When because it’s costly to recruit and hire employees.

When
there are a large number of applicants, the costs of selection become an
important factor for an organization. It cannot possibly afford to test and
evaluate all applicants using all the instruments in the selection program, nor
can it take the time to do so. So employer can guess or know from their own
experience, the number of applicants has to be reduced dramatically at the very
beginning of the selection program. This reduction is frequently done by using
selection instruments that do not cost very much to administer, such as
application forms. The irony of this is that these instruments are somewhat
limited in the amount of information that can be collected. Most application
forms don’t allow for more than job titles, brief descriptions of activities
and accomplishments, limited education summary, and minimal job history. So
many people are rejected by the company based on little information. As
investigator discuss later in the study, the information collected at the
initial stage of a selection program should be job-relevant because so many
people are negatively affected.

Once
employers have a pool of applicants, the next step is to select the best
candidates for the job. This usually means whittling down the applicant pool by
using the screening tools like tests, assessment centers, and background and
reference checks. Then the prospective supervisor can interview likely
candidates and decide who to hire. Selecting the right employees is important
for three main reasons: performance, costs, and legal obligations. The
employers’ performance always depends in part their own subordinates. Employees
with the right skills will do a better job for their supervisor and the
company. Employees without these skills or who are abrasive or obstructionist
won’t perform effectively, and employers’ own performance and the firm’s will
suffer. The time to screen out undesirables is before they are in the door, not
after. Then, it is important
because it’s costly to recruit and hire employees. Hiring and training even a
clerk is a costly affair. The total cost of hiring a manager could easily be 10
times as high once employers add search fees, interviewing time, reference
checking, and travel and moving expenses. It’s important because of two legal
implications of incompetent hiring. First, equal employment laws require
nondiscriminatory selection procedures for protected groups. Second, courts
will find the employer liable when employees with criminal records or other
problems use access to customers’ homes (or similar opportunities) to commit
crimes. Lawyers call hiring workers with such backgrounds, without proper
safeguards.

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1.1.1 Why careful
selection is important?

The
consequences of bad decisions can be significant. For example, a poor hiring
decision can dramatically affect both the person being hired and the hiring
organization. From the organization’s perspective, a poor hiring decision can
result in increased absenteeism, reduced morale of other staff, and lost
productivity and revenue. From the employee’s perspective, a poor hiring
decision may result in a loss of motivation, increased stress leading to
depression and anxiety, and perhaps loss of opportunity to make progress in his
or her career. Although personally people might never administer, score, or
interpret a test, it is very likely that someone may have a life-altering
decision made about him or her based on test scores. Therefore, it is important
for Human Resource Professionals to consider these issues while selecting
employees. Even though employers are looking for good technical skills in their
employees, they are also looking for strong soft skills, often called ” people
skills, “which are typically hard to observe, quantify, and measure (Coates,
2006). Examples of soft skills include problem solving, team work,
collaboration, planning, leadership, and presentation skills, as well as
knowledge of transferable information technology (IT) and adaptability.

Human
Resource Selection is the process of
collecting and evaluating information about an individual in order to extend an offer of employment.
Such employment could be either a first position for a new employee or a different position for a current
employee. The selection process is performed under legal and environmental
constraints and addresses the future
interests of the organization and of the individual.

HUMAN
RESOURCE SELECTION

As
it is known to business professionals that use of proper selection tools are
not effective in our country, there is always a person and job unfit
complaints, job dissatisfaction, absenteeism, accidents, violence and
misconduct in work place and ineffective performances even if all other
management support is given. Such problems the human resource department face
today is basically because of the inappropriate selection of job applicants.
Thus the investigator has decided to address these issues by providing a
selection device, more over tries to create awareness of the psychological
traits which all employers seek for employees in particular jobs and in common.
Which would helpful for both employers and employee to develop themselves for
employee selection.

The present research is intended to

As
already mentioned about changes in current management philosophy and strategies
like continues improvement appraisal system, employee involvement in decision
process, autonomous work team, work sharing assignments within teams
interactive work system has increased the need of psychological functional
skills in the job which has to be assessed as part of selection. Recent changes
in the way of work done in organizations, increased number of professions,
specializations and tasks also have prompted to assess the job applicant well
before selection. The functional skills, psychological skills, and technical
skills demanded by an organisation have changed and managers are looking for an
employee who is rightly fit for the job. Personnel selection and assessment
remains a very important issue during the life-span of every small or large
organization. Companies not only invest millions in choosing the appropriate
people for filling in their vacancies, but also spend valuable working hours of
current employees acting as interviewers, or test administrators (Schmitt and
Chan, 1998).

In
today’s competitive business environment and increased global competition,
managers in organizations are quite interested in increasing the performance of
their employees. The hope of employers that the increased and distinguishable
performance of their employee may differentiate them from other competitors and
give competitive advantage have lead to the adoption of new strategies and
schemes in organisation. Such as management development programs, employee
assistance programs, employee involvement programs, customer friendly
approaches, other means such as psychological training on soft skills, team
works etc are used. But all of this performance enhancement programs are done
on the assumption that employees in the organisation have the capacity, ability
and skills to do the task and would put necessary effort for the betterment of
organisation. Thus it point out the importance of hiring and selection of human
resource as the basis for employee performance.