Personnel selection techniques

The selection of personnel in project management is basically referred to obtaining human resources. As in any project, it is difficult to find personnel who meet all the necessary requirements and it is for this reason that the work team must properly select the resource since the proper development of the project depends on this.

In order to explain the personnel selection process, we continued to collect information that contains a series of techniques and methods for a good selection of human resources. The main results of this compilation of data are presented below.

I. OBJECTIVES:

1.1. OVERALL OBJECTIVE

Identify the main personnel selection techniques used in the national company.

1.2. SPECIFIC OBJECTIVES

Carry out a theoretical diagnosis of the process and techniques of personnel selection in companies Determine the main tools used by companies in personnel selection Compare the selection process according to the PMI with the national reality.

II. METHODOLOGY

2.1. STAGE 1. Theoretical diagnosis of the personnel selection process and techniques

In order to make the diagnosis, articles and books by authors specialized in the field of personnel selection were consulted. This stage lasted one week.

techniques-of-personnel-selection-used-in-the-national-company

2.2. STAGE 2. Sampling design

The sample obtained from companies was systematic, since it was based on three criteria defined by the researchers. The criteria are as follows:

Company activity: The activities are the following:

CommerceIndustriesGovernmental InstitutionsSemi-autonomous InstitutionsFinancial ServicesConsultingNGOs Number of employees Formal companies that meet the characteristics to apply a personnel selection process.

2.3. STAGE 3. Preparation of the Questionnaire

The questionnaire was carried out based on the theoretical framework. This instrument is divided into three aspects to evaluate (see annex):

GENERAL ASPECTS OF THE COMPANY'S EMPLOYMENT WITH THE PERSONNEL SELECTION PROCESS ACCORDING TO THE PMI FIRST STAGE OF THE STAFF SELECTION PROCESS SECOND STAGE OF THE STAFF SELECTION PROCESS CLOSING OF THE STAFF SELECTION PROCESS

2.4. STAGE 4. Field Work

The field stage was carried out by the researchers in charge of the project. Each of them interviewed a number of company human resource managers or managers personally or through other means such as the Internet.

2.5. STAGE 5. Data processing and analysis stage

The processing stage has three preliminary phases that are described below:

A. Coding of the questionnaires:

It refers mainly to the enumeration of the main variables that were evaluated in the questionnaire.

B. Typing of the questionnaires:

It refers to the digitization of the codes that were established in the coding stage.

C. Processing and analysis of the data obtained from the survey:

The data that was coded and entered were processed, in order to initiate a stage of analysis of the information obtained in the research. The analysis incorporated crossovers between variables, which identified highly relevant results.

2.6. STAGE 6. Identification of Conclusions

At this stage, the main conclusions of the work were described, obtained from the main results that were identified in the study.

ANNEX: PROJECT: "SURVEY TO DETERMINE THE TYPE OF SELECTION OF PERSONNEL USED IN THE NATIONAL COMPANY"

1. GENERAL ASPECTS OF THE COMPANY
to. Interviewed name:
b. Position it occupies:
c. Business activity:
d. Number of employees working:
	d.1. administrative area	%
	d.2. operational area	%
and. Geographic location of the company:

2. RELATIONSHIP OF THE COMPANY WITH THE PERSONNEL SELECTION PROCESS ACCORDING TO THE PMI
2.1. They have a personnel management plan	YES NO
2.2. They have some staff recruitment practices	YES _______ (Go to 2.2.1.) NO _______	2.2.1. Which?: to. b. c. d. and.
2.3. They have some personnel selection techniques	YES _______ (Go to 2.3.1.) NO _______	2.3.1. Which?: to. b. c.

3. STAFF SELECTION PROCESS: FIRST STAGE
3.1. Do you create the profile of the person who will occupy the post before the selection process?	YES NO (Go to 3.1.1)	3.1.1.When do they do it ?:
3.2. How do you get the list of people to choose for a position?
3.3. Do the following types of recruitment apply ?:	Internal external	If not If not
3.4. What are the main recruiting sources that you use?	to. b. c. d. and.	F. g. h. i. j.

4. STAFF SELECTION PROCESS: SECOND STAGE
4.1. What kind of psychological tests do you use for recruiting? (Mark with an X, several can be marked and if it is another, write down which is)	Test Simulations or dynamics Knowledge or intelligence Performance Other: No tests apply
4.2. If they apply tests: How do they validate them ?:
4.3. What type of interview do you apply when selecting personnel? (Mark with an X, several can be marked and if it is another, write down which is)	Unstructured Structured Mixed Other No interviews apply
4.4. They carry out a medical examination for the selection of personnel	Yes (Go to 4.4.1.) Not	4.4.1. In which stage they apply it:
4.5. Is there someone trained to apply tests and interviews	Yes No (Go to 4.5.1)	4.5.1.Who performs this function ?:

5. STAFF SELECTION PROCESS: FINAL STAGE
5.1. How do you evaluate the results of the tests and interviews?
5.2. How is the staff selection completion stage?
5.3. How important is the recruitment process in your company?	High priority ____Medium priority ____Low priority ____Not a priority in the company ____	Why?:

THEORETICAL FRAMEWORK FOR THE INVESTIGATION:

"STAFF SELECTION TECHNIQUES USED IN THE NATIONAL COMPANY"

INTRODUCTION

II. BACKGROUND

Since ancient times it can be known through history, that man made selection of his congeners for certain qualities; such selective procedures were, of course, very rudimentary. For example, in ancient Rome colored slaves were preferred for rough work because of their strength. As time goes by, it evolves towards a more adequate selection based on the objective observation of the qualities and characteristics of individuals, but it is not until the origins of applied psychology that the first psychometric evaluations of men begin to be made.. Applied psychology is any procedure and method used in the practical application of the results and experiences provided by psychology.

Psychotechnics or psychometrics is the branch of applied psychology, intended to obtain practical results of quantifications in any domain of human activity. The selective means of people for their employment can be distinguished in two fundamental groups:

Traditional procedures: They are forms of selection based on custom, within these the following can be indicated:

Recommendations: They are the product of compadrazgo, friendship and compromises, hence it is not an adequate form of selection. Reference letters: Inadequate because they do not always conform to reality Oral references: Better than the previous ones, you can delve into certain aspects that you want to know Personal impression: The simple assessment can be wrong, since it is enough that involuntary feelings of sympathy or antipathy intervene for the choice to be ineffective. Curriculum Vitae: It presents difficulty in that the applicant's capacity is not verified in the Practice Interview: Many personality traits are observed, but it does not delve into practical aspects Probationary period: Effective, but if the admission was wrong it becomes a waste of time for both parties.

The scientific procedure: It consists of a selective system whose essential part is the application of psychotechnical tests, through which it is possible to appreciate the individual, in relation to his personality, intelligence, knowledge and skills. The selective system partly contains traditional procedures duly improved and has the following sequence:

- Recruitment of candidates through appropriate sources Filling out the application containing the information that the company needs Preparation of the interview based on the application data Carrying out the prepared interview Application of the appropriate exam to the job to be performed Verification of references.

Socio-economic survey practice. Medical examination appropriate to the position. Other or other interviews if required.

It becomes evident then that this method is superior to the traditional ones, inasmuch as it obtains essential characteristics for the development of each type of trade, and does not incur unobjective parameters that lead to selection errors.

Recruitment is undoubtedly one of the most significant problems facing organizations today. This is because the human resource of a company is directly related to its productivity or unproductiveness. Due to the overflow of the unemployment rate that affects the country, the number of applicants for each vacancy has increased considerably and therefore the work of recruiters is becoming more expensive and demanding every day (Anonymous Article of gestiópolis.com, 2002).

Those in charge of this work within the organizations have a great responsibility on themselves, for this reason they cannot fall into the vices commonly developed in our society, such as cronyism, compromises and influence peddling; These vices have plunged the state and its institutions into total unproductivity, since the people who work in it do not have the capacities to efficiently carry out their work.

The selection of personnel must be carried out by means of a previous study of the position that is desired to be filled, the objectivity of the work must be defined and the characteristics that the individual who is going to perform it must satisfy.

After this study, information about the vacancy should be issued in appropriate media, if desired, it can be searched in agencies and job boards, in educational centers or by transfers and training within the same company. In addition, you must have a study about the approximate salary that is paid in other companies for the same position, so as not to fall into excesses or defects.

In conclusion, the importance of personnel selection at all levels in an organization is observed, since the worker-productivity relationship is direct, an irresponsible selection implies both economic and time losses. (BUSINESS ZONE, 2002)

III. SELECTION OF STAFF ACCORDING TO THE PMI (PROJECT MANAGEMENT INSTITUTE)

The PMI describes the personnel selection process in a schematic way, based on three basic aspects (FIG. 1), where the first refers to the INPUTS (Inputs) that support the process, secondly, the TECHNIQUES AND TOOLS (Tools and Techniques) that will be used for its development, and finally the OUTPUTS (Outputs), which specifically refer to the results obtained from the selection process.

3.1. ENTRIES TO THE STAFF SELECTION PROCESS

A. PERSONNEL ADMINISTRATION PLAN

This first aspect mainly refers to the description of when and how the personnel in charge of the project will be distributed. This information is broken down into a work plan, which can be formal or informal and very detailed or very general. It is important to detail in this plan the moments in which each of the members of the project will participate, and what will happen with these people while they are not performing any function.

B. CHARACTERISTICS OF THE STAFF

For the recruitment process to be successful, it is important to take into account some characteristics of these people, such as:

Previous experience Staff interest in participating in the project The ability to work in a group Availability

C. RECRUITMENT PRACTICES

Generally many of the organizations involved in the projects have policies, where they apply a guide for the recruitment of personnel. In this case it is important to take this guide for personnel selection.

3.2. TECHNIQUES AND TOOLS FOR THE STAFF SELECTION PROCESS

The three techniques that the PMI mentions are: Negotiation, preliminary selection and procurement or acquisition.

A. NEGOTIATION

Negotiation plays a very important role in the selection of personnel. The management team must negotiate with many parties within the project to match the personnel to be hired with the necessary requirements established by the project.

B. PRELIMINARY SELECTION

This technique is applied mainly in projects where the requirements that are asked make a competitive selection. So pre-selection avoids hasty and unfounded hiring.

C. PROCUREMENT

Procurement or acquisition is the stage that follows a pre-selection. This technique is applied when there is security of the equipment or personnel to be selected.

3.3. OUTPUTS FROM THE STAFF SELECTION PROCESS

A. ASSIGNMENT OF PROJECT STAFF

The project team is complete by the time the personnel who will work on the project have been assigned. These staff can be assigned full time or part time, depending on the role to be performed.

B. MANAGEMENT OF THE PROJECT TEAM

The management of the project team will train its members and key stakeholders. The address will be formal or informal and detailed or general, depending on the needs of the project.

IV. THE PERSONNEL SELECTION PROCESS

4.1. INTRODUCTION

Once a suitable pool of applicants obtained through recruitment is available, the selection process begins. This phase involves a series of steps that add complexity to the hiring decision and consume some time. These factors can be irritating, both for candidates, who want to start immediately, and for managers of departments with openings.

The selection process consists of a series of specific steps that are used to decide which applicants should be hired. The process begins the moment a person applies for a job and ends when the decision to hire one of the applicants is made.

THE HIRING

In many personnel departments, the recruiting and selection functions are integrated into a single function, which may be called hiring. In large personnel departments, the recruiting function is assigned to a specific manager. In the smallest, the department manager performs this task.

The hiring function is associated with the personnel department, but in addition the selection process has a radical important in human resources administration. Therefore, proper selection is essential in personnel management and even for the success of the organization. (Pablo Bertoli, 2002)

4.2. PHASES OF THE SELECTION PROCESS

The selection of personnel consists of a process by which, through the use of appropriate techniques, we determine which of several people are the most suitable for their skills and personal qualities, to perform the functions and activities of the position to be filled, to the satisfaction of both the worker himself as well as the company that hires him (Zona Empresarial, 2002)

Personnel selection is a comprehensive process, which is made up of the following steps (FIG. 2):

Analysis and description of the job to be filled. Preparation of the professional profile or profesiogram. Pre-selection. Preliminary interviews. In-depth interview. Drafting of finalist candidate reports. Interview with company management personnel. Recruitment Welcome Plan Integration into the company. Socialization.

A. ANALYSIS AND DESCRIPTION OF THE JOB TO BE COVERED

Personnel departments use the selection process to recruit new staff. The information provided by the job analysis provides:

The description of the tasks, the human specifications and the levels of performance required by each position The short and long-term human resources plans, which allow to know future vacancies with some precision, and also allow to conduct the selection process in a logical and The candidates who are essential to have a group of people from which to choose.

These three previous elements largely determine the effectiveness of the selection process. There are other additional elements in the selection process, which must also be considered: the limited offer of employment, ethical aspects, the organization's policies and the legal framework in which all the activity is registered. (Bertoli, 2002)

B. PREPARATION OF THE PROFESIOGRAPHIC PROFILE OR PROFESIOGRAM.

The information obtained in the job description will allow us to deduce the demands and requirements of the person who must fill the position or, in other words, obtain the profile of the ideal candidate.

"THE PROFESIOGRAM, is the document that reflects those characteristics that a candidate who has to be selected to fill a position that we will have previously described through the corresponding analysis and description of the position is reflected." (BUSINESS ZONE, 2002)

The basic information of this instrument is detailed in four points:

Specific characteristics: In this section those characteristics that the individual must possess will be located, indicating in this case their existence or lack. Usually included in this section: Age (not higher than, not lower than), military service, sex, place of residence, driving license, etc. Knowledge: This section will reflect the components related to the studies and learning received by the individual both in its theoretical phase (teachings received) and in the practical phase (professional experience). Usually included in this section are: academic training, specific training related to the position, level of foreign languages, computer skills. In terms of experience, aspects such as: time worked, experience in a similar position, experience in managing people, occupied jobs appear. Skills and Personality Traits: On the one hand, all the skills or abilities that the individual must possess and that will enable him to carry out the assigned work will appear in said section, and on the other hand those personality traits that are considered appropriate to allow a correct performance of the position. In the aptitudes section, they usually appear: level of intelligence, verbal aptitude, numerical aptitude, aptitude for spatial relationships, analysis capacity, synthesis capacity, mechanical aptitude, abstract reasoning, etc. Regarding personality traits, those that are considered to be directly related to the future performance of the job to be filled should appear. Aspects appear such as: emotional control, self-confidence, extraversion, introversion, creativity, responsibility, leadership, etc.Motivation: In this section, those personal forces that will make the knowledge, experiences, aptitudes and attitudes that the person possesses become effective in carrying out the work to be carried out are specified. The motivations for: salary, job position, company, promotion opportunities, power, status, etc. will be included in this section.

C. THE RECRUITMENT (SOURCE: BUSINESS ZONE 2002)

Before the selection of personnel, there is a recruitment stage, the purpose of which is to have as many candidates as possible interested in the position to be filled. It is the entire set of activities whose purpose is to provide enough potentially valid candidates, from which to choose those initially considered more suitable, to start the selection itself.

The success or otherwise of the selection will depend on its correct performance, since if untrained candidates are recruited, the selection will not be satisfactory. In addition, the greater the number of potentially qualified candidates recruited for a position, the greater the guarantees of finding the right candidate (s).

Having previously defined the need to hire a person to fill a certain position, and once the occupant's professional profile has been drawn up, the following question arises: Do we have the right person in our company, or do we have to look for them abroad? If the answer to this question is affirmative, we will have to carry out an internal recruitment, if on the contrary it is negative we will resort to external recruitment. These two options are explained below:

Internal Recruitment: the people being recruited belong to the company itself, being able to produce a promotion or promotion, or rotation or transfer from another department. The search and selection of the candidate within the company itself has several advantages:

Rapid detection of potential candidates, so the investment of time and effort is less. Greater degree of reliability of the decision, by having prior knowledge of the candidate's performance. Easier and faster integration process. Staff motivation.

On many occasions it is not possible to find the candidate sought from among those who already belong to the company, this occurs mainly for three reasons:

The profile you are looking for is something unusual in the company: It happens when the size of the company is limited and there are not many personnel who adjust even minimally to what is required in the position to be filled. It also occurs in companies with a very specific activity and little variation in functions among their employees. Requirement of a special training: It happens when we look for very specific specialists who usually are not abundant in the market or who must have special studies that are only taken in certain provinces. Need for a specific experience: It is generally produced for managerial positions, where a thorough knowledge of the functions to be performed and of the market environments in which the company's activity is developed is required.

The main sources of internal recruitment are:

Own pool of candidacies, which originates from the accumulation of applications or resumes received in the company spontaneously. The pool of reserve people. That it will be made up of those people who, after having previously passed a selection process and having joined the company, left it due to their temporary hiring. The selected candidates without a position. They are those people who at the time participated in a personnel selection process and were considered suitable candidates for the position but were not hired as it was not necessary to fill as many positions as there were valid candidates.

External Recruitment: The people being recruited are outside the company. External recruitment has the following advantages:

It fosters positions open to change, new approaches and work methodologies and, ultimately, an open business environment. It takes advantage of investments in training made by other companies or by the candidates themselves.

The main sources of external recruitment are:

Valencian Employment Service, High School Institutes, Professional Training Institutes, Official Schools, University Schools, University Faculties, Professional Colleges, Business University Associations or Foundations, Private Postgraduate Studies Schools, Specialized Academies.

D. THE PRESELECTION

Once the recruitment phase is completed and, consequently, having an adequate number of candidates who satisfy the requirements of the job that we intend to fill, the selection itself begins.

The first phase in the selection process is what we call pre-selection. The purpose of this phase is to arrive at a first distinction between possibly suitable and unsuitable candidates based on easy-to-obtain information (preselection based on curriculum and cover letter). It is a matter of first checking that the candidates who are presented meet the conditions that have been required in the selection announcement (Yes we have published it) or in the job's professional chart.

Pre-screening has the advantage that it is fast and inexpensive. It is also necessary because often we cannot summon all the candidates for an interview: after the preselection we have a limited number of candidates. The preselection must be done meticulously. The criteria used in it are none other than those that determine the final aptitude of the candidate.

In this context we speak of minimum criteria, which means: the minimum requirements that candidates must meet. The demands that the person we finally hire will have to meet will generally be considerably broader. The severity and number of pre-selection criteria will depend on whether we have more or fewer candidates for the next phase. Fewer candidates means less work but increases the risk that no candidate will be a good fit in the end.

One possible risk we run during pre-selection is that we unreasonably reject potentially suitable candidates too early during the entire selection process.

When the number of recruited candidates is not very large, it may be advisable to divide the candidates into three groups: adequate, eventual- adequate and unsuitable (ZONA EMPRESARIAL, 2002).

Reason for Selection : 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.

When an organization frequently presents low selection reasons, it can be inferred that the level of adaptation to the position of the applicants and of the people hired will be low (Bertoli, 2002).

E. PERFORMANCE OF TESTS

Once the group of candidates has been defined from which the one that best suits the profile of the position to be filled will be selected, we begin the different tests that will determine said suitability.

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 costly and advisable only in certain circumstances (Bertoli, 2002).

E.1. TYPES OF TESTS

A possible way to classify all the tests used in the selection processes is in three groups: psychotechnical, specific and group (ZONA EMPRESARIAL, 2002).

PSYCHOTECHNICAL TESTS

They are what is commonly known as "Test" type tests. Tests are psychological instruments or tools that have a diagnostic and predictive value. They consist of standardized tests by means of which a sample of the behavior of a subject is provoked and recorded that represents her habitual behavior or her possibilities of development in a determined area or zone of action.

The tests are classified into four large groups:

Intelligence Test. These are tests that measure the so-called "G factor" or General Intelligence and for this purpose, abstract reasoning is mainly used, which today is considered the most reliable predictor of a person's learning potential. Aptitude Test. They are those that evaluate the capacities or aptitudes necessary to carry out specific tasks. They can be presented individually to measure a specific skill, or grouped to measure skills related to a position. We can include in this section the Performance Tests that mainly evaluate the speed and precision in the execution of tasks, as well as fatigue. Among the most common aptitude tests are those of verbal aptitude(ability to understand concepts expressed through words), numerical ability (ability to understand numerical relationships and reason with quantitative material), mechanical reasoning, spatial relationships, among others. Personality test. They seek to assess the character and temperament existing in the person, resulting from biological, psychological and social processes. They are related to attitudes, which, unlike aptitudes, are traits existing in the person that are more difficult to change or modify. Unlike the intelligence and aptitude tests, they do not usually have time control for their completion, and their answer is required based on questions or situations to which the evaluated subject will respond personally (there are no good or bad answers) and sincere (they have a measure of sincerity). The most common traits they evaluate include: emotional stability, extraversion - introversion, self-confidence, sociability, etc. Projective Test. Pretend to equally evaluate character traits of the person. They are based on the presentation to the subject of unstructured stimuli, producing a projection of the inner world of the person. They have more difficulties than conventional tests due to the technical complexity of their interpretation, their use requiring the presence of a well-trained and experienced technician. They are very little used tests.

The performance of psychotechnical tests in the selection processes is usually carried out in a single "test pass" session and all those Tests that predict or measure the most important skills and traits that are required for the position are used..

All this is carried out by preparing "Batteries" or appropriately combined test set. Finally, it should be noted that all presentation of Test in selection tests, in addition to being carried out by qualified personnel (psychologists), must only have Tests that meet the necessary conditions of validity, reliability and typification.

SPECIFIC TESTS

They are specific tests designed to assess specific skills required in a job. They offer a very important complementary value to psychotechnical tests and provide a high degree of validity. They have the disadvantage of not being standardized in the market, with some exceptions (typing tests).

Since they offer a high degree of validity, they should be used trying to meet the following requirements when they are created:

To be carried out by both personnel selection professionals and specialists in the matter in question, so that the functions that must be required in those who are going to take the test are previously very clear. Standardize it. It must be the same for all participants in all the sections involved in its implementation: format, presentation and instructions, completion, form of evaluation and scale of results. Use real media. It must be based on similarity, that is, if possible we will transfer the real form of the job to the form of the specific test that we present to the candidate, using means and conditions that are as similar as possible to those that occur in the reality of the job. job position (if we evaluate telephone operators, the test will be done with a real telephone).

GROUP DYNAMICS

It is a psychological evaluation technique used in personnel selection that places subjects or candidates in interaction, in order to produce observable behaviors that promote the differentiation and evaluation of attitudinal traits in them. These attitudinal traits must be considered necessary or appropriate for an effective performance of the functions of the job that we are trying to fill.

Group dynamics differ from tests and selection interviews, in that they evaluate the candidate in a social dimension, which provides a wealth of information complementary to the other tests used. It is a widely used test for the selection of jobs that require teamwork, contact and relationship with colleagues or with the public, etc.

According to CANALWORK, 2000, other tests for the selection of personnel are:

Professional Tests: These tests are intended to simulate the real working conditions of a certain position. We must apply them taking into account a series of minimum scales that are relevant and related to the performance of the task to be covered.

In this type of test, not only the result of the test is evaluated, but the procedure and the time that the candidate has used to solve it.

The In-Basket: Test aimed at selection processes for qualified professionals or managers. Starting from a fictitious case, the candidate is appointed director of the company. He is placed at an office table with a tray of pending issues full of documents: budgets, notes, meetings, forecasts, among others. The candidate must resolve this situation either personally or by delegating to other alleged employees. The selector will assess both the process used and the result obtained. Assessment Center: These types of tests are designed to cover managerial positions and for highly qualified professionals. It is not recommended for other positions, as it is a test that represents a great financial and time investment.

It is about evaluating the skills that candidates have for a certain position. Skills that they will have to demonstrate for several days and generally in a certain place. We cannot speak of a specific Assessment Center, since each organization adapts the tests to its needs, but almost always we will find the following techniques:

In basket. Discussion group. Business games. Structured interviews. Role play situations.

Unlike other tests, here even the candidates make decisions about the people who are most valid for the position. Logically, it is the selectors who make the final decision.

Graphological tests: This test can be adopted both in the selection phase and in the pre-selection phase. The candidate is asked to write either her resume or another document to analyze her main personality traits through writing. The results cannot be disguised or modified without being apparent to a graphologist.

A graphological study allows us to obtain information at the aptitude level, social attitudes and behaviors, social integration, performance, etc. Likewise, it allows detecting predispositions of doubtful or unfair behavior..

Knowledge Exams: They are usually more used in the selection processes of public employment. An exam is carried out either on a given syllabus or on a series of knowledge that the candidate will have to carry out in the job.

Business Games and Management Simulations: With or without a computer. Resolution of Cases and Assumptions: Presentation to the candidates of a real or fictitious case so that they end up solving it or at least trying to find possible solutions. They are evaluated by the results and by the procedure.

According to Bertoli (2002), 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. The types of tests it proposes are the following:

Psychological tests focused 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: They are more reliable because they determine information or knowledge that the examiner has. Performance tests: They measure the ability of candidates to perform certain functions of their position. Graphical response tests: They measure physiological responses to certain stimuli. Intelligence tests: are those in which the ability to learn is measured, to perceive the relationship between a set and its elements, and to discover the concept and put it into practice.

E.2. 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. Two approaches can be used to demonstrate the validity of a test: the practical demonstration and the rational.

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 validation (Bertoli, 2002).

E.3. CONCLUSION OF TESTS

The suitability test used in the selection process ultimately only constitutes one of the techniques used. Its use is limited to the measurement of examinable and verifiable factors. In the case of a cashier a test of numerical attitude and concentration can inform on several measurable aspects of her personality.

Even when a full battery of tests is available and the convenience of supplying them is obvious, it is important to maintain a flexible attitude. Suitability tests are only one of several techniques used. There are other non-measurable aspects that can be equally important.

F. STAFF SELECTION INTERVIEW.

The selection interview consists of a formal and in-depth talk, conducted to evaluate the suitability for the position of the applicant. 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 (Bertoli, 2002)

According to Zona Empresarial (2002) there are a series of common biases or errors when evaluating the interviewed candidates that we must know:

The "Halo Effect": tendency of the interviewer to judge aspects of the candidate's behavior based on a single trait or attribute. The "Contrast Effect": appears when the interviewer evaluates several candidates in close periods of time. It consists of evaluating the characteristics of the last one in relation to the evaluations that it has made of the characteristics of the previous ones. Assessment patterns may change throughout the process depending on the quality and suitability of the candidates tested. This bias highlights the importance of the candidate's place on the interview agenda. The «Recency Effect»:The evaluator gives more weight to the information obtained at the end of the interview. This bias is usually accentuated in long-term interviews and especially when the information recording mechanism has obvious deficiencies. It is more likely to appear when the registration is made after the interaction. The «Battle Horse Effect»: It happens to the interviewer who has a marked preference towards a certain topic, and makes it the main reason for the interview. If a candidate is well versed in the interviewer's "workhorse," there is a risk of an overly positive evaluation. The «Generosity Effect»:Some interviewers who feel insecure, due to lack of experience, or because they do not know the position or its demands well, have a tendency to be too generous in their evaluations. The "Mirror Effect": the interviewer looks for in the candidate those qualities or behaviors that are highly appreciated by him. If you do find them, you will soon give the interviewee a positive evaluation.

It is true that we cannot completely eliminate the subjectivity factor from the interviews, what we can do is reduce it to the maximum. For this, it is advisable to avoid subjective judgments and support the evaluations of the interviewees in objective data on experience, performance and behavior, and try to predict future behavior based on these.

Meeting these goals in the selection interview means making the interview more reliable and valid. We say that an interview is reliable when different interviewers agree in their evaluations of the same candidate.

F1. TYPES OF INTERVIEWS

Interviews are conducted between a single company representative and an applicant (interviewee). The questions asked by the interviewer can be structured, unstructured, mixed, problem-solving or stress-provoking. In practice, the mixed structure is the most used, although each of the others plays an important role. Each of the types of interviews according to Bertoli, 2002 is described below:

Unstructured Interviews: Allows the interviewer to ask unanticipated questions during the conversation. The interviewer inquires about different topics as they arise, 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 :Structured interview are based on a predetermined question framework. 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. Problem Solving Interview: 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 conditions of great tension, you may want to know how the applicant reacts to that element.

F2. THE IMPORTANCE OF PLANNING THE INTERVIEW

Many recruitment interviews fail to achieve their objectives because they are not well planned. The lack of planning generally leads to an unstructured interview, in which everything that is said automatically becomes the subject of the interview.

The main objective of a selection interview is: "to evaluate the capacity of each candidate to carry out the job, so it is essential that the interviewers know the position to be filled as well as possible".

A general outline of the personnel selection interview would be the following:

Establish a good relationship, create the right climate. Set the agenda. Gather information. Can the candidate fill this position? Does the candidate want to fill this position? Describe the job title and organization. Give the candidate the opportunity to ask whatever they think is appropriate. Finish the interview.

F3. IMPORTANT ASPECTS WHEN CARRYING OUT THE INTERVIEW

When conducting an interview, it is important to take into account the following aspects:

Maintaining eye contact when we speak and using the candidate's personal name will make the interview more personal. We have to take care of our body posture and our voice. One of the worst enemies of the interviewer is fatigue or a lack of interest, which is manifested in the posture and in the voice. A monotonous communication of information about the company and the job can be fatal. A fundamental aspect is the way we ask our questions. It's surprising to what extent we communicate our ideas and opinions in the way we ask our questions. Avoid these types of questions: Wouldn't you find it difficult to adjust to life in a big city?; Don't you think an office job would be better for you? These are called anticipatory questions because they suggest an answer.

We should avoid these types of questions during the interview, since they give very clear information about our thoughts or doubts, and the candidate will quickly know what to answer for their own benefit, thus not offering honest information that is what we are interested in capturing.

F4. TYPES OF QUESTIONS IN AN INTERVIEW

C mistaken: the possibilities are limited to answer 'yes' or 'no', the question does not lead to reflect nor to spread. Example: Do you get along with your boss? Open: it gives us more information than a closed question, since it can be answered with additional information to a "yes" or "no". The problem remains that most of the time you will want to give a desirable answer. Example: Can you tell me something about your relationship with your boss? High performance: It is an open question that starts from a specific situation that everyone knows. The question excludes the most obvious desirable answer and prompts reflection. Example: How do you react when you and your boss disagree?

F5. THE INTERVIEW PROCESS (Bertoli, 2002)

The interview process 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.

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.

F6. ERRORS IN THE INTERVIEW PROCESS (Bertoli, 2002)

Interviewer Errors

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. A faulty interview can result in the rejection of suitable people or (just as 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.

G. DRAFTING OF FINAL CANDIDATE REPORTS (BUSINESS ZONE, 2002)

Once the interviews are finished, we select the candidates who best fit the profile sought (generally the three most suitable are usually chosen) with the aim of preparing a detailed report on each of them. For the preparation of this report, we will use all the information that has been collected from said candidates throughout the process (curriculum vitae; Results of the psychotechnical, specific and group tests; information from the interview / s maintained, etc..).

The objective of the report is that people who have not participated in the selection process and have decision-making capacity about the candidate to be incorporated, have the most complete, objective and detailed information possible about the candidates to fill the position.

A complete report should contain information related to the following areas: Personal Data Training: Regulated, Complementary, Computer Science and Languages Professional Experience Assessment of the results of aptitude and specific tests Personality Psychological Report Data of interest: aspirations economic, term of incorporation, etc. Conclusions of the evaluator.

H. INTERVIEWS WITH MANAGEMENT PERSONNEL OF THE COMPANY: HIRING DECISION

At present, decision-making for the incorporation of a person to a company is usually carried out jointly, especially when the person will occupy a position of certain significance.

The usual thing is that those responsible for the selection process, and those responsible for the Department, Area or even the Company's Management intervene in said decision-making process.

The way to carry out this decision process is certainly variable, being the most common thing that one or more representatives of the company interview the finalist candidates presented (in the presence or not of those responsible for the selection process) and later make the decision which of them to hire.

Once the person we are going to incorporate has been chosen, it is desirable to check or accredit in advance that they are in possession of all those titles that they have stated to possess either through their curriculum or during interviews. For this we will request the originals or legalized copies. It is also usual to ask for references of said person to one of the companies for which he has previously worked.

If after the previous verifications no negative or contradictory information appears to the one already possessed, the contract will be signed in the modality and conditions that the company and the worker agree on.

V. IMPORTANT ASPECTS IN THE STAFF SELECTION PROCESS (Bertoli, 2002)

5.1. THE ETHICAL ASPECT IN THE SELECTION PROCESS

Given the central role that personnel specialists play in the decision to hire, awareness of the importance of their work and the certainty that any unethical action will be reversed against them is essential. Special favors granted to "referrals", gratuities and gifts, the exchange of services, and all other similar practices are not only ethically reprehensible, but also high risk. The human resources administrator must remember that a hiring obtained through a bribe introduces a person to the organization who will not only be unsuitable and will be refractory to all personnel policies, but will also refer to the administrator with the contempt that deserves a corrupt official

5.2. CHALLENGES OF THE ORGANIZATION IN THE SELECTION PROCESS

The selection process is not an end in itself, it is a means for the organization to achieve its objectives. The company will impose limits, such as its budgets and policies that influence the process. Sometimes limiting, these elements contribute in the long term to the effectiveness of the selection. The goals of the company will be better achieved when clear guidelines are imposed, specific to the specific circumstances in which it operates, and that contribute not only to the financial success of the company, but also to the general well-being of the community.

It would be in a company's best interest to plan flexible, modern and smart policies that complement factors other than short-term profit. The human resources administration professional faces one of the most significant challenges in his activity in this field and the companies in which he will work expect him to bring more social and humane approaches to their selection policies.

5.3. 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 may 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 reports received in the environment in which it is located; two, the fact that the practice of requesting job references is widespread throughout Latin America.

5.4. 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.

5.5. 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

SAW. SOME CASE STUDIES IN THE SELECTION OF STAFF

6.1. A SELECTION MODEL

Terry and Franklin (1987), in their book "Management Principles", propose a selection model that has the following format:

Where the selection process, part of the recruitment from different sources. Then the evaluations or tests are carried out through different means, such as interviews, tests, observations, among others. In these evaluations, participants can be eliminated.

6.2. ASPECTS TO TAKE INTO ACCOUNT IN THE SELECTION OF PERSONNEL IN AGRICULTURAL PROJECTS

It is important to take into account that human resources are not always at hand, and that people vary from region to region. For this reason, Miragen et al (1985) in the book "Guide for the elaboration of agricultural development projects" clearly specify the aspects that are of interest when selecting personnel in rural agricultural regions. The indicators used to characterize the human resources of the area are:

to. Population volume

Population density Population structure by sex and age Natural population growth rate Migration and immigration rate Population growth rate Percentages of urban and rural population Economically active population Unemployment rate

Another very important aspect is education, since it is essential to know the level of literacy of the population. This helps in case the personnel required is specialized and from a certain area. This information is generally found in population censuses.

BIBLIOGRAPHY

Anonymous. 2002. Article: Selection and Recruitment of Personnel. gestiopolis.com Bertoli. 2002. Article: Staff Selection. gestiopolis.com CANALWORK. 2000. Article: Personnel Selection and Tests. gestiopolis.com Labixia. 2002. Article: Tests for the selection of Personnel. gestiopolis.com Miragem. 1985. Guide for the elaboration of agricultural development projects. Editorial IICA. Saint Joseph. Costa Rica Project Management Institute (PMI). 1996. A guide to the Project Management Body of Knowledge. USA.Terry and Franklin. 1987. Principles of Administration. Continental Publishing Company. DF México.ZONA EMPRESARIAL, 2002. Article: Personnel Selection. gestiopolis.com

I. RESULTS OF THE INVESTIGATION

The results obtained from the investigation related to the selection of personnel in the National company are the following:

1.1. PROFILE OF THE COMPANY INTERVIEWED

First, it is important to publicize the position of the person who was interviewed, in order to get an idea of the type of response that is expected. In general, the interviewee is the Manager, with almost half of the total, followed by the assistant manager, the head of human resources and finally the owner, who in general, it is difficult for this person to deal with these matters, more if there is talk of large and formal companies.

TABLE 1. OCCUPATION OF THE PERSON INTERVIEWED

MARKET STALL	PERCENTAGE (%)
GENERAL MANAGER	47
MANAGEMENT ASSISTANT	2. 3
HEAD OF HUMAN RESOURCES	17
OWNER	13
TOTAL	100

The following table describes the percentage of companies interviewed according to their activity. The predominant category is commerce, with 29% of the total companies interviewed.

TABLE 2. ACTIVITY OF THE COMPANY INTERVIEWED

EXERCISE	FREQUENCY	PERCENTAGE (%)
SERVICES	two	12
CONSULTANCY	one	6
COMMERCE	5	29
INDUSTRY	two	12
GOVERNMENT	two	12
NGO	two	12
SEMIAUTONOMOUS	one	6
FINANCIAL	two	12
TOTAL	17	100

The number of people who work in the companies is a criterion that was used to identify the sample. The categories and their respective percentages are described in the following table:

TABLE 3. NUMBER OF PEOPLE WORKING IN THE COMPANIES

CATEGORY	PERCENTAGE (%)
FROM 20 TO 50	29.4
FROM 51 TO 100
FROM 101 TO 150
MORE THAN 151

As shown in the previous table, the predominant categories are 20 to 50 and 51 to 100 people who work in companies. This is an important criterion that helps to obtain objective and reliable data from the study, since the fact of having a large number of workers makes the selection of personnel constant and necessary.

TABLE 4. GENERAL PROFILE OF THE COMPANY INTERVIEWED

AVERAGE OF PEOPLE WHO WORK	95
PERCENTAGE WORKING IN THE ADMINISTRATIVE AREA	22
PERCENTAGE WORKING IN THE OPERATING AREA	78

In general terms, the average of people who work in the interviewed company is 95, where 22% of the total is represented by the administrative area and 78% by the operational area.

1.2. RELATION OF THE PROCESS OF SELECTING THE PERSONNEL OF THE INTERVIEWED COMPANIES WITH THE PMI METHODOLOGY

In the research, they wanted to know how close the national company is to the application of the personnel selection process according to the Project Management Institute (PMI). The results obtained are the following:

TABLE 5. DOES THE COMPANY HAVE A personnel administration plan

TENURE	PERCENTAGE
YES	64.7
NO	35.3
TOTAL	100.0

Most companies have a personnel management plan (64.7%), which is expected, since they are companies with an average of 95 workers.

TABLE 6. HOLDING A PERSONNEL MANAGEMENT PLAN VERSUS CATEGORY "NUMBER OF PEOPLE WHO WORK"

CATEGORY	IF THEY HAVE A PLAN (%)
FROM 20 TO 50	twenty
FROM 51 TO 100
FROM 101 TO 150
MORE THAN 151

If it is observed in the previous table, the companies that are in the category of more than 150 workers have a personnel selection plan, while only 20% of the category of 1 to 50 workers have a plan. This indicates that the more people work in companies, the greater the need for a plan.

BOX 7. HAVE IN THE COMPANY some recruitment practices

TENURE	PERCENTAGE
YES	41.2
NO	58.8
TOTAL	100.0

Almost half of the companies interviewed apply some recruitment technique in the selection of personnel. Of these companies, the most used practices are: References and the experience of the interviewer, and in lesser place are newspaper or contest ads.

TABLE 8. RECRUITMENT PRACTICES MOST USED IN COMPANIES

RECRUITMENT PRACTICES	PERCENTAGE (%)
REFERENCES	71.5
PERSONAL EXPERIENCE	71.5
NOTICES IN NEWSPAPERS	14.3
SEND CONTESTS	14.3

(Does not include companies that do not have defined recruitment practices)

Most companies apply personnel selection techniques, where recommendations and interviews predominate. Procurement and submission of offers are other techniques used, which are proposed by PMI.

TABLE 9. DO THE COMPANY HAVE TECHNIQUES FOR SELECTING PERSONNEL

TENURE	PERCENTAGE (%)
YES	88.2
NO	11.8
TOTAL	100.0

TABLE 10. STAFF SELECTION TECHNIQUES MOST USED IN COMPANIES

STAFF SELECTION TECHNIQUES	PERCENTAGE (%)
RECOMMENDATIONS	49.9
INTERVIEWS	35.6
PROCUREMENT	14.3
SERVICE OFFERS	21.3

1.3. FIRST STAGE OF THE STAFF SELECTION PROCESS

In general, companies have already defined the profile of the person who will occupy the position before the selection process.

TABLE 11. THE COMPANIES HAVE DEFINED THE PROFILE OF THE POSITION TO BE FILLED BEFORE THE PERSONNEL SELECTION PROCESS

	PERCENTAGE
YES	88.2
NO	11.8
TOTAL	100.0

On the other hand, the list of people competing for a position is obtained from means such as received curriculum vitae, recommendations and by external companies that are in charge of recruiting personnel. To a lesser degree, there are sources such as: Technical and commercial schools and databases (Job Bank).

TABLE 12. HOW COMPANIES OBTAIN THE LIST OF PEOPLE TO CHOOSE FOR A POSITION

HOW THEY GET THE LIST	PERCENTAGE (%)
CV	64.8
RECOMMENDATIONS	29.4
DATABASE	23.6
CONTESTS	23.6
HR COMPANIES	23.6
TECHNICAL COLLEGES	5.9
COMMERCIAL SCHOOLS	5.9

CV: Curriculum Vitae

HR: Human Resources Recruitment Companies

External recruitment is the most applied technique in companies, unlike internal recruitment, which is less used. However, when crossing this variable with the number of workers per company, the results show that the greater the number of workers in a company, the greater the application of internal recruitment.

TABLE 13. INTERNAL AND EXTERNAL RECRUITMENT APPLY IN COMPANIES

	INTERNAL	EXTERNAL
YES	58.8	88.2
NO	41.2	11.8
TOTAL	100.0	100

TABLE 14. APPLICATION OF INTERNAL AND EXTERNAL RECRUITMENT ACCORDING TO CATEGORY "NUMBER OF PEOPLE WHO WORK"

CATEGORY	EXTERNAL (%)	INTERNAL (%)
FROM 20 TO 50	100.0%	twenty
FROM 51 TO 100
FROM 101 TO 150
MORE THAN 151

The main sources of recruitment are recommendations again and newspaper ads. On the other hand, there are professional associations and job applications. The recommendation is one of the sources and techniques that are most used in our environment, which for companies in this category is informal. However, it is the most reliable way to recruit staff, as commented by the people interviewed.

TABLE 15. MAIN SOURCES OF RECRUITMENT

RECRUITMENT SOURCES	PERCENTAGE (%)
RECOMMENDATIONS	56.4
NOTICES IN NEWSPAPERS	50.2
JOB APPLICATION	31.5
IN PROFESSIONAL COLLEGES	18.9

1.4. SECOND STAGE OF THE STAFF SELECTION PROCESS

The tests, despite their importance in the selection of personnel, in our environment only 35% of the companies interviewed apply it. Of the companies that apply the tests, knowledge or intelligence and dynamics or simulations predominate. Some other tests that are applied are performance tests and tests.

TABLE 16. PSYCHOLOGICAL TESTS APPLIED IN THE COMPANY FOR THE SELECTION OF PERSONNEL

	PERCENTAGE (%)
YES	35.3
NO	64.7
TOTAL	100

TABLE 17. PSYCHOLOGICAL TESTS THAT COMPANIES APPLY

TESTS	PERCENTAGE (%)
OF KNOWLEDGE OR INTELLIGENCE	35.4
SIMULATIONS OR DYNAMICS	17.7
TEST	5.9
PERFORMANCE	11.8
PSYCHOMETRIC	5.9
NO TESTS APPLY	64.7

(DOES NOT INCLUDE COMPANIES THAT DO NOT APPLY TESTS)

After applying the tests, the most used form of validation is by scores (greater than 70), however, some companies opt for formulas or already established methodologies

TABLE 18. HOW THE PSYCHOLOGICAL TESTS VALIDATE

TEST VALIDATION FORM	PERCENTAGE (%)
BY SCORES (MORE THAN 70)	66.7
BY FORMULAS	16.7
BY ESTABLISHED METHODOLOGIES	16.7
TOTAL	100.0

(DOES NOT INCLUDE COMPANIES THAT DO NOT APPLY TESTS)

The interview is another personnel selection technique, where almost 100% of companies apply this technique. The type of interview most used is the mixed one with 43.9% of the total companies interviewed.

TABLE 19. INTERVIEWS APPLY IN THE COMPANY FOR THE SELECTION OF PERSONNEL

	PERCENTAGE (%)
YES	94.1
NO	5.9
TOTAL	100

TABLE 20. TYPE OF INTERVIEW APPLIED BY THE COMPANY FOR THE SELECTION OF STAFF

TYPE OF INTERVIEW	PERCENTAGE (%)
Mixed	43.9
NOT STRUCTURED	37.6
STRUCTURED	37.6
OTHER	6.3
TOTAL	100.0

(DOES NOT INCLUDE COMPANIES THAT DO NOT APPLY INTERVIEWS)

Regarding the medical examination, 35% of the companies perform it. When crossing the variables conducting a medical examination versus company activity, it can be observed that both the government and the NGOs carry out the medical examination of their workers, and they usually do it during the personnel selection process.

TABLE 21. THE COMPANIES CARRY OUT THE MEDICAL EXAMINATION FOR THE SELECTION OF THE STAFF

	PERCENTAGE
YES	35.3
NO	64.7
TOTAL	100.0

TABLE 22. THE COMPANIES CARRY OUT THE MEDICAL EXAM FOR THE SELECTION OF STAFF VERSUS THE CATEGORY "ACTIVITY"

EXERCISE	PERFORM A MEDICAL EXAM (%)
SERVICES	0
CONSULTANCY	0
COMMERCE	twenty
INDUSTRY	fifty
GOVERNMENT	100
NGO	100
SEMI-AUTONOMOUS	0
FINANCIAL	0

TABLE 23. TIME IN WHICH THE COMPANIES CARRY OUT THE MEDICAL EXAMINATION FOR THE SELECTION OF STAFF

MOMENT	PERCENTAGE (%)
DURING THE SELECTION	66.7
AFTER THE SELECTION	33.3
TOTAL	100.0

(DOES NOT INCLUDE COMPANIES THAT DO NOT APPLY MEDICAL EXAMINATION)

Most companies have a trained person to prepare the personnel selection process, mainly in the application of interviews and psychological tests.

TABLE 24. THERE IS SOME PERSON TRAINED TO APPLY TESTS AND INTERVIEWS

	PERCENTAGE (%)
YES	82.4
NO	17.6
TOTAL	100.0

This trained person is usually the head of human resources or the manager. Only 10% of the people who apply the interviews and tests are psychologists.

TABLE 25. WHO APPLIES THE TESTS AND INTERVIEWS IN THE COMPANY

TRAINED PERSON	PERCENTAGE (%)
HEAD OF HUMAN RESOURCES	50.0
MANAGER	40.0
PSYCHOLOGIST	10.0
TOTAL	100.0

(DOES NOT INCLUDE COMPANIES THAT DO NOT HAVE ANY TRAINED PERSON)

1.5. CLOSURE OF THE STAFF SELECTION PROCESS

As a way of investigating about the closure of the person selection process, it was asked about the form of evaluation of the tests and interviews. Most companies evaluate these techniques based on performance and second by score. There are companies that hold meetings (through Committees) to evaluate the person interviewed.

TABLE 26. HOW THE RESULTS OF TESTS AND INTERVIEWS ARE EVALUATED

EVALUATION FORM	PERCENTAGE (%)
ACCORDING TO PERFORMANCE IN THE INTERVIEW	82.4
BY PRESET SCORES	41.2
CHIEFS EVALUATE IN A MEETING	11.8

At the end of the selection process, people are integrated into the position, however some companies enter a three-month trial process, in order to observe the performance of the person chosen.

TABLE 27. HOW IS THE CLOSING STAGE OF THE STAFF SELECTION PROCESS

CLOSING STAGE DESCRIPTION	PERCENTAGE (%)
WHEN THE PERSON IS INTEGRATED TO THE POSITION	33.3
WHEN HIRING FOR 3 MONTHS OF TRIAL	33.3
WHEN THE CANDIDATE IS ELECTED	13.3
WHEN A TERNA IS CREATED	13.3
WITH INDUCTION AND TRAINING	6.7
TOTAL	100.0

For companies with a large number of workers, the selection of personnel must be a stage of great importance. Most of the companies interviewed mention that this process is a high priority and give as the main reason that a good selection process guarantees success in the company in terms of human resources.

TABLE 28. HOW IMPORTANT IS THE PERSONNEL SELECTION PROCESS IN THE COMPANY

PRIORITY	PERCENTAGE (%)	Reasons
HIGH PRIORITY	82.4	A. Employees must be reliable and efficient
B. Good selection guarantees success
A. If the personnel pass the test, they are the ideal
MEDIUM PRIORITY	11.8	Low staff turnover
NOT PRIORITY	5.9
TOTAL	100.0

This chart below shows that the more workers you have, the higher the priority of a well-planned recruitment process.

TABLE 29. HOW IMPORTANT IS THE PERSONNEL SELECTION PROCESS IN THE COMPANY ACCORDING TO category "number of people who work"

CATEGORY	HIGH PRIORITY	MEDIAN PRIORITY	IT IS NOT PRIORITY
Percentage (%)
FROM 20 TO 50	60	twenty	twenty
FROM 51 TO 100
FROM 101 TO 150
MORE THAN 151
AVERAGE

II. INVESTIGATION CONCLUSIONS

2.1. PROFILE OF THE COMPANY INTERVIEWED

The main activity to which the companies in this study are engaged is commerce and industry, in these activities the administrative area represents 20% of the total staff of the company.

2.2. THE COMPANY ACCORDING TO THE PMI IN THE ISSUE OF PERSONNEL SELECTION

Most companies have a personnel management plan, and in the case of companies with more than 150 employees, all have this plan. The most commonly used personnel recruitment practices at this level are personal references or recommendations. Almost all companies use some personnel selection technique, where recommendations and interviews stand out.

2.3. FIRST STAGE OF THE STAFF SELECTION PROCESS

- In general, the profile of the position is established before the selection of personnel or is already defined in the manual of the position, but in some cases the profile is subject to modifications according to the specific conditions that are presented at the time of selection.

The list of candidates for a position is obtained mainly from the Curriculum Vitae that arrive at the company and by personal recommendations.A general level, external recruitment occurs in companies, but as the number of personnel increases in companies plus the practice of internal recruitment. The main sources of recruitment are personal recommendations and advertisements in the written media.

2.4. SECOND STAGE OF THE STAFF SELECTION PROCESS

The psychological tests that are most applied are those of knowledge or intelligence and simulation or dynamic tests. The validation of these tests is carried out by pre-established scores that generally must be higher than 70 points.

Almost all companies use the interview as a selection tool and the person in charge of carrying it out is usually the head of human resources. The performance in this interview is considered of great weight for a possible hiring.

The medical examination is applied mainly in Government Institutions and Non-Governmental Organizations, and is requested during the personnel selection process.

2.5. CLOSURE OF THE STAFF SELECTION PROCESS

Most companies are not very clear or defined where exactly the personnel selection process ends, but they generally consider it as termination when the person joins the job, the greater the number of employees in the job. company, the higher the priority assigned to the personnel selection process, as it is considered to be of vital importance for the success of the company.

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As a complement to this document, we suggest the following videoconference of the School of Business and Management, through which you can deepen your learning about the process, techniques and personnel selection tools that are commonly used in organizations.

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