Effective Employee Selection and Its Importance Essay

One of the roughly important finishs comes when having to select an employee to fill a line of credit va fag endcy. In the current labor market, passing qualified applicants ar scarce and, among the existent matchlesss, it is hard to spot the ideal emergelook. Sometimes it is so urgent that a position be filled, that a soulfulness whitethorn win the seam by default, or sloppy selection criteria may be applied. A quick fix may assuage work load for a plot, but it might present lethal for the business viability itself in the long run. Therefore, a larger attention in the selection exercise can provide the business with employees who pass on finally produce the desire results.The abridgment of the employee selection sue is a fairly new practice. During the 70s, any systematic homecoming in charge to sort out skills was lots unpopular (Lee, 50). This began to change during the 80s and into the 90s, when an estimated 80% to 90% of companies use pre-employment testi ng (Brindow and Spencer, 80). As Chris Lee states, we be returning to a concenter on individual competence objective standards be coming prat in two education and employment (Lee, 49). Another survey by researchers Randall, Cooke and Smith established that 95% of employers who tried testing for penetrate gross sales candidates were still using it (Randall, 53). All the data shows the inclination of the modern businesses to highly stress on eitherthing that pull up stakes maximize the effectiveness of employee selection and, consequently, employee performance. action an applicant for a air normally entails a series of steps, which are ascertaind by the size of the organization, the types of jobs to be filled or the public figure of people to be hired. The selection stage should be backed up by an effective recruitment process, which greatly depends on job analysis and job verbal description. Job analysis is a process to identify and determine in detail the particular j ob duties and requirements and the relative importance of these duties for a given job. Job Analysis is a process where judgements are do about data collected on a job (HR Guide). Its excogitation is to establish and document the job relatedness of employment procedures such as recruitment, selection, develop, recompense and performance appraisal through its product, the job description.During the selection process, the job description is use in creating an accurateadvertisement for the job and allures the proper candidates, that is, the persons that intimately probably will fit for the specific job. A realistic job p review, establish on an accurate job description and specification (the qualifications demanded for the job), will help applicants understand what the job entails and make more informed finalitys as to whether they want to apply for the job or not. According to Gregorio Billicopf of the University of California, selected applicants who understand both the positi ve and negative sides of a job, are most likely to puzzle and succeed. (Billicopf, 18). later the recruitment process has been concluded and the applicants have direct their resumes, the first step of the selection process should take place burying the resumes. CVs provide raw material 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 al-Quran processor, the resume provides a clear 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 oppugn, which is the most important step in the selection process. It supplements information obtained in other steps in the process to determine the suitability of an applicant for a specific opening. Organizations use several(prenominal) types of interviews. The structured interview is conducted using a predetermined outline that is ground on the pre-menti singled job analysis, while unstructured interviews are not ground on any outline, and use open ended questions. The structured interviews should be preferred over the unstructured ones, as the former helps the interviewer maintain regard of the interview that all pertinent information on the applicant is cover systematically by also providing the same type of information on all interviewees.On the other hand, unstructured interviews may provide a more relaxed atmosphere, but they lack of systematic coverage of information and are very susceptible to the personal biases of the interviewer (Byars & Rue, 141). Organizations use three additional types of interviewingtechniques to a limited extent the stress interview, which puts the applicant under pressure while the interviewer adopts a hostile attitude toward the interviewee in order to detect who is highly emotional and who is not, the board or panel interview, in which two or more people conduct an interview with one applicant, and the root word interview in which several applicants are questioned together.A boffo interview requires training in the skills, techniques and requirements of successful interviewing. All these will include an effective proviso for the interview, such as scheduling a time and location for it, review of all paperwork of the applicant and the current position description and specification and qualification a list of interview questions that will help in assembling the information needed for the decision. When the applicant arrives, the interviewer should help him / her feel at ease by showing him / her polite and friendly attitude and let him / her hunch over about the organization.During the interview, the answers the applicant will give will prove to be valuable source of information. Carefully selected open ended questions shou ld 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 insight 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 mentation and reflection by the applicant, so that he / she slowly reveals his / her basic competencies, which often determine the interviewees advantage over the rest of the applicants and affects the hiring decision.A basic competency is a knowledge, skill or behavior inhering for one to function as an effective member of the specific organization and is an essential part of the selection criteria developed and reviewed before the interview questions are written (Univ. of Michigan, 38). Finally, it is important to record actual answers to questions as opposed to evaluative or co nclusive 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 for certain tell a lot about the candidates qualifications, the lonesome(prenominal) reliable way these qualifications can be strided are tests. The applicants can be tested before, during or after the interview. Tests can be categorise as power versus speed tests, as intumesce as written, vocal or practical tests. They can government note 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. umpteen 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 nat ure of the position that is to be filled.Aptitude tests value a persons capacity or potential ability to divulge and perform a job. Some of the more oft used tests measure verbal ability, numerical 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. Proficiency tests measure how well the applicant can do a sample of the work to be performed. The sustain ones are the most frequently used by employers worldwide, in all types of organizations.Other types of tests are bear on tests, which are designed to determine how a persons interests equalize 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 bodily changes in a persons body as he or she answers questions, and physical exam inations (drug and AIDS testing or so far 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 normally 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 credentials and backgrounds, though, it is important to checker personas. Addition ally, 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 time than the time it will take to deal with performance, attitude or behavior problems (Univ. of Michigan, 36).The people that the responsible 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 in person 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 vary to provide negative information about a former employee out of fear of lawsuits. Only people known and trusted can be relied on to give an accurate pi cture 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 quality 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 resource department, the manager of the department or even the possessor of the firm -, this decision should be backed up by the refuse procedure, otherwise the consequencescould be extremely costly, if not lethal. All manager s should be skilled on the selection process for the benefit of the organization.WORKS CITEDBillikopf, Gregory. Labor instruction in Agriculture Cultivating Personnel 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. homophile 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 charge Committee Sub-Group Report. Conducting a winning Employee Selection subroutine. 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.