Q.4. Explain in detail the process of Selection.
OR
Discuss the various steps or elements involved in the Selection Process.
Selection Process Or Elements of Selection Process
The major steps involved in the selection process may be discussed as follows:
1. Filling in Application Form
This may be regarded as the first step of selection process. Candidates are supposed to provide complete information about them in a prescribed printed form. It may require information regarding a candidate’s name, father’s name, address, nationality, sex, marital status, religion, education qualifications, work experience, fields of extra-curriculum activities, references of two eminent persons and so on. The application of the candidates provides the basis for further analysis of the candidature and examination of his suitability for employment. The specific type of information required in an application blank may vary from firm to firm any by positions within the organisation. However, there is high degree of similarity with regard to general information sought in the application blanks of various organisations. If properly used application blanks can be an effective aid in selection. However, their usefulness is largely dependent on the accuracy of data and information furnished by the candidates. In their eagerness to obtain work, some applicants may be tempted to stretch the truth concerning matters such as past experience, responsibilities, salary and reasons for bearing the previous job. For this reason, many human resource managers make it a point to query applicants further regarding these matters during the employment interview.
2. Preliminary Screening
This refers to initial assessment of basic suitability of candidates for the job positions. The human resource manage sees whether the applicants meet the basic academic and other minimum requirements as to age, work experience, etc. Such screening may be done by going through the data and information supplied in the application blanks or by holding preliminary screening interviews. The basic objectives of preliminary screening are (i) to eliminate the unsuitable candidates at an early stage, (ii) to reduce the overall cost of selection.
3. Employment Tests
Candidates, who are filtered through the initial screening, submit themselves to certain tests, formal or informal. Test is a means of evaluating candidates knowledge, skills, experience, attitudes, aptitudes, personality, interest, capacity, physical characteristics, level of mental ability, likes and dislikes and soon. In some cases, such as typing and shorthand, computer knowledge and efficiency, etc., tests are the only way to determine the suitability of candidates for the job.
There are several types of tests, which are widely used for selection purposes. They include; intelligence tests, aptitude tests, personality tests, performance tests and so on. Written tests are found to be most popular in many cases.
Tests provide a more objective, authentic and consistent basis for selection of right candidates. They help the organisation in arriving at a judgement on the likely work behaviour and performance of candidates. However, certain conditions should be met if tests are to be used for employee selection. First, the tests should be reliable. In other words, they should provide consistent results. Secondly, tests should be valid. In other words, they should measure what they are designed to measure. If a test is designed to predict job performance, prospective employees who score well on the test, should prove to be objective when different scorers interpreting the results of the same test, arrive at similar interpretations. Finally, tests should be standardized. This requires them to be administered under standard conditions to a large group of persons. The purpose of standardization is to obtain norms; therefore specific test scores will be meaningful when compared to other scores in the group. If a test cannot indicate the ability to perform the job, it must not be used.
Testing helps in achieving the most efficient matching of applicants with jobs. From a social standpoint, testing that is job-related, serves the objective of equal employment opportunity, to which modern societies are increasingly committed. Thus, it is vital that organisations have a thoughtful process for validating any selection tests they use. No doubt, testing is a complex, time consuming and expensive process.
4. Employment Interview
Although employment tests provide a lot of valuation information and insight about the candidate, they do not provide a complete set of information and knowledge required about a candidate. The interview helps in evaluating information obtained from the application blank and tests. It provides an opportunity to the interviewer to integrate different pieces of information through his personal impressions and observations of the interviewee so as to such a decision regarding the suitability of the applicant for employment. Thus, the combination of tests and in view provides better results in selection. It allows applicants to obtain additional information about the prospective employer.
An employment interview is part of almost every selection process. It is the most important step in selection. This is because an interview enables the selectors to get a first hand idea of the personality of the candidate, their gestures, communication skills, general skills, mannerisms, reactions, presence of mind and confidence. Further more an interview presents an opportunity for both the organisation and the job applicant to “sell” themselves to one another and to establish their mutual expectations. However, for such expectations to be accurately established, it is essential that employment interview he as realistic as possible. In order to prevent unrealistic expectations, disillusionment and feelings of being misled in new employees, which may result in lack of job commitment and early turnover (leaving the organisation), interviewees should be told negative as well as positive aspects of a position, so that the applicants who view such negative aspects as unacceptable, can remove themselves from further consideration. Those who remain will represent a recruitment pool with accurate job expectations. Research by John P. Wanous (1980) suggests that such “realistic recruitment” contributes significantly to reducing employee turnover.
Discuss the various steps or elements involved in the Selection Process.
Selection Process Or Elements of Selection Process
The major steps involved in the selection process may be discussed as follows:
1. Filling in Application Form
This may be regarded as the first step of selection process. Candidates are supposed to provide complete information about them in a prescribed printed form. It may require information regarding a candidate’s name, father’s name, address, nationality, sex, marital status, religion, education qualifications, work experience, fields of extra-curriculum activities, references of two eminent persons and so on. The application of the candidates provides the basis for further analysis of the candidature and examination of his suitability for employment. The specific type of information required in an application blank may vary from firm to firm any by positions within the organisation. However, there is high degree of similarity with regard to general information sought in the application blanks of various organisations. If properly used application blanks can be an effective aid in selection. However, their usefulness is largely dependent on the accuracy of data and information furnished by the candidates. In their eagerness to obtain work, some applicants may be tempted to stretch the truth concerning matters such as past experience, responsibilities, salary and reasons for bearing the previous job. For this reason, many human resource managers make it a point to query applicants further regarding these matters during the employment interview.
2. Preliminary Screening
This refers to initial assessment of basic suitability of candidates for the job positions. The human resource manage sees whether the applicants meet the basic academic and other minimum requirements as to age, work experience, etc. Such screening may be done by going through the data and information supplied in the application blanks or by holding preliminary screening interviews. The basic objectives of preliminary screening are (i) to eliminate the unsuitable candidates at an early stage, (ii) to reduce the overall cost of selection.
3. Employment Tests
Candidates, who are filtered through the initial screening, submit themselves to certain tests, formal or informal. Test is a means of evaluating candidates knowledge, skills, experience, attitudes, aptitudes, personality, interest, capacity, physical characteristics, level of mental ability, likes and dislikes and soon. In some cases, such as typing and shorthand, computer knowledge and efficiency, etc., tests are the only way to determine the suitability of candidates for the job.
There are several types of tests, which are widely used for selection purposes. They include; intelligence tests, aptitude tests, personality tests, performance tests and so on. Written tests are found to be most popular in many cases.
Tests provide a more objective, authentic and consistent basis for selection of right candidates. They help the organisation in arriving at a judgement on the likely work behaviour and performance of candidates. However, certain conditions should be met if tests are to be used for employee selection. First, the tests should be reliable. In other words, they should provide consistent results. Secondly, tests should be valid. In other words, they should measure what they are designed to measure. If a test is designed to predict job performance, prospective employees who score well on the test, should prove to be objective when different scorers interpreting the results of the same test, arrive at similar interpretations. Finally, tests should be standardized. This requires them to be administered under standard conditions to a large group of persons. The purpose of standardization is to obtain norms; therefore specific test scores will be meaningful when compared to other scores in the group. If a test cannot indicate the ability to perform the job, it must not be used.
Testing helps in achieving the most efficient matching of applicants with jobs. From a social standpoint, testing that is job-related, serves the objective of equal employment opportunity, to which modern societies are increasingly committed. Thus, it is vital that organisations have a thoughtful process for validating any selection tests they use. No doubt, testing is a complex, time consuming and expensive process.
4. Employment Interview
Although employment tests provide a lot of valuation information and insight about the candidate, they do not provide a complete set of information and knowledge required about a candidate. The interview helps in evaluating information obtained from the application blank and tests. It provides an opportunity to the interviewer to integrate different pieces of information through his personal impressions and observations of the interviewee so as to such a decision regarding the suitability of the applicant for employment. Thus, the combination of tests and in view provides better results in selection. It allows applicants to obtain additional information about the prospective employer.
An employment interview is part of almost every selection process. It is the most important step in selection. This is because an interview enables the selectors to get a first hand idea of the personality of the candidate, their gestures, communication skills, general skills, mannerisms, reactions, presence of mind and confidence. Further more an interview presents an opportunity for both the organisation and the job applicant to “sell” themselves to one another and to establish their mutual expectations. However, for such expectations to be accurately established, it is essential that employment interview he as realistic as possible. In order to prevent unrealistic expectations, disillusionment and feelings of being misled in new employees, which may result in lack of job commitment and early turnover (leaving the organisation), interviewees should be told negative as well as positive aspects of a position, so that the applicants who view such negative aspects as unacceptable, can remove themselves from further consideration. Those who remain will represent a recruitment pool with accurate job expectations. Research by John P. Wanous (1980) suggests that such “realistic recruitment” contributes significantly to reducing employee turnover.
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