggest and area from which area

this should be asked in order to do the

holistic assessment of the candidate in

the interview process so if you have

these two things in if you in your hand

the average time of interview and number

of questions average number of questions

that has been asked during the past

process right uh Department wise so then

you will be or Department wise or job

category wise uh if you have this

information with you you will be able to

manage your interview process very well

next thing that we can calculate and

that Rao that I always suggest that we

should have the certain number so first

thing first number that you can have

number of

candidate rejected after screening of

the application right so after screening

of the application let us assume th000

employees have applied for a job so how

many people because thousand have

applied it means I hope you understand

the difference between eligibility

criteria and screening criteria so

eligibility

criteria they fulfill the eligibility

criteria they fulfill the eligibility

criteria that is why they have applied

to this job right so thousand people are

fulfilling the eligibility criteria

whatever job posting that you have given

and after that you believe that this, is

too high th000 is too high so now you

cannot take the interview of thousand

people because in again if you want to

give a opportunity to all people then it

will take time it will involve certain

cost right so you have decided you were

not expecting to receive the th000

application for this post but you

received it right so now what you need

to do you need to develop the screening

criteria right so screening criteria

could be what let us assume experience

that you had put here job experience is

3 years right but you have make it you

have made it four year four year so the

moment you will make it four year then

few applications will reduced so that is

how what you can do you can keep this

screening criteria a little bit up you

can reduce and you can identify what is

the suitable number

uh for your interview process so that is

that is how you can based on this IG

screening criteria you can identify

certain candidates

so if you are receiving the more number

of the candidates for a job position and

you are increasing the screening

criteria it indicates that you are

already filtering and you are get uh

going for the higher quality of the

candidate for you are taking higher

quality of candidate for for the

interview process right so that that

that number you should know this was the

screening criteria and these many people

were eligible for this job all right now

once the selection is done everything is

done then one more important thing that

you should know that rejection after the

reference check right so after the

reference check some time it may be

possible some people have given the

false reference right and when you check

the reference that about the candidate

you did not get the good

information right and when you try to

verified some information about the

candidate those informations were false

right so after this process after this

reference check how

many candidates were

rejected let let's say 10 candidates are

rejected after the reference check right

and what is their reason next thing that

you need to uh understand how many

candidates that rejected after the

medical checkup why these numbers are

important because if you understand if

you know these numbers then you should

know one particular thing when you are

selecting the candidates you should h

think

always about one thing for if number of

positions are there and the job Final

job offer that you are giving it is less

than the positions

available

then it indicates that you could not

conducted the selection process

effectively right so if you know these

numbers in advance in past what has

happened so it may happen this year also

right so after the selection also after

the making the final selection also

these people may be may not be able to

join your organization because their

reference check was not good and they

were having the some medical problems

also so these numbers are also very very

important and then screening number is

very very important this after the

screening because that will tell you

every year

how much what should be the screening

criteria if every year your screening

criteria is going higher and higher it

indicates that your quality of candidate

is increasing and one more another way

you can say that your employer brand is

increasing right because you are getting

the good quality of the candidate and

you are able to attract the good

candidate from your competitors so it

indicates that your employer brand also

going up and up and your screening

criteria is going up and up right so it

is in favor of the organization so you

should know how to increase the

screening criteria if you will increase

from this to that then how many

applications will not be applicable for

this particular position so that is what

you should know in advance so that is

why these numbers are very very

important and you

can you can have these numbers with you

and in the form of percentage in the

form of a bar graph by chart you can

present it but you should have these

numbers during your selection process

also now let us discuss about the

another method is

your effectiveness of selection method

so selection method that we already

discussed like

interview uh physical test computer

based test right and personality test

and AI based game right so these are the

various type of selection method right

so that is what you can select this

selection selection method and then you

can

check what is the person person job fit

percentage of person job fit according

to this test if these test are testing

the person job fit right so if these

test are testing the person of fit

during the interview physical test

whatever is a mode of the selection you

percentage of person job fit right and

performance rating after 1 year or

percentage of goal achievement after one

year so if for example percentage job

fit that is the test is giving that is

the

80% right and performance rating that is

coming that is just one or two just

between one or two that is the

percentage rating and percentage of goal

achievement is just uh 20% is right so

what it indicates that it indicates that

that selection test that you have used

to assist the person job fit it was not

useful because if the person job fit is

high then person should be able to

perform at a workplace right right and

but performance rating and percentage of

goal achievement both things indicate

that this person job fit was not good

right so here if this is the thing that

is coming out it clearly indicates it

gives a signal to a manager to change

the selection method right so by which

method you have assess the person of fit

right and your ratings are different

your percentage of goal achievement is

different right so just I have taken the

ex one example of person job fit in the

same way you can take the example of

person team fit behavioral aspect that

you can take it and then you can check

the rate performance uh review

performance rating on behavioral aspect

given by the manager if you have rated

so high during the interview but rating

during after one year is so poor it

means you failed to assess the in uh

candidate interview during the selection

process so that clearly indicates that

so here what you can do all type of fit

that you can keep here and through which

method you have checked it right if you

find it your results were so high uh

during the selection process but after 1

year it is very poor that it is poor

ratings are there poor results are there

so it indicates that your method of

selection was not appropriate to assess

that one particular skill so it

indicates that you should change the

method of selection so that is what you

can see in how many cases so what is

happening let us assume you selected the

100 candidates and out of 100 how many

candidates were having the mismatch and

they perform since during the selection

they ratings were very high but during

the actual performance their ratings

were very poor so in how what is the

percentage of that in addition to that

one more two more criteria that I will

add Cost Plus time Cost Plus time that I

will add what is the cost for per

candidate right whatever test that you

have selected so what is the cost per

candidate in order to conduct that test

so physical test are there computer

based test are there so you have to hire

external agency to conduct that test it

could then what is the cost per

candidate and how much time it is taking

to prepare the result right so that that

also you can consider so whether it is

time taking or not so all these three

parameter you can check the

effectiveness of the selection method

right but first thing first ranking that

I always give to assessment of the

appropriate skill if the selection test

is not able to assess the appropriate

skill then in how many many cases he the

test is not able to assess that is what

you should consider and if it is very

high if it is going 30% 40% cases where

right assessment of a skill is not done

then seriously you should think about

changing the selection method right so

next concept that we have importance of

testing so whatever test that you have

done right so here you can write the

name of the candidate and how many years

that candidate has SP

and then performance rating and the

cognitive ability interview rating and

integrity test right so here importance

of testing right so these all test are

there and ratings are there and here

performance rating is there so if in all

test employee has performed so well

right and performance rating also so

high and that person is continuing with

the working right it indicates that that

Cate assessment was correct but if in

all test candidates ratings is so high

but performance ratings are poor and

person leaves the

organization within a year within a six

month within a uh month that indicates

that our assessment was not up to the

mark right so that analysis we should be

able to do in what case in what is the

percentage of the cases

where uh the percentage of performance

rating how many candidates were having

the performance ratings were good and

how many were not having the good so

that analysis we can do it if it is

going 50/50 it means we need to improve

because if it is going it is going down

it indicates that you need to conduct

the recruitment in selection process

again right and you have to conduct that

Recruitment and selection process and

again and again and which is a cost so

if you want to save a cost by Rec

conducting it you can increase the

assessment method by which uh you will

be able to assess the candidate

perfectly in all aspect and then you

will be able to select a candidate and

that candidate will stay for your

organization now question comes how we

should decide for how many years a

candidate should work with your

organization so in that case I suggest

only one thing you should go with

industry average what is the industry

average right for how many years one

employee wants to work with you because

current Trend if you will see most of

the employees don't want to work more

than 3 years with one organization they

work for 3 to four years and then they

move to the another organization so if

people are working for 3 years then you

can say it is okay because it is

industry average so that is how you

should compare with your industry in

which industry you are working right and

then you should compare and then you can

think about whether it is up to the Mark

or not so I hope in this session you

would have learned about the importance

of testing effectiveness of selection

method few numbers that you should

remember you should understand in order

to make some projections right an

interview time and average number of

questions how you should decide it and

employee rejection analysis how it will

help you

to uh take important decisions in your

organization so thank you

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