Human Resource Department - Coursework Example

Name: Tutor: Title: Human Resource Management (HRM) Course: Date: Human Resource Management (HRM) Introduction Human resource department is responsible for ensuring availability of adequate human resource in the organization. According to Beardwell and Claydon (2010), decisions that the HR department makes affect the general organization performance. People have different abilities and organization positions differ in their demand for skills. Selection is therefore, necessary to determine the most suitable candidate to convey the best performance as the job requires. Classic trio is one of the selection methods used by organizations to select talent. However, many organizations have embraced it over time, it also has shortcomings. The essay analyses classic trio method in comparison to other methods basing on practicality, costs, reliability, generality, validity and fairness. Analysis An organization can no longer rely on the classic trio of application form, interview and reference on selecting the individuals that would be best suited to work in the organization. Application forms, reference and interviews are referred to as the classical selection methods. Classical trio become a leading selection method in organizations. However, it has its own weakness as a selection method. Koster (2007) argues that recruitment through classical selection method is inefficient compared to other selection methods. Reliability Classic trio method of selection is less reliable compare to other section methods such as the test methods. Interviews are based on the skills and knowledge of the interviewer. There is a high possibility that opinion of a group of interviewers will differ from the opinion of one or another group of interviewers concerning a candidate. This as a result compromises the reliability of interviews. Test methods or selection methods need to be reliable. There is need for consistency in the measurements of the test (Wilk & Capelli, 2003). Interviews are more subjective, and unless there is a specified criterion which is to be considered in valuating the candidates, the trio remains a criticized instrument for selection. Application forms are not a reliable instrument for selecting qualified candidates. Information on the application form give and introduction and a bit of background on the candidate. However it does not entirely reflect the person a candidate is. For example, a qualified worker with a poor handwriting may give the impression of a very careless individual basing on the application form. This might not be the case, and interviewers may end up disqualifying a viable candidate because of their handwriting or employ a bogus one because of their good handwriting. Interviewers can therefore not base their hiring decisions on application forms alone. Most applicants also lie in about their information on application forms. Therefore that information can not be relied on by employers (Beardwell & Claydon, 2010). Unless well analyzed, reference turns out to be a less reliable instrument since most candidates lie about their backgrounds and referrals. Gusdorf, (2008) states that about 40% of candidates lie coning their previous works and education and 20% of candidates present fake documents as testimonials and permits. Research indicates that about 95% college students who intend to lie about their backgrounds and 41% who already lied. Such information can not be relied on since its not true and therefore irrelevant. However less reliable is, application forms are, they give potential employers some background information about their potential employees and may serve s reference in the future and in case there is need for an additional duty within the organization (Cook, 2009). Although interviews are a less reliable selection instrument, they give the potential employer a chance to look deeper into the candidate’s response. The candidate is in a position to also display their skills which could not have been identified in case of non participatory selection method. Despite the unreliability of references, employers also need it during selection to avoid law suits for negligence in case the employee is a criminal. This keeps the organization safer. Validity Classic trio is criticized for its inability to attain validity levels. According to Lowry et al (2009), this method of selection is poor compared to personality and assessment centre which are more sophisticated. Validity is the measurement of the extent of performance of a given test to its actual intended performance. The selection method needs to measure what it is intended to measure and predict what it is intended to predict. Application forms, interviews and reference –checking are found to be less valid in predicting job performance of a selected group of candidates. In this case, criterion validity is ignored as an aspect of validity. Application forms are usually structured by the employers and filled by the potential candidates. The management is likely to misjudge an applicant following the application forms. The forms require participants to fill in so that the management will use them to analyze their qualification. For instance, the employee might put off an excellent candidate just because of their handwriting as displayed on the application form (Zibarras & Woods, 2010). The recruiting panel is unable to predict the performance of the candidates from the application form. Interviews as another part of the classic trio compromises validity and reliability. Interviews are a subjective method of selection. This makes it less valid as compared to other methods of selection. The face and content validity are compromised as interviews validity rely on the knowledge and skills of the interview panel. During interviews, different people interview the candidates and in case where there are no specific guidelines to facilitate the interview procedure, validity of the interview is compromised the more. References display a higher degree of invalidity. According to Taylor (2010), reference or background checks involve contacting previous employers of candidates for information. This information might be irrelevant to the current personality of a candidate. Employers might therefore end up selecting an individual who not performing only because their background indicates high performance and good reputation. They might also leave out viable candidates because of their youthful mistakes which is no longer part of their lives. Although the classic trio is a less valid instrument of selection, it application forms enables the employee realize the predictive reliability to realize the expected behaviors of the potential candidates in their present positions and in the future when employed in the organization. Although interviewers may not be able to predict the future behavior of a candidate, they are able to predict the present behavior through interviews (Iles, 2007). Interviewers are able to predict the present behavior of the candidates. References can not be entirely ruled out as an instrument of selection. Reference checking may predict future behaviors of candidates incase they did not change and this improves its validity. Practicality Application forms involve a lot of time and effort in on the recruiting panel’s part. The HR department is involved in formulation and presentation of the application forms. After applicants present their filled forms during acceptance of the offer, the department again gets involved in analyzing the applications to determine suitability and select the qualified lot. Selection through application forms is not easily introduced. Analysis of the candidates’ application forms is time consuming since details for each applicant need to be analyzed one after another. It also requires more efforts from the HR department to make sure high qualified candidates are selected. Interviews on the other hand consume a lot of time since the panel has to plan and interrogate applicants one after the other (Bratton & Gold, 2012). Interviews require that the interviewers sit there and interview the candidates, usually one after another. This means that other activities that they could have been involved in during that period are all altered or postponed. Interviews also require scheduling by the management. Time used for scheduling could also have been used on other activities. Pre-interview procedures also consume time and efforts. Interview results need to be analyzed by the department to determine viable employees to be admitted. Application of reference checks and background verification procedures is less practical compared to personality questionnaire procedures. These calls for more time, financial and capital resources to carry out the procedures. Contacting former employers of potential candidates require that financial resources are geared towards the procedure. The department also spends more time contacting and acquiring information for the candidates. This time and resources could rather have been utilized in other programs and organization activities. It is also difficult to implement since most candidates are not comfortable with the procedure as they think that it is invasion to their privacy. Although application form, interviews and references are less practical, they are better than alternative methods like mental ability and aptitude tests. Wilk & Capelli (2003) note that, this method consumes a lot of time, resources and is a bit difficult to implement compared to the reference method. Generality The classic trio has gained popularity among organizations. Many organizations employ the classic trio in selecting its employees. However, the generally of this selection method is becoming less popular in the recent years since not all organizations can apply them. Recruitment and selection in organizations are taking new forms (Branine, 2008). Application forms are not applicable to all business organizations. This is because of organizational procedures and complexity of organizations. With the current advanced technologies, most organizations still using application forms for selection apply online application procedures. This is still not applicable for technical organizations that require technical knowledge and applicability. Such organizations rather prefer methods like mental ability and aptitude tests. Some companies such as research companies prefer work sample tests to determine whether the potential candidate is a writer or has done quality resaech work before. Interviews attains generality since a wide variety of organizations use it. Interviews do not limit on organization operations or the intended posts (Compton, 2009). Human Resource for all organizations employs interviews to determine suitability. Although they are time consuming and less reliable, interviews are preferred by many organizations and are not restricted to certain organizations. Reference instrument is applied by all lines of organizations. However, certain organizations don’t use it because of the legality details that it concerns it. All organizations need to embrace background verification and reference checks so as to avoid lawsuits on negligence. Employment of a candidate who has a criminal record which has not been settled can lead to court suits on negligence. Although classic trio seams to embrace more of generality, many employers are usually reluctant to participate in reference procedures. This is because of fear of being sued by employees of defamation of their personality. Gatewood et al (2011) notes that organizations also limit the times they conduct interviews by scheduling recruitment at specific periods of the year unless otherwise since they avoid the demerits associated with recruitment. Fairness The classic trio, application form, interview and reference ignores the aspect of fairness to some extent. The procedure tends to be bias and may lead to some of the candidate participants to get hurt. Application forms are unfair in judging candidates’ capabilities. Employers analyze the information on application forms and derive judgment form presentation and information. This is unfair since it doesn’t give applicants a chance to defend themselves in case the final judgment for employment will be derived from that. Fairness is compromised in this case. Interviews deny candidates of fairness such that their selection is based on the skills of their interviewers. This might differ from one interviewer to another. Taylor, S. (2005) notes that unless specific guidelines are put in place for analyzing the candidates’ qualifications, interviews’ fairness is less trusted. References are unfair on the part of candidates. People’s mistakes of the past are brought up which they could rather not communicate it to the current employers or even remember. Judgments made by the current employer based on this are unfair especially to candidates who changed their past for the better. Costs Application forms require resources both financial and capital which is costly. Formulation of application forms requires time and human effort. This time and human resource could have been utilized in other projects and activities within the organization. If the forms are presented in hard copy, they involve costs of presenting them such as printing costs. This makes the instrument of selection quite costly compared to alternative method such as work sample tests. Organizations are adopting less costly selection methods to cut on human resource acquisition expanses (Cook, M., (2009). Interviews require organization resources which is costly. Most organization carry out interviews in their boardrooms and funds for interviewers’ allowances in form of administration costs reimbursed. The finances are incurred by the organization through its accounts department. Reference, also known as background instruments is an expensive instrument of selection. According to Armstrong (2003), this involves verification and checking procedures that are costly to employers. Reference checks involve conducting confirmation research on a given candidate from their previous employers. This involves communication through mails, calls or face to face meetings. Background verification and reference check involve a lot of resources, both financial and capital which is expensive. Conclusion Organizations need to develop procedures fro selecting and absorbing new candidates in the organization. The selection tests need to be up to date in ensuring that the right kinds of people are absorbed in the organization. Since the candidates are all interested the job offer that the organization places, the test method must ensure fairness inn selection. The organization needs people who perform, so the test must be reliable at a less cost and practical in implementation. Classic trio selection technique embraces some of these qualities, however, is derailing in complying to aspects such as validity. Bibliography Gusdorf, M.L (2008). Recruitment and Selection: Hiring the Right Person. Society for Human Resource Management. Beardwell, J. & Claydon, T., (2010). Human Resource Management: A Contemporary Approach. Harlow: Prentice Hall. Cook, M., (2009). Personnel Selection: Adding Value Through People. Chichester: Wiley-Blackwell. Bratton, J. and Gold, J., (2012). Human Resource Management: Theory and Practice. Basingstoke: Palgrave Macmillan. Branine, M., (2008). ‘Graduate recruitment and selection in the UK: A study of the recent changes in methods and expectations. Career Development International, 13:6, pp.497-513 Köster, M. (2007). Human Resource Management: Classical selection methods and alternatives. München: GRIN Verlag GmbH. Taylor, S. (2005). People resourcing. London: Chartered Inst. of Personnel and Development. Lowry, T., Peterson, O., Cucunato, L., Boduch, D., McGirr, T., & Hans, B. (2009). Oscar Peterson: Classic trio performances: a step-by-step breakdown of the piano styles and techniques of a jazz virtuoso. Milwaukee, WI: Hal Leonard. Compton, R. L., Morrissey, W. J., & Nankervis, A. R. (2009). Effective recruitment & selection practices. North Ryde, N.S.W: CCH Australia. Iles, P, (2007). ‘Employee resourcing and talent management, in Storey, J., (ed.), Human Resource Management: A Critical Text. London: Thomson. Taylor, S., (2010), People Resourcing, London: CIPD Wilk, S.L. and Capelli, P., (2003), ‘Understanding the determinants of employer use of selection methods’ in Personnel Psychology. Zibarras, L.D. and Woods, S. (2010), ‘A survey of UK selection practices across different organization sizes and industry sectors. Journal of Occupational and Organizational Psychology. Armstrong, M. (2003). A handbook of human resource management practice. London [u.a.: Kogan Page. Top of Form Gatewood, R. D., Feild, H. S., & Barrick, M. R. (2011). Human resource selection. Mason, OH: South-Western, Cengage Learning. Bottom of Form Read More