Conclusion

 

The success of a company can be influenced by effective hiring and selecting practices. Both internal and external sources of candidates should be taken into account during the hiring process. This will raise the likelihood that organizations will draw in a diverse pool of candidates. A thorough recruitment and selection procedure should also be used.Finding candidates for the open post and encouraging them to apply is the process of recruitment. The selection process include choosing the top applicant from the pool of candidates and making them an offer of employment. Any company's personnel are key to its success. If an employee is ideal for a position, the entire company will profit from its exceptional performance. The correct individual for the right job can be chosen with the aid of recruitment and selection. It aids in lowering an organization's losses (Surbhi S, 2018).

Video 1- How to master recruiting

 (Source: TEDx Talks, 2019) 

Video 1 illustrates  how to become a world-class recruiter that will enable the organization to reach its potential. 

Comparison Chart (Surbhi S, 2018): 

Basis for comparison	Recruitment	Selection
Meaning	The process of recruiting involves looking for applicants and encouraging them to apply.	The act of choosing the top candidates and extending an offer of employment is referred to as selection.
Approach	Positive	Negative
Objective	Increasing the number of applicants for the open position.	Selecting the best applicant while dismissing the others.
Key Factor	Advertising the job	Appointment of the candidate
Sequence	First	Second
Process	The company notifies candidates of open positions via a variety of channels, and the candidate is given access to an application form.	The company requires applicants to proceed through several stages, such as filling out forms, writing tests, interviews, physical exams, and so forth.
Contractual Relation	Recruitment just entails communicating job openings, so no contractual relationship is created.	Establishing a contractual relationship between the employer and the employee entails selection.
Method	Economical	Expensive

In conclusion, employee performance and recruiting and selection have a considerable linear relationship. There is enough evidence to support that if recruiting and selection procedures are not compromised, a company can hire people who are dedicated to its goals (Armstrong, 2008). Additionally, the recruiting and selection process is a crucial part of the human resource management function because it will directly affect employee performance (Kloot and Martin, 2000). Recruitment should be properly planned and in line with the organization's overall corporate strategy, culture, and values (Bryson, 2011). It's vital to note that some organizations' recruitment and selection policies and procedures may use internal promotion as a primary means of ensuring that employees remain motivated and devoted (O'Meara,  2013).

References

Armstrong, M. (2020). Armstrong’s Handbook Of Human Resource Management Practice. S.L.: Kogan Page.

Boudreau, J. W., & Rynes, S. L. (1985). Role of recruitment in staffing utility analysis. Journal of Applied Psychology, 70(2), 354–366. doi:10.1037/0021-9010.70.2.354 

Bryson, J.M. (2011). Strategic planning for public and nonprofit organizations : a guide to strengthening and sustaining organizational achievement. San Francisco, Ca: Jossey-Bass.

Kloot, L., & Martin, J. (2000). Strategic performance management: A balanced approach to performance management issues in local government. Management Accounting Research, 11(2), 231–251. doi:10.1006/mare.2000.0130 

O'Meara  B.  2013.  The  Handbook  of  Strategic  Recruitment  and  Selection:  A  Systems  Approach. Emerald Group Publishing Ltd, Bingley, UK.

Surbhi S (2018). Difference Between Recruitment and Selection (with Comparison Chart) - Key Differences. (online) Key Differences. Available at: <https://keydifferences.com/difference-between-recruitment-and-selection.html.> (Accessed on 18th November 2022).

Waters, E. (n.d.). Recruitment and selection - 2120 Words | Report Example. (online) Free Essays. Available at: <https://ivypanda.com/essays/recruitment-and-selection/.>( accessed on 15th November 2022)

www.youtube.com. (n.d.). How to master recruiting | Mads Faurholt-Jorgensen | TEDxWarwick. (online) Available at:< https://www.youtube.com/watch?v=sxjgL64czRY&t=2s> (Accessed 17 November 2022).

 

 

What steps should we take next in terms of recruitment and selection procedures for the healthcare professions?

 

Academic criteria are frequently utilized as the foundation for initial shortlisting choices along with personal statements, references, aptitude tests, or any combination of the three, with an interview serving as the selection process's penultimate step. However, there are a number of issues with this strategy. According to research, academic achievement accounts for roughly 23% of the variance in success in undergraduate medical training and 6% in postgraduate performance, making it a good but not perfect predictor of performance (Trost et al. 1998). Recent studies have shown that academic aptitude is a required but not sufficient requirement for a trainee to become a competent clinician (Patterson et al. 2016a).

The body of knowledge in this field is growing quickly, and there is growing acceptance that choosing healthcare personnel should take into account personal qualities like empathy, integrity, resilience, and teamwork (e.g. SEEG 2014; McLachlan 2010; Stratton and Elam 2014; Patterson et al. 2015).

The Health Professions Admission Test (HPAT)-Ireland, which is closely modeled after the UMAT used in Australia and New Zealand, is a test for admission to the health professions. There is critically evaluate evidence regarding the construct validity of this test. Their narrative pulls from experiences from various aptitude tests about early judgments on predictive validity, susceptibility to coaching, gender, and other socioeconomic biases. They also take stakeholder acceptance into consideration (Kelly and O'Flynn, 2016).

In order to consistently enhance accuracy and fairness in defining selection criteria, best practice selection requires doing a complete job analysis and using data from validation studies as support. What qualities will make a doctor effective in the next 25 years and beyond? is a crucial question. To systematically investigate this topic, multi-source, multi-method, future-oriented job analysis studies should be used (Patterson, Cleland and Cousans, 2017).

In conclusion, staff shortage is one of the biggest issues facing the healthcare sector, and employee retention and turnover are related problems. Every organisation struggles in a different way to hold onto valuable personnel. The effectiveness of a retention program depends on the organization's capacity to accurately identify the reasons for turnover and to implement measures that effectively target these reasons.

 

References

Kelly, M. E., & O’Flynn, S. (2016). The construct validity of HPAT-Ireland for the selection of medical students: Unresolved issues and future research implications. Advances in Health Sciences Education, 1–20. doi:10.1007/s10459-016-9728-z.

McLachlan, J. (2010). Measuring conscientiousness and professionalism in undergraduate medical students. The Clinical Teacher, 7(1), 37–40. (online) Available at: <http://www.ncbi.nlm.nih.gov/pubmed/21134141> (Accessed 14^th November 2022).

Patterson, F., & Zibarras, L. D. (2016). Selecting for creativity and innovation potential: Implications for practice in healthcare education. Advances in Health Sciences Education, 1–12. doi:10.1007/s10459-016-9731-4

Patterson, F., Cleland, J. and Cousans, F. (2017). Selection methods in healthcare professions: where are we now and where next? Advances in Health Sciences Education, 22(2), pp.229–242. doi:10.1007/s10459-017-9752-7.

Patterson, F., Prescott-Clements, L., Zibarras, L., Edwards, H., Kerrin, M., & Cousans, F. (2015). Recruiting for values in healthcare: A preliminary review of the evidence. Advances in Health Sciences Education. (online) Available at:<http://link.springer.com/10.1007/s10459-014-9579-4.>(Accessed on 11th November 2022).

SEEG. (2014). Selecting for excellence final report. (online) Available at: < http://www.medschools.ac.uk/SiteCollectionDocuments/Selecting-for-Excellence-Final-Report.pdf. > (Accessed on 14^th November 2022).

Stratton, T. D., & Elam, C. L. (2014). A holistic review of the medical school admission process: Examining correlates of academic underperformance. Medical Education Online, 19(1), 1–7.

Trost, G., Nauels, H., & Klieme, E. (1998). The relationship between different criteria for admission to medical school and student success. Assessment in Education, 5(2), 247–254.

 

Douglas McGregor’s Theory

Douglas McGregor presented the theories of motivation known as Theory X and Theory Y in the 1960s. These theories are predicated on the idea that in order to complete the task, management must collect all of the production components, including people. According to McGregor, management can exploit either of the demands, which are categorized under theories X and Y, to inspire his workforce (Stoyanov and Diderich, 2017).

Figure 1: Theory X and Theory Y  

(Source: Kurt, 2021)

Figure 1 indicates a person ("X") who refuses to work and a person ("Y") who embraces the opportunity to work

The notable distinction between Theory X and Theory Y of managers was made by McGregor in 1960. Managers that adhere to Theory X believe that their employees are uninterested, will shirk duty, and prefer to get by. According to Theory X, employees need to be managed and threatened with punishment According to Theory X, managers must give orders and maintain a close eye on every employee. This is an authoritarian style of management. As expected, the staff lacks motivation and despises their jobs (Allio, 2009).

McGregor, on the other hand, viewed Theory Y managers as those who make the assumptions that employees care about the company, will take initiative, and will practice restraint. According to research, the majority of people are capable of being creative and innovative (Bobic and Davis' 2003). This result supports that Theory Y assumptions encourage more inclusive decision-making, which ultimately benefits the company. According to Theory Y, managers should presume that their staff members are self-driven and motivated to achieve the goals of the company. This is known as the participative style of management. As a result, management in this situation aims to produce the most with the fewest possible efforts (Russ, 2011).

The underlying presumptions of Theory Y are as follows (Stoyanov and Diderich, 2017):

1.The employee is creative, self-motivated, and enjoys working with more responsibility, therefore they do not by nature despise their jobs. The population as a whole, and not just a small segment of it, has the ability to exercise a relatively high degree of imagination, originality, and innovation in the solution of organizational problems.

2. Since employees are self-directed and self-reliant, the threat of punishment does not always work to achieve the intended outcomes.

3. The benefits connected to an employee's attainment of goals impact how dedicated they are to them. The ego's satisfaction and the needs for self-actualization may be the most important rewards in this situation.

4. The incentives that come with achieving goals influence how committed people are to them.

According to McGregor, there are more factors that affect leadership, such as the followers' attitudes and needs, the form and structure of the organization itself, and the social, economic, and political environment. For McGregor, leadership was a complicated interplay between several factors rather than a personal trait. He was one of the first to make the case that leadership was more than just the traits of the leader; it also involved the interaction between the leader and the environment they were in (Theory X and Theory Y, n.d.).

 

References

Allio, R.J(2009) “Leadership – The Five Big Ideas”,  Strategy & Leadership, Vol. 37, No. 2, pp.4-12.

Arslan, A. and Staub, S. (2012). Theory X and Theory Y Type Leadership Behavior and its Impact on Organizational Performance:  Small Business Owners in the Şishane Lighting and Chandelier District. SSRN Electronic Journal. doi:10.2139/ssrn.2181347.

Bobic, M.P &Davis, W.E. (2003), “A Kind Word For Theory X: Or Why So Many Newfangled Management Techniques Quickly Fail” , Journal of Public Administration Research and Theory, 13(3), pp 239-264. 

Kurt, S. (2021). Theory X and Theory Y, Douglas McGregor. (online) Education Library. Available at:< https://educationlibrary.org/theory-x-and-theory-y-douglas-mcgregor/.>   (Accessed on 15th November 2022).

Mcgregor, D. (1960). DOUGLAS MCGREGOR: THEORY X AND THEORY Y. Thinker 026» INTRODUCTION» KEY THEORIES. (online) Available at: https://switcheducation.com/wp-content/uploads/2017/06/SEB_LYO_McGregor_Thinker.pdf. (Accessed on 14^th November 2022).

Russ, T.L.(2011) “Theory X/Y assumptions as predictors of managers’ propensity for participative decision making”,  Management Decision, Vol. 49, No. 5, pp.823-83.

Stoyanov, S. and Diderich, M. (2017). The Human Side of Enterprise. (online) Google Books. CRC Press. Available at: <https://books.google.lk/books?id=rEkrDwAAQBAJ&printsec=frontcover&dq=douglas+mcgregor > (Accessed 22 November 2022).

Theory X and Theory Y. (n.d.). (online) Available at: <https://www.jsscacs.edu.in/sites/default/files/Files/Module-3-%20Theories%20of%20%20Motivation.pdf. >(Accessed on 11^th November 2022).

Maslow's Hierarchy of Needs

 

Why do we need employees who are motivated? The key is to survive (Smith, 1994). In the businesses that are changing so quickly, motivated workers are essential. Employees who are motivated help organizations survive. Employee motivation increases productivity. Motivating people may be the most difficult task a manager has to complete. Motivating people may be the most difficult task a manager has to complete. This is in part because employee motivation fluctuates continuously (Bowen & Radhakrishna, 1991).

Maslow's hierarchy of needs is a psychological theory of motivation that includes a five-tier model of human needs that is frequently represented as levels within a pyramid. Prior to addressing needs higher up the hierarchy, people must attention to those lower down. The needs include physiological, safety, love and belonging, esteem, and self-actualization, going up the hierarchy in order of importance (McLeod, 2018). People are driven to fulfill a specific set of requirements, and some of these needs are more important than others. Physical survival is our most fundamental need, and this will always be what drives our conduct. The next level up is what drives us after that level has been reached, and so forth (Maslow, 1943, 1954).

                                      Figure 1 - Maslow’s Hierarchy of Needs

(Source: McLeod, 2018)

Figure 1 illustrates the following: 

The five-stage original hierarchy of needs paradigm consists of (Maslow 1987):

• Physiological needs - For human survival, such as air, food, drink, shelter, clothes, warmth and sleep, are known as physiological needs.
• Safety needs - Protection from the weather, safety, security, law, stability, and fearlessness.
• Love and belongingness needs - The third level of human needs is social and relates to sentiments of belongingness after physiological and safety requirements have been met. Interpersonal relationships are necessary for conduct to occur.
• Esteem needs - Maslow divided self-esteem into two categories: (i) regard for oneself (self-respect, accomplishment, mastery, independence), and (ii) the need for respect or repute from others (status, prestige)
• Self-actualization needs - Fulfilling one's potential, finding fulfillment, and seeking out peak experiences. the goal of "being whatever one is capable of becoming” .

The hierarchy of needs, according to Maslow, may change depending on external factors or unique personal characteristics. He notes that for some people, having self-worth is more essential than having love. The majority of behavior is multi-motivated, as noted by who also stated that "any conduct tends to be determined by several or all of the fundamental wants simultaneously rather than by just one of them" (Maslow,1987, p. 71).

Deficiency needs vs. growth needs

This five-stage model can be divided into deficiency needs and growth needs. The first four levels are often referred to as deficiency needs (D-needs), and the top level is known as growth or being needs (B-needs).

Before addressing higher level growth wants, people must first satiate lower level deficit needs. He later acknowledged that his earlier words may have created "the misleading impression that a need must be met 100% before the next need emerges" (Maslow, 1987, p. 69) and stressed that a need's satisfaction is not a "all-or-none" phenomena (Maslow, 1943).

Everybody has the capacity and the motivation to climb the hierarchy to a level of self-actualization. Unfortunately, when basic necessities are not met, progress is frequently halted.

The expanded hierarchy of needs

It is crucial to keep in mind that Maslow's (1943, 1954) five-stage model has been enlarged to include cognitive and aesthetic needs (Maslow, 1970a), as well as later transcendence needs (Maslow, 1970b): 

• Cognitive needs - knowledge and comprehension, inquiry and the desire for meaning and predictability.
• Aesthetic needs - appreciation of and pursuit of form, harmony, and beauty
• Transcendence needs - A person is driven by ideals that go beyond themselves, such as mystical experiences, specific natural experiences, aesthetic experiences, sexual experiences, helping others, the quest of knowledge, and religious faith.

The following are some limitations to Maslow's theory of needs: It is oversimplified and solely considers human needs (V.S, 2010):

• The needs of every employee differ. Many people simply consider their physical necessities and job security to be satisfying.
• The Maslow-proposed hierarchy of needs pattern may not apply consistently to all employee groups.
• Maslow's theory of the "hierarchy needs" does not apply in the modern day because everyone has several wants that must be met, many of which may not necessarily fit Maslow's theory.
• The most appealing unsatisfied need drives the most motivation; this is frequently because various people are compelled to meet different wants at different times. The employee actually has a strong desire to satisfy stage 3 of his hierarchy of wants (Social Needs), and it is likely that he may exert less effort at work in order to satisfy the unsatisfied motivator of his.
• It may not be necessary to meet basic wants in order to recognize higher requirements. According to the theory, a person who is deficient in basic needs or working in a questionable environment will never be able to access the higher needs in the hierarchy.

In conclusion, Maslow's Hierarchy of Needs Theory has been criticized for the reasons mentioned, although it still has many benefits or virtues. It aids managers in comprehending how their staff behaves. It aids managers in giving their staff the appropriate financial and non-financial incentives. Overall, this contributes to the organization's increased productivity, profitability, and efficiency (Trivedi and Mehta, 2019).

Reference

Bowen, B. E., & Radhakrishna, R. B. (1991). Job satisfaction of agricultural education faculty: A constant phenomena. Journal of Agricultural Education, 32 (2). 16-22.

Lindner, J.R. (1998). Understanding Employee Motivation. (online) archives.joe.org. Available at: <https://archives.joe.org/joe/1998june/rb3.php.> (Accessed on 18^th November 2022). 

Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370-96.

Maslow, A. H. (1987). Motivation and personality (3rd ed.). Delhi, India: Pearson Education.

Maslow, A. H. (1954). Motivation and personality. New York: Harper and Row

Maslow, A. H. (1970a). Motivation and personality. New York: Harper & Row

Maslow, A. H. (1970b). Religions, values, and peak experiences. New York: Penguin. (Original work published 1966)

McLeod, S. (2018). Maslow’s Hierarchy of Needs. (online) Simply Psychology, Simply Psychology, pp.1–16. Available at: <https://canadacollege.edu/dreamers/docs/Maslows-Hierarchy-of-Needs.pdf.> (Acessed on 21st November 2022)

Smith, G. P. (1994). Motivation. In W. Tracey (ed.), Human resources management and development handbook (2nd ed.).

Trivedi, A. and Mehta, A. (2019). Maslow’s Hierarchy of Needs -Theory of Human Motivation. International Journal of Research in all Subjects in Multi Languages [Author: Anjanaen J. Trivedi, (online) 7(6). Available at: <http://www.raijmr.com/ijrsml/wp-content/uploads/2020/01/IJRSML_2019_vol07_issue_06_Eng_09.pdf.> (Accessed on 20^th November 2022).

V.S, M. (2010). Entrepreneurship & Management. [online] Google Books. Pearson Education India. Available at: <https://books.google.lk/books?id=63fI9Ft2kPMC&pg=PA119&dq=What+is+a+limitation+of+Maslow%27s+hierarchy+of+needs+is+that+it+fails+to?&hl=en&sa=X&ved=2ahUKEwjXtpyg7cD7AhV3T2wGHYjLDooQ6AF6BAgGEAI#v=onepage&q=What%20is%20a%20limitation%20of%20Maslow >(Accessed 22 November 2022).

 

Ethical issues in recruitment and selection process

 

Despite nearly 50 years of the implementation of equal employment opportunity laws, which forbid hiring managers from basing decisions on non-job-related criteria (sex, race, religion, national origin, color, disability, and age), the success of diversity management programs (such as encouraging women to pursue traditionally male occupations) has been inconsistent (Falkenberg & Boland, 2007). The term "discrimination" refers to any distinction, exclusion, or preference made on the basis of race, sex, age, religion, national origin, pregnancy or childbirth, familial or marital status, disability, sexual orientation, or prior arrest or conviction record that has the effect of voiding or impairing equality at work or during selection (Aturu, 2005).

Indirect discrimination: In Isa & Rashid v British Leyland Cars, candidates were indirectly discriminated against as they were asked to complete application forms in their own handwriting; this was unlawful since the vacancy was for labouring jobs which did not require ability to write (Roberts, G. 1997). Indirect discrimination takes place because of inconsiderate actions of employers that have the undesired effect on creating discrimination.

Every approach of recruiting and selection should be useful and valid (London, 2001). Recruitment should be selective, with a focus on candidates with a high potential for value addition. However, if ethics are not taken into account, there is a chance that people's ability to contribute to the workforce may be constrained (Aturu, 2005).

   The following are some crucial elements that organizations should take into account for ethical recruitment: On the basis of gender, colour, national origin, religion, or political opinions, discrimination must not be tolerated. Candidates should always be evaluated on their merits. Throughout the hiring process, HR professionals must be trustworthy, reliable, and impartial(Murage, Sang and Ngure, 2018). 

    Sexual harassment can take many different forms, including verbal and/or written harassment (jokes, inappropriate language); physical assault (varying from  touching to major assault); visual display (posters, graffiti, obscene gestures); and compulsion(demand for sexual favors); intrusion that happens at work during and after recruitment (pestering, spying, following). When hiring decisions are made based on these immoral factors, it results in the choice of incompetent employees who do not provide value to the firm (Milkovich and Boudreau, 2004).

Selection bias (Maloney and Hall, n.d.):

Stereotyping - is the propensity to associate specific traits with particular social groups. For instance, you might have a propensity to hire immigrants because you believe that their work ethics are significantly higher than those of local workers. This bias could impair your judgment and keep you from hiring a local employee with a strong work ethic

Halo effect - is the propensity to hold someone in high regard if they possess a personal trait or professional trait you find particularly endearing. The halo effect could lead an interviewer to overlook some of an applicant's flaws. Take into account, for instance, that a candidate arrives for a job interview looking presentable.

First impression - is the tendency to distort or disregard more information about a person to match your initial impressions. An interviewer's overall evaluation of a job applicant might be significantly influenced by the initial impression they have of them. For instance, if a candidate makes an impression on the interviewer in the initial few minutes, the rest of the interview will likely go well. There is a potential that a first impression, whether positive or negative, will have such an impact that the primary goal of the interview, which is to forecast future performance, will become a secondary concern.

Projection - is the propensity to attribute one's own motivations, emotions, or ideals on other people. An organized and neat interviewer, for instance, would presume that the candidate is similarly structured and neat. This kind of estimate may be accurate, but it also has a good chance of being incorrect, and a mistake would make the hiring decision less reliable.

Contrast - is the tendency to judge someone by someone we have recently interacted with. A management may think highly of a mediocre applicant if they had just interviewed a poor one. Contrast bias in this situation could result in the hiring of a poor candidate rather than holding out for one with exceptional credentials.

Recruitment should be selective, with a focus on candidates with a high potential for value addition. But if ethics aren't taken into account, there's a chance that people's ability to contribute to the workforce will be constrained. If hiring decisions are made based on unethical factors like nepotism, sexual harassment, and discrimination, and the chosen employees lack the necessary knowledge, skills, and abilities, this will have a significant impact on both the performance of the individual employee and the performance of the entire organization. Additionally, it might lead to disagreement between employees because, in most circumstances, they won't be given the tasks they should be performing (London, 2001).

                              Video 1 - Unconscious bias: Stereotypical hiring practices

  (Source: TEDx Talks, 2017) 

Video 1 describes how unconscious bias can negatively influence recruiting and hiring efforts and make it harder for candidates.

References

Aturu, B. (2005). Nigerian Labour Laws: Principles, Cases, Commentaries and Materials. Lagos: Friedrich Ebert Stiftung.

Falkenberg, L.E.& Boland, L. (2007).Eliminating barriers to employment equity in the Candaian workplace.Journal of Business Ethics 16: 963-975.

London, M. (2001). How People Evaluate Others in Organizations. Mahwah: Lawrence Erlbaum Associates, Inc.

Maloney, T. and Hall, W. (n.d.). EMPLOYEE RECRUITMENT AND SELECTION: HOW TO HIRE THE RIGHT PEOPLE. (online) Available at: https://www.uvm.edu/sites/default/files/employee_recruit.pdf. >(Accessed on 24th November 2022).

Milkovich, G.T., & Boudreau, J.W. (2004). Personnel / Human Resource Management: A Diagnostic Approach. (5th ed.). U.S.A: Richard D. Irwin Inc.

Murage, S. N., Sang, A., & Ngure, S. (2018). Ethical Issues in Recruitment, Selection and Employee Performance in Public Universities in Nyeri County, Kenya. International Journal of Academic Research in Business and Social Sciences, 8(5), 132–148

Murage, S., Sang, A. and Ngure, S. (2018). Ethical Issues in Recruitment, Selection and Employee Performance in Public Universities in Nyeri County, Kenya. International Journal of Business and Social Science, (online) 9(2). Available at:< https://ijbssnet.com/journals/Vol_9_No_2_February_2018/21.pdf.> (Accessed on 22^nd November 2022).

Sutherland, M. and Wöcke, A. (2011). The symptoms of and consequences to selection errors in recruitment decisions. South African Journal of Business Management, 42(4), pp.23–32. doi:10.4102/sajbm.v42i4.502.

Tolstoi-Miller, G. (2017). Unconscious bias: Stereotypical hiring practices. | Gail Tolstoi-Miller | TEDxLincolnSquare. YouTube. Available at: <https://www.youtube.com/watch?v=QCFb4BiDDcE.>  (Accessed on 17^th November 2022).

Selection Techniques

In order to get the applicants to join the organization, they can often lead applicants to believe only the advantages rather than accurate view of the organizational culture in (Cable, Aiman-Smith, Mulvey and Edwards, 2000). 

The selector should have a clear understanding of the requirements; drawing up the PERSON- specification can be a useful indicator. A traditional approach to developing the PERSON- specification is for the company to recognize the requirements of the candidate and pay attention to qualifications, skills and experience (Roberts, 1997).

Using the competencies framework is beneficial to think in terms of (Roberts, 1997): 

• The natural competencies  -  personality characteristics of the candidate
• The acquired competencies -education level, job-related qualification, appropriate experience
• The adapting competencies - paying attention to the series of experience the candidate has applied through his/her career

                                               Figure 1 - Selection process

 

Source: (Roberts, 1997).

Figure 1 illustrates the selection process.The steps taken to choose someone who is qualified to fill a current or future job position are referred to as the selection process.

Job analysis, together with the ensuing job descriptions and person specifications, has a significant bearing on the selection and hiring, performance management, job evaluation, compensation, training and development, career management, and occupational health processes. The vacant position must first be clarified in order to determine how to fill it or what kind of individual would be needed to fill it. Once the vacant post has been identified, the job description and job requirements must be updated. Job analysis is a methodical procedure for determining the individual activities, duties, and expected outcomes of the position as well as the knowledge, competencies, skills, and abilities needed to perform each of these duties effectively (Roberts, 1997).

The practical result of a job analysis is a job description, which is typically a written statement that outlines the duties, responsibilities, and tasks of a position as well as the results of the work and the working environment (Brannick, Levine and Morgeson, 2007).

A person specification is frequently included with job postings, outlining the precise qualifications and personal traits needed to succeed in the positio (Deb, 2006). Advertising the offer in the appropriate location is one of the initial hiring stages to discovering applicants who meet the requirements. The best venue for connecting with job searchers, according to several businesses, is on specialist job boards. Others decide to advertise their offer on posters, newspapers, or radio, or through their website. Social networking is a fantastic tool to employ as well while promoting your job postings (Roberts, 1997).

To properly conduct the selecting process, numerous steps must be followed. Research indicated the following often employed techniques: (MUSTAPHA, Adeniyi Mudashiru, 2013):

·       Initial or preliminary interview: This interview is often only a few minutes long and is intended to filter those who are obviously unqualified.

·    References: The goal of the reference check is to confirm the accuracy of the information provided on the application blank and to learn more about the applicants' past behavior.

·     Interviewing: Of all the selection techniques, interviews are arguably the most popular. When employed as a means of evaluation, interviewing carries a significant amount of subjectivity and, as a result, is unreliable. Any applicant must appear for an interview in order to be hired or given a job offer by any firm (which is the selection process).

An employer typically uses a job interview to determine a candidate's suitability for the position. However, how the procedure is handled will probably have an effect on the interviewee's perception of the company and the open position (Odeku, 2015).

The interview process (Maloney and Hall, n.d.):

1.     Interview Preparation

·         Review the job description 

·         Review the applicant's application form, resume, and any other pertinent documents     you may have

·         Choose whether the interview will be performed by a single person or a team of individuals

·         Create a list of interview questions

2.    Setting the Tone

·         Be punctual

·         Select a room with suitable tables and seats and avoid disruptions

·         Make the candidate feel comfortable

·         Establish a welcoming, carefree environment 

·         Give the applicant background information, such as the job description and mission statement

·         Give yourself enough time for the interview and, if necessary, a brief facility tour

3.    General Interview Format

·         Ask the pre-planned questions, focusing on the applicant's suitability for the position

·         Fill out the interview scoring form and note any positive or negative aspects

·         After the interview, give yourself time to review the notes

·         Keep everything structured and accessible for use in making the final selection

·         Check references on finalists using a list of questions, and follow up on any candidate queries that were not addressed during the interview

4.    Legal vs. Discriminatory Questions

·         Ask non-discriminatory questions 

·         Concentrate on the requirements of the job

5.    Closing the Interview

·         Thank the applicant for the time and interest in the position

·         Communicate any next steps to the applicant

·         Use the data you've acquired to reach a conclusion

·         Make the position offer to the best applicant

·         Complete any remaining negotiations

·         Appropriately and promptly notify the other applicants of your choice

Assessment methods:

There are many instances of companies using one or more of the following instruments for internal selection, external selection, or both, even though some assessment methods (such as cognitive ability tests, personality tests, and integrity tests) are more frequently employed for external selection (Pulakos, 2005):

Cognitive ability test- These tests evaluate a range of cognitive skills, including verbal, mathematical, and reading comprehension aptitude.Cognitive aptitude tests are commonly employed in the selection process for a wide variety of jobs since they have been demonstrated to be exceptionally useful predictors of work success.

Job Knowledge Tests - These tests evaluate the essential knowledge areas required to carry out a profession well. The knowledge areas assessed typically reflect technical knowledge. When applicants must already be familiar with a body of knowledge in order to be hired, job knowledge exams are utilized.

Personality Tests- It has been demonstrated that personality assessments that look at characteristics related to job performance are good indicators of future job performance. Conscientiousness, extraversion, agreeableness, openness to experience, and emotional stability are the personality traits that are most frequently evaluated in professional settings.

 Integrity Tests- Integrity evaluations gauge a person's views and experiences relating to their sincerity, dependability, and reliability. Integrity exams frequently have a multiple-choice style and are given using a paper-and-pencil instrument or a computer, just like many of the tests listed here.

Assessment Centers - A particular kind of work sample test called an assessment center is designed to evaluate higher-level managerial and supervisory competencies.

Work Sample Tests- Work sample exams include tasks or activities that are similar to the ones that workers must complete on the job.

  Situational Judgment Tests- Situational judgment tests expose potential employees with circumstances they might face in the workplace along with appropriate solutions.

    Physical Fitness Tests- Some selection processes involve the use of physical fitness testing. In order to evaluate a candidate's overall fitness, strength, endurance, or other physical characteristics necessary to execute the job, these tests ask candidates to engage in general physical activities.

The supervisor's approval is the final step. After following the stages indicated, the candidate who has so far completed all of them satisfactorily should be hired. A third interview is done at this stage of the procedure. (MUSTAPHA, Adeniyi Mudashiru, 2013)

The company I work for is in the health care sector and choose candidates who will not only perform well academically but also who have qualities and values appropriate for a career in medicine, such as empathy, communication, integrity  and interpersonal skills. Academic criteria are typically utilized as the foundation for initial shortlisting decisions along with personal statements, references, aptitude tests, or a mix of all three, and an interview is typically conducted as the last step in the selection process.  

References

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MUSTAPHA, Adeniyi Mudashiru, ILESANMI, O.A. and AREMU, M. (2013). The Impacts of well Planned Recruitment and Selection Process on Corporate Performance in Nigerian Banking Industry (A Case Study of First Bank Plc 2004-2011). IJARBSS, [online] 3(9). doi:10.6007/ijarbss/v3-i9/251.

Odeku, K.O. (2015). The role of interviewers in job effective recruitment and selection processes. (online) ResearchGate. Available at: <https://www.researchgate.net/publication/311551477_The_role_of_interviewers_in_job_effective_recruitment_and_selection_pro >(Accessed on 25^th November 2022).

Pulakos, E. (2005). Selection Assessment Methods A guide to implementing formal assessments to build a high-quality workforce. (online) Available at:<https://www.shrm.org/hr-today/trends-and-forecasting/special-reports-and-expert-views/documents/selection-assessment-methods.pdf.>(Accessed on 21st November 2022).

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