The process of choosing the right personnel for an organization is a complex process that encompasses a journey from the organization’s workforce planning to the specifics of the employee’s onboarding and workplace adjustment. Essentially, employment includes such stages as job analysis, workforce planning, recruitment, screening, selection, training, performance assessment, and follow-up (Cascio & Aguinis, 2019). Although every stage of employment is crucial for the company, it is the selection process that arguably has the most significant psychological impact.
Selection implies direct interaction with the candidates and the assessment of their cognitive and emotional readiness to embrace responsibilities. According to Tamasevicius et al. (2020), selection stands for “the process of choosing a person from the pool of candidates to fill the position that is in need” (p. 209). Among the variety of approaches to selection, judgment and mechanics are outlined as the two primary directions. Thus, judgmental selection tools include interviews, background checks, and assessment centers. On the other hand, mechanical tools mostly concern approaches that lack interpersonal interactions, including application form scans and written assignments and tests (Cascio & Augnis, 2019). The optimal approach to candidate selection implies the combination of both methods.
Indeed, one needs to combine both formal assessments of the candidate prior to the interview with the help of analyzing biodata and reasoning based on the in-depth interaction with the candidate. Biodata, in this case, stands for such data as “curriculum vitae, interviews, exams, and psychotests” (Willy & Attelie, 2021, p. 10). Mechanic selection tools are incredibly useful in terms of selection fairness. According to Tamasevicius et al. (2020), the use of informational technology to scan the information about the candidate, including both biodata and social media, helps recruiters remain unbiased and select candidates based on equal search criteria. On the other hand, judgment is vital when considering the concept of fit. Conducting an interview, especially by using such tools as behavioral and case questions, helps the recruiter identify the extent to which an individual fits both the job title and the organization. The complexity of this process leads to the conclusion that gathering sufficient data before hiring is critical to selecting the right employee.
Data-gathering techniques are quantitative and qualitative tools that can help talent managers facilitate the selection process. Hence, according to Cascio and Aguinis (2019), the data collection includes “scorable application blanks, written or performance tests, interviews, personality inventories, and background and reference checks” (p. 53). The collection of these data prior to hiring an employee can significantly reduce the time allocated for selection.
Such identifiers as performance tests of psychological evaluation will immediately demonstrate the potential employee’s worth to the organization. Another currently important data collection tool is social networking before conducting background checks. According to Hosain et al. (2020), social networking sites like LinkedIn and Facebook are popular among HR professionals because these networks allow them to see mutual connections and see employees’ feedback on the candidate. The data collection, however, should not violate the corporate ethical policies, so it should only concern the personal and professional aspects relevant to the job. For example, if the company’s employment vision is about inclusion and the elimination of stigma, criminal record background checks may be ethically questionable (Denver, 2019). Thus, data-gathering techniques are beneficial for the company when used without violating personal boundaries.
The next step of the employment process is conducting an employee assessment in order to justify or reject the candidate. One of the most widespread assistance tools is intelligence testing, which stands for the process of estimating current employees’ knowledge, the ability to learn, and the learning style in general. While the adaptability of learning is a tool that should be taken into account by a hiring manager, the level of intelligence is a highly subjective construct that cannot be evaluated using the same scale for the candidate. As a result, many candidates who fail standardized aptitude tests can perform exceptionally well during performance tests or when presenting work samples.
Work samples, for their part, secure the candidate’s ability to perform the work required for the position. Unlike a performance test, a work sample is a project assigned to the candidates prior to the interview, giving them time to prepare and present the sample during the interview. This technique is, by all means, one of the most productive, as it provides the hiring manager with a tangible result of one’s work, avoiding the pressure and stress of a performance test. However, in some cases, the evaluation of the work sample should depend on the hiring strategy of the organization. For example, when a sample does not meet all the requirements yet presents potential given little experience in the sphere or young age, HR managers should evaluate the potential of the employee if they are provided with a mentor during the onboarding process.
Finally, the biographical information assessment, although a commonly used practice, remains one of the most ethically questionable endeavors. Indeed, one’s past can give some insights into the type of personality an employee has, simultaneously confusing the employer. For example, when a candidate has a criminal record, the biographical information may not include the details of the individual’s rehabilitation, sending mixed signals to the employer (Denver, 2020). Having discussed all techniques, it can be concluded that each of them is flawed when employed in isolation. It is necessary to combine interpersonal interaction and tests in order to have a better, non-biased perspective.
Undeniably, besides discussing the qualifications of the candidates, employers are interested in their motivation to perform a certain job. Essentially, human motivation can be divided into two types: controlled and autonomous. While the latter stands for the inner motivation to control one’s behavior, the former implies engaging with the external environment to find such motivating factors as the willingness to receive a reward or avoid punishment and guilt (Reizer et al., 2019). For this reason, when selecting employees, managers need to establish the extent to which corporate policy can contribute to the development of autonomous motivation. According to Reizer et al. (2019), autonomous motivation implies better job performance, as controlled behavior is unstable. For this reason, securing positive emotions and job satisfaction vital for autonomous motivations is only possible when the employee is genuinely invested in what they are doing.
Otherwise, financial incentives or fear of punishment cannot become ever-lasting motivation drivers. Asking about the candidate’s motivation during the selection process is of paramount importance, especially when the competition for the position is high. Considering all the aspects, it can be concluded that the employee selection process is a complex endeavor that requires the utilization of several assessment, selection, and data-gathering tools to yield results.
References
Cascio, W. F., & Aguinis, H. (2019). Applied psychology in talent management (8th Edition). Sage Publications.
Denver, M. (2020). Criminal records, positive credentials and recidivism: Incorporating evidence of rehabilitation into criminal background check employment decisions. Crime & Delinquency, 66(2), 194-218. Web.
Hosain, M. S., Hossin, M. A., Xiaohua, Y., Aktaruzzaman, M., & Mustafi, M. A. A. (2020). The social networking information and pre-employment background checks: the mediating role of sustainable organizational reputation.Sustainability, 12(8). Web.
Reizer, A., Brender-Ilan, Y., & Sheaffer, Z. (2019). Employee motivation, emotions, and performance: A longitudinal diary study. Journal of Managerial Psychology, 34(6), 415-428. Web.
Tamasevicius, V., Diskiene, D., & Stankeviciene, A. (2020). Human resource management practice in Lithuania: Evidence and challenges.Montenegrin Journal of Economics, 16(1), 207-226. Web.
Willy, S., & Attelie, O. (2021). Supervision of human resource management during the Covid 19 pandemic.International Journal Papier Public Review, 2(3), 8-14. Web.