The aim of selection process is to match individual skills, abilities and experience with the requirements of the job. When this matching fails, both employer and employee suffer in terms of performance and satisfaction. In order to find the right job fit, selection begins with assessing the demands and requirements of the job. In order to find a right job fit, we need a right job description. The process of creating a proper job description is by job analysis. Job analysis involves developing detail description of the tasks involved in a job, determining the relationship of a given job to other jobs and ascertaining the knowledge, skills and abilities necessary for an employee to successfully perform the job. Job analysis is important to keep the attention of employers in selection process.
Most important parts of a selection process are resume, interviews, group discussions, tests and references. Let us try to understand more details about each process.
RESUME
Resume is the first step in the selection process. It provides pertinent information about the employee, which the company needs if the individual is hired. Information on the resume is concerned with the professional history and skills. It includes previous work history with employment dates, job responsibilities and duties, education and trainings and objective in seeking an employment. Well written resume is often a key to move into the second stage.
INTERVIEWS
An interview is a conversation with a purpose. There are mainly three aims to be fulfilled i.e. obtaining information, giving information and motivation. Employment interview should provide an appraisal of personality by obtaining relevant information about the prospective employee’s background, his training, work history, education and interests. The interviewer should give information about the organization and job. Interview should be a friendly relationship between employer and employee. Sometimes types of interviews in selection process are:
Patterned Interview
This type of interview is well planned. It mostly measures the personality, motivation and interest that are required by an individual. The applicant suitability in regard to job competence and knowledge is evaluation through such means as school and work record, reference checks and tests.
Non- Directive Interview
Basic to the procedure is the minimum use of direct questions. Questions that can easily yield yes or no answer are avoided and instead general questions are substituted. It is felt that more an individual is allowed the freedom to talk about herself, without the limiting nature of direct questioning, the individual reveals her personality more as it really is and not as an individual thinks the interviewer wants it to appear.
Stress Interview
The stress interviewer in which the pressure is purposely put on the applicant may have some value for jobs where emotional balance is a key requirement. It involves putting the candidate under relatively severe emotional strain in order to test his responses. It is often characterized by the rapid firing of questions by several seemingly unfriendly interviewers.
GROUP DISCUSSIONS
The group discussion offers some promise for the appraisal of leadership and team work. Several job applicants are placed in a leaderless discussion and observers sit in the background to evaluate the performance of the applicants. The procedure has been to assign a topic for direction. In a group discussion, knowledge about the topic can also be assessed. Key point on which the observers focus is who assumes leadership, how conflicts are solved, how this is done and how members accept information.
TESTS
Employers conduct selection tests mainly to determine an individual’s performance, accuracy and contribution to the work environment and job. Tests are used to select those persons who are most likely to stay on the job.
Intelligence or mental ability test: They are used to measure ability to learn in an individual.
Clerical ability tests: They are used to measure aptitude to do simple work. They measure speed and accuracy with which an individual can perceive differences, sometimes verbal comprehension and mathematical ability and reasoning.
Mechanical ability tests: They measure ability to trouble shoot, spatial relation and assembly.
Personality tests: They are used to measure the non intellectual traits, most important for success or failure at work.
Interest tests: They are used to measure individual’s interests in terms of similarities with those people who are successful in their professions.
Achievement tests: They are used to measure specific performance related with the job.
REFERENCES
Many times applicants are required to produce documentary evidence that an individual’s performance is satisfactory in past positions. Such evidence is usually provided in the form of letters of recommendations or a letter of reference. These letters vary greatly in detail and information from writer to writer and such letters and statements are highly personalized, covering the characters and morals of the individual as well abilities and skills. And sometimes these letters are very limited in scope and only cover very few details and cover only dates of employment.
Most important parts of a selection process are resume, interviews, group discussions, tests and references. Let us try to understand more details about each process.
RESUME
Resume is the first step in the selection process. It provides pertinent information about the employee, which the company needs if the individual is hired. Information on the resume is concerned with the professional history and skills. It includes previous work history with employment dates, job responsibilities and duties, education and trainings and objective in seeking an employment. Well written resume is often a key to move into the second stage.
INTERVIEWS
An interview is a conversation with a purpose. There are mainly three aims to be fulfilled i.e. obtaining information, giving information and motivation. Employment interview should provide an appraisal of personality by obtaining relevant information about the prospective employee’s background, his training, work history, education and interests. The interviewer should give information about the organization and job. Interview should be a friendly relationship between employer and employee. Sometimes types of interviews in selection process are:
Patterned Interview
This type of interview is well planned. It mostly measures the personality, motivation and interest that are required by an individual. The applicant suitability in regard to job competence and knowledge is evaluation through such means as school and work record, reference checks and tests.
Non- Directive Interview
Basic to the procedure is the minimum use of direct questions. Questions that can easily yield yes or no answer are avoided and instead general questions are substituted. It is felt that more an individual is allowed the freedom to talk about herself, without the limiting nature of direct questioning, the individual reveals her personality more as it really is and not as an individual thinks the interviewer wants it to appear.
Stress Interview
The stress interviewer in which the pressure is purposely put on the applicant may have some value for jobs where emotional balance is a key requirement. It involves putting the candidate under relatively severe emotional strain in order to test his responses. It is often characterized by the rapid firing of questions by several seemingly unfriendly interviewers.
GROUP DISCUSSIONS
The group discussion offers some promise for the appraisal of leadership and team work. Several job applicants are placed in a leaderless discussion and observers sit in the background to evaluate the performance of the applicants. The procedure has been to assign a topic for direction. In a group discussion, knowledge about the topic can also be assessed. Key point on which the observers focus is who assumes leadership, how conflicts are solved, how this is done and how members accept information.
TESTS
Employers conduct selection tests mainly to determine an individual’s performance, accuracy and contribution to the work environment and job. Tests are used to select those persons who are most likely to stay on the job.
Intelligence or mental ability test: They are used to measure ability to learn in an individual.
Clerical ability tests: They are used to measure aptitude to do simple work. They measure speed and accuracy with which an individual can perceive differences, sometimes verbal comprehension and mathematical ability and reasoning.
Mechanical ability tests: They measure ability to trouble shoot, spatial relation and assembly.
Personality tests: They are used to measure the non intellectual traits, most important for success or failure at work.
Interest tests: They are used to measure individual’s interests in terms of similarities with those people who are successful in their professions.
Achievement tests: They are used to measure specific performance related with the job.
REFERENCES
Many times applicants are required to produce documentary evidence that an individual’s performance is satisfactory in past positions. Such evidence is usually provided in the form of letters of recommendations or a letter of reference. These letters vary greatly in detail and information from writer to writer and such letters and statements are highly personalized, covering the characters and morals of the individual as well abilities and skills. And sometimes these letters are very limited in scope and only cover very few details and cover only dates of employment.
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