The use of selection in human resources is detrimental to the success of a business. If one does not research and make educated decisions when recruiting or hiring, the results could be catastrophic. Businesses have to experiment and use the information obtained to their processes of selection in order to become a successful entity. This being said, there are several ways in which one can use selection and placement successfully and productively. According to Mathis (2009), selection is the process of choosing individuals with the correct qualifications needed to fill jobs in an organization.
As stated previously, without proper selection a business is far less likely to succeed. Before adequate selecting can take place, a human resource professional needs to know the details of the positions. For example, if one doesn’t know the knowledge, skills, and abilities (KSA’s) for a certain position, the selection will not result successfully. Very similar to selection is placement. There are many ways in which one can properly assess the requirements of certain positions. Most commonly in placement, the job requirements are based off of previous employees that have worked in the same position for years.
(Mathis, 2009, p. 214) Although this is true, there are still new job areas that have yet to be fulfilled. One must calculate what the associate will be doing on a daily basis; this is sometimes referred to as a job analysis. After all of the research and experiences have been assessed, an HR professional can then post what is required for the particular job with the job fulfillment request. Not only is it challenging to set the requirements of a particular position, but it also only gets more difficult when actually choosing a candidate for the job.
A hiring manager has to weigh the qualifications from the person applying as well as how the person will fit in to the company and the particular job. Many people consider this the tricky part of selection because the employer does not want to make a mistake and mismatch the person with the job. There are several factors in choosing the right person to fulfill a particular position. Some common factors are the distance one must commute each day, the hours in which the job requires, and more importantly, the salary.
Human resource leaders consider all aspects in order to select the right people to fill these positions so that the business will succeed and the person’s performance is positive. Assuming that the selection and placement activities were successful, one then will usually utilize the selection process. On the business side of the selection process there are several steps in which they select applicants for certain positions. On the applicant’s side, the first place to start is to show interest in the job they are applying for. This can be done in many ways, but the first step, almost always, is to fill out an application.
From the application being submitted, if the business is interested in someone and their qualifications, they will contact them. A business will usually set up an interview and discuss the applicant’s job history and interest in their company. If the interviewing manager is interested, he/she will then describe the qualifications and expectations of the position being offered and consider if the person matches the job. Assuming that both parties feel the interview went well, a background check or investigation is normally the next step.
Most businesses conduct background checks to simply protect their assets. Once the investigation comes back, if it is clear, the business will then offer the position to the applicant or, depending on the company, another interview may take place. Once the job offer is accepted, a drug screening will take place depending on the business. Assuming the applicant passes the drug screening, the last step of the selection process, which is job placement, is completed. One of the most important parts of selecting human resources is testing. (Jha, 2012, p.70)
There are several selection tests that businesses can enforce to better assist them with selection and placement. The most popular tests are personality tests. Almost every company will require the applicant to complete a personality test along with the actual application. The obvious reasons for these tests are to inquire the person’s motivation, organization, responsibility, flexibility, etc. Coinciding with personality tests are skill-based tests or ability tests. This being said, there are several other types of selection testing but these two are the most common.
With skill-based testing, the employer is inquiring the skills of said person. This benefits the company in that they can assess the person/organization fit more accurately, which will lead to the company’s overall success and growth. Once the necessary tests are taken, the applicant usually goes through the interviewing stage of the selection process. Normally each person is required to do two interviews. One of which is included with the prescreening and drug assessment, while the other selection interview is more in-depth right before the job offer.
They both are important in their own ways because the first interview is much like a first impression, while the other is an assessment of one’s qualifications and skillset. Most applicants should fear the second interview because it is usually held by an HR professional. (Fitzpatrick, 1989, p. 218-219). Assuming that the interviewer has done their homework, which most of the time they do, they have reviewed the information of the applicant and know quite a bit of information about them to better interview them for the position.
There are two main types of interview styles, including a structured interview and nondirective interview. A structured interview is usually the first initial interview consisting of a very general set of questions. This interviewing style is meant for all types of potential hires with the intent to gain the information they are seeking. This being said, the nondirective interview is more personal. The employer may only have time for one interview. After asking the standardized questions, the interviewer might move right into the more personal questions based upon the applicants answers to the previous questions.
In the other case, during the second interview, the HR professional will have done more in-depth reading into the applicant and have specific questions prepared more directly relating to him/her personally. Both of these selection interviewing styles are effective, but it mostly depends on the company to decide what better works for them. Today, many companies are hiring less and/or are taking longer to find just the right person with the right skills for the right job. (Joyce, 2008, p. 376). It is detrimental for the interviewee to give an outstanding and memorable interview.
The first impression a person gives the interviewer can be the reason they become an employee or the reason they do not. One of the biggest mistakes a person can make in business is going to an interview unprepared. Without the right preparation, one can ruin their chances of employment in less than five minutes. One of the biggest problems in the workforce today is negligent hiring, and in some cases, retention. When a company does not acquire the “preferred” information of the applicant, which is usually overlooked when short-handed, it results in chaos.
The reason why this process is sometimes overlooked is because a business can be understaffed and need employees quickly. Keep in mind this is merely one example. Furthermore, most businesses require some sort of background check or investigation. The businesses conduct these investigations simply to weed out the people applying that have had a criminal record or some other type of unattractive record. It is also genius to have these investigations because a company knowing about previous events of an employee can lead to fewer repercussions in the long run.
More in-depth, if an employee of a certain company has an incident where the company is liable but this has happened at a previous job, there may be reason to believe the incident was false. This is one of the major reasons a background investigation is required by a business, which is to protect the assets and well being of the company. (Von Bergen, 1995, p. 42). Another form of protection from a business is reference checking. Reference checking is bluntly described as when a business checks the references of a future candidate of employment. In most cases, the information inquired is job verification.
In other words, the hiring company wants to make sure the potential hire was actually employed with the businesses they claimed to be employed by. This process is simple at times, but it can become very beneficial. For example, if the person seeking employment has lied about their employment, the hiring business will know immediately. Not only is it important to confirm their employment, but it will also show the employee’s honesty and trustworthiness. This process saves human resource staff members quite a bit of time and allows them to move on to worthy candidates.
Also, there are several laws restricting the amount of information one can reveal about an associate to anyone, especially another business. (Woska, 2007, p. 81-85). The limitations, however, are sometimes very harsh in some areas more than others. When an employee is inquiring about a job involving money or working with money, a background investigation and reference check is almost mandatory. This being said, the limitation of certain privacy laws prohibits a business from disclosing personal information. (2007).
For example, one might ask about the tasks of the job in which the employee held, but cannot ask why the employment no longer exists. More directly, one cannot ask the reason the business terminated said employee, and a business may not answer if inquired by another. There are several strict laws coinciding with human resources, but privacy laws and considerations are on the top of the list. All good human resource professionals are very educated on these laws and legally inquire important information about a future employee.
Some general aspects of human resources have been discussed, but one should focus more on the bigger picture: global issues. Global staffing by definition is the process of acquiring, deploying, and retaining a global workforce in organizations with operations in different countries. Global staffing continues to be an important strategic human resource practice that helps multinational enterprises in their need for coordination and control across widely dispersed units. (Tarique, 2008).
This being said, companies need to have a more global perspective and find new staffing strategies with the potential for more success of foreign business opportunities. A human resource specialist would probably consider a large company a challenge, but to have a global market to fill positions for is a whole new playing field. One must be sufficiently educated in human resources and business to even attempt to employ a company that is international or global. The requirements for most businesses today are very detailed oriented and require an enormous amount of focus from the human resources team.
Not only do they have to select the right employees for the right positions, but they also have to train and retain employees for the success of the company. The hiring processing is a key factor in a business but managing a team is much more critical than that. After the hiring process, the company must then manage different types of employment groups, follow up with employees that have international duties and assignments, and be receptive to individuals who are just starting their careers internationally. (Tarique, 2008).
Assuming experienced employees have their own difficulties with working internationally, new hires or beginners in the industry have much more to prove and overcome. Human resources is there to help and guide these beginners to make the business more successful, because after all, every business is in business to make a profit. This being said, no business can make a profit without the success of the business itself, and no business will have success without the success of the employees. In conclusion, selecting human resources is one, if not the most important part of a business built for success.
Without the proper selection and placement, a business will rarely succeed. The selection process is set up for success, which then leads to interviewing. As discussed before, interviewing can be the moment in which one can make or break the decision of the employer to hire him/her. As terrifying as interviews are for people, it is a necessary evil. Furthermore, background checks are highly recommended for respected businesses to further enhance the knowledge of the employer about the people they are considering for hire.
Reference checks also fall into this category simply to confirm employment and to set the employee up in the right place. All in all, global staffing is one of the best examples of why selecting human resources is detrimental to a business. With respect to global staffing, one has a numerous amount of responsibilities in any given job and they have to be able to rely on each other to function as a business. Without proper selection and placement, this would be almost impossible. Selecting human resources is the key ingredient for any business that wishes for progress and ultimately, success.
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