L2

• SELECTION

  • Process of choosing the most suitable candidate for the vacant position in the org.
• SELECTION PROCEDURES

  • Done after recruiting process has attracted pool of applicants.
  • Intent is to gather from applicant‘s info to predict their job success
  • Then hire the candidates likely to be the most successful.
• Selection Procedures

  1. Preliminary Screening
  2. Selection Test
  3. Employment Interview
  4. Reference & Background checks
  5. Selecting Decision
  6. Medical Examination
  7. Job Offer
  8. Contract of Employment
• HIRING WITHOUT TESTING

  • Skill testing is a must.
  • Pre-hire screening tools can help recruiters test the knowledge of potential hires before an offer is extended.
  • Every job has form of measurable, obj perf standard.
  • Identify it & test for it.
• HIRING AFTER THE 1ST INTERVIEW

  • It’s important to have several interviews with the same person bec the they may not present the same later

  • HR manager may get fresh insights from diff meetings
• UNDERESTIMATING THE UNEMPLOYED

  • There are plenty of good talent out there that are not hired.

  • A jobless person ATM may be the right fit for the position.
• POOR OR NO REFERENCE CHECKING

  • It’s important to know how to conduct a detailed ref check.

  • A proper reference check verifies job skills & the behavioral fit in which the person operates.

  • It’s essential to conduct an extensive BG inves & ref checks.
• AVOID HIRING OUT OF DESPERATION

  • If EMs are hired in haste we may find out later that the new recruits are not trustworthy/competent.

  • If HR manager is unable to conduct a thorough, timely hiring process, hire a temporary/leased EM/borrow an EM from another comp.
• WATCH OUT FOR SATISFACTION

  • A series of surveys have revealed that during the hiring process:
  • Most interviewers made their decision-up/down within the first 10 mins of the interview.
• CAREFULLY EVALUATE CANDIDATES RECOMMENDED BY EMPLOYEES & ASSOCIATES

  • Follow the usual channels & reqs when anyone-no matter how highly recommended-seeks to work for the org.

  • Just bec someone recos a person, they think is highly capable for a position doesn‘t mean that person is qualified.
• DO NOT BLINDLY PROMOTE FROM WITHIN

  • It is widely believed that the HR manager should recruit employees from within the org.
  • The best perfs aren’t necessarily the most qualified candidates for a specific job.
  • This is especially true when promoting to the mgmt level.
  • EM is adept at handling a certain function =/= they are capable of managing others.
• Peter Principle

  • It is a concept in management theory

  • The selection for a position is based on their perf in the current role rather than on their abilities relevant to the intended role.

  • Peter suggests that people will tend to be promoted until they reach their position of incompetence.
• Peter Principle

  • One‘s career may cripple after such a promotion.

  • Promoting solely from within can create inbreeding and stagnate creativity.

  • To guard against these pitfalls, companies should consider filling at least one-third of all positions involving promotions with people from outside the organization.
• DETERMINE THE CRITERIA A CANDIDATE MUST MEET

  • • Before filling a position, the HR manager of a company must clearly define the skills they must possess:
  • Experience
  • Character
  • Educational Background
  • Work XP
  • Technical Skills & Competencies
• WAYS OF MAKING AN EFFECTIVE EMPLOYEE SELECTION

  • Determine the Criteria a Candidate Must Meet

  • Hiring w/o Testing

  • Hiring after the 1st Interview

  • Underestimating the Unemployed

  • Poor or No Reference Checking

  • Avoid Hiring out of Desperation

  • Watch out for Fascination

  • Carefully Evaluate Candidates Recommended by Employees & Associates

  • Do not Blindly Promote from Within