HR Selection Process Unit 5

Unit 5 Selection Process

• The selection process involves choosing qualified candidates for organizational positions.
• It's a process of deciding whether to hire or not hire a candidate.
• The process begins when the HR department screens candidates' CVs against the position profile.
• Initial filtering is the first stage of this process.

Selection Process Development

• The selection process is part of a continuum that also includes HR planning, recruitment and onboarding.
• It involves a series of basic processes to acquire the right workforce at the right time and quality.
• This is a sequential process that builds upon prior stages, such as job analysis and HR planning.

Factors Influencing the Selection Process

• External factors: Socioeconomic factors, supply and demand, labor market conditions, market competition, and information systems influence the selection process.
• Internal factors: Company pay packages, work type, organizational culture, career planning, company size, company product, company growth rate, and cost of recruitment are crucial internal influences on selection choices.

Testing and Selecting

• Selection tools and methods include interviews, performance tests, background checks, physical ability tests, references, and paper-and-pencil tests.
• Interviews are often combined with other testing methods, including achievement tests, aptitude tests, psychometric tests, intelligence tests, and group situational tests.
• Assessment centers are a variety of testing techniques that allow candidates to demonstrate skills and abilities under standardized conditions. These are particularly important for evaluating suitability for the organization's culture.

Reliability and Validity

• Validity in selection refers to the correlation between a predictor (like a test) and job performance. A valid test accurately predicts job performance.
• Reliability in selection refers to the consistency of a predictor. A reliable test provides consistent results over time.

Competency-Based Selection

• Competency-based hiring focuses on identifying core competencies essential for job success.
• It evaluates candidates' past experiences and demonstrations of these competencies.
• Core competencies are categorized into position-specific and organizational competencies.

Selection Interview

• Interviews are a crucial part of the selection process.
• Interviews allow candidates and the firm to learn about each other.
• Interviews may be conducted individually, or by panel, face-to-face, or remotely (like Skype/Zoom).
• Interviews may be part of a broader selection process that includes other tests.
• Interviews can be unreliable if influenced by personal biases rather than job performance.

Questions: Standard vs. Competency-Based Interviews

• Here is a table with examples of questions for both types of interviews.

Dos and Don'ts of Selection Interviewing

• Dos: Plan, create the right atmosphere, encourage the candidate to talk, analyze the candidate (strengths, weaknesses, etc.), ask clear, unambiguous questions (and get examples for competency-based questions); use facts to make decisions.
• Don'ts: Attempt too many interviews at once, fall into the halo or horns effect, start unprepared, plunge too quickly into demanding questions, ask multiple/leading questions, pay too much attention to isolated strengths/weaknesses, allow candidates to ramble, let personal biases influence decisions.

Contract of Employment

• At the end of the selection process, the successful candidate receives a contract outlining job details (title, conditions, pay), and important terms (notice periods, grievance procedures, etc.).

Summary

• Selection begins with screening to ensure candidates meet the job requirements.
• Competency-based selection identifies and assesses core competencies crucial for job success.
• Competency-based interviews help determine the suitability of the candidate for the role and the organization.
• The selection process ends when the company offers a contract.