Employement Selection Process

Topics: Background check, Employment, Interview Pages: 6 (1850 words) Published: October 11, 2008
The Employment Selection Process
The selection process begins with the candidates identified through recruitment and attempts to reduce their number to the individuals best qualified to perform the available jobs. At times, the selection process can be long and tedious. However, to ensure the proper selection of candidates it is important the following steps are followed: screening of applications and resumes, testing, interviews, checking references and background, and finally making a selection. I am currently employed with Liberty Bank located in Alton, Illinois. Liberty Bank is a small community bank with four branches and approximately 80 employees. We have one human resource person, Sheree Walker. Throughout this paper I will be discussing how Liberty Bank and various other companies conduct the steps of the selection process. Resumes are candidates marketing piece and approximate 1/3 of all resumes contain misinterpretation or exaggeration (Still 38). Therefore, it is extremely important to carefully screen and verify all applications and resumes. Resumes are an inexpensive way to gather information and provide employers with a starting point for recruitment (Noe 186). At Liberty Bank, we have a diverse group of employees. We have commercial loan officers with Master’s degrees and tellers who have no post high school education. Each position within the bank has different requirements for work experience and education; therefore we have a wide variety of employees. We opened our fourth branch on July 7th, 2008. We have been inundated with applications and resumes for the new facility since April 2008. Mrs. Walker has spent a lot of time looking at each resume and application to determine which employee could be a fit. Mrs. Walker indicated that work experience is the key element when reviewing resumes and applications. All applications and resumes are reviewed by Mrs. Walker. Once the applicants are determined to be a possible fit, a screening interview is set up. If Mrs. Walker determines they are truly a candidate for the position, a second interview is scheduled. The second interview includes Mrs. Walker and the department manager. The interview process will allow human resources and management to determine if the candidate has the appropriate work experience. For interviews to be productive when evaluating one candidate against another, they must be based on objective criteria. This can be achieved by creating a structure or template for the interview. The same questions should be used during each interview for a certain position. The types of interview techniques used are: nondirective, structured, and situational. A nondirective interview is a selection interview in which the interviewer has great discretion in choosing questions to ask each candidate. Questions are often open-ended about the candidate’s strength, weaknesses, career goals, and work experience. A structured interview is a selection interview in which the interviewer describes a situation likely to arise on the job, and then asks the candidate what he or she would do in that situation. The questions cover the candidate’s knowledge required to perform the type job, his or her experience in handling job-related situations, and other job-related personal requirements such as willingness to travel, work overtime, or learn new skills. Some the best results in interviewing have come from the use of situation interviews. In this type of structured interview, the interviewer describes a situation likely to arise on the job, and then asks the candidate what he or she would do in that situation. A variation is the behavior description interview (BDI), in which the interviewer asks the candidate to describe how he or she handled a type of situation in the past. Zale Corporation, a major jewelry chain, uses situational interview to select sales clerks. A sample question is “A customer comes into a store to pick up a watch he had left...

Cited: Still, Del. High IMPACT Hiring. Coeur d’ Alene: Management Development Systems,
LLC, 2006.
Paetkau, Tyler M. Hiring and Firing. Canada: Entrepreneur Media, Inc, 2007.
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