Selection

Why Is the Selection Process Important?

Selection is the part or function of HRM which plays an incredibly important role in ensuring that organizations are able to attract, identify, and employ people with the required skill, experience, and cultural fit to contribute towards the success of the organization. In other words, while recruitment provides a pool, the process of selection systematically filters this pool to identify the most suitable candidates for certain roles. The blog discusses the importance of selection in HRM, the stages of the selection process, and best practices that can help optimize this function.

Importance of Selection in HRM

Any selection process for an organization, if not taken seriously, could present the biggest challenge to the organization's ultimate success, as it has direct implications for the quality of workers. The right hiring decisions can bring about improved productivity, higher morale, and reduced staff turnover—directly influencing the bottom line of any organization. On the other side, wrong selection decisions are costly and may result in a decline in performance, increased training costs, or even have an impact on team cohesion.

In HRM, selection means much more than filling vacancies; it aims to achieve a strategic fit between the applicant and the goals, culture, and values of the organization. According to Dessler, 2020, the process of selection needs to be in line with the strategic objectives of an organization, hence ensuring that those to be employed are those people able to assist in achieving the long-run objectives and even adapt to the company's changing needs.

Stages of Selection Process

The various stages that most selection processes go through are preliminary screening, comprehensive assessment, and final selection. These stages are as follows:

1. Preliminary Screening 

This is basically the initiation stage where the resumes and cover letters are screened to ascertain whether the applicants meet the minimum qualifications and specifications of the job. This process is mostly automated through systems like an Applicant Tracking System (ATS).

2. Application Review

This stage is when HR professionals go through details regarding candidate work experience, education, and other qualifications that may be required. This step may also involve reviewing assessment results or test outputs if the recruitment phase requires them.

3. Interviews

They are undoubtedly one of the most prevalent and effective methods for establishing the organizational fit of a candidate. They can take many forms, such as one-on-one, panel, or behavioral interviews. Being a structured interview, using a standard set of questions, it has been proven by Levashina et al. (2014) that they are more reliable and valid predictors of job performance compared to the unstructured ones.

4. Aptitude and Psychometric Testing

Several companies make use of tests, which can include anything from testing skills and cognitive abilities to personality trait assessments for the candidate. At times, these tests may render fairly objective data to substantiate these subjective impressions or judgments that emerge during the interviews. For example, psychometric testing may indicate how a candidate is most likely to respond in certain situations with regard to a job.

5. Background Checks and References

Background checks and verification of references are also quite common as a final step before announcing the verdict. These steps verify the authenticity of the information provided by the candidate and thus help to unearth possible red flags.

6. Final Decision and Job Offer

From the information gathered and analyzed, HR and the hiring manager arrive at a final selection decision. An offer is extended to the selected candidate who may, in turn, respond with salary, benefits, and terms of employment negotiations.

Best Practices in the Selection Process

For a selection process to be effective, the following best practices should be put into consideration:

1. Structured Process

A structured selection process, accompanied by standard criteria and process, aids in minimizing bias and ensuring consistency across all candidates.

2. Technology Adoption

This is made possible by embracing HR technology, including ATS and online assessment tools that can help to drive sanity into the entire selection process and bring accuracy into the candidate evaluation process while reducing time-to-hire.

3. Use Multiple Selection Methods

Use of multiple methods of selection, like interview, assessment test, and reference check, is of vital importance, as every method offers a different view of candidate's capabilities and job fitness.

4. Cultural Fit

While the technical competencies are relevant, it is equally important to measure how great a candidate aligns with your organization's culture and values. This promotes staff engagement and can help to lower employee turnover.

5. Continuous Improvement

Periodically review and refine the selection process based on feedback and outcomes. This will be instrumental in keeping the process attuned to the dynamic needs of the organization and industry best practice.

Conclusion

Selection is a core HRM function that has direct bearing on an organization's ability to attain its goals and sustain competitive advantage. By designing a formal and all-inclusive selection process, organizations can better assure themselves of the best workforce, which is tantamount to improved performance with reduced cases of turnover and a strong culture within organizations. With the changing landscape of the workforce, HR professionals should remain agile and constantly evolve their strategies for selection to keep pace with the changing business environment.

References

Anderson, N., & Cunningham-Snell, N. (2000). Selection and Recruitment. International Journal of Selection and Assessment, 8(2), 67-74.

Dessler, G. (2020). Human Resource Management (16th ed.). Pearson.

Levashina, J., Hartwell, C. J., Morgeson, F. P., & Campion, M. A. (2014). The structured employment interview: Narrative and quantitative review of the research literature. Personnel Psychology, 67(1), 241-293.

Schmidt, F. L., & Hunter, J. E. (1998). The validity and utility of selection methods in personnel psychology: Practical and theoretical implications of 85 years of research findings. Psychological Bulletin, 124(2), 262-274.