Effective Employee Selection and Its Importance Essay

One of the almost important terminations comes when having to select an employee to cloy a job va crappercy. In the current labor market, highly qualified applicants atomic number 18 scarce and, among the alive(predicate) mavens, it is hard to spot the ideal candidate. Sometimes it is so urgent that a placement be filled, that a person may win the job by default, or sloppy selection criteria may be applied. A quick fix may ease workload for a while, scarcely it might express lethal for the business vi cogency itself in the long run. Therefore, a larger attention in the selection shape can try the business with employees who result fin whollyy produce the desired results.The analysis of the employee selection subprogram is a fairly new practice. During the 70s, every systematic attempt to sort out skills was very much unpopular (Lee, 50). This began to change during the 80s and into the 90s, when an estimated 80% to 90% of companies utilise pre- physiological exertion analyzeing (Brindow and Spencer, 80). As Chris Lee states, we are returning to a focus on idiosyncratic competence objective standards are coming back in both education and employment (Lee, 49). Another survey by researchers Randall, Cooke and metalworker established that 95% of employers who tried testing for maskinging sales candidates were still using it (Randall, 53). only the selective information shows the inclination of the modern businesses to highly stress on everything that leave maximize the effectiveness of employee selection and, consequently, employee performance.process an applicant for a job normally entails a series of travel, which are determined by the size of it of the organization, the types of jobs to be filled or the number of people to be hired. The selection stage should be O.K. up by an effective recruitment process, which greatly depends on job analysis and job comment. melodic phrase analysis is a process to identify and determine in detail t he particular job duties and requirements and the intercourse importance of these duties for a given job. put-on Analysis is a process where judgements are made well-nigh data collected on a job (HR Guide). Its purpose is to establish and document the job relatedness of employment procedures such as recruitment, selection, training, compensation and performance appraisal through its product, the job description.During the selection process, the job description is used in creating an accurateadvertisement for the job and attracts the proper candidates, that is, the persons that most in all probability allow become for the specific job. A rea leanic job preview, based on an accurate job description and stipulation (the qualifications demanded for the job), will help applicants understand what the job entails and make more informed decisions as to whether they want to rehearse for the job or not. According to Gregorio Billicopf of the University of California, selected applicant s who understand both the positive and negative sides of a job, are most likely to stay and succeed. (Billicopf, 18).After the recruitment process has been concluded and the applicants have sent their resumes, the stolon step of the selection process should take place screening the resumes. CVs provide underlying information for use in the next step of the selection process and are used to screen out the unqualified applicants. For instance, if the position requires the ability to use a word processor, the resume provides a get picture whether the person owns this ability or not. Resume screening is a standard procedure in most organizations during the selection process, despite their size, activity or culture.After the resume screen out, the remaining applicants will be invited for an converse, which is the most important step in the selection process. It supplements information obtained in other locomote in the process to determine the suitability of an applicant for a speci fic idleing. Organizations use several types of interviews. The organise interview is conducted using a predetermined outline that is based on the pre-mentivirtuosod job analysis, while ambiguous interviews are not based on any outline, and use open ended questions. The structured interviews should be preferred over the unstructured peerlesss, as the former helps the interviewer maintain control of the interview that all tending(p) information on the applicant is covered systematically by also providing the same type of information on all interviewees.On the other hand, unstructured interviews may provide a more relaxed atmosphere, scarce they lack of systematic coverage of information and are very susceptible to the personal biases of the interviewer (Byars & Rue, 141). Organizations use common chord additional types of interviewingtechniques to a limited extent the stress interview, which puts the applicant under pressure while the interviewer adopts a hostile attitude tow ard the interviewee in order to detect who is highly emotional and who is not, the board or control board interview, in which two or more people conduct an interview with one applicant, and the group interview in which several applicants are questioned together.A successful interview requires training in the skills, techniques and requirements of successful interviewing. All these will include an effective preparation for the interview, such as scheduling a time and place for it, review of all paperwork of the applicant and the current position description and specification and making a list of interview questions that will help in collecting the information needed for the decision. When the applicant arrives, the interviewer should help him / her know at ease by showing him / her polite and friendly attitude and let him / her know slightly the organization.During the interview, the answers the applicant will give will prove to be valuable source of information. Carefully select ed open ended questions should be asked so that the answers given will help determine the suitability of the applicant to a particular position. Additionally, this will encourage the interviewees to supply more in depth information. But still, this should follow a specific and consistent outline in order to ensure a uniform method of questioning, which will be applied to all applicants. It is also important to allow silence for thinking and reflection by the applicant, so that he / she slowly reveals his / her basic competencies, which often determine the interviewees advantage over the shack of the applicants and affects the hiring decision.A basic competency is a knowledge, skill or behavior essential for one to make for as an effective member of the specific organization and is an essential part of the selection criteria developed and reviewed in the lead the interview questions are written (Univ. of Michigan, 38). Finally, it is important to temper actual answers to questio ns as opposed to evaluative or conclusive comments. This will minimize subjectivity and biases, factors that may prove lethal during the hiring process, because the persons adopting them will mostprobably end up with the wrong decision and an unsuitable new employee.Even though the interview will certainly tell a lot about the candidates qualifications, the only reliable demeanor these qualifications can be measured are tests. The applicants can be tested before, during or after the interview. Tests can be classified as power versus speed tests, as well as written, oral or practical tests. They can measure knowledge, ability, skills, aptitude, attitude, honesty and personality (Billikopf, 20). Whatever the type of the test used, however, the integrity of test questions needs to be guarded. Many tests have undergone validation and reliability studies. The type of test to be used during the selection process depends on the size of the organization, its activity as well as the nature of the position that is to be filled.Aptitude tests measure a persons capacity or potential ability to learn and perform a job. Some of the more frequently used tests measure verbal ability, mathematical ability, and perceptual speed, spatial and reasoning ability. Psychomotor tests measure a persons strength, dexterity and coordination. Job knowledge tests measure the job related knowledge possessed by a job applicant. progression tests measure how well the applicant can do a sample of the work to be performed. The exit ones are the most frequently used by employers worldwide, in all types of organizations.Other types of tests are matter to tests, which are designed to determine how a persons interests compare with the interests of successful people in a specific job, personality tests which attempt to measure personality traits, polygraph tests with the use of the polygraph, a device that records physical changes in a persons body as he or she answers questions, and physical testinginations (drug and back up testing or stock-still genetic testing). The last ones are normally required only for the individual who is finally offered the job, and the job offer is often contingent on the individual passing the physical examination. The exam is given to determine not only whether the applicant is physically capable of performing the job but also his or her eligibility for group life, health and disability insurance (Byars, 143). Because of the expense, physical examinations are usually one of the last steps in the selection process.The final step in the selection process is choosing one individual for the job. There are usually more than one qualified persons, but if the previous steps in the selection process have been performed properly, the chances that a value judgment based on all the information gathered will be successful improve dramatically. Because people sometimes falsify their certification and backgrounds, though, it is important to transgres s references. Additionally, people sometimes interview well but have a record of not actually performing as well as they have led the interviewer to believe. Therefore, it is important to check out any areas in which there are doubts or uncertainties. Reference checks are also a form of insurance. The hour or two it takes to conduct a reference check is far less(prenominal) time than the time it will take to deal with performance, attitude or behavior problems (Univ. of Michigan, 36).The people that the responsible for(p) person for the selection has to contact are former supervisors, people whose names the candidate has given as work references to establish the working relationship, people that the employer knows personally who have worked with the candidate and people recommended by any of the above who are said to know the candidates work. However, some employers may hesitate to provide negative information about a former employee out of fear of lawsuits. Only people know and tr usted can be relied on to give an accurate picture of a potential employee, and, even then, people have different perceptions and personalities, factors that must be considered when weighing employer references. After the evaluation process has been completed, the one most suitable applicant will finally be selected.Recruiting and selecting the right people for the organization is a challenge, and every situation is unique. Innovation, persistence and the ability to communicate the strengths of the business and the benefits of the positions offered, will attract high fictitious character employees. Selecting among them will be hard, but if the selection process steps are implemented properly, the final decision will prove to be really beneficial to the organization. No matter who makes the final decision the human race resource department, the manager of the department or even the owner of the firm -, this decision should be O.K. up by the correct procedure, otherwise the conseq uencescould be extremely costly, if not lethal. All managers should be develop on the selection process for the benefit of the organization.WORKS CITEDBillikopf, Gregory. Labor Management in Agriculture Cultivating military group Productivity. University of California. 2003. p. 2-5, 18-23.Brindow Peter, Spencer Leslie. When Quotas Replace Merit, Everybody Suffers. Forbes. Feb 1993. p. 80.Byars Lloyd, Rue Leslie. Human Resource Management. 8th edition. Mc Graw Hill. p. 141-144Job Analysis An Overview. The HR Guide. Oct 2002. May 2006. http//www.job-analysis.net/G000.htmLee, Chris. Testing Makes a Comeback. Training Vol. 25. Dec 1988. p. 49-50.M-Pathways Employment Steering Committee Sub-Group Report. Conducting a Successful Employee Selection Process. University of Michigan. Apr 2001. p.20-35.Randall, James. A Successful Application Of The Assessment Center Concept To the salesperson Selection Process. Journal of Personal Selling & Sales Management. May 1985. p. 53.