This document discusses the process of making decisions in the selection process. It outlines gathering evidence against a specification or competency framework. It then discusses two approaches to making the final decision - actuarial which scores candidates objectively, and interpretative which allows for more subjectivity. Checking candidates includes verifying documents, statutory checks like national insurance, and obtaining references. Conditional offers can be made subject to satisfactory checks or completion of probation.
How to manage recruitment and selection tells you all about what to do when considering recruitment and selection.
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Recruitment
Recruitment is a possible step which aims at attracting a number of candidates to apply for the given job.
The higher the number of people who apply for a job the higher will be the possibility of getting a suitable employee.
HR planning
Identify job vacancy
Prepare job description and job specification
Advertising the job vacancy
Short-listing
Selection is the process of identifying and choosing the best person out of a number of prospective candidates for a job.
The management goes through the qualification and experience of all the candidates and matches them with the job roles in order to decide on the most suitable ones for the job.
Understand and Differentiate between strategic recruitment and selection.
Identify the dual goals of recruiting.
Comprehend recruitment process from organizational as well as individual perspective.
Identify what strategic decisions are involved in recruiting.
Explain the major recruitment methods and analyze their advantages and disadvantages.
Identify the basic selection criteria.
Design and administer an effective selection process.
Evaluate the three methods e.g., information gathering, tests and interviewing used in employee selection.
Appreciate varied contemporary interviewing techniques used by interviewers.
Design interview form and evaluation matrix.
Recruitment
Recruitment is a possible step which aims at attracting a number of candidates to apply for the given job.
The higher the number of people who apply for a job the higher will be the possibility of getting a suitable employee.
HR planning
Identify job vacancy
Prepare job description and job specification
Advertising the job vacancy
Short-listing
Selection is the process of identifying and choosing the best person out of a number of prospective candidates for a job.
The management goes through the qualification and experience of all the candidates and matches them with the job roles in order to decide on the most suitable ones for the job.
Understand and Differentiate between strategic recruitment and selection.
Identify the dual goals of recruiting.
Comprehend recruitment process from organizational as well as individual perspective.
Identify what strategic decisions are involved in recruiting.
Explain the major recruitment methods and analyze their advantages and disadvantages.
Identify the basic selection criteria.
Design and administer an effective selection process.
Evaluate the three methods e.g., information gathering, tests and interviewing used in employee selection.
Appreciate varied contemporary interviewing techniques used by interviewers.
Design interview form and evaluation matrix.
Recruitment and selection powerpoint presentationAndrew Schwartz
Having the highest performing employees is critical for the success of an organization but too often the best candidates can be hidden among stacks of scripted resumes. Hiring managers must learn strategies to find and select the right candidate. The Recruitment and Selection Powerpoint Presentation offers slides on topics such as: 27 points on creating a recruitment strategy, 24 slides on methods of recruiting, 10 tips for how to review resumes, 5 slides on evaluating interviews, 5 points on making the final decision, 17 points on assessing recruitment and selection strategies including 3 steps on how to benchmark these strategies, 15 slides on training and retention including 6 tips to increase retention and 8 tips for implementing training programs, 6 slides describing the legal issues, 4 slides for final action steps and much more. Royalty Free - Use Them Over and Over Again. Once purchased, download instructions will be sent to you via email. (PC and MAC Compatible).
132
1 Explain the significance of employee
selection.
2 Describe the selection process.
3 Explain the importance of preliminary
screening.
4 Describe reviewing applications and
résumés.
5 Describe the use of tests in the selection
process.
6 Explain the use of the employment
interview.
Learn It
If your professor has chosen to assign this, go to mymanagementlab.com to see what
you should particularly focus on and to take the Chapter 6 Warm-Up.
MyManagementLab®
Improve Your Grade!
Over 10 million students improved their results using the Pearson MyLabs. Visit
mymanagementlab.com for simulations, tutorials, and end-of-chapter problems.
7 Explain pre-employment screening and
background checks.
8 Describe the selection decision.
9 Describe the metrics for evaluating
recruitment/selection effectiveness.
10 Identify environmental factors that affect
the selection process.
11 Discuss selection in a global environment.
6 Selection
Chapter ObjeCtives After completing this chapter, students should be able to:
133
significance of employee selection
selection is the process of choosing from a group of applicants the individual best suited for a
particular position and the organization (optimal types and levels of human capital). Properly
matching people with jobs and the organization is the goal of the selection process. If individuals
are overqualified, underqualified, or for any reason do not fit either the job or the organization’s
culture, they will be ineffective and probably leave the firm, voluntarily or otherwise. There
are many ways to improve productivity, but none is more powerful than making the right hir-
ing decision. A firm that selects high-quality employees reaps substantial benefits, which recur
every year the employee is on the payroll. On the other hand, poor selection decisions can cause
irreparable damage. A bad hire can negatively affect the morale of the entire staff, especially in a
position where teamwork is critical.
Many companies would rather go short and work overtime than hire one bad apple. If a firm
hires many bad apples, it cannot be successful for long even if it has perfect plans, a sound orga-
nizational structure, and finely tuned control systems. Competent people must be available to
ensure the attainment of organizational goals. Today, with many firms having access to the same
technology, people make the real difference.
selection process
Companies make selection decisions to determine whether individuals who were identified
through the selection process will be offered employment. Figure 6-1 illustrates a generalized
selection process, but it may vary from company to company and also according to the type
of job being filled. This process typically begins with preliminary screening. Next, applicants
complete the firm’s application for employment or provide a résumé. Then they progress through
a series of selection tests, one or more employment int ...
132 1 Explain the significance of employee selectionCicelyBourqueju
132
1 Explain the significance of employee
selection.
2 Describe the selection process.
3 Explain the importance of preliminary
screening.
4 Describe reviewing applications and
résumés.
5 Describe the use of tests in the selection
process.
6 Explain the use of the employment
interview.
Learn It
If your professor has chosen to assign this, go to mymanagementlab.com to see what
you should particularly focus on and to take the Chapter 6 Warm-Up.
MyManagementLab®
Improve Your Grade!
Over 10 million students improved their results using the Pearson MyLabs. Visit
mymanagementlab.com for simulations, tutorials, and end-of-chapter problems.
7 Explain pre-employment screening and
background checks.
8 Describe the selection decision.
9 Describe the metrics for evaluating
recruitment/selection effectiveness.
10 Identify environmental factors that affect
the selection process.
11 Discuss selection in a global environment.
6 Selection
Chapter ObjeCtives After completing this chapter, students should be able to:
133
significance of employee selection
selection is the process of choosing from a group of applicants the individual best suited for a
particular position and the organization (optimal types and levels of human capital). Properly
matching people with jobs and the organization is the goal of the selection process. If individuals
are overqualified, underqualified, or for any reason do not fit either the job or the organization’s
culture, they will be ineffective and probably leave the firm, voluntarily or otherwise. There
are many ways to improve productivity, but none is more powerful than making the right hir-
ing decision. A firm that selects high-quality employees reaps substantial benefits, which recur
every year the employee is on the payroll. On the other hand, poor selection decisions can cause
irreparable damage. A bad hire can negatively affect the morale of the entire staff, especially in a
position where teamwork is critical.
Many companies would rather go short and work overtime than hire one bad apple. If a firm
hires many bad apples, it cannot be successful for long even if it has perfect plans, a sound orga-
nizational structure, and finely tuned control systems. Competent people must be available to
ensure the attainment of organizational goals. Today, with many firms having access to the same
technology, people make the real difference.
selection process
Companies make selection decisions to determine whether individuals who were identified
through the selection process will be offered employment. Figure 6-1 illustrates a generalized
selection process, but it may vary from company to company and also according to the type
of job being filled. This process typically begins with preliminary screening. Next, applicants
complete the firm’s application for employment or provide a résumé. Then they progress through
a series of selection tests, one or more employment int ...
Human Resources Managers or Officers are required to carry out all necessary employment test on applicants before there are offered the job position applied for to ensure the organisation knows their capabilities before coming on-board to work as part of the organisations team.
From this document, you will know about the effective design of the appraisal system. What are performance appraisal and problems faced in designing it? it also includes a critical appreciation of appraisal systems adopted by most organizations.
HRM, SELECTION PROCESS, PLACEMENT & RETENTION PROGRAMME, HRM, HUMAN RESOURCE MANAGEMENT, MANAGING HUMAN RESOURCES, DIFFERENT DRIVERS OF RETENTION, MYTHS AND REALITIES, STRENGTHENING SELECTION & RETENTION, BUSINESS ADMINISTRATION, MANAGEMENT SCIENCE, EDUCATION AND LEARNING,
Similar to Recruitment & selection ch# 13 & 14 (20)
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2. DECISIONS
The two key elements in making the final selection are:
Gathering the evidence
Making the decision
3. Gathering the evidence
The development of the specification at the beginning of the selection
process should form the framework for making the decision, and
therefore the checklist, for ensuring that all data have been
gathered.
In using a non-competency based approach the PERSON-specification
will be checked to ensure that there is evidence of the Personal
qualities, the Experience required, the Record of achievement
desired, the Skills and qualifications needed, the fit with the
Organization, and whether the Needs of the candidate are likely to
be fulfilled in this position.
Using the competency-based approach the process is slightly easier
because there is a logical structure. Each of the competencies being
sought is clear, and the framework for the choice of selection tools
will provide a map of where the evidence can be found.
4. USING DIFFERENT TECHNIQUES TO SEARCH FOR EVIDENCE OF
REQUIRED COMPETENCIES
Achievement
Leadership
Creativity
Resilience
Flexibility
Technical Knowledge
Judgment
Decision Making
Planning and Organization
People Management
Energy
Financial acumen
5. Making the decision
There are two main approaches to selection decisions:
actuarial
interpretative
The actuarial approach is very mechanistic and objective. The scores
for each stage of the selection process are added together and the
position(s) offered to the candidate(s) with the highest score(s). It
may be the case that certain stages are weighted to give greater
emphasis. For example, using a non weighted approach,
candidates A and B may be assessed on a five point scale as
follows: A B
Application 3 3
Test 4 3
First Interview 4 5
Exercise 4 4
Second Interview 4 5
Total scores 19 20
6. Making the decision
And candidate B would be offered the job. A similar approach can be
used where each competency is assessed and scored, again using a
five point scale for illustration:
A B
Planning and organizing 3 4
Relationships 4 5
Knowledge 3 3
Judgment 4 3
Adaptability 4 5
Total Scores 18 20
In the second example, each of the competencies would be assessed
from different stages or techniques but with some perhaps being
measured by more than one technique (assuming, for example, that
judgment is measured by a test plus an interview then the final score
would be the average of the two).
7. Both of these examples assume that equal importance would be
attached to each stage (in the first example) or each competency
(in the second example). It may, of course, be the case that
greater importance is to be attached to one or another, and a
weighting system would be applied. Using the same examples, if
the test in the first example received a weighting of 2.0 and the
exercise received a weighting of 1.5, then both candidates would
have equal scores. In the second example, weighting
competencies of ‘relationships’ and ‘adaptability’ by 1.5 would
increase the advantage of B over A.
8. USING BAR CHARTS TO COMPARE CANDIDATES WITH THE JOB SPECIFICATION
Role Profile Candidate
Achievement
Leadership
Creativity
Resilience
Flexibility
Technical Knowledge
Judgment
Decision Making
Planning and
Organization
People Management
Energy
Financial acumen
9. Mistakes
Ignoring the specification may seem an obvious mistake but one that is
not always so easily avoided since there can be a danger of the
selection assignment becoming a competition rather than a search, and
candidates are compared with each other rather than compared with the
specification.
over-reliance on a single element can sometimes lead to mistakes
where, for example, a first class interview performance is allowed to
eclipse concerns about past experience or test results.
The halo effect is a variation on this theme and it occurs where a
particular virtue of the candidate is allowed to obscure or downplay
negative factors.
Stereotyping occurs positively and negatively. In positive stereotyping,
people of a certain age or background or experience in common with
others employed, but of no causal relationship to performance, are
deemed to be suitable candidates. In negative stereotyping a similar
process occurs to the detriment of the candidate.
10. Mistakes
Mirroring or ‘similarity-identity bias’ occurs where the selector favors a
candidate, usually subconsciously, because the candidate matches the
selector’s own outlook, experience, etc.
Prejudice occurs both consciously and unconsciously. There
are, sadly, still incidents of people being rejected because of
physical disabilities or age or social background or ethnicity.
Non-involvement of clients in the selection process and in
decision-making may adversely affect the successful integration
of the new appointee and therefore corrupt the decision
retroactively.
12. Checking
There are three main areas for checking
Document checks
Statutory checks
References.
13. Documents
Documents checking is concerned with verifying that the
qualifications, certificates etc, claimed by the candidate
can be substantiated. Documents may include personal
certificates such as birth and marriage certificates, which
may be relevant to the job in terms of minimum age but
are more frequently a requirement for satisfying pension
scheme eligibility. Since qualifications ought only to be
sought and mentioned where they are pertinent to job
performance, it follows that any claims ought to be
verified and the original documents checked.
14. Statutory
There are certain statutory obligations which must be fulfilled by an
employer. Employees must be registered for National Insurance
contributions and it is the duty of an employer to ensure that there
is such registration for National Insurance purposes. At one time,
employees were provided with National Insurance cards which an
employer could obtain but nowadays the only ‘proof’ is a National
Insurance number which the employee should quote when taking
up work. There is still some leeway for employers to allow the
employment to begin, and to make payments to the employee,
but this can only be a short term arrangement and if the
employee cannot provide a National Insurance number within 14
days of beginning employment, the employment must be
suspended until such time as a number can be obtained.
15. References
References from schools or universities, often focusing on academic
achievement. Some head teachers decline to provide references
because of the sheer workload and the availability of Records of
achievement which should provide the evidence employers require.
Personal or character references which generally show that the new
employee is a decent sort of person and may be sought from friends,
colleagues, acquaintances or, more frequently, ‘reputable’ people in
professional positions.
Work references may be the most sought-after. Sometimes such
references are simply an open request for information about the
candidate, sometimes they may be a closed questionnaire seeking
specific information to verify claims made etc, perhaps asking specific
questions on employment dates, attendance record, work performance,
relationships with people and other pertinent information from their past.
Specialist references such as credit history, medical history and criminal
record.
16. References
References are often regarded as a form of check or safeguard rather than
being part of the selection process. It is possible to use references as a
form of workplace assessment, good results have been achieved through
use of 360-degree appraisal, in which managers, colleagues and
subordinates assess the performance of an individual and their likelihood
of succeeding in a new role it is, however, a complicated process to
establish purely for selection decisions. If organizations are already 360-
degree appraisal it will be worthwhile considering its use for selection
purposes.
Along with space for general comments and candidates ‘particular qualities’
and areas for improvement, their internal reference form specifically asks
‘referee’ managers to ‘comment in detail on the following attributes, based
on current performance and potential:
Knowledge of the coastguard association
Operational command qualities
Interpersonal skills
Resource management (financial, time, material etc)
Administration, drafting and representational skills.
17. Offers
Conditions
Conditional offers fall into two main types of:
Pre-conditions include making the offer ‘subject to receipt of
satisfactory references’ or subject to attainment of certain
qualification or educational grades ,such pre-conditions should
clearly be treated by both the employer and potential employee as
deferring the appointment to the new role until such time as the
conditions have been met.
Post-conditional offers may include an appointment ‘subject to
completion of a satisfactory probationary period’ or (less common
nowadays) taking up residence within a certain time period. It
should be clear that where such conditions are not subsequently
met, the employment will terminate.
18. Offers
Legal Considerations
It needs to be remembered that employment is a legal contract.
While the new hire may not become an employee until the
employment begins, the contract itself is legally enforceable as
soon as it is formed. It is formed when:
There is an offer, and acceptance of the offer.
Both parties intent it to be a legally binding arrangement..
There is ‘consideration’ (something of value attached to the
contract).
There is sufficient certainty of terms.