Employee Selection Process Analysis

The methods of selection of employees are unassembled examinations, interviews, performance tests, assessment centers and computerized adaptive testing. This methods of selection are utilized by most human resources offices to follow the merit system. The first method of selection if unassembled examinations and they are characterized by rewing the prospect’s educational credentials and employment experience. This is according to the reading the most common method used by the managerial departments of most organizations. The managers can review the applicant’s abilities, credentials and experience stated in their resume by providing scores. Hays and Sowa (2010) argued, “For example, 1 point might be assigned for each year of general experience,

This method requires that the managers be trained on how to interview applicants and carefully read the applicant’s background and resume to better determine the type of questions implied during the interview. Hays and Sowa (2010) argued, “In addition to certain cardinal rules (let the applicant do most of the talking; reserve a quiet time and space to conduct the interview; be well prepared for the interview by reviewing the job description and applicant’s qualifications beforehand), the most important advice is to use a patterned interview technique” (p. 123). This method also requires that managers use the same order of questions to applicants to increase in validity and reduce bias. The manager would be in charge of asking the questions, clarify answers and to record the answers. The interviewer must avoid asking questions about the individual’s demographics, opinions about sensitive subjects and try to focus on questions that are relevant to the desired position. This selection method is more acceptable for managers willing to concentrate on the ability of the applicant to make the interviewer feel comfortable. However, just like the previous method, interviews are also questioned in terms of opening the door for prejudice and its inability to assess the applicant’s

This method may consists on assessment such as group discussion and essay writing. The participatory practices are then used to rate by the evaluator to assess the level of performance and skills needed to fill out the job vacancy. Hays and Sowa (2010) argued, “The performance of candidates during each exercise is evaluated by three or more assessors who have received special training (and who probable hold positions comparable to the one being sought)” (p. 124). The assessment centers are used because they are valid and reliable and help the management to predict leadership and competency. However, they can be quite costly since they may include the requirement of staff, facilities and other tools required to the success of this type of method of selection. The final method of selection is the computerized adaptive testing that requires managers to conduct CAT (computerized adaptive testing) that involve questions that measure the job performance of applicants. For instance, the exam may alter the level of difficultness to balance the ability of the individual’s to respond the questions. CAT then provides managers with immediate results and information to help them determine the applicant’s aptness for the desired