Introduction
Managers are charged with the responsibility of undertaking various managerial roles which include planning, controlling, organizing, directing and staffing. Through staffing, an organization is able to have the right workforce. According to Deb (2007, p.165), the success of an organization is dependent on the quality of its employees.
To achieve this, human resource managers are required to undertake comprehensive staffing by considering all the necessary processes. One of these processes is selection which involves choosing candidates who are fit or most suitable to undertake a certain job in the organization (Berman, Bowman & West, 2010, p.110).
Therefore, for a firm to succeed, the candidates selected must portray a high degree of competence. Currently, the selection process is increasingly becoming sophisticated. As a result, employers are adopting testing techniques in addition to interviews in an effort to enhance reliability of the selection decision.
However, the selection process and quality of selection decisions is influenced by a number of factors. Despite this, human resource managers are required to ensure that the selection process is effective by integrating the concepts of validity and reliability. For example, in making the selection decision, employers are required to take into account equality and diversity when compiling the shortlist. By short-listing, a firm is able to identify candidates who closely fit the desired personnel (Elearn Limited, 2007, p.73). However, some inconsistencies might arise during the short-listing process leading to a decline in the validity of the selection process.
Factors affecting the quality of selection decision
There are a number of factors which influence the quality of the selection decision. The first factor is the type of personnel which the organization is searching from the labor market. In their selection process, human resource managers must ensure that they select the right candidates for the right job.
According to Elearn Limited (2007, p.32), this plays a vital role in the long term success of a firm irrespective of its size and sector. In addition, this aids in avoiding misplacing candidates (Moore, 2007, p.109).
For example, if a firm is seeking a candidate to fill a post in the managerial position, the selection process is likely to be very comprehensive compared to when it is looking for an individual to fill a subordinate position. This arises from the fact that the manager will be required to make decisions on diverse circumstances.
Secondly, the source of human resource coupled with the method used in contacting the candidates also affects the selection decision. For example, if the firm recruited by advertising, there is a high probability that selection process will be comprehensive.
On the other hand other forms of recruitment such as campus recruitment take minimal time (Elearn Limited, 2009, p.1995). Thirdly, the other factor which influences the selection process is the number of candidates who have applied for the job.
Personal experience and observation
My experience and observation from the selection exercise is that the type of personnel being sought is a key factor that influences the selection process and decision making. This is due to the fact that it influences the personnel selected determines whether the selection process was successful or not.
If the position being filled requires more responsibility, then the selection process becomes more complex. This means that the selection strategy varies depending on the nature of the job. One of the ways through which a firm can achieve this is by undertaking a qualitative analysis on candidates.
The analysis should be aimed at evaluating the characteristics and qualities of the personnel required to do the job. During the selection process, a firm should ensure that it establishes a balance between personnel and job requirement. Some of the issues which should be considered include the candidates’ experience, personality orientation and his or her qualification.
According to Lundy and Cowling (1996, p.230), it is vital for human resource managers to have sufficient knowledge in order to determine the type of selection instrument to use. As a result, managers should make an effective decision on the type of tools to use when evaluating the candidates’ appropriateness for the job. This is due to the fact that the tools used have an effect on its effectiveness. That is, it determines whether reliability and validity will be attained.
Reliability of the instrument used forms the foundation of attaining validity. When using tests to select the candidates, the human resource manager must ensure that the instrument being used is error free. Depending on the type of personnel being sought, it is important to used different test instruments.
The resultant effect is that the reliability of the selection process is enhanced (Gatewood, Feild & Barrick, 2008, p. 503). In addition, the instrument being used to select the personnel should be linked with the variables of the candidate and that of the job. Use of comprehensive selection tools such as interviews aids in making effective selection decisions. The resultant effect is that job performance is improved.
Colleges and universities form a significant source of labor especially for entry level professions (Jakckson & Mathis, 2008, p.208). However, there are a number of factors which can influence college selection. For example, college selections may be expensive. This arises from the fact that the organization might not necessarily require employees with degrees to fill such positions.
The resultant effect is that the firm may select candidates who require to be paid at a high rate. Additionally, the firm may experience a high rate of turnover. This is due to the fact that the selected candidates might leave the job in the event that they find it not sufficiently challenging (Mathis & Jackson, 2008, p. 208).
This means that the reliability of college recruitment is minimal. Additionally, in the event that there is a high supply in the labor market, it is prudent for a firm to consider recruiting from unsolicited resumes.
This is due to the fact that it makes the selection process to be cost effective in addition to increasing the probability of shortlisting candidates who are highly qualified. When a firm selects candidates by advertising, there is a high probability that the unqualified will also apply for the job.
This tends to create a burden for the human resource manager. The resultant effect is that reliability of the selection process is reduced since the firm has to review a large number of resumes (Bohlander & Snell, 2010, p.191).
If a large number of candidates have applied, a firm is forced to adopt a more comprehensive selection decision. To achieve this, human resource managers should use different filtering points so as to reduce the number of candidates. In the filtering process, the human resource manager examines all the applicants in order to eliminate non-contenders.
These include all the candidates who are unqualified. All the candidates who meet the listed criteria should be short listed. This gives a firm an opportunity to have a large number of candidates to choose from. The resultant effect is that the probability of the firm selecting the most appropriate personnel is increased.
During this process, the prospective candidate is acquainted with all the necessary information regarding the firm and the job. On the other hand, the firm obtains information regarding the candidates, skills, experience, education qualification, and salary expectations.
This process aids in determining whether the candidate is worthwhile. Candidates who meet the requirements successfully are forwarded to the selection team. These candidates are shortlisted for consideration. The initial interview is conducted so as to further eliminate some candidates. The remaining candidates are further interviewed so as to make a final decision.
Conclusion
The selection process confirmed the formal knowledge I have acquired on the factors which affect the selection process and decision making. These include the type of candidate being sought, the source of candidates and the number of candidates to be selected.
From my observation, it is paramount for human resource managers to consider these factors. This is due to the fact that they affect the reliability and validity of the selection decision adopted hence determining the success or failure of the selection process.
Reference List
Berman, E., Bowman, J. & West, J., 2010. Human resource management in public service: paradoxes, processes and problems. Los Angeles: Sage Publications.
Bohlander, G. & Snell, S., 2010. Managing human resources. Mason: South Western Cengage Learning.
Deb, T., 2007. Strategic approach to human resource management. New York: Atlantic Publishers.
Elearn Limited. 2007. Management extra. Oxford; Elsevier.
Elearn Limited. 2009. Recruitment and selection. Amsterdam: Elsevier.
Gatewood, R., Feild, H. & Barrick, M., 2008. Human resource selection. Mason, Ohio: Thomson.
Lundy, O. & Cowling, A., 1996. Strategic human resource management. New York: Routledge.
Mathis, R. & Jackson, H., 2008. Human resource management. Mason: Thomson Southwestern.
Moore, R., 2007. Selecting the right manufacturing improvement tools: what tool? When? Burlington, MA: Elsevier Butterworth Heinemann.