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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Brannick, M.T., Levine, E.L. and Morgeson, F.P. (2007). Job and Work Analysis: Methods, Research, and Applications for Human Resource Management. (online) Google Books. SAGE. Available at: <https://books.google.lk/books?id=g7m1xrZnHxwC&printsec=frontcover&dq=The+practical+result+of+a+job+analysis+is+a+job+description&hl=en&sa=X&ved=2ahUKEwihvpzlhb_7AhWfTmwGHXcFDVMQ6AF6BAgJEAI#v=onepage&q=The%20practical%20result%20of%20a%20job%20analysis%20is%20a%20job%20description&f=false > (Accessed 21 Nov. 2022).

Cable, D.M, Aiman-Smith, L., Mulvey, P.W. & Edwards, J.E. 2000. ‘The sources and accuracy of job applicants’ beliefs about organization culture’, Academy of Management Journal, 43(6):1076-1085.

Corporate Finance Institute. (n.d.). Labor Market. (online) Available at: <https://corporatefinanceinstitute.com/resources/economics/labor-market/.>(accessed on 7^th November 2022).

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HrHelpboard. (n.d.). Effective Recruitment Strategies Plan and Practice for Hiring Best Employee. (online] Available at:<https://www.hrhelpboard.com/recruitment/recruitment-strategies.htm.>(8^th November 2022).

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 25^th November 2022).

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).

Roberts, G. (1997). Recruitment and Selection. (online) Google Books. CIPD Publishing. Available at: <https://books.google.lk/books?hl=en&lr=&id=937PxbuNcecC&oi=fnd&pg=PA1&dq=recruitment+and+selection+pdf&ots=8zwPyw7M7U&sig=mF3VF_PRODgdFOSp5-vMZzVXfVM&redir_esc=y#v=onepage&q=recruitment%20and%20selection%20pdf&f=false > (Accessed 27 October 2022).

StudySmarter UK. (n.d.). Recruitment And Selection: Overview | StudySmarter Originals. (online) Available at:<https://www.studysmarter.co.uk/explanations/business-studies/human-resources/recruitment-and-selection/.> (Accessed on 16^th November 2022).