Why Selecting Human Resources is Essential for Success
The use of selection in human resources is detrimental to the success of a business. If one does not research and make educated decisions when recruiting or hiring, the results could be catastrophic. Businesses have to experiment and use the information obtained to their processes of selection in order to become a successful entity. This being said, there are several ways in which one can use selection and placement successfully and productively.
According to Mathis (2009), selection is the process of choosing individuals with the correct qualifications needed to fill jobs in an organization. As stated previously, without proper selection a business is far less likely to succeed. Before adequate selecting can take place, a human resource professional needs to know the details of the positions. For example, if one doesn’t know the knowledge, skills, and abilities (KSA’s) for a certain position, the selection will not result successfully.
Very similar to selection is placement. There are many ways in which one can properly assess the requirements of certain positions. Most commonly in placement, the job requirements are based off of previous employees that have worked in the same position for years. (Mathis, 2009, p. 214) Although this is true, there are still new job areas that have yet to be fulfilled. One must calculate what the associate will be doing on a daily basis; this is sometimes referred to as a job analysis. After all of the research and experiences have been assessed, an HR professional can then post what is required for the particular job with the job fulfillment request.
Not only is it challenging to set the requirements of a particular position, but it also only gets more difficult when actually choosing a candidate for the job. A hiring manager has to weigh the qualifications from the person applying as well as how the person will fit in to the company and the particular job. Many people consider this the tricky part of selection because the employer does not want to make a mistake and mismatch the person with the job. There are several factors in choosing the right person to fulfill a particular position. Some common factors are the distance one must commute each day, the hours in which the job requires, and more importantly, the salary. Human resource leaders consider all aspects in order to select the right people to fill these positions so that the business will succeed and the person’s performance is positive.
Assuming that the selection and placement activities were successful, one then will usually utilize the selection process. On the business side of the selection process there are several steps in which they select applicants for certain positions. On the applicant’s side, the first place to start is to show interest in the job they are applying for. This can be done in many ways, but the first step, almost always, is to fill out an application. From the application being submitted, if the business is interested in someone and their qualifications, they will contact them. A business will usually set up an interview and discuss the applicant’s job history and interest in their company. If the interviewing manager is interested, he/she will then describe the qualifications and expectations of the position being offered and consider if the person matches the job. Assuming that both parties feel the interview went well, a background check or investigation is normally the next step. Most businesses conduct background checks to simply protect their assets. Once the investigation comes back, if it is clear, the business will then offer the position to the applicant or, depending on the company, another interview may take place. Once the job offer is accepted, a drug screening will take place depending on the business. Assuming the applicant passes the drug screening, the last step of the selection process, which is job placement, is...
References: Carless, S. A. (2009). Psychological testing for selection purposes: a guide to evidence-based practice for human resource professionals. International Journal Of Human Resource Management, 20(12), 2517-2532.
Devanna, M., Fombrun, C., & Tichy, N
Fitzpatrick, R. (1989). Staffing the Contemporary Organization: A Guide to Planning, Recruiting, and Selecting for Human Resource Professionals. Personnel Psychology, 42(1), 218-220.
Jha, S., & Bhattacharyya, S. (2012). Study of Perceived Recruitment Practices and their Relationships to Job Satisfaction. Synergy, 10(1), 63-76.
Joyce, M. P. (2008). Interviewing Techniques Used In Selected Organizations Today. Business Communication Quarterly, 71(3), 376-380.
Law, K. S., Wong, C., & Leong, F. (2001). The cultural validity of Holland 's model and its implications for human resource management: the case of Hong Kong. International Journal Of Human Resource Management, 12(3), 484-496.
Mathis, Robert L., & Jackson, John H. (2009). Human Resource Management. (13th ed.). Mason, OH: South-Western Cengage Learning.
Tarique, I., & Schuler, R. (2008). Emerging issues and challenges in global staffing: a North American perspective. International Journal Of Human Resource Management, 19(8), 1397-1415.
Von Bergen, C. W., & Soper, B. (1995). The accomplishment record for selecting human resources.. SAM Advanced Management Journal, 60(4), 41.
YUNKER, G. W. (1990). Human Resource Planning, Employment and Placement. Personnel Psychology, 43(2), 382-385.
Woska, W. J. (2007). Legal Issues for HR Professionals: Reference Checking/Background Investigations. Public Personnel Management, 36(1), 79-89.
Please join StudyMode to read the full document