Selection and Recruitment

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This paper will critically evaluate and explore the key tools and techniques that are used in selection and recruitment process by the organizations. Organizations have infact, a vast range of tools to consider in screening and selecting a workforce. This paper will analyze the theoretical principles behind the relevant screening and selection method and then apply the theories to the Jandal Air Call Centre. The first section of this paper defines and describes the key concepts of validity, predictive validity, utility and reliability and then investigating the nature of call centre work and identifying the key competencies required in the Jandal Air Call Centre. The second section will critically evaluates the selection methods such as application blanks, biographical data, resumes and cover letters, reference checks and initial interviews. The third section will analyze and evaluate the selection methods of personality tests including service orientation inventories, cognitive testing, work samples, integrity tests, structure interviews and assessment centre's. This paper concludes with a final screening and selection plan for the Jandal Air Call Centre and considers its implementation. Organization's major challenge in the rapidly changing work environment is designing and managing successful staffing processes. (Heneman & Judge, 2006). Organizations use external or internal recruitment methods to get the best possible candidate in order to achieve their goals and objectives. Legge (1995), argues that the integration and internal consistency of human resource systems is very important for organizational success. Thus he says that the selection and recruitment processes are the foremost part of finding and identifying potential candidates. Success in securing appropriate and skilled employees sets upper limits on potential organizational performance, however good the management and development of that workforce be (Wolf & Jenkins, 2006). Heneman and Judge (2006), suggest that although costs need to be considered in evaluating assessment methods, more consideration should be given to the fact that valid selection measures pay off and will return many times their cost. Firms that are less selective or hire lower-skilled employees are likely to experience significant effects on productivity, while hiring a mismatched employee can result in poor performance and higher turnover rates (Batt, 2002). The importance of careful selection is punctuated in the case of front-line service roles, as these employees are situated at the organizational-customer interface, representing the organization to customers (Ashforth & Humphery, 1993). However, according to Hays Recruitment (2009), due to the current economic climate, pressure to maximize sales and revenue has created demand for experienced telesales consultants, while the need to maintain customer bases has created demand for capable customer service representatives. Selectors need to be aware of how well particular methods predict future performance which is the validity and of the different methods cost, relative to the increased accuracy they bring which the utility (Wolf & Jenkins, 2006). In staffing, there is a concern with the validity of predictors both in terms of accuracy of measurement and accuracy of prediction (Heneman and Judge, 2006). It is important to use predictors that are an accurate representation of the knowledge, skills and other abilities (KSAOs) to be measured. In order to assess the various screening and selection methods we must first understand the key concepts of validity, reliability and utility. According to Heneman and Judge (2006), validity refers to the accuracy of measurement and accuracy of prediction, as reflected by the...
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