The personnel selection process is an important activity within the management of human resources in organizations, carried out by those responsible for this area. It consists of finding and choosing a person to fill a vacancy, according to parameters established by the company. These parameters must satisfy the requirements of the vacant position in the sense that the person occupying the position can perform satisfactorily; In other words, they can carry out all the activities, assuming all the responsibilities that the position demands; and, to do it successfully and safely.
To carry out this selection process, professionals use models and techniques that allow them to search, recruit and evaluate candidates aspiring to the vacant position and, in this way, be able to make a decision to choose the most suitable candidate for the required position.
The models and techniques used in the selection process are many and varied, ranging from the simple review of a curriculum to the complex implementation of an assessment center (assessment center); going through psychological tests, techniques and interviews. In an investigation, conducted on the use of various methods in the recruitment process in organizations in Great Britain and the United States, Gunnigle, P. et al. (1997) (cited by Zayas, P. 2009), suggest that the techniques most used today in personnel selection processes are, firstly, work samples, followed by interview panels and individual interviews.
The variety in the models and techniques used in the selection processes are the result of the changes that occur in the business environment, the hiring needs that companies have and the conception of the role of the worker as part of the process productive. The study Recruitment and selection of personnel: old and new role of the psychologist, Blasco (2004) makes a review of how social, technological, economic and even philosophical changes, in the labor market, that occur in today's world and that They affect companies, they produce a revolution in the management systems they use, also affecting the way in which personnel are selected.
An important problem that arises is that many companies have not evolved in their human resource management models as quickly as the work environment has, either because they do not consider it important, due to ignorance, resistance to change or, due to lack of resources. This means that they continue to use old or traditional methods that may not efficiently meet the demands in terms of selecting the best candidates. The study by Salgado and Moscoso (2008), entitled Selection of personnel in the company and Public Administrations: from the traditional vision to the strategic vision, compares the traditional selection model, based on a conception of stability in the economic market and the labor market in which methods such as curriculum review, interview or references are used,compared to the strategic model that is based on the changing and volatile conception of the economic and labor market, which uses selection methods consistent with this volatility, based on the analysis of skills such as flexibility, adaptation to change and innovation.
On the other hand, to know if an action achieves its objective, that is, if it is effective, it is necessary to measure it, evaluate it. Having measurement instruments, such as management indicators, allows us to know if things are working as we want. In our case, to know if a selection process achieves its objective, which is to fill a vacancy with the appropriate candidate for the demands of the position, that is, to know if the selection process is effective, indicators are needed to measure effectiveness of this process.
Going a little further and, given that the current demands of the labor market force companies to optimize their resources, it is also necessary to know if the selection processes that companies use, in addition to being effective, are efficient. It is not only about selecting the right candidate for the position, but about doing it in the shortest possible time and with the instruments that can better predict the successful performance of the selected candidate.
Therefore, having indicators of effectiveness and efficiency in the selection process will help professionals in the human resources area to have more information about the process they are carrying out and thus be able to control and improve it.
Wayne (2005), Cuesta (2005), Alles (2006), Chiavenato (2007) and Puchol (2007) agree that the selection process is of strategic importance as it relates to: training, performance evaluation, achievement of organizational goals and objectives and, ultimately, with the profitability of the company. Having the appropriate indicators that give us information on the effectiveness and efficiency of the selection process is of vital importance.
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