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Human Resource Selection Techniques

Human Resource Selection Techniques

 

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Human Resource Selection Techniques

  Definition Advantages Disadvantages
Application form A means of collecting written information about applicant’s work and education background as well as personal information that may be used by employers to contact qualified applicants (Lahey, 2014).
  • It helps maintain a level of consistency as the same information is acquired from all candidates.
  • Employers cannot test other qualifications other than academic qualifications from the applicants.
Psychometric tests It is a complete form of mental measure that incorporated ability and aptitude testing as well as personality profiling (Perry & Haluska, 2016).
  • Uses a cutoff system that rejects candidates that perform below a set target.
  • It test all the non-academic aspects of the candidates
  • Requires a professionally qualified staff usually external consultants
  • Advance sample test has to be provided to applicants.
Résumé or curriculum vitae review

 

Resumes are documents that outline the personal, academic and relevant working experience presented to potential employers for reviews (Noe, Hollenbeck, Gerhart, & Wright, 2013).
  • Saves time
  • Gives great results as the experience and qualifications are all listed in one document.
  • Candidates could exaggerate relevant experience.
  • It is tedious because there could be many resumes sent in for a job consideration.
Formal(structured)interview Interview questions are based on the identification of key requirements of the job and candidates are rated according to the answers given (Elkins, 2015).
  • Very effective
  • Ensure candidate with the highest score is selected
  • It could be rigid
  • They tend to be intimidating

 

Informal interview It is an interview that is not based on a list of questions or a fixed criterion.
  • Generates more vivid and personal answers.
  • Allows for exploration of more sensitive matters that cannot be explored informal interviews as it creates trust.
  • They are time-consuming
  • It is hard to compare the candidates objectively.
Teaching observation Candidates are observed by an assessor who rates them in different tests and exercise that are taught to the candidates by facilitators.
  • Adequately assesses the performance of candidates in a workplace.
  • Most talented candidates are selected.
  • Limits shy people or slow learners that need time to internalize whatever they learn before applying it.
  • They are intimidating.
Presentation by candidates to a panel of teachers This tool is used most for senior jobs where applicants are given a topic and period to give a presentation in front of a panel (Lahey, 2014).
  • Test the proficiency and experience of the candidate.
  • Measures ability of the candidate to work under pressure.
  • Time-consuming
  • Candidates may fail to complete test and employer is forced to settle for available candidates.
Online testing An assessment criterion that evaluates applicant’s experience and qualification against the job requirement. Uses a system that sifts through a large pool of candidates through set criteria or search words or using a scoring mechanism (Perry & Haluska, 2016).
  • It Helps filter through a large pool of applicants.
  • Saves time
  • May overlook qualification of some better-qualified applicant because they do not adhere to standard search words.
  • Cannot be used as a sole selection method; it has to be coupled with more methods.
References Employers or bosses in an organization recommend a candidate for a certain job in another organization (Noe, Hollenbeck, Gerhart, & Wright, 2013).
  • The referees could exceed the required job description.
  • It yields trustworthy employees.
  • Unsatisfactory references could deter the selection process.
  • Suitable candidates could receive negative referrals because of unsubstantiated feuds in former places of employment.

 

Recruitment has become a very easy process especially because of the digital age. Most job advertisements are posted online from either on job sites or the official company website. One method of selection is not especially effective to be able to select and recruit the most reliable and qualified candidates. I would use a very rigorous selection process that would combine an online testing, application form, psychometrics testing, and an informal interview to be able to select the most qualified candidate for the advertised job. Online testing is a criterion that will sift through the pile of applications presented by applicants and only shortlist those that are most qualified based on a scoring mechanism (Perry & Haluska, 2016). Secondly, I would use the application form that would require the candidates that were shortlisted to answer a set of structured questions that would further reduce the pool of candidates and limit them to a certain average (Lahey, 2014). Application forms are produce quantitative and consistent information from all candidates and as such ensuring that those that make the final list meet the stipulated qualifications of the job advertised. The psychometric testing is vital because it measures the mental capabilities of a candidate by combining an aptitude, ability, and a personality test that will expose the applicants’ ability to work in the organization. An informal interview is better than the traditional structured interview because it helps build trust, encourages a candidate to provide more vivid and personal questions that explore more sensitive matters that are not covered in the formal interviews. Despite informal interviews being long, they are able to yield better results as the interaction between the candidate and assessors is face-to-face and personal. Additionally, they are less intimidating than the structured interviews and evaluate those applicants that exaggerate their skills and experiences better than the formal interviews.

Shortlisted candidates will be expected to provide a resume that details their education, personal and experience information. Additionally, they will be required to provide evidence of the academic qualifications, work experiences and give relevant referees. The referees provided are paramount because what people say about an individual they have worked with reveals a lot about a person that they may exaggerate or elevate to fit a certain profile or job qualification. I would expect that despite the candidates exhibiting both professional and academic competency that they exhibit interpersonal skills that would guarantee their ability to work in an organization both as part of a team and as independent individuals.

The selection process is imperative because it guide the kind of people that are employed in an organization and by extension the success of the organization (Noe, Hollenbeck, Gerhart, & Wright, 2013). Therefore, to hire the most qualified candidate they human resource department needs to conduct a rigorous selection system that incorporates several selection techniques for ample success. Companies that seek to maintain a competitive intellectual capital ought to invest in the selection process in order to sift through the thousands of graduates and candidates that are seeking to fill open positions (Lahey, 2014). Therefore, all personnel employed should be able to work independent and as part of a team and contribute their fair share to the achievement of organization mission, objectives and set goals. The selection process should be as exhaustive as possible to ensure that the employees recruited are the very best in the market and will be assets once added to the organization’s team.

 

References

Elkins, R. (2015). Management: Golden Nugget Methods to Manage Effectively – Teams, Personnel Management, Management Skills, and Conflict Resolution. Washington: CreateSpace Independent Publishing Platform.

Lahey, D. (2014). Predicting Success: Evidence-Based Strategies to Hire the Right People and Build the Best Team. New York: Wiley.

Noe, R., Hollenbeck, J., Gerhart, B., & Wright, P. (2013). Fundamentals of Human Resource Management (5th ed.). New York: McGraw-Hill Education.

Perry, D., & Haluska, M. (2016). Hiring Greatness: How to Recruit Your Dream Team and Crush the Competition. New York: Wiley.

 

 

 

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