Methods of Selection

With the rapid advancement of world economy, technology and organizational culture, the selection process of human resources is becoming more sophisticated. Even though the traditional interviews remain the heart of selection process, entities opt for better techniques which are helpful in achieving the reliability on the whole selection exercise (Elsevier, 2009).

                                               Figure 3: Selection methods and job performance

Source: Torrington & Hall, (1995) 

The above figure describes the relationship between different selection methods and the ultimate job performance where a set of tests and assessment centres may provide a better solution than unstructured interviews, references or application forms (Koster, 2002). The reliability of an expected outcome from a selection process will be ensured based on the structured and consistent methods followed by the entity. 

In addition to the ‘Classic trio’ namely Application Forms, References and Interviews, organizations explore the possibilities of carrying out alternative selection methods such as Aptitude tests, Physical Ability tests, Assessment Centres, Psychometric tests, & Work Sample tests (Koster, 2002).

Aptitude tests

These tests are carried out to assess the potential and already demonstrated competence or skills of the candidate by way of math and IQ assessments and these measure applicant’s ability of reasoning, word fluency, memory and mathematical fluency (Mathis et al, 2015).

In connection with the company I work for, Aptitude tests are the primary selection method for clerical grades and non-executive vacancies such as Customer care executives, Collection officers, Device sales executives.

Physical Ability Tests

These are to measure an applicant’s physical endurance, mobility and other physical attributes which are related to the job. These tests are carried out for the labour-intensive job categories (Mathis et al, 2015).

Psychometric Tests

Amongst the aforementioned alternative methods, psychometric tests have become significantly popular among many industries as there was an alarming need for a better mechanism to choose the right person (Roberts, G.,1997). As such, psychometric test comes into play which evaluates a person’s emotional stability to perform a desired job role. This includes the evaluation of the employee’s leadership skills, stress management traits, decision making ability and relative response to any emotion (Djabatey, 2012).

The company which I’m employed at, practices psychometric tests when the vacancies are filled by external recruitments for middle and top level management such as Head of Retail Operations, Chief Managers.

Assessment Centres

Assessment Centres comprise of multiple methods of selection and often treated as one of the most complex methods as it may include one or more structured interviews, work sample tests and aptitude tests. Organizations should ensure that an effective evaluation process would be in place so that the results of all the methods used, can be amalgamated into one assessment (Roberts, G.,1997).

In practical world, the assessment centres come into play mostly in graduate recruitments considering the number of candidates and the selection work involved (Roberts, G.,1997).

Work Sample Tests

Work samples are carried out to ensure how far the candidates are capable of handling the task that would be assigned to them at work. A similar situation is created under realistic and standardized conditions where the individual is required to demonstrate his/her competency. Its primary purpose is to evaluate what one can do rather than what one knows (Cascio and Phillips, 1979).

The organization I’m attached to is a leading telecommunication service provider in the island and they practise the Work samples method to select call centre agents to the company.

References

Cascio, W.F., and N.F. Phillips, (1979). Performance testing: a rose among thorns? Personnel Psychology V32.

Djabatey, E., (2012). Recruitment and Selection Practices of Organisations, A Case Study of HFC Bank (Gh) Ltd. Commonwealth Executive Master Of Business Administration. Institute of Distance Learning, Kwame Nkrumah University of Science and Technology.

Koster, M., (2002). Human Resource Management : Classical Selection Methods And Alternatives.

Mathis, R., Jackson, J., Valentine, S. and Meglich, P., (2015). Human Resource Management. 15th ed.

Pregamon Flexible Learning, (2009). Management Extra: Recruitment and Selection. 2nd ed. Oxford, UK: Elsevier Ltd.

Roberts, G., (1997). Recruitment and selection. London: CIPD Publishing

Torrington, D., Hall, L. (1995), Personnel Management, Human Resource Management in Action (3rd edn)

Methods of Recruitment

Undoubtedly, every organization in this highly competitive context, tends to increase its profitability, market share and to secure and sustain their existence. Thus, organizations are in continuous search of new resources that would distinguish them from their rivals. Due to the high competitiveness, organizations functioning in the same industry may have access to similar nature of raw materials, plant and machinery, financial services, vendors and even the customer base (Djabatey, 2012).

However, it is evident that the human resources who are employed only differentiate the organization from its competitors and help it grow and achieve the strategic goals (O'Meara & Petzall, 2013). As such recruitment of employees refers to the ability of an organization to attract a suitably qualified pool of candidates for a vacancy in a cost-effective and a timely manner (O'Meara & Petzall, 2013).

Whilst there are numerous sources of recruitment, those can be broadly categorized into two major categories namely Internal and External (Aswathappa, 2008).

                                            Source: Gregg Learning, (2018)

As described, Internal Recruitment method is where the organizations seek candidates for the desired job roles from within the organization. According to Creedy and Whitfield (1992), internal labour markets have the following characteristics.

• Employment Stability: Employers want to ensure the maximum utilization of their investment on human resources by providing the best of opportunities of growth to their employees. And this has a significant contribution towards reducing the labour turnover. 
• Ports of entry: Opportunities to the internal labour market is from the lower levels and vacancies for higher levels are filled from within the organization, thus creating career opportunities for employees.
• Attachment of wages to jobs: Often the wages are paid based on the job classification rather than employee performance.
• Constrained wage adjustment: Typically, employers respond to labour shortages by reducing output and recruitment rather than increasing earnings.

Internal sources of recruitment include present employees, former employees, and employee referrals.

Present employees can be given either promotions to higher positions or transfers without promotions considering the avenues for future promotions. This has a significant impact on employee motivation. Former employees can also be a source of internal recruitment as some employees who have resigned or retired may be willing to join back and this is a cost effective, less time-consuming method (Djabatey, 2012). Employee referrals are when the internal employees themselves acquaint their friends and families to the company. A large number of potential employees can be reached at once and at a low cost (Aswathappa, 2008).

External Recruitment

           

Whilst External Recruitment processes can be more costly and time consuming, organization can choose the best fit from a larger pool of potential employees which promotes creativity and work place diversity. However, external recruitment may also demotivate the employees and orientation and subsequent training costs will also increase (Compton et al.,2009).

Figure 2 : External Recruitment methods

                                                   Source: Aswathappa, (2008).

According to the above diagram, sources of external recruitment outnumber the internal recruitment methods. This would pump in new blood to the organization and promote innovations due to the ability of access at a mass scale (Aswathappa, 2008).

The organization I work for, chooses walk in interviews, outsourcing agencies for entry level staffing needs while internal recruitment methods are being used for middle and senior management level requirements. 

References

• Aswathappa , K (2008), Human Resource Management, Text and Cases , Delhi, Tata McGrew-Hill Publishing Company Limited.
• Compton, R., Morrissey, W., & Nankervis, A (2009), Effective recruitment and selection practices (5^th ed.,).
• Creedy, J and Whitfield, K (1992), Opening the black box; Economic Analyses of internal labour markets, Journal of Industrial Relations, 34 (3), 455-471.
•  Djabatey, E., (2012). Recruitment And Selection Practices of Organisations, A Case Study Of Hfc Bank (Gh) Ltd. Commonwealth Executive Master Of Business Administration. Institute of Distance Learning, Kwame Nkrumah University of Science and Technology.
• Gregg Learning, 2018. Internal Recruiting Methods. [video] Available at: <https://www.youtube.com/watch?v=1dYomsPpPNU> [Accessed 12 May 2020].
  
• O'Meara, B. and Petzall, S., (2013). Handbook of strategic recruitment and selection: a systems approach. Dec ed. Bingley: Emerald Group Publishing.

Introduction

For an organization to deepen its growth and propel towards establishing its market share, a mere reliance on its product portfolio will not be sufficient (Newell, 2005). The organizational growth can be highly dependent on its degree of retaining its best employees who contribute significantly towards its success. In this connection, any organization should possess an effective recruitment and selection process, which is designed to ‘select the right individuals and reject the wrong ones ‘ (Newell, 2005) .

The major purpose of selection process is to match the potential employees to the work. Even a well -established organization cannot ensure its survival in the long run, even after offering the highest pay and praise to its employees, as it cannot expect performances beyond the capabilities of its employees. Similarly, in an absence of the fundamental match of work with the people engaged, it is impossible to gain the return on investments made on the human resource programmes (Roberts, G., (1997).

Selection & Recruitment Process

Recruitment is the process of identifying and attracting potential candidates from within and outside an organization to begin evaluating them for future employment and selection begins when the right caliber of candidates are identified (Walker, 2009). In other words, it involves everything from the identification of a staffing need to filling it.

Figure 1 : Selection Process Flow chart

Source : Roberts, G. (1997)

According to the above diagram, firstly the organization should be clear about the job profile and the competencies it should possess. And depending on the labour market conditions, organization may opt for internal or external recruitment methods and advertise for the same accordingly. Once the responses are received from the targeted group, applications are screened and selection methods such as interviews, aptitude tests, psychometric tests are implemented. Based on the results, the correct pool of potential employees will be selected and the authenticity of information given on their educational, academic and other related areas will be checked and verified. Upon receipt of satisfactory references, the correct candidate will be offered the job role and directed for induction.

For an instance, the organization I am employed in, chooses external recruitment process for non-executive job roles considering its cost effectiveness and the ability to reach for a higher number of potential employees at once. Nevertheless, organization opt for internal recruitment for middle and senior management vacancies as the company has already done performance reviews, analysis on decision making and leadership skills of the employee.

A consistent process of selection and recruitment will ensure long term retention of employees, save time and money of the organization, thereby provide the good and right fit. Thus any organization should thrive to achieve such selection and recruitment process which is designed to obtain the number and quality of employees that are required to achieve the strategic goals of the organization, at a minimal cost (Ofori & Aryeetey, 2011).

References 

·   Newell, S. (2005) Chapter 5, 'Recruitment and Selection ', Managing Human Resources: Personnel Management In Transition. 4th ed. Blackwell, pp.115-147.

·    Ofori, D., & Aryeetey, M. (2011). Recruitment and selection practices in small and medium enterprises. International Journal of Business Administration, 2(3):45-60

·        Roberts, G., (1997). Recruitment and selection. London: CIPD Publishing.

·       Walker, James (2009), Human Resource Planning, New York: McGraw-Hill Book Co., P95