Employee Selection Process - Study Notes
Lesson summary
Employee selection can range from a very simple to a very complicated process. There is no standard, universally accepted selection process; it depends on the nature of jobs and organisations. Its main aim is to find the suitable candidate for a specific job.
11.01 Meaning and definition
- Selection is the process of differentiating between applicants to identify and hire those with a greater likelihood of success in a job; choosing the most suitable person for the vacant position.
- David and Robbins: selection is a managerial decision making process to predict which job applicants will be successful if hired.
11.02 Steps in the selection process
- Application blank, scrutiny and selection test. Pre-printed or downloadable forms collect family background, qualifications, experience and so on. Where applications are many, criteria such as age, experience, marks and quotas are used to shortlist.
- Interview.
- Physical (medical) examination and reference check.
- Approval by higher authority such as the chairman, HR director or CEO, with a waiting list.
- Final selection: candidates are briefed on rules, culture, reporting relationship, dress code and career growth.
- Contract of employment: job title, duties, scale of pay, working hours, date of starting, work rules, grievance and disciplinary procedure, special terms.
Selection tests
A) Ability tests
- Aptitude test: measures suitability for the post and predicts future performance. Kinds: numerical reasoning, verbal reasoning, inductive reasoning, mechanical reasoning (engineering concepts in practice), diagrammatic reasoning, spatial reasoning, situational judgment, mental arithmetic (speed of calculation), vocabulary and number sequence (missing number in a series).
- Achievement test: level of skill and mastery in a field; regular school examinations are achievement tests. Examples: a driver driving, a music student playing an instrument, a teacher giving a demonstration.
- Intelligence test: a psychological test of mental ability. IQ = (Mental age / Actual age) x 100. Average IQ is 100; a ten year old with mental age 13 has IQ 130.
- Judgment test: presence of mind and reasoning capacity.
B) Personality tests
Find non-intellectual traits such as temperament, emotional response and stability; there is no right or wrong answer. Kinds: interest test, personality inventory test, projective (thematic appreciation) test and attitude test.
Interview
The word comes from a French word meaning to glimpse or see each other. Scott: an interview is a purposeful exchange of ideas, answering of questions and communication between two or more persons.
| Type | Key point |
|---|---|
| Telephone (screening) | For candidates far away; eliminates unfit candidates at the first stage |
| In-depth | Tests knowledge of a particular field intensively and extensively |
| Video conferencing | Conference call with candidates in different places, from desktop, phone or tablet |
| Group | Many candidates together; one hour instead of five hours for five candidates |
| Panel | A group of interviewers; marks aggregated; eliminates bias |
| Preliminary | General suitability; cuts cost and time |
| Stress | Deliberately stressful situations; sales, defence and law enforcement staff |
| Structured | Pre-prepared questions; ranking by score |
| Unstructured | No pre-prepared questions; free and frank interaction |
| Online | Over the internet; saves time, money and energy |
Medical examination and reference check
- Medical examination is called the last technique of selection: a person of poor health cannot work competently. Purposes: physical fitness for the job, protecting existing employees from infectious diseases, and checking heavy treatment expenditure after placement.
- Reference check: to know the reliability and trustworthiness of the candidate from referees.
11.03 Factors influencing selection
- Nature of post (bank probationary officer vs IPS officer).
- Number of candidates.
- Selection policy.
- Cost factor or budget.
- Level of educational qualification, experience and exposure.
11.04 Importance of selection
Good talent, better efficiency, reduced cost of training and development, reduced turnover (which lowers recruitment cost), job motivation, and other benefits such as less absenteeism and fewer accidents.
11.05 Recruitment vs selection
| Basis | Recruitment | Selection |
|---|---|---|
| Approach | Positive | Negative |
| Objective | Invite many candidates | Pick the most suitable, eliminate the rest |
| Sequence | First | Second |
| Method | Economical | Expensive |
| Contractual relation | None | Creates one |
| Process | Simple | Complex |
| Time | Less | More |
11.06 Placement
Placing the right person on the right job; it covers initial assignment as well as promotion, transfer or demotion. Dale Yoder: the determination of the job to which an accepted candidate is to be assigned, and his assignment to that job. A new employee is put on probation of one to two years.
11.07 Significance of placement
Improves morale, reduces turnover, reduces conflicts and accidents, avoids misfit, helps work to predetermined objectives, assigns rank and responsibility, avoids short term staff shortage.
11.08 Principles of placement
- Job first, man next.
- Job offer based on qualification.
- Terms and conditions made known.
- Awareness of penalties.
- Loyalty and co-operation.