Apparently, the human resources are among the most important resources within an organization. According to recent researches and empirical studies, the employees are the second most important stakeholders after the clients and consumers. For this reason, the selection process employed by an organization should be efficient as a poor selection method can compromise the chances of an organization’s success (Dale, 2003). Arguably, the human resources are the blood and life of the organization in the sense that they oversee the execution of various activities aimed at the fulfillment of the overall objectives of the organization. This paper endeavors to explain the selection process alternatives available to an organization, and how such process can be structured in order to eliminate or mitigate risks.
The two different selection processes and strategies
Typically, the major selection processes are interviewing and the use of aptitude tests. Aptitude tests focus on skill and aptitude of the prospective employee. The aptitude procedures focus on the abilities, skills and aptitudes. Unlike the traditional interviews, the aptitude tests are a multi-step process with a progressively high cut off. The tests are based on the results of job analysis. Such evaluation is performed prior to the actual test, with the intention of structuring the questions and activity tests appropriately (Gatewood et al, 2011). Aptitude tests have been criticized as being ignorant of the academic and professional qualifications of the potential employee. A good example of an aptitude test is where the applicants for the job of a mechanic are required to handle a faulty part of a car in the garage. Here, they are required to display their profession and practical understanding of the actual job. Arguably, this is the most efficient on-the-job test, which evaluates the technical capabilities.
The traditional interviews entail the prospective employee appearing before a panel of experts that seeks to establish the eligibility of the candidate. Typically, the interview is carried out with the paramount objective of establishing the relationship between the individual goals of the applicant and the nature of the job. Interviews have been criticized as being highly subjective and costly. Interviews are capable of various irregularities. On the positive side, the traditional interviews are somewhat consistent in such a way that the same interviewers examine the various applicants and use a similar evaluative criterion for all (Dale, 2003). An example of an interviewing process is where an applicant appears before a panel of specialists selected by the company’s human resource department. The panel asks various questions which tend to expose the sustainability of the potential employee.
Purposes of the selection processes
Apparently, the main purpose of the interview can be analyzed from two sides. First, the analysis can be approached from the employee’s side. Conversely, the evaluation can be carried out through the eyes of the panel or the employer. Looking at it from the employee’s side, the interview has the purpose of communicating information about the individual to the potential employer. Secondly, through the interview, the applicant can seek more information about the organization. This way, the applicant can effortlessly establish a link between the goals of the organization and individual goals (Gatewood et al, 2011). On the side of the interviewer, the interview seeks to establish the communication skills of the potential employees. Similarly, the employer, through the interview, seeks to establish the academic and professional qualifications of the applicant. Additionally, the interviewer may seek to establish the self awareness of the employees.
On the other hand, the main goal of the aptitude test is to establish the practical capability of the applicant in the context of the job. Similarly, the aptitude test seeks to establish the employee’s attitude towards the job being offered. Aptitude tests can help the employer determine how much sustainable the employment contract between them and the employee is likely to be. Technical competence is a key goal of the aptitude procedures since such procedures have on-the-job tests.
How to design a selection procedure to minimize risk
The selection procedures, in an endeavor to eliminate risks, should employ the use of structured interviews. Structured interviews are contextual tests that are aimed at establishing the practical capabilities and sustainability of the employees. The structured interviews are a series of steps which entail the continuous elimination of the candidates as the process progresses. The structured interviews will minimize chances of employing incompetency in the organization (Dale, 2003). Another strategy would be to merge interviews and the aptitude tests. The use of both approaches would eliminate the inadequacies of one another. Lastly, the organization should raise the cut-off points to be scored by the potential employees in both the practical skills and the oral interview. Again this would trim off incompetent candidate.
The overall effects of the strategy on the organization
The overall effects of the strategy would be to minimize risks in the organization. Apparently, risk in the context of labor would refer to such negatives as labor turnover (Gatewood et al, 2011). The strategy will reduce such risks since it evaluates the sustainability of the employees’ contract with the employer. Additionally, such strategy would eliminate the employment of incompetence thus minimizing chances of inefficiency and underperformance. Apparently, the strategy would eliminate subjectivity, which is associated with a number of issues.
Alternatives for each process
The best alternative the organization would have in place of interviews is the use of third party recruitment. This entails the use of independent agencies and firms that are specialized in recruiting by merging the requirements of the employer with the qualifications and qualities of the people in need of employment. The most appropriate alternative for the aptitude test would be to carry out internal sourcing. Internal sourcing entails the upward promotion of existing employees.
References
Dale, M. (2003). A Manager's Guide to Recruitment & Selection. London: Kogan Page.
Gatewood, R. D., Feild, H. S., & Barrick, M. R. (2011). Human Resource Selection. Mason, OH: South-Western, Cengage Learning.
