Recsel1

• Selection process


  Systematic method used by organizations to choose the most suitable candidates from a pool of applicants for vacant job positions
• Selection process


  1. Analyse role

  2. Develop competencies/person specification

  3. Identify labour market

  4. Attract candidates

  5. Screen applications

  6. Short-list

  7. Assess (interview, tests, assessment centres etc)

  8. Decision

  9. Choice

  10. Take/check references

  11. Offer

  12. Induction

  13. Monitor/review
• Competencies


  Work-related personal attributes, knowledge, experience, skills and values that a person draws on to perform their work well
• It is not appropriate to focus only on the competencies which differentiate superior from effective performance
• Providing descriptions of the competencies in terms of everyday work behaviors is of only limited value
• There are great practical constraints which may render it difficult to get examples of the candidates displaying the competencies in everyday work behavior
• Attracting


  The initial part of the selection process is concerned with "selling" the role
• Attracting candidates


  • Job vacancy advertisements
• Response


  The process of attracting people to apply for the role requires achievement of a balance
• Screening


  The application-screening process is generally subjective, inconsistent and lacking focus
• Interviewing


  The most frequently-used selection technique; it is very unusual for people to be hired without an interview
• Interviews


  May be either structured or unstructured
• Testing


  Psychometric tests have gained significantly in popularity in recent years, but are by no means commonplace
• Personality tests


  Used to measure the range of personal characteristics, values and attitudes which shape an individual's beliefs and behaviours
• Ability tests


  Measure in an absolute sense the degree of aptitude required
• There are no foolproof selection techniques - there is nothing that comes close to 100 per cent accuracy in predicting future job performance
• Exercises


  The key elements in establishing work simulations are to develop exercises which are realistic, are capable of being observed and evaluated, which encourage true rather than artificial behaviours from candidates, and are cost effective
• Assessment centres


  Involve the application of a number of techniques over a prolonged period in order to build a comprehensive picture of the candidate
• Assessment centres have the highest predictive validity of all the selection techniques but they are an amalgam of techniques rather than a technique in their own right
• Checks and offers


  The information on candidates needs to be checked for authenticity. This may include documentary checks on qualifications, licences, etc, statutory checks on work eligibility, specialist checks on health and credit or criminal records, and taking up references