Choosing the Most Appropriate Candidates for Jobs - Essay Example

Name: Tutor: Title: Human Resources Course: Date: Introduction Selection is considered the final stage of the recruitment and selection process. It is defined as being a negative activity due to the fact that it involves choosing the best candidates as well as turning others from a group prior to deciding who best suits and fits the job requirements. Research indicates that the classic trio of application form, interview and letter of reference is a commonly use technique in employee selection because of its straightforward and least expensive nature relative to other methods. On the other hand, other methods such as assessment centres are not commonly used because they are associated with the highest validity that can discourage majority of the candidates from making further applications (Pilbeam & Corbridge 2006). It can be argued that the two main factors which influence organizations to undertake careful selection of people they intend to employ. Firstly, it is quite clear that people vary in their abilities, personality, knowledge and interests and secondly, jobs offered by organizations also vary in regard to their demands. Therefore, choosing the most appropriate candidates for jobs becomes a crucial factor in human resources management in ensuring effective workforce and achieving competitive advantages. Thus, organizations can no longer rely on the classic trio of the application, interview and references only, but also involve other selection methods to select employees. The main objective of the selection process concerns obtaining the most competent and suitable candidates. In order to achieve such objective, various selection methods have been developed. However, despite the existence of a variety of methods, it is apparent that majority of the organizations stick to classic trio of employee selection and widely use application forms, unstructured interviews and references to obtain most suitable people (Cook 2004). This suggests that interviews and application forms are still considered important in businesses. However, research indicates that their reliability has become questionable. It can be argued that whilst the classic trio of the application, interview and references is doubtfully accurate, radical changes may lead to several difficulties for candidates. Majority of the organizations rely on the classic trio of employ selection, and thus stick on the application forms, references and some unstructured interviews only. Since people differ so widely as far as their abilities, personality, interests and knowledge is concerned, it could be argued that organizations should stick to classic trio of employee selection as well as rely on the application forms, unstructured interviews and the references in order to get people who fit their job requirements. In regard to its undeniable advantages, it is quite clear that the classic trio should be made attractive to all the organizations. However, organizations need to utilize their job analysis data so as to choose the most appropriate selection methods (Iles 2007). On the contrary, the classic trio has received many criticisms for various considerable shortcomings as well as its low efficiency in relation to other selection methods. Although the popularity of classic trio as the first choice of selection process for organizations appears to be unbroken, the future demise of such old-fashioned and inefficient methods has been predicted by various scholars Posthuma, et.al. (2002) examined that recruitment procedures involved application forms, unstructured interviews and references which have become less efficient compared to alternative selection methods. It is important to argue that although the classic trio approaches to employee selection are becoming inefficient, they cannot be ignored in the recruitment and selection process. This is simply because when individuals are applying for a job, majority of them expect to fill application forms, attend some interviews as well as receive employment offer subject to the satisfactory references being extended by the referees named (Cook 2004). Interviewing in employee selection Employee selection is considered as one of the key functions within the human resource management. According to MacCulloch and Turban (2007) accurate selection as well as good-job fit affects organizational welfare through indicators such as employee turnover, bottom-line profits and absenteeism that have been revealed to be substantial. This implies that the main objective of human resource management research should be to develop valid and reliable procedures for employee selection as well as to incorporate them into the standard HRM best practices. Posthuma, Morgenson and Campion (2002) examined that interviews are some of the commonly used assessment tools in employee selection. A number of employees regularly use various selection methods. Based on the five-point Likert scale, recent survey indicates that selection interviews take the highest frequency of application in a given selection methods in comparison to other commonly used tools such as references for other employers and resumes (Wilk & Cappelli 2003). Taylor (2010) examined that structured interviews provide higher predictive validity compared to unstructured or the general interviews. Although interview is widely used applied as a method of employee selection, firms are realizing the value of selection and thus are utilizing other methods to enhance the effectiveness of recruitment and selection process. According to Smith and Graves (2002) various concerns have been expressed in studies carried out on the application of traditional methods of employee selection. A part from the interview, other methods such as application forms as well as letters of reference that are commonly referred to as ‘the classic trio’ are still being utilized by a number of organizations. Based on Bratton and Gold (2007) view on psychometric perspective, it is quite clear that three criteria must be used so as to measure the effective of an employee selection tool. Such criteria include validity which concerns the level of appropriateness of anything being measured, reliability which takes into consideration the accuracy of employees’ data and its usefulness. Therefore, it is relevant to argue that organizations can no longer rely on Classic trio of selection alone because other methods like psychometric testing, personality tests as well as assessment centres need to be used so as to meet the criterion of validity, reliability and usefulness of a selection method. Assessment of modern practices within the employee recruitment and selection methods Organizations apply a variety of techniques as well as statistical theory to in order to provide credibility to the techniques that are used to measure people. As a result, contemporary organizations must take into consideration the reactions of applicant to the selection methods used, most important on the perception of fair treatment during the selection process. The ability to measure individual differences and predict performance is the two key factors underlying the selection process and choice of techniques used (Beardwell & Claydon 2010). Thus, creating the need to consider other techniques rather than relying on the classic trio of application forms, interviews and references only to get competent people for the job vacancy in an organization. From this discussion, it can be noted that interview is the commonly used method of employee selection though other methods work in combination with it. For example, the pre-selection method begins with application forms or CVs and biographical data that provide a person’s experiences and achievements. However, other methods such as psychological tests that involves cognitive and personal tests, assessment centres involving psychometric tests as well as stimulation of the really work tasks are also used in selection process so as to observe the job-related behaviors. This clearly provides the view that contemporary organizations can no longer rely on the classic trio approach of application forms, interviews and references to obtain the most suiting candidates. Therefore, organizations are required to develop appropriate models needed for recruitment and selection by carefully applying reliable and valid selection techniques. From this argument, a clear picture can be drawn that managers are expected to be strategic and should focus on the validity and reliability of all methods of selection, for instance, CV’s cannot provide adequate information needed to recruit middle managers (Köster 2007). Based on the need for fairness in selection of employee, it can be argued that reliability on the classic trio methods of selection only would not provide the significance of considering the balance of power within the creation of psychological contracts in a selection process. It is equally important to note conditions in the labor market can occasionally empower candidates, but a number of selection techniques applied by organizations hide limitations that cover unfairness. In regard to this issue, therefore, organizations may be forced to combine as well as use them together in events known as assessment centres rather than relying on the classic trio approach. The argument behind the application of assessment centres approach to selection of employees, it provides a complete picture of the strengths and weaknesses of the applicant. On the other hand, applicants can react negatively to selection techniques that may seem to be unfair (Tolley & Wood 2001). Since businesses revolve around people, it means that people within the business run it. Thus, it is important acquire the best employee to do business and the reason as to why selection has become significant to organizations. Due to the importance attached to selection process, various methods have been developed and tested over the years which range from low key methods, for instance, applications through the widely used method, interviews to include, assessment centres and other modern techniques to employee selection. It is apparent that the classic trio of application forms, interviews and references are the three most commonly used methods of selection. However, as businesses are increasingly becoming modernized, alternative methods of employee selection are as well becoming prevalent (Köster 2007). For example, psychometric testing and bio-data are gradually more being applied within the workplaces. Bio-data is largely being used companies due to the fact that it offers more insight to potential employees as a person relative to interview situations (Köster 2007). This implies that certain individuals may be good at interviews while others not, a clear indication that the interview environment as part of the classic trio approach cannot always be relied on as a true reflection of candidates’ personality. In this case, therefore, other potential selection alternatives such as peer assessment and the work sample tests become necessary. This is simply because they engage the potential employee to be considered in a working environment to determine how such individuals would cope (Guion & Highhouse 2006). Although they are extremely popular in human resource management practices, the classic trio techniques of application forms, interviews and reference-checks have been largely criticized by the occupational psychologists based on the grounds of validity which means how they accurately predict job performance. Research on the validity of such techniques reveals that they are markedly poorer compared to the sophisticated techniques, for instance, personality tests and assessment centres. This is a clear implication that the classic trio approach to employee selection is no longer reliable. However, the reasons for their wide application over the complex psychological approach are that the classic trio techniques are more straightforward with relatively low-cost. In addition, they are universally expected and widely accepted by a number of job applicants, and thus have less likelihood of causing stress (Posthuma et.al.2002). Today, it can be argued that since employees are considered part of the company’s product, a number of employers would prefer people with the personal characteristics that can enable them to interact effectively with their customers. In order to achieve appropriate assessment of such characteristics, most organizations still rely on the classic trio techniques of application forms, interviews and references. Research shows that the interview remains the most popular technique in the classic trio approach because it is simple, cheap and quick to apply, despite the reliability and validity concerns associated with its widely use (Tolley & Wood 2001). Conclusion Choosing the most appropriate candidates for jobs has become a crucial factor in human resources management in ensuring effective workforce and achieving competitive advantages. Various selection methods have been developed to obtain the most competent and suitable candidates, and thus organizations can no longer rely on the classic trio techniques of application forms, interview and reference to get the most needed employees. Despite the fact that the classic trio techniques are extremely popular in human resource management practices, they have been largely criticized by a number of scholars and occupational psychologists. However, the classic trio techniques are widely applied over the complex psychological approach because they are more straightforward with relatively low-cost. Bibliography Bratton, J & Gold, J., 2007, Human Resource Management - Theory and Practice. 4th edition. Palgrave Macmillan, New York. Beardwell, J & Claydon, T., 2010, Human Resource Management: a Contemporary Approach, (6th edition), Harlow: Prentice Hall, chapter 5. Cook, M., 2004, Personnel Selection: Adding Value Through People, Wiley. Guion, R. M., & Highhouse, S., 2006, Essentials of personnel selection: Personnel assessment and selection. Mahwah, NJ: Lawrence Erlbaum. Iles, P., 2007, Managing Staff Selection and Assessment, Open University Press. Köster, M., 2007, Human Resource Management: Classical Selection Methods and Alternatives. GRIN Verlag. McCulloch, M.C & Turban, D.B., 2007, ‘Using person-organization fit to select employees for high-turnover jobs’, International Journal of Selection and Assessment, 15(1), 63-71. Posthuma, et.al., 2002, ‘Beyond employment interview validity: A comprehensive narrative review of recent research and trends over time’, Personnel Psychology, 55. Pilbeam, S. & Corbridge, M., 2006, ‘People Resourcing: Contemporary HRM in Practice’, Pearson Education: Essex. Smith, M & Graves,C., 2002, ‘Re-engineering recruitment to the accounting profession’, Managerial Auditing Journal, Vol. 17, No.3, pp.117 – 121. Taylor, S., 2010, People Resourcing, 3rd edition, CIPD, London. Tolley, H & Wood, R., 2001, ‘How to succeed at an assessment centre: test-taking advice from the experts,’ London. Kogan Page. Wilk, S. L., & Cappelli, P., 2003, ‘Understanding the determinants of employer use of selection methods. Personnel Psychology’, 56(1) 103–124. Read More