Selection Policy and Practices in Organizations

Topics: Human resource management, Personality test, Personality Pages: 10 (3268 words) Published: December 20, 2007

An organisation has two key resources, people and money. Human beings are the lifeblood of any enterprise. They are the company's most vital asset. (Plumbley, 1976). Recruitment and Selection comprise the important HR functions of the organization and should be thought of as a matching process. Selection commences as soon as the applicant responds to an advertisement or makes an unsolicited enquiry. One way to look at the selection process is to view it as a series of obstacles that applicants must clear in order to obtain the job. Each successive obstacle eliminates some applicants from contention. For example, applicant skills can be evaluated through application forms, interviews, tests, and reference checks, letters of recommendation or reference, and physical examinations. To judge the effectiveness of any selection technique two statistical concepts have been of particular importance, Reliability and Validity (Denerley R.A. and Plumbley P.R. (1968). In here analysis is done briefly on one of these two key factors i.e. selection methods.

This report focuses on explaining the process and steps of human resource planning, and analyzing the strength and weakness in each step. This includes the recruitment and selection on the new employees, and further develops on retention of original staffs, rewards on the staffs, and the training and development for the staffs. Selection Policy and Practices in Organisation

The Selection process within most organizations is the foundation of competitive advantage through people. There is a need to create selection processes that will quickly and accurately identify the best potential performers at all levels within an organization, so increasing productivity and innovation hence selection Policies and Selection tools will include: Policies and Selection toolsAdvantages Pre-selection questionnairesShort listing candidate and saving time and money for the employer. Information generated to be discussed at interview stage. Competency-based interviewsTwo way information transfers about the job can be done. Successful candidate comparison, avoid poor selection. Personality questionnairesRight selection as per the job, match the right candidate for the environment and culture in job atmosphere. Ability testsHigher legal exposures but once validated, statistical proof of its value in screening exists. Assessment exercisesEasy to legitimize, low legal exposure, looks valid to candidates, and superior reliability of measurements suggests probable higher validity

Selection is the second half of the recruitment and selection process. It involves complete job analysis. Recruitment consists of writing a job description, person specification and finding suitable candidates. Selection is the process by which employers select potential job candidates and the various selection methods available enable positive and negative differences to be highlighted between candidates, to create and environment in which the correct candidate can be selected. The process culminates in a selection decision being made by employers. Selection is therefore a decision making process, with both employers and candidates making decisions. Selection is all about trying to make a selection decision which is certain. It is almost impossible to be one hundred per cent certain about a candidate. The right selection methods enable the employer to come as close to certainty as they can about the prospects of the prospective candidate.

"The type of job available is the most significant influence on the choice of selection methods for any one vacancy." (Beardwell I, & Holden L, 2001). There are various selection criteria and methods which need to be considered.

Selection Criteria
Once the recruitment shortlist has been produced under consideration, the next stage is to select appropriate candidates. First step is to identify the criteria required towards selection of...

References: 1. Bratton, J.and Gold. (1999)Human Resource Management: Theory and Practice, 2nd Edition.Basington: Macmillan 2. Denerley R.A. and Plumbley P.R. (1968) Recruitment and Selection in a full-employment economy, London: Institute of Personnel Management 3. Michael Still (1982) Technical Recruitment, London: New Opportunity Press 4. Torrington, Derek and Hall, Laura (1998) Human Resource Management, London: Prentice-Hall 5. Corbridge M & Pilbeam S, 1998, Employment Resourcing, 1st Edition, Great Britain, Financial Times Management. 6. Cuming MW, 1994, The Theory and Practice of Personnel Management, 7th Edition, Great Britain, Butterworth-Heinemann Limited 7. Mullins LJ, 2002, Management and Organisational Behaviour, 6th Edition, Spain, Pearson Education Limited 8. Sisson K, 1994, Personnel Management, 2nd Edition, Great Britain, TJ Press Limited 9. Taylor S, 2001, Employee Resourcing, 4th Edition, Great Britain, Institute of Personnel and Development 10. Cook, M. (1994) Personnel Selection and Productivity, London wiley
11. Roberts, G (1997) Recruitment and Selection, London: Institute of Personnel
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12. Beardwell I & Holden L, 2001, Human Resource Management, 3rd Edition, Great Britain, Pearson Education Limited 13. Bratton, J & Gold, J (1994) Human resource management : theory and practice. Houndmills, Basingstoke, Hampshire : Macmillan
14. McKenna, E & Beech, N. (2002) Human Resource Management: a concise analysis. London: Person Education Limited 15. Sturges, J & Guest, D. (1999) Shall I say or should I go? Warick: Association of Graduate Recruiters 16. Thomason, G. (1988) A textbook of human resource management. London : Institute of Personnel Management 17. Torrington, D & Laura, H & Taylor S. (2002) Human Resource Management 18. accessed 16th April 2007
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