Business
Employee Selection Methods
Employee selection methods are the processes used by organizations to choose the most suitable candidates for job positions. These methods can include interviews, assessments, reference checks, and background screenings. The goal is to identify individuals with the right skills, qualifications, and cultural fit for the organization.
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10 Key excerpts on "Employee Selection Methods"
- Aparna Raghvan(Author)
- 2020(Publication Date)
- Society Publishing(Publisher)
To ensure that an organization achieves its performance objectives, it is important to ensure that the employee selection process cover the following main agendas: plans, actions, and policies It is a dynamic process that requires an organization to formulate its strategic plans, coordinate its strategic implementation actions and conduct a thorough analysis of the results. Employee selection process is essential towards gathering of applicant views in any decision making process. The employee selection process provides permanent consultative bodies on any satisfaction matters. They are also essential in providing core information to prospective applicants on how the organization is perceived. The interviewees have a voice to be listened to through the employee selection process. Many employers are adamant in implementing employee selection process arrived decisions and this has mostly led to selection of the right parties (Robertson and Cooper, 2015). 5.3.3. Employee Recruitment The lack of challenge or monotony can sometimes make an employee feel dissatisfied or unrewarded on the job. However, with the right employee recruitment strategy this problem is better handled by ensuring better performance at the workplace. It is mainly intended to eliminate such drawbacks. This method helps improve total employees’ responsibility and workplace environment. It sets goals for employees to work extra harder. Lack of skills acts as its main disadvantage, employees tend to seek for more job enrichment, an aspect that likely increases organizations total operational cost. Employees are given an opportunity to align their work schedule to their own personal needs. Most private and public sectors have now adopted this system to cater for employee’s personal needs. Job flexibility allows employees to meet their own personal commitment, a great factor a great move towards realization of employee motivation and organization effectiveness.
- Robert L. Dipboye(Author)
- 2018(Publication Date)
- Emerald Publishing Limited(Publisher)
Every employer tries to select applicants who have a good chance of working out; that is, ones who will show up at work reliably, learn quickly, work hard, get along well, and demonstrate trustworthiness. Personnel selection is forecasting in that the employer gathers information on candidates to try to foretell how well they will do if hired. Employers use different techniques for making these hiring decisions such as interviews, work histories, background checks, tests personal references, and other techniques. Some employers use these techniques in a formal and analytical (or scientific) manner; others do so informally and rely heavily on their intuition. In evaluating whether the selection decision succeeds in making a good match, the employer falls back on the criteria they perceive necessary for success and forms a judgment about whether applicants hired using the selection procedures met these criteria. Although the logic of the two is similar, the procedures employed differ dramatically, with the intuitive approach using informal and implicit practices and the analytical approach using formal and explicit practices.Two Hypothetical Examples
George McBuck, president of Green Back Savings and Loan, hires all his employees personally. He relies heavily on personal references from people he knows plus an informal interview. He claims to have an uncanny ability for judging people. What he looks for in a candidate is what he calls “the old-fashioned values”: honesty, loyalty, dedication, and the work ethic. He points with pride to several employees whom he hired as tellers over 20 years ago who have worked their way up to senior management positions.Helen van Profit, CEO of Geeko Insurance Company, hires hundreds of new employees each year through its 30-person HRM department. All its positions are described clearly in detailed specifications of necessary qualifications and are updated periodically through a comprehensive job analysis program. HRM professionals manage the selection process by using a variety of techniques to measure candidate qualifications, including test batteries and structured interviews. Each employee who is hired is evaluated after three months on the job, and annually thereafter, using a formal appraisal system. The HRM department conducts periodic studies of its selection process to see how well the predictive information it uses actually does in forecasting employee success as indicated by the annual appraisals. It occasionally makes changes in its predictors (e.g., adds, deletes, and modifies a test) on the basis of these studies.
eBook - PDFIndustrial and Organizational Psychology
Research and Practice
- Paul E. Spector(Author)
- 2021(Publication Date)
- Wiley(Publisher)
These procedures are based on statistical methodologies used to develop selection systems. We first discuss the criterion- related validity approach to employee selection taken by I-O psychologists. This approach is based on scientific principles and statistics. We then briefly discuss alternative proce- dures that are often used because of practical considerations. Next, we cover the utility of our selection techniques. Utility is concerned with the benefits that organizations achieve from using scientific selection. In other words, is it worth the investment? How Do Organizations Select Employees? The purpose of employee selection is to hire people who are likely to be successful on the job, as organizational performance is dependent on having employees who perform their jobs well. A common approach used by many organizations is to have a manager inter- view the applicants and decide which one seems to be the best choice to hire. Such purely subjective hiring procedures, however, have been shown to be biased and inaccurate. A better approach is to use scientific methods that have been shown to work in almost a century of research on employee selection. Two important elements in employee selection must be considered. First is the cri- terion, which is the definition of good employee performance. Although it may seem obvious that we hire the person who is expected to be the best performer, it is not always easy to define what we mean by good performance. Job performance involves many dif- ferent aspects. Some employees may work very accurately, whereas others work very fast. It is not always obvious if we should hire based on one aspect of the criterion (e.g., attendance) or another (e.g., work quantity). These issues were discussed at length in Chapter 4. To use scientific selection methods, we first must know what the criterion is for the job in question.
eBook - PDFStaffing the Contemporary Organization
A Guide to Planning, Recruiting, and Selecting for Human Resource Professionals
- Donald L. Caruth, Gail D. Caruth, Stephanie S. Pane(Authors)
- 2008(Publication Date)
- Praeger(Publisher)
Consequently, selecting must be done carefully in order to minimize potential negative impacts, financial and otherwise, on the organization. As emphasized throughout this book, the entire human resource management function operates in an increasingly legalistic environment. Nowhere is it more open to potential discrimination charges and lawsuits than in selection. The challenge to an organization in selecting employees thus is twofold: (1) to select the best qualified individual and (2) to make the selection decision in accordance with the letter and spirit of the law. Selecting is such an important activity that three chapters of this book are devoted to it. This chapter presents an overview of the entire selection process. The following two chapters examine crucial elements of the process: testing and interviewing, respectively. A GENERALIZED SELECTING MODEL A generalized model of the selecting process is depicted in Figure 8.1. Selec- tion begins where recruiting ends—with the applicant pool—and proceeds through five stages: (I) initial screening, (II) secondary screening, (III) candidacy, (IV) verification, and (V) final decision. Selection procedures vary from organization to organization; consequently, the steps outlined may not be followed in the described sequence by every firm. Moreover, an applicant may be rejected at any point during the first four stages. The purpose of the model is to illustrate, in a logical sequence, the basic steps that are typically followed in evaluating and ultimately hiring a job applicant. Once individuals are interested in applying for employment, they may do so by submitting a resume ´ (a common procedure for technical, professional, or mana- gerial positions), by completing an employment application (standard procedure for entry level, operative, clerical, or other nonexempt positions), or by doing both.
eBook - PDFPerformance Improvement
Making it Happen, Second Edition
- Darryl D. Enos, Dana Vincent J.M., Suzanna E. M.D.(Authors)
- 2007(Publication Date)
- Auerbach Publications(Publisher)
Specifically, the selection process should provide the following information about the selected candidate: a. Information from profiling, attitude tests, and interviewing pertain-ing to the person’s identity: personality strengths and challenges, motivation, values, and basic attitudes. b. Information from interviews, skills tests, and reference checks to help the organization or team know what knowledge and skills should be provided to the new employee. This should lead to plans for technical training as well as knowledge and skills for 128 Performance Improvement the person’s role as manager, sales associate, customer service provider, or team member. c. Checking references and interviewing, along with feedback from assessment centers, provides information on areas of management style of the new employee if he or she is to manage or supervise. This should result in development plans for the new employee. One technique that is beneficial to the organization and the person selected is the development of a hiring agreement as a conclusion of the selection process. This contract should include: Agreement on basic areas of responsibility and the output require-ments for the newly selected person Agreement on training and development programs and activities the person is to experience; this should include a listing of the specific concepts and skills that must be mastered by the new hire Agreement on the support needed by the selected person to maximize his or her performance, and what his or her manager will do to provide that support CONCLUSION AND SUMMARY Selecting the right people for positions in the organization or on a team is key to performance excellence. All the performance improvement interventions discussed in this book are less effective if the persons involved in those efforts are poorly fit for the jobs they hold.
eBook - PDFIndustrial and Organizational Psychology
Research and Practice
- Paul E. Spector(Author)
- 2020(Publication Date)
- Wiley(Publisher)
They found that the four factors that were most important to applicants were the perceived fit between the applicant and the job, anticipated treatment by the organization, antic- ipated quality of relationships with coworkers, and the prestige and reputation of the organization. Selecting Employees If an organization is lucky, it will have many more good applicants than the number of vacant jobs. As we will see in this section, the more selective an organization can be, the better the chances that the person hired will be a good employee. This is because many of the employee selection procedures developed by I‐O psycholo- gists work best when there are several applicants from which to choose. These procedures are based on statistical methodologies used to develop selection sys- tems. We first discuss the criterion‐related validity approach to employee selection taken by I‐O psychologists. This approach is based on scientific principles and statistics. We then briefly discuss alternative procedures that are often used because of practical considerations. Next, we cover the utility of our selection techniques. Utility is concerned with the benefits that organizations achieve from using scien- tific selection. How Do Organizations Select Employees? The purpose of employee selection is to hire people who are likely to be successful on the job, as organizational performance is dependent on having employees who perform their jobs well. Perhaps the approach used most often by organizations is to have a manager interview the applicants and decide subjectively which one to hire. Such purely subjective hiring procedures, however, have been shown to be biased and inaccurate. A better approach is to use scientific methods that have been shown to work in almost a century of research on employee selection. Two important elements in employee selection must be considered. First is the criterion, which is the definition of good employee performance.
eBook - PDFHospitality Law
Managing Legal Issues in the Hospitality Industry
- Stephen C. Barth, Diana S. Barber(Authors)
- 2017(Publication Date)
- Wiley(Publisher)
Both you and your workers have rights that affect the employment relationship. In this chapter and the next, we’ll look at how to select and manage employees in accordance with the law. As an employer, you will have wide latitude in selecting those indi- viduals whom you feel would best benefit your business. However, it is critical that you develop an employee selection procedure that ensures fairness and compliance with the law (to avoid the risk of a discrimination lawsuit) while allowing you to hire the best possible candidate for the job. It is important to note that we are referring to selecting the right can- didate for the job opening, not simply hiring an employee. Anyone can “hire” employees; just accept the next one who walks in the door. That is not a good idea for a number of reasons. A prudent hospitality man- ager will take the time and use all the tools at his or her disposal to make a selection for employment rather than hiring someone who meets the bare minimum to fill a position. Finding the right candidate for a position is essential. Selecting a candidate takes time and effort. Some benefits of using selection tools for the job position include reduced turnover rate, which will save the hospitality business excessive training expenses; pro- vide better employee morale within the workplace—a happier employee who is well suited for the position; and, as a result, a generally better workplace for all. Putting a very shy person in a hotel’s front desk position or as a hostess at the front of a restaurant will prove to be challenging for the employee, the management, and customers. In this chapter, we will explore the tools to use for making an informed selection for positions. One tool that managers use to make good hiring decisions is the job description, which they use as a basis for establishing a list of job qualifi- cations that each candidate should possess. Legally Selecting Employees
eBook - PDF- Mustafa F. Özbilgin, Dimitria Groutsis, William S. Harvey(Authors)
- 2014(Publication Date)
- Cambridge University Press(Publisher)
Selection methods When the HR department has established the selection criteria, it chooses appropriate selection methods, which may involve tests, interviews, the use of assessment centres (ACs) and cooperation with HR consultancies. Tests Psychometric tests are used for personality and competence assessment, linguistic ability assessment and cultural adjustment and flexibility assessment, among others (Briscoe et al., 2012 ; Moore, 2001 ). When using tests in international selection, we should consider using both assessments of specific competencies and skills for interna-tional posts and culture-free tests or tests adapted to HCN and TCN applicants’ culture of origin. Certain tests have been translated, validated and standardised in a diverse range of cultures, and these are preferred in international selection; they include the Big Five Personality Questionnaire (Schmitt, Allik, McCrae, & Benet-Martı ´nez, 2007 ) and the Wechsler Adult Intelligence Scale (Bowden, Saklofske & Weiss, 2011 ). Interviews All selection procedures include some sort of interview. Structured interviews are more effective with applicants from high-power distance cultures (e.g. Latin and Asian countries), while less structured interviews are more effective with applicants from low-power distance cultures, such as Anglo and Germanic countries (Ma & Allen, 2009 ). It is recommended that the interview panel includes representatives from different departments of the company, to enable a balanced assessment of the applicants (Briscoe et al., 2012 ; Moore, 2001 ). The interview provides an opportunity to assess and probe applicants’ ability to adapt to different cultural contexts. It can also be conducted using video conferencing, which may help ensure diversity among panel members. However, applicants do not favour virtual selection methods (Chapman, Uggerslev & Webster, 2003 ), and it is debatable how reliably such an environment can aid examination of their abilities.
eBook - PDFLaunching Your Career in Nursing and Midwifery
A Practical Guide
- Annabel Smoker(Author)
- 2015(Publication Date)
- Bloomsbury Academic(Publisher)
If there is information in the public domain such as affiliation to political groups, that may potentially harm your job prospects, you need to manage your profile and should either restrict access or better still remove it entirely. Indiscrete remarks and breaches of confidentiality are fitness for practice issues (NMC 2012a, 2015a). So in summary, the screening process forms a key part of reducing down the applicant pool to those who are, on paper, potentially best suited to the job. It therefore really pays to clean up your online image, removing any unsuitable photos or messages. The same applies to voicemail out of office recordings. First impressions count. TYPES OF SELECTION METHODS Employers use a variety of tried and tested methods to identify their ideal candidate. A major part of your preparation will need to be based around the style of interview of which there are a number of approaches: 1. “On the spot” screening interviews 2. Assessment centres 3. Panel interviews 4. Classic one-to-one interviews 5. Multiple mini-interviews (MMIs) 6. Telephone or webcam based 7. Presentations 8. Group interviews 9. Competency-based assessment (includes role play and simulation) 10. Numeracy and literacy assessments 11. Psychometric and aptitude tests chapter 4: the selection and recruitment process 83 Before looking at the specifics of each of the above, it is important to consider what the purpose of an interview is. There are two perspec-tives: that of the candidate and that of the interviewer.
eBook - PDFPersonnel Management N5 SB
TVET FIRST
- TL Krul(Author)
- 2015(Publication Date)
- Macmillan(Publisher)
This is discussed in more detail in module 4 of this book. Activity 2.11 (Class discussion) In class, discuss examples of employees giving an organisation a bad image. How does this affect your opinion of that business? (Would you buy from it in future?) Unit 2.2: Screening and selection Introduction The second stage of the recruitment process involves screening and selecting candidates. This stage is very important, as it ensures that the manager will only be seeing those candidates who are better suited to the job than the other applicants. This section discusses screening and selection in more detail. Definition of ‘screening’ and ‘selection’ Once a recruiter has identified a job vacancy, has carried out a job analysis and has written a job description, it is then important to find the right person to fill that role. However, this is often easier said than done. Advertisements of job openings can attract hundreds of applicants and it is often impossible to interview all of them. 56 For this reason, the recruiter must first screen the applicants. In recruitment, screening can refer to the task of setting aside those applications where applicants do not have the skills, experience and education necessary for a particular job in an organisation. This can be done by first asking applicants to submit their CVs or résumés. These documents include details of the applicant’s background, and those that do not have the necessary background are eliminated from the group of possible candidates. A CV should include each of the following: • A covering letter: Introduce yourself and explain why you are the best candidate for this job. • Personal details: Include your name, address and contact details. • Education: Any qualifications you may have, seminars you have attended, and other formal education. • Experience: Include the name of the company, when you worked there, what your job involved, and the name and contact details of a reference.
Index pages curate the most relevant extracts from our library of academic textbooks. They’ve been created using an in-house natural language model (NLM), each adding context and meaning to key research topics.
