Class 12 Business Administration Notes · GSEB
Selection and Training
Selection and Training — choosing the right candidate and building the skills the organisation needs. GSEB Class 12 Commerce notes covering the nine-step selection process, four tests, training and development, and their six-point difference.
Last updated: 27 Oct 2026
Notes
Selection — Meaning and Base
Notes — the key lines
- Selection picks the proper candidate from the applications received.
- The procedure varies by size, type and kind of employees.
- Non-managerial is short and simple; top managerial is special and well planned.
There are three levels of management in all large enterprises — top, middle and bottom — and each needs different types of qualified employees. The selection procedure for non-managerial staff is short and simple, while the procedure for top managerial positions is of a special nature and well planned.
| Aspect | Non-managerial staff | Top managerial positions |
|---|---|---|
| Procedure | Short and simple | Of a special nature and well planned |
| Focus | Basic eligibility and job fit | Expertise, experience, and leadership judgement |
It is necessary to select the right person for the right job, because the selection of a suitable, expert, experienced and loyal employee is an invaluable asset for the enterprise.
Trap — A short procedure is not a weak one — the elaborate route is reserved for top management.
The Nine-Step Selection Process
Notes — the key lines
- Nine stages, from welcoming and primary meeting to induction and allotment of work.
- Tests sit at stage 3: IQ, aptitude, trade and psychological.
- Personal interview, references, preliminary selection, medical and appointment letter follow.
Welcoming and Primary Meeting
At this stage the candidate is welcomed by the enterprise. The receptionist makes the primary investigation; a suitable candidate is sent to the recruitment officer.
The recruitment officer collects information about the candidate’s knowledge, skill and working capability. The objective is to keep an unsuitable candidate out at the start; a suitable one is asked to fill in the application form, which saves the officer’s time.
Trap — Tests are stage 3 — they follow the welcome meeting and screening, not replace them.
Four Tests at a Glance
Notes — the key lines
- IQ measures common sense, memory, smartness, decision-making and thinking capacity.
- Aptitude checks interest in the specific work; trade checks the skill to do it.
- Psychological reveals nature, self-confidence, attitude and habits.
| Test | What it reveals |
|---|---|
| IQ Test | Common sense, memory, smartness, power of decision making, and thinking capacity. |
| Aptitude Test | Whether the candidate has interest for the specific work for which he is selected. |
| Trade Test | Whether the candidate has the necessary skill to perform the expected job. |
| Psychological Test | The nature, self-confidence, attitude, and habits of the candidate. |
Trap — Trade checks skill; aptitude checks interest — swapping them is the common error.
Key Takeaways
- The IQ test measures common sense, memory, smartness, decision-making power, and thinking capacity.
- The aptitude test checks interest in the specific work.
- The trade test decides whether the candidate has the necessary skill to perform the expected job, while the psychological test reveals the nature, self-confidence, attitude, and habits of the candidate.
Training — Meaning and Importance
Notes — the key lines
- Training imparts theoretical and practical knowledge for proficiency in work; it is continuous.
- Eight gains: modern information, safety, job satisfaction, lower turnover, profit, lower expenses, growth, other benefits.
- “Training is expensive but its absence is more expensive” — count it as an investment.
Training means providing theoretical and practical knowledge with reference to the work of the employees.
Training means giving up-to-date information about the organization and also to increase efficiency, skill, aptitude, attitude and technical skill of the employees.
Training means imparting knowledge and education with the objective of gaining proficiency in the business.
Training apprises employees about modern technological changes and research.
Workers handling machines are given information about machine operation so accidents are reduced. This nurtures aptitude for work, lowers fatigue and raises morale.
Training improves the workers’ understanding; when they are given the job they were trained for, enthusiasm rises and so does job satisfaction.
Training raises knowledge, skill and efficiency, which improves chances of promotion and income. Efficient employees do not think of changing jobs, so labour turnover falls.
Training raises production and productivity, reducing the cost of production and increasing profit.
Efficiency raises production and reduces wastage of raw material; supervision cost also falls, so total expenditure is reduced.
Training increases skill, knowledge, ability and intelligence, which also brings personal growth and development.
Training improves the quality of production, enhances the organisation’s prestige and reduces stress. It creates co-operation and increases loyalty, sincerity and enthusiasm.
A separate training department and special officers cost money; raw material may be wasted and trainees are paid a stipend. Even so, the benefits outweigh the expenses — “Training is expensive but its absence is more expensive.” The amount spent on training is an investment in business.
Trap — Training is an investment, not an expense — the absence costs more.
Development — Meaning and Importance
Notes — the key lines
- Development imparts theoretical and practical knowledge to top management and departmental heads.
- Its aim is mental ability and policy judgement; it is called officer development.
- Eight gains run from technical knowledge to future challenges.
Top-level management and departmental heads do more intellectual work than physical work, so special training is given to them. It increases their mental ability and their efficiency in taking policy decisions, which makes them experts in technical knowledge and able to make strategic plans and policies. This type of training is called officer development.
With changing business conditions, officers need technical knowledge. Development programmes show how to use technical knowledge, machines and methods so positive decisions can be taken.
New research and ideologies improve the administrative efficiency of departmental heads.
Development programmes help take the organisation to national and international levels by adopting new changes and strategies.
They help make optimum use of available resources, reduce unnecessary expenses and control the cost of production, increasing profit.
They are necessary for the speedy and successful solution of newly arising problems.
They enhance the officer’s skill and mental strength to keep effective supervision over business activities.
Managers and departmental heads face many challenges; development programmes reduce the confusion and stress that build up while taking decisions.
They help officers meet future challenges and bring suitable changes in the business.
Trap — Development is for top management and departmental heads, not for all staff.
Training vs Development
Notes — the key lines
- Six rows separate them: meaning, objectives, centre point, time and expense, who imparts, to whom.
- Training is short-term, cheaper, work-centred, for bottom-level staff.
- Development is long-term, costlier, career-centred, for executives and heads.
| Aspect | Training | Development |
|---|---|---|
| Meaning | It is a process of imparting theoretical and practical knowledge to employees with the object of acquiring proficiency in work. | It is a process of imparting theoretical and practical knowledge to top level management and departmental heads. |
| Objectives | The objective of training is to increase efficiency and productivity. | The objective is overall development of management and officers by enhancing their latent capacities and moulding their personalities. |
| Centre Point | Work is at the centre of training. | Future career and probable challenges are at its centre. |
| Time and Expense | It is a short term process and less expensive. | It is a long term and expensive process. |
| Who Imparts? | Training is imparted by experienced employees, experts or supervisors. | For this the help of educational institutions and experts of various fields is taken. |
| To Whom? | Training is given to staff at the bottom level. | Developmental programs are for executives and departmental heads working at top and middle level. |
Trap — Training is short-term and less expensive; development is long-term and expensive — the time row is the usual slip.
Exam Questions
Exam Questions
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