Selecting the right candidates for the right job is important as right selection would provide organizations with competitive advantages. Organizational capabilities and performances can be bettered only when the person having specific talents, skills, knowledge, experience and expertise are selected and posted for the right job. So in the selection process different methods are adopted for measuring the capability and suitability of the candidates to the post. The methods adopted also vary based on the skills, qualities, competencies, etc required for a particular job.
2. Compare and contrast the measurements used in the selection process
The first process involves the analysis of the resume and candidates who are expected to have specific experience, qualification and expertise are shortlisted for further assessments. Further assessments would be used for measuring the candidates on their suitability for the job.
Interviews: These are common methods used for measuring the candidate’s general traits, capabilities and their understanding on the job aspects. Interviews would be structured or semi structured depending on the panel. As interviews provide opportunity for direct interface with the candidate, the interview panel can understand more about his personal, behavioural and functional traits (Ployhart, 2006). Behavioural interviews would be helpful in identifying the responses and capabilities of a candidate in performing specific tasks or handling specific situations. On the other hand, the capability of the process to measure these qualities depends solely on the ability of the interviewing team and if the panel of interviewers are not efficient the selection would not be proper.
Tests for assessing cognitive ability: These tests would be useful in identifying the reasoning skills, mental capability, time management, proficiency in numeracy and other related aspects. These tests are useful in identifying capability to perform under stressful conditions (Macan, 2009). These types of tests have high validity in assessing the suitability of the aspirant for the job. Though it is useful in assessing the mental strength and capability, preparation of the material and evaluation of the test results require expert help and advice.
Tests used for identifying proficiency in job related aspects: These types of tests, whether written or oral would be useful in judging their expertise, experience and specific knowledge in the job related areas. Such assessments would be useful in understanding whether the candidate is suitable for the job offered (Ekuma, 2012). But at least a subject expert is required for these types of assessments.
Personality and integrity tests: Psychometric tests like these can be used for identifying the character and integrity of the applicant. These tests reveal how an individual would respond and behave in a particular situation and is considered to be effective in understanding the personality of the individual (Merwe, 2002). Requires specific skills and knowledge for making the right assessments in this regard or else such test would prove useless.
Reference check: These can be used for verifying whether the information or details provided by the applicant is genuine or not and can also be used for collecting additional information about the applicant as well. But these reference checks are usually based on the list of referees provided by the applicant and so extent of analyzing the authenticity is rather limited.
Various methods used for measuring the capabilities and traits of the applicant in the selection process has been analyzed and it was seen that each and every method has its own merits and demerits and if properly utilized and assessed by expert panel of selectors, then the task of finding the right person for the job would be successful.
Ekuma, K. J. (2012). The importance of predictive and face validity in employee selection and ways of maximizing them: An assessment of three selection methods. International Journal of Business and Management, 7 (22): 115 – 122. Retrieved March 30, 2013, from https://www.google.co.in/url?sa=t&rct=j&q=&esrc=s&source=web&cd=7&sqi=2&ved=0CG4QFjAG&url=http%3A%2F%2Fwww.ccsenet.org%2Fjournal%2Findex.php%2Fijbm%2Farticle%2Fdownload%2F17522%2F14161&ei=_kFTUcuLEofMrQfjo4CwAg&usg=AFQjCNEOef1B99lKutko5eYRC2YZC2M5vw&sig2=eDMWrCg5F3nv2j5PJaRNbw
Macan, T. (2009). The employment interview: A review of current studies and directions for future research. Human Resource Management Review, 19: 203–218. Retrieved March 30, 2013, from https://mavdisk.mnsu.edu/howard/the%20employment%20interview.pdf
Merwe, R. P. V. (2002). Psychometric testing and human resource management. SA Journal of Industrial Psychology, 28(2): 77-86. Retrieved April 1, 2013, from https://www.google.co.in/url?sa=t&rct=j&q=&esrc=s&source=web&cd=2&ved=0CDgQFjAB&url=http%3A%2F%2Fsajip.co.za%2Findex.php%2Fsajip%2Farticle%2Fdownload%2F52%2F50&ei=Vj5TUei4N8PnrAfqiYC4CA&usg=AFQjCNFmHxSOB-15otiJGYPQG05aFftLkg&sig2=o8sZMjIvQePbtz9O3EDFaw
Ployhart, R. E. (2006). Staffing in the 21st Century: New Challenges and Strategic Opportunities. Journal of Management, 32: 868 – 897. Retrieved March 28, 2013, from http://www.uk.sagepub.com/wilton/Online%20readings/Chapter%206/Ployhart%20article.pdf
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