Initial Selection Process

6 Key excerpts on "Initial Selection Process"

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  Human Resource Management

  • David A. DeCenzo, Stephen P. Robbins(Authors)
  • 2014(Publication Date)
  • Wiley

    (Publisher)

  3 One way to conceptualize this is to think of each step in the selection process as a higher hurdle in a race. The applicant able to clear all the hurdles wins the race, and the job offer. The Selection Process Selection activities follow a standard pattern, beginning with an initial screening inter- view and concluding with the final employment decision. The selection process typically consists of eight steps: (1) initial screening interview, (2) completion of the application form, (3) pre-employment tests, (4) comprehensive interview, (5) conditional job offer, (6) background investigation, (7) medical or physical examination, and (8) job offer. Each step represents a decision point requiring affirmative feedback in order for the process to continue. Each step in the process seeks to expand the organization’s knowledge about the applicant’s background, abilities, and motivation, and it increases the information that decision makers use to make their predictions and final choice. However, some steps may be omitted if they do not yield useful data, or if the cost of the step is unwarranted. Applicants should also be advised of any specific screening, such as credit checks, refer- ence checking, and drug tests. The flow of these activities is depicted in Exhibit 7-1. Let’s take a closer look at each. Initial Screening The first step in the selection process involves the initial screening of potential candi- dates. This initial screening is, in effect, a two-step procedure: (1) screening inquiries and (2) screening interviews. If the company’s recruiting effort has been successful, they will have a pool of potential applicants. The organization can eliminate some of these respondents based on the job description and job specification. Perhaps candi- dates lack adequate or appropriate experience, or adequate or appropriate education.

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  Talent Management

  • Sushmita Sen(Author)
  • 2019(Publication Date)
  • Society Publishing

    (Publisher)

  It must be taken care that not only the job but also the work and the organizational context being offered should be given attention. When an applicant undergoes selection process, he/she generally has more than one organization to choose from. Applicants assess the emerging relationship between themselves and their prospective employer. The basis on which they can judge is the correspondence from potential employers; in their experience of the selection methods used by the employer; and in the information they gain on interview. During employee Selection applicants are interviewed and evaluated for a specific job based upon certain criteria like qualifications, skills and experience. Employee selection process can be simple or complicated based on the position being offered and that the firm that’s hiring. Certain employment and labor laws such as anti-discrimination laws must be obeyed during employee selection. Simply put, employee selection is an art of matching right people with the right job. It is a technique of making sure that the skills and qualifications of people are in sync with organizational requirements. Employee Selection is the process of selecting individuals who have appropriate qualifications to fill jobs in an organization. Without qualified employees, an organization has no hope of making it past the competition. There is so much more associated with selection than choosing the best available person. Selection also involves choosing the proper set of knowledge, skills, and abilities (KSAs)—which come packaged in a human being. KSA can be useful in trying to bridge the gap between what the applicant can and wants to do, and what the organization needs. Trying to find out what an applicant really can and wants to do isn’t a breezy affair but needs to be worked out. Fit between the applicant and the Talent Management 114 organization affects both the employer’s inclination to make a job offer and an applicant’s inclination to accept a job.

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  Staffing 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.

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  Personnel 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.

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  Sales Force Management

  • Joseph F. Hair, Jr., Rolph Anderson, Rajiv Mehta, Barry Babin(Authors)
  • 2020(Publication Date)
  • Wiley

    (Publisher)

  Reference checking adds third-party comments to the selection process. None of these should be used alone. Each is designed to collect different information. Steps in the salesperson selection process are shown in Figure 8.2. Depending on the size of the company, the number of salespeople needed, and the importance of the position to be filled, the steps will vary from company to company. For example, sales recruits for some companies may have to pass a psychological or intelligence test before being invited to an in-depth interview. Other companies may not check a can- didate’s references until just before an offer is made, and still others may not require employment tests at all. While successful selection of sales applicants does not require that all steps be completed, the more steps completed, the higher the probability of selecting successful salespeople. Hiring successful candidates usually results in increased sales. But hiring the wrong person can cost a company thousands of dollars a year for training, salary, benefits, and lost sales. To avoid these losses, many companies are using technological advances such as employment tests and analytical predictive models in the selection process. Sales managers must remember, though, that selection tools and techniques are merely aids to sound executive judgment that can only eliminate obviously unquali- fied candidates and identify the more competent. Initial Screening The purpose of the initial screening is to eliminate undesirable recruits as soon as possible. Initial screening may start with an application form or resume, a screening interview, a review of the candidate’s Facebook page and other online sources of infor- mation, or some type of brief test. No matter which tool is used, the shorter it is, the more it will reduce costs. But it must not be so brief that it screens out good candidates. Today, many companies conduct initial screenings online.

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  Managing Human Resources

  • Scott Snell, Shad Morris(Authors)
  • 2018(Publication Date)
  • Cengage Learning EMEA

    (Publisher)

  Recall from Chapter 2 that this process is referred to as values-based hiring. Zappos and Salesforce.com are firms that give their employees the power to veto candidates they don’t think will fit in with their cultures. In contrast, Facebook discourages hiring for cultural fit because it can result in a lack of diversity. 3 6.1b Steps in the Selection Process The steps in the selection process and their sequence will vary, not only with the organization, but also with the type of job being filled. Each step should be evaluated in terms of its contribution to the process. The steps that typically make up the selec-tion process are shown in Figure 6.2. Not all applicants will go through all of these steps. Some will be rejected after the preliminary interview, others after taking tests, and so on. As Figure 6.2 shows, organizations gather information about applicants in a num-ber of ways: via résumés, applications, interviews, tests, medical examinations, and background and other checks. For an internal candidate not all of these steps may be needed. The person might need to submit a résumé and go through an interview but not necessarily a background investigation. However, some experts say it is a good idea to treat internal and external candidates the same way because it helps ensure no special treatment was given to any one candidate, and the best person for the job is chosen. 6.1c Obtaining Reliable and Valid Information Regardless of whether a position is filled internally or externally, the information gath-ered about candidates must be reliable and valid. Reliability occurs when an interview, test, or other selection procedure results in consistent information about a candidate when repeated. A test that produces vastly different scores for individuals when admin-istered to these same people a few days apart is unreliable.

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