Employees Important Organisation
Employees are very important in any organisation; they generally determine how far the organisation will reach. Every organisation has to ensure that it recruits skilled workers who have the credibility for the job. Analysis shows that the right candidates chosen to work have to be fit for the organisation and not just fit for the job only. This is a requirement for selectors to carry out during the selection process. Human resource managers normally have the overall responsibility of designing a selection process that extensively shows a candidate's skills, aptitude and strength. Dowling (2006, p.51)
Employee selection is important as it is a way in which a company ensures that it obtains the right human resource for specific job. Employee selection falls in the broader perspective of employee resourcing. Employee resourcing is very important in organization. It consists of administration, performance and staffing. All these are interrelated activities that are carried out in an organization.
Management and staffing activities help in ensuring that employees with right or desired skills are recruited. The employees have also to be in the right numbers desired by the organization. Employee resourcing aims at ensuring that employees are at the right place at the right time. Management in this case is concerned with ensuring that employees perform their best. This paper generally is dealing with various selection tools, their advantages and disadvantages. Beardwell and Holden, (1997, p.18)
Employee selection models should always help the selectors to know whether a candidate is fit or not. This is in relation to the organisation and the job itself. There are some candidates that have very good papers yet they may not really fit the organisation in relation to the culture and the values. There are still some models of selecting employees that may be good to one organisation and others may not be good for the same organisation. Selectors have to analyse the advantages and the disadvantage soft the models in relation to the company values and culture. It is highly recommended that a thorough analysis of the models be carried out before they are incorporated. The following are some of the models that are normally used in the selection process.
Advertisement
This is also a method of selecting employees in any organisation. In most cases, advertisements are normally placed in the daily newspapers showing that there are vacancies for a particular or various posts in an organisation. Through this, potential employees are able to know that there were vacancies for the posts in the company. Internet advertisements can also be made through the Company's website.
The website shows that potential candidates could also advertise online. Advertising through the internet is cheaper compared to advertising through newspapers. Both methods achieved the objective since potential candidates were able to know that vacancy exited in this Company. When advertisements are made on company websites it is normally a bit disadvantageous since those who will access the sites are the only ones who come to know of the vacancies. Erickson (2003, p. 50)
The advantage with this is that it covers a wider scope irrespective of the geographical set up. Newspapers are good though they may not really be easily accessed by many people as compared to company websites. Job advertisements through radios are very good in the sense that they reach many people at the same time. They are only disadvantageous when the targeted people may not be listening to the radio. It is normally better when organizations incorporate more than one means of advertisement. Garth (1998, p. 33)
Application forms
This is also another selection method that is usually used in many organisations. This is whereby potential candidates fill the application forms and then send them to Company. In this forms the applicants give detailed information concerning their educational background and any experience that they have among other things. Application forms as a method of selecting employees are very effective. Dainty (2000, p. 52)
This is because management can take time to look at them and therefore make right decisions. They also help in saving the time that is used in interviews. They are very effective when used because they always enhance quality decision making in the Company.
Application forms when well incorporated in a selection process can be very effective. This is because the selectors in the organisation get sufficient data that helps them to critically analyse each application form hence making an informed choice. Using application forms that are sent to the organisation, selectors can easily prepare questions they need to administer to applicants during interviews. Garth (1998, p. 33)
They help in informing the selectors who the potential employees are and what they are doing. It is very easy for the selectors to compare and contrast the applicants or candidates. This method of selection is very effective when combined with interviews.
Selectors easily compare and contrast experiences and education among the candidates.
This method is very effective because it is standardised in nature and not subjective. Selectors are not influenced by candidate's dressing or appearance. This method is effective because it is very objective in nature. Filtration of unsuitable candidates is easily done when this method is used. This helps in giving selectors focus on promising candidates. Garth (1998, p. 33)
Application forms can always be kept in the organization for future references in case the organization will need other employees for the same post. This helps in saving advertisement costs. These forms can be kept in the human resource bank. This method however has got its weakness in the sense that applicants may carry out canvassing. Some applicants actually provide false information in their application forms so that they are short listed. That is why this method should not be used on its own. Hilltop (1994, p. 62)
Tests
Many companies in this twenty first century use tests to select potential employees. This is usually done after using application forms to short list potential candidates. Tests are done in a written format. Question papers are given to candidates and they are given a time span to accomplish the work. Tests can be effective because they help in eliminating candidates who are not competent for the post. Hoyer (2001, p. 81)
Aptitude tests normally consist of different questions on various topics depending on the skills required for the job. It sometimes consists of mathematics and English questions which may be fifty to sixty in number. These questions are normally tackled in approximately thirty minutes.
This method has also its advantages and disadvantages. This method is efficient since it can show fast thinkers and also those who can answer the questions effectively. Slow thinkers are easily eliminated. This method however has its own weaknesses. There are high chances of cheating among candidates. A candidate may be unwell during the test and this cannot be used to judge what they can do because their performance is affected by other factors. Hoyer (2001, p. 81)
Interviews
After organisations placing advertisements in newspapers and the internet, potential employees normally send their application letters. The application letters are usually sorted and feedback given to those who had qualified to attend interviews. This is communicated through emails or through telephone calls. Hoyer (2001, p. 81)
Managers in many organisations conduct interviews on short listed candidates. Interviews consist of two way communication between potential employees and managers in a company. They help to supplement information that is put in resumes. Hoyer (2001, p. 81)
Interviews are very advantageous as they give more information to stakeholders hence helping them in decision making concerning who is fit for the job. In this case the managers in organisations are normally in a position to know who the applicants for the advertised posts are. Druker (1995, p. 81)
They are in a position to know their specific personalities and to evaluate whether they are fit to work in the company or not. In most cases an interviewer normally has prior information from application forms. This method used in this company for selection help employers to know some of the behavioural patterns of the potential employees.
Evaluation of this method shows that employers have the opportunity to introduce the company to potential employees. This is normally a very good opportunity for the employers to explain in detail what the company entails. This method is effective in the sense that potential employees can ask the employers any questions concerning this company. Kotler (1996, p. 58)
It is quite effective as any misunderstandings between the two parties can be aired. Research shows that interviews as selection methods are not always a hundred percent effective. This is because they are quite subject to bias. There are chances that interviewers in many organisations just short list the candidates they like and not those that deserve. This is one area where ineffectiveness is shown. It is quite a big disadvantage for using this method of selecting employees. Druker (1995, p. 81)
Another major disadvantage is that this method is quite subjective to ideal candidate stereotype. There are always chances that interviewers may not take their time to analyse the candidates. For instance if an applicant is non verbal it may influence the interviewer not to select him or her. This may be due to applicant being nervous.
Competency framework
This is also one of the models that are normally used for selecting employees. Competency involves having a measurable pattern of abilities, behaviours; skills and knowledge that one needs to have in order to perform a task. Competencies normally form the foundation of ensuring effective performance in any position in an organization. This always involves values that have to be demonstrated by employees. Below is an example of a competency framework highly used in many organisations during the selection process. Mark (2001, p. 19)
Initiating change |
Ability to lead people |
Being results driven |
Having business acumen |
Ability to build coalitions |
Being innovative and creative |
Managing conflicts |
Applicant's accountability |
Financial management |
Ability to partner |
External awareness |
Leveraging diversity |
decisiveness |
Human capital management |
Negotiating and influencing |
Flexibility |
Team building |
Customer service |
Technology management |
Political Savvy |
Resilience |
Developing others |
Problem solving |
||
Vision and thinking strategically |
Entrepreneurship and technical credibility |
Source; Taylor, S. (1998): Employee Resourcing; London; CIPD p 14
Leading people
This is whereby the candidate's skills in leading people are evaluated. The candidate's competency in managing conflicts is evaluated. This can be used in the interviews where the candidates are asked questions about their ability to manage conflicts. Candidates can be asked if they have ever been in a conflict situation and how they managed it. This can show whether they are good managers of conflicts or not. Druker (1995, p. 81)
This aspect of leadership framework is very important because leadership skills in leading people are clearly evaluated in the candidates. This is because one can find that there are candidates who may have passed their examinations but do not have the skills to lead other people. Candidates can also be evaluated if they have the skills to develop others. Druker (1995, p. 81)
This is because there are some people who are quite self- centred in nature. They work towards the downfall of other people. The candidates should also be evaluated whether they have the ability to leverage diversity. This is whereby a candidate is tested on his or her ability to create a common culture for different people. This is seen in leading people of different cultures and from different religions. Taylor (1998, p. 12)
Business acumen
In business acumen the financial management of the applicants has to be critically analysed. This is whether the applicants are good or they are poor financial managers. This is very fundamental when organizations are carrying out recruitment process. This is because if organisations employ poor financial managers then this will greatly affect the
Company financially. Human capital management is also important in management any organisation. Taylor (1998, p. 12)
This is the ability to carry out planning in the organization. Do the candidates have leadership skills in managing people of diverse characters? Human resource management skills are very important in this case as they will determine whether an organisation will be successful or not. We are living in a world of technology and applicants should be screened to know whether they are technology compliant or not. For instance selectors can look out for applicants who are computer literate in various soft wares.
Coalition building
Partnering is a very important aspect of coalition building. Applicants in any organisation should have partnering techniques. This is because these candidates will end up being partners with this Company. In partnership, stakeholders do business together. A partner would not want to see the downfall of the business because he or she will be affected too. When applicants have partnership mentality, they will not work to the downfall of the organization but to the betterment. Ulrich (1996, p. 111)
Political know how of the applicants is also very important. This is because every company is always affected by the political environment around it. This political environment could have positive or a negative effect. Applicants should also have the ability to negotiate.
This is because one of their tasks will be to carry out negotiations with their customers and also other stakeholders. This includes the ability to influence other people to make decisions or to carry out a task. These are very important as a management trainee in this Company has the responsibility of influencing other employees towards achieving organizational goals. Ulrich (1996, p. 111)
Organisational fit
The selection process is very essential in any organisation. The organisational fit concept has to be incorporated in order for the management to get the right candidates.
Organisational fit is normally referred to as a candidates' suitability in relation to the organisation. This is in relation to the culture and the values found within the organisation. Analysis shows that it is not very easy for an individual to change his or her motivations and values in life. On the other hand people can change their skills and knowledge if they wish to. Timothy (2005, p. 87)
This means that the right candidate has to be fit to the values and culture within the organisation. One of the cultures in organisations may be working long hours. The candidate has to be evaluated to ascertain whether he or she is well suited to such a culture. Analysis on many organisations shows that managers find it very hard to know whether the candidate is fit for the organisation or not. Timothy (2005, p. 87)
In order to make this whole process easier, competencies within the organisation can be used as a measuring line. Managers need to use a framework that will enable them to gauge the fitness of the candidate in relation to the values within the organisation. Taylor (1998, p. 12) Using these values, the managers come up with questions that they ask the candidates during interview. There also has to be proper alignment of competencies and various values within the organisation.
There are various methods of selection that can be used to measure whether a candidate is fit for the organisation or not. They include checking the reference, carrying out psychometric tests, incorporating interviews that analyse behaviour etc. There are also times when selectors organise for social events with the candidates prior to the employment.
This enables them to know the candidates' behaviours. Managers can also easily know the things that motivate and those that don't motivate them as individuals. The values within the organisation and the candidate's values have to be similar or almost similar. Torrington (1991, p. 56)
It is normally to a very small degree that managers can fit the candidate into the organisation in order to get the right candidate. This is bearing in mind that the organisation cannot change the person. This can also be a time wasting venture.
Psychometrics
This study field is concerned with psychological and educational measurement. This normally includes personality traits, attitudes abilities and knowledge. In this field differences between individuals or job applicants in this case are evaluated. This study is also carried out between groups of individuals. Dale (2001, p. 14)
There are two major tasks that are carried out in psychometrics. In the first task there is laying down procedures for measurement. In this task there is the construction of instruments that are used in the measurement procedures. In the second task there is refinement and development of various approaches which are normally used in the measurement.
In conclusion, Employee selection process is very important in every organization. Selection methods that are most organisations include interviews tests advertisements and application forms. All these methods have their strengths and weaknesses. Application forms are advantageous because the selectors can clearly analyse the candidates. They are also very detailed and can be kept for further reference.
They are not subjective in nature so the selectors cannot be affected by the candidate's looks. The only disadvantage is that they give room for candidates to write things concerning themselves that may not be true. Tests also have their advantages which include selectors knowing the speed at which the candidates can work.
They can be disadvantageous in a case a candidate is unwell since they may not really give the real picture of the candidate's ability. A competency framework is very good as selectors can easily know which candidate is fit for the job and for the organisation at large. On the other hand they can be quite time consuming for the selectors. Competency involves having a measurable pattern of abilities, behaviours; skills and knowledge that one needs to have in order to perform a task.
Organisational fit refers to the aspect where the potential employees are rightly aligned with values and culture. This is the suitability of candidates to the organisation. During the selection process, managers have to ensure that they ascertain whether the candidate is fit for the organisation or not.
This is where the candidates' values and motivators are highly analysed using a competency framework. This whole process has to be effectively carried out to ensure that right candidates are selected. This enhances success in organisation unlike when the employees are not competent enough.
Reference:
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Dainty, A. (2000): Improving employee resourcing within construction organisations, Proceedings of the ARCOM 2000 Conference; Glasgow; Vol. 1; pp. 49-59; p. 52
Dale, M. (2001): The Art of HRD: Developing Management Skills, Vol.3, Crest Publishing House, New Delhi; p. 14
Dowling, D. (2006): Managing people in multinational context; London; Free Press; p. 51
Druker, J. (1995): Misunderstood and undervalued? Personnel Management in Construction, Human Resource Management Journal, Vol. 5, No. 3, pp. 77-91
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Garth, R. (1998): Essentials of Contemporary Management; London; Oxford University; p. 33
Hilltop, J. (1994): European Human Resource Management in Transition: Prentice Hall, New York.; p. 112
Hoyer, S. (2001): HRM concepts, Practices and Strategies; 4th European Edition. Houghton Mifflin, Boston; p. 81
Kotler, P. (1996): Human Resource strategies; 4th European Edition Prentice Hall. Harlow (UK); p. 58
Mark, D. (2001): Human Resource Management and organisational performance; 3rd Edition of the Institute of Management, Washington, U.S; p. 19
Taylor, S. (1998): Employee Resourcing; London; CIPD; p. 12
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Torrington, D. (1991): Employee resourcing; London; IPM
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Ulrich, D. (1996): Human Resource Champions. Harvard Business School Press; p. 111
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