Introduction
Personnel Selection is a forecasting process that attempts to foresee which applicants will be successful if hired; it is at the same time a comparison and a choice. In order for you to be a scientist, you need to be based on what the vacant position demands of your future occupant (i.e. the demands of the position or job description). Thus, the first care when selecting personnel is to know what the demands of the position to be filled are.
The selection of personnel is a comparison between the qualities of each candidate with the demands of the position, and is a choice between the candidates compared; By then, it is necessary to apply personnel selection techniques that we will see later, several candidates will apply for a position and the company will hire the most suitable candidate for the vacancy.
Abstract
The Recruitment is a process of forecasting applicants seeking to predict what will succeed if they are hired, is both a comparison and a choice. In order to be scientific, it needs to be based on the vacancy requires its future occupant (ie, the requirements of the position or job description). So the first caution when personnel selection is to know what the requirements of the position to be occupied.
Staff selection is a comparison between the qualities of each candidate with the requirements of the position, and it is a choice between candidates compared, by which time it is necessary to implement recruitment techniques that we will see several candidates request a position and the company will hire the most suitable candidate for the vacancy.
Recruitment of personnel in organizations
The selection process consists of specific steps that are followed to decide which applicant will fill the vacant position. Although the number of steps that various organizations follow. The role of the human resources manager is to help the organization identify the candidate who best meets the specific needs of the position and the overall needs of the organization.
Internal Selection
The internal challenges generated by the organization itself present the following dilemma: Generally, the managers of the various departments want to fill vacancies quickly, with the most qualified people to perform the function. Managers tend to wait for a vacancy to fill out a new staff application. It is likely that internal company policy determines, for example, that the position must be offered to internal staff for a minimum of two weeks, before being offered in the external market. At the same time, making quick decisions in this area means a decrease in the number of suitable candidates. The human resources manager is very likely to be under severe pressure.
Selection Reason
Having a large, well-qualified pool of candidates to fill available vacancies is the ideal setting for the selection process. Some positions are more difficult to fill than others. Particularly those that require special knowledge. When a position is difficult to fill, we speak of a low selection ratio. When it is easy to fill, it is defined as a position with a high selection ratio.
The selection reason is the relationship that exists between the number of candidates finally hired and the total number of applicants.
Preliminary receipt of applications
Employees and companies
The selection process is carried out in two ways: the organization chooses its employees and potential employees choose between several companies. Selection begins with an appointment between the candidate and the personnel office or with the request for a job application. The candidate begins to form an opinion of the organization from that moment. Many valued candidates may be discouraged if they are not properly cared for from the start.
"Spontaneous" applications are often made that decide to apply for a job in person. During this preliminary interview, the process of obtaining information about the candidate, as well as a preliminary and informal evaluation, can begin.
The candidate then submits a formal job application (provided during the preliminary interview). The next selection steps consist largely of verifying the data contained in the application, as well as that collected during the interview.
Suitability tests
Process
Suitability tests are instruments to assess the compatibility between applicants and the requirements of the position. Some of these tests consist of psychological tests; others are exercises that simulate working conditions.
Management-level positions are often too complex and it is difficult to gauge the suitability of applicants. Results are computed, averages are obtained, and the candidate achieves a final score. It goes without saying that the procedure is considerably expensive and advisable only in certain circumstances.
Test Validation
The validity of an intelligence test means that the scores obtained maintain a significant relationship with the performance of a function with another relevant aspect. To demonstrate the validity of a test, two approaches can be used: practical demonstration and rational.
Practical demonstration and rational approach
The practical demonstration approach: it is based on the degree of validity of the predictions that the test allows to establish.
The rational approach: it is based on the content and development of the test. This is used when the practical demonstration cannot be applied because the insufficient number of examined subjects does not allow the validation.
Test administration tools and a word of caution
There is a wide range of psychological tests to support the selection process, but it is important to note that each test has limited utility and cannot be considered a universal instrument.
Psychological tests focus on personality. They are among the least reliable. Its validity is debatable, because the relationship between personality and performance is often very vague and suggestive.
Knowledge tests are more reliable because they determine information or knowledge that the examiner possesses.
Performance tests measure the ability of candidates to perform certain functions of their position.
Graphical response tests measure physiological responses to certain stimuli.
The suitability tests that are used in the selection process, finally only constitute one of the techniques used. Its use is limited to the measurement of examinable and verifiable factors.
Selection interview
The selection interview consists of a formal and in-depth talk, conducted to assess the suitability of the applicant for the position. The interviewer aims to answer two general questions: Can the candidate perform the position? How do you compare to other people who have applied for the position?
Selection interviews are the most widely used technique; its use is universal among Latin American companies.
Interviews allow communication in two ways: interviewees obtain information about the applicant and the applicant obtains information about the organization.
Interview types
Interviews are conducted between a single company representative and an applicant (interviewee).
The questions the interviewer asks can be structured, unstructured, mixed, problem-solving, or stress-provoking.
In practice, the mixed structure is the most widely used, although each of the others plays an important role.
Unstructured interviews
Allow the interviewer to ask unforeseen questions during the conversation. The interviewer inquires about different topics as they are presented, in the form of common practice.
What is even more serious; In this approach, certain areas of the applicant's skill, knowledge or experience may be overlooked.
Structured interviews
They are based on a framework of predetermined questions. The questions are established before the interview begins and each applicant must answer it.
This approach improves interview accounting, but does not allow the interviewer to explore interesting or unusual responses. That is why the impression of the interviewee and interviewer is that of being subjected to a highly mechanical process. Many applicants may even be discouraged participating in this type of process.
Mixed interviews
In practice, the interviewers deploy a mixed strategy, with structural questions and non-structural questions. The structural part provides an information base that allows comparisons between candidates. The unstructured part adds interest to the process and allows an initial understanding of the specific characteristics of the applicant.
Troubleshooting interview
It focuses on an issue that the applicant is expected to resolve. These are often hypothetical interpersonal solutions, which are presented to the candidate to explain how they would deal with them.
Tension provocation interview
When a position must be performed under stressful conditions, you may want to know how the applicant reacts to that element.
The interview process
It consists of five stages:
Interviewer Preparation
The interviewer should prepare before starting an interview. This preparation requires specific questions to be developed. The questions given to these questions will indicate the suitability of the candidate. At the same time, the interviewer should consider the questions that the applicant is likely to ask.
As one of the goals of the interviewer is to convince the suitable candidates to accept the offers of the company.
Creation of an environment of trust
The job of creating an environment of mutual acceptance is up to the interviewer. He must represent your organization and leave a pleasant, human and friendly image on your visitors. Start with simple questions. Avoid interruptions. Offer a cup of coffee. Keep unrelated documents away from the interview. It is important that your attitude does not show approval or rejection.
Exchange of information
It is based on a conversation. Some interviewers start the process by asking the candidate if they have questions. This establishes a two-way communication and allows the interviewer to begin evaluating the candidate based on the questions they ask.
The interviewer inquires in a way that allows him to acquire as much information as possible. It is advisable to avoid vague, open questions. The figure includes a sample of possible specific questions, which an imaginative interviewer can increase considerably. (KOONTZ, 2008)
Termination
When the interviewer feels that he is getting closer to the point where he has completed his list of questions and the planned time for the interview expires, it is time to end the session. It is not convenient to tell him what prospects you have of obtaining the position. The following candidates may make a better or worse impression, and the other steps in the selection process could completely change the overall assessment of the candidate.
Evaluation
Immediately after the evaluation is completed, the interviewer should record the specific responses and their general impressions of the candidate. The figure illustrates a form called a post interview checklist that is used for the interviewer assessment. Considerable information can be obtained from a very brief interview.
Interviewer mistakes
The figure summarizes some of the most common background errors in an interviewer. An interview is weak when there is no climate of trust, it is omitted to ask key questions. There is another source of errors, those that originate in the acceptance or rejection of the candidate for factors other than potential performance. An interview with errors can result in the rejection of suitable people or (Equally serious) in the hiring of unsuitable people for the position.
Interviewee's Errors
The five most common mistakes made by interviewers are: trying distracting techniques, talking excessively, bragging about past achievements, not listening, and not being properly prepared for the interview.
Verification of data and references
The specialists to answer some questions about the candidate resort to data verification and references. There are many professionals who show great skepticism regarding personal references, the objectivity of these reports is debatable.
Job references differ from personal references in that they describe the applicant's track record in the field of work. But they also question these references since the former superiors may not be totally objective. Some employers can even engage in practices as reprehensible as the communication of rumors or facts that belong entirely to the sphere of the individual's private life.
The human resources professional must develop a refined technique that depends to a great extent on two capital facts: one, the degree of reliability of the information received in the environment in which it is located; two, the fact that the practice of requesting job references is widespread throughout Latin America. (KOONTZ, 2008)
Medical exam
It is convenient that the selection process includes a medical examination of the applicant. There are powerful reasons to lead the company to verify the health of its personal future: from the desire to avoid the entry of an individual suffering from a contagious disease, to the prevention of accidents, through the case of people who will be absent frequently due to his constant health failures.
Results and feedback
The final result of the selection process is translated into the new personnel hired. If the pre-selection elements were carefully considered and the selection steps were carried out appropriately, the new hire will most likely be a good fit for the position and perform it productively. A good employee is the best proof that the selection process was carried out properly.
conclusion
To select candidates for a vacancy, they must meet the requirements requested by each vacancy that is emptied in the organization to select the appropriate candidate for the position, according to exams and interviews and select the right candidate.
Bibliography
- Koontz, H. (2008). Administration. Mexico, df: Mc Graw Hill.
