Selection

Selection 

Selection is the process whereby the best candidate is chosen for a job. The selection process involves gathering information about the candidate and evaluating them to see if they are the right person for the job. Assessing the person in a selection process can be very time consuming, however, it can also be very short. There are many selections methods to find the best person for the job. Anderson (2011) highlights that the selection process is a thoughtful process if you are to choose the right candidate.

Selection methods

A selection method an organisation uses is interviews. An interview is usually the last process of selection before they offer them a job or not. According to Armstrong (2010) interviews are the most familiar method of selection and goes on to define it as a face to face discussion. There are many advantages and disadvantages of interviews. Some advantages are that they can be helpful to acquire elaborate information about individual feelings and opinions. Interviews are usually on a one to one basis and therefore interviewees may not have to be influenced by others in the group. This could allow a better response and can investigate there personality easier.

There can be many disadvantages too interviews as we as advantages. Some disadvantages are that it can be time consuming as preparation is needed before an interview. For example, there will need to be a suitable waiting area and suitable arrangements for candidates. They will also have to go through the candidates CV and prepare the questions for that person. Also, a one on one interview may not show how that candidate will work in a different environment around others. One more disadvantage is that the interviewee may be uncomfortable with the interviewer which made lead to the wrong information.

Another method of selection is assessment centres. Assessment centres typically use a combination of methods to assess the candidate. There are usually not just an individual being assessed by an observer, but a group. Assessment centres can evaluate communication and many other skills. Needle (2010) describes assessment centres as a device with a few candidates going through a variety of selection methods.  There are many advantages to assessment centres such as reduced business costs by identifying individuals for hiring quicker as a faster decision can be made. Other advantages include fairness because everyone who performs the same exercise has an equal opportunity to exhibit their skills and abilities; they are also more objective than an interview, as this can count on the interviewees perception.

The disadvantages are that it may require more assessors to be there in order to make a decision. It is also very time consuming to go through groups of candidates, especially if they have to do role plays. Role plays may put off candidates as they may not feel comfortable doing them and therefore there skill and abilities may not be shown fully. Taylor (2002) points out that the problem with assessment centres is that they do not take into account personality traits.

The last example of a selection method will be testing. There can be may different types of tests such as an intelligence test or personality test. There can be advantages to this because it can be very cheap as there may not need as many observers. It can also tell you if they are smart enough for the job if it is a more complex job. The candidate will also not be influenced in communicating with others as tests are less based on appearance.

However, there are also negatives to tests. This is because it individuals could answer a personality test in a different way and to there could be a fake response. The questions may also be unanswered if a candidate feels that it is not necessary to answer that question because it is personal. Tests can also have a disadvantage because it does not tell you how the candidate will work around others; they may be uncomfortable around other people and in a different environment but the test may not tell you that.

My interview

In my interview for work experience at John Lewis, it was based on a one on one interview but two other people were also there. I believe it was an effective interview because it did have what the selection process wants, as it gathered information about me and give me information about the job. They had suitable preparations such as having a suitable waiting area for me and made me feel comfortable for me when I came in. I also did not feel pressured by the presence of the questions or by the presence of the two others. Even though I felt that the interview was effective, I believe they could have made it more effective by doing another method such as a team building exercise.  This is because I do not feel that in that interview, my personality came out completely. So that was the only downfall of the interview, but in general, I felt the interview went well and was effective.

 

How I think the selection process can be improved

I think the selection process can be improved in certain ways. Even though my university interview went well, I feel the interview could have been different. I believe the one on one interview is very effective but improvements I would make, not to just a university interview, but the majority of interviews, would be to make the selection process longer. I believe they should go through phases such as personality tests and group work. This is so that each candidate can show their ability as some may be stronger in a one on one interview, and some may be stronger in a role play. Also, it will expose them if they are weaker on a method. You can then tell overall, who performed the best and take a choice from there. I also feel that when there is a short list of candidates going for the job, they could all try the job first to see who performs better and who is more comfortable in that environment. So I think job simulation should be involved more and for selection processes for universities, maybe the candidates work should also be seen as well as just tests. As some students may not be able to execute exams as well under pressure.

Bibliography

Armstrong, M. (2010) Armstrong's Essential Human Resource Management Practice: A Guide to People Management. London: Kogan Page Limited.

Anderson D, Williams, T.A  and Sweeney, D. (2011) Fundamentals of Business Statistics. 6th ed.

Harries, M. (2012) John Lewis [online]. CashZilla. Available from: http://cashzilla.co.uk/2012/03/07/john-lewis-employee-bonus-blow/ [Accessed: 7 March 2012].

Needle, D. (2010) Business in Context: An Introduction to Business and Its Environment. 5th ed. Hampshire: Cengage Learning.

Taylor, S. (2002) People Resourcing. 2nd ed. London: Cromwell Press.