METHODS OF SELECTION IN HRM

METHODS OF SELECTION IN HRM

 

Selecting the right candidate could be done using written tests, interviews, background tests, medical tests, and application evaluation. Mostly, the first selection tool used by most of the organizations are the application evaluations (Chandrashekar & Sahin, 2014).

“Company size, characteristics of the job, the number of people required, the use of electronic technology, and other factors cause variations on the basic process” (Mathis, R. L. & Jackson, J. H. 2010). Traditionally, most organizations relied on the classic trio of steps for selecting candidates are application forms, interviews and references (Armstrong, 2012). It is important that, this classic trio should be complemented by incorporating selection tests and assessment centers (Armstrong, 2012).

Research has also highlighted the applicability of techniques such as self-assessment, group selection and work sampling for enhancing the selection process to suit the unique requirements of modern organizations (Torrington, Hall, & Taylor, 2005).

Selecting the right candidate could be done using written tests, interviews, background tests, medical tests, and application evaluation. Mostly, the first selection tool used by most of the organizations are the application evaluations (Chandrashekar & Sahin, 2014). However, this will ignore the personality traits and the interpersonal skills, rather look into more of paper qualifications and experience of the candidates and hence, the most suitable employee will not be captured. In identifying the personality, language skills and attitudes, interviews could be arranged and in identifying the conceptual skills, knowledge, and expertise various tests could be conducted (Mami, I. and Bellahsene, Z., 2012).

 Physical and mental fitness could be identified using the medical examinations while the background of the candidate could be evaluated using family background and financial background tests (Miles, A. and Sadler-Smith, E., 2014).

It is recommended to use as many of these tools to attract the best cadre so that the employee will meet the specific requirements of the organization thereby minimizing the challenges faced in the recruitment and selection functions (Miles, A. and Sadler-Smith, E., 2014).

When it comes to selection in my company, we are looking for candidate’s mental, physical and social skills because finance companies are always looking for employees with good communication skills. We use interviews, background tests, personal references to identify and select the suitable candidate, that will help to increase company’s profit in long terms and protect company’s image.

 

REFERENCES –

Armstrong, M. (2012). Armstrong’s Handbook of Human Resource Management Practice, 12e, London: Kogan Page. Chartered Institute of Personnel and Development. (2003). Recruitment and Retention Survey Report 2003.

Chandrashekar, G. and Sahin, F., (2014). A survey on feature selection methods. Computers & Electrical Engineering,

Mami, I. and Bellahsene, Z., (2012). A survey of view selection methods. ACM SIGMOD Record

Mathis, R. L. & Jackson, J. H. (2010). Human Resource Management, 13e, Mason: South-Western Cengage Learning

Miles, A. and Sadler-Smith, E., (2014). “With recruitment I always feel I need to listen to my gut”: the role of intuition in employee selection. Personnel Review

Torrington, D., Hall, L., & Taylor, S. (2005). Human Resource Management, 6e, Essex: Pearson Education Limited.