Selection Procedure

            In the Human Resource Management the selection procedure is concerned with securing relevant information about an applicant. This information is secured in a number of steps or stages.

The objective of selection process is to determine whether an applicant meets the qualifications for a specific job and to choose the applicant who is molt likely to perform well in that job.

The hiring procedure is not a single act but it is essentially a series of methods or steps or stages by which additional information is secured abut the applicant. At each stage, facts may come to light which may lead to the rejection of the applicant. A procedure may be compared to a series of successive hurdles or barriers which an applicant must cross.  These are intended as screens, and they are designed to eliminate an unqualified applicant at any point in the process. This technique is known as the successive hurdles technique. Not all selection processes include all these hurdles. The complexity of a process usually increases with the level and responsibility of the position to be filled.

            According to Yoder, “the hiring process is of one or many ‘go, no-go’ gauges. Candidates are screened by the application of these tools. Qualified applicants go on to the next hurdle, while the unqualified are eliminated. “
Thus, an effective selections programme is a non-random process become those selected have been chosen on the basis of the assumption that they are more likely to be “better” employees than those who have been rejected.

Selection processes or activities typically follow a standard  pattern, beginning with an initial screening interview and concluding with the final employment decision. The traditional selection process includes: preliminary screening interview; completion of application form; employment tests; comprehensive interview; background investigations physical examination and final employment decision to hire.

SELECTION POLICY

On formulating a selection policy, due consideration should be given to organizational requirements as well as technical and profession dimensions of selection procedures. Yoder and others have suggested goals, technological issues, cost factors, extent of formality, etc. In words, an effective policy must assert “why” and “what” aspects of the organizational objectives”

ESSENTIAL ELEMENTS OF SELECTION PROCEDURE

The selection procedure adopted by an organization is mostly tailor made to meet its particular needs. The thoroughness of the procedure depends upon three factors.

First, the nature of selection, what her faulty or safe, because of faulty selection affects not only training period that they may be needed, but also results in heavy expenditure on the new employee and the loss that may be incurred by the organization in case the job-occupant fails on his job.

Second, the policy of the company and the attitude of the management: As a practice sonic companies usually hire more than the actual number needed with a view to removing the unfit persons from the jobs.

Third, the length of the probationary or the trial period. The longer the period, the greater the uncertainty in the minds of the selected candidate about his future.

The hiring process can be successful, if  the following preliminary requirements are satisfied.

(a)    Some one should have the authority to hire. This authority comes fro the employment requisition, as developed by an analysis of the work-load and work force.

(b)   There must be sonic standard or personnel with which a prospective employee may be compared, i.e., there should be avail able, beforehand, a comprehensive job description and job specifications as developed by a job Analysis.

(c)    There must he a sufficient number of applicants from whom the required number of employees may be selected.

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STEPS IN SELECTION PROCEDURE

            There is no shortcut to an accurate evaluation of a candidate. The hiring procedures are, therefore, generally long and complicated. Many employers make use of such techniques and pseudo-sciences as phrenology, physiognomy, astrology, graphology, etc.. while coming to hiring decisions. However, in modern times. These are considered to be unreliable measures.

The following is a popular procedure though it may be modified to suit individual situation:

1. Reception or preliminary interview or screening.
2. Application blank – a fact-finder which helps one in learning bout an applicant of life history.
3. A well conducted interview to explore the facts and get at the attitudes of the applicant and his family to the job.
4. A physical examination – health and stamina are vital factors in success;
5. Physiological testing to explore the surface area and get an objective look at a candidate suitability for a job.
6. A reference check;
7. Final selection approval by manager; and communication of the decision to the candidate.