Employee Selection Techniques




In today's competitive job market, hiring the right talent is necessary for the success of any organization. The selection process involves determining whether applicants' attributes, such as competence, experience, qualifications, education, and training are suitable for the prospective interviewee.Therefore,
Armstrong (2010) states that the goal of selection is to determine a candidate's suitability by anticipating their capacity to perform a task successfully.

Traditional Interviews:
Traditional interviews are one of the most common employee selection techniques used by organizations worldwide. In a face-to-face or panel interview, employers assess candidates based on their qualifications, experience, and interpersonal skills. While interviews provide valuable insights into a candidate's personality, they also have limitations such as interviewer biases and lack of standardization (Levashina,2006).Individual interviews are used as a selection procedure by the majority of Sri Lankan organizations.Interviews come in various types, each serving different purposes and focusing on specific aspects of a candidate's qualifications, skills, and personality. Structured, unstructured, and semi-structured are the three types of  interviews used to get data (Mathis & Jackson, 2010).

Behavioral interviews
These tyoe of interviews are particularly valuable in the healthcare sector, where situational judgment and interpersonal skills are critical.According to Salamonson, Everett,& Koch (2009) Employers can assess candidates' abilities to handle patient care scenarios, communicate effectively with colleagues and patients, and demonstrate empathy and professionalism. Behavioral interview questions should focus on past experiences in healthcare settings, allowing candidates to showcase their problem-solving skills, teamwork abilities, and patient-centered care approach.

Assessment Centers:
Assessment centers simulate job-related tasks and scenarios to evaluate candidates' competencies and potential. Employers observe candidates' performance in various exercises such as group discussions, presentations, and role-plays. Assessment centers provide a holistic view of candidates' abilities and behaviors in simulated work environments(Torrington, Hall, & Taylor, 2005).

Cognitive Ability Tests:
Cognitive ability tests, also known as aptitude or intelligence tests, are assessments designed to measure a candidate's mental capabilities and problem-solving skills. These tests evaluate various aspects of cognitive function, including reasoning, memory, attention, and processing speed. Cognitive ability tests are widely used in the hiring process to predict a candidate's potential for success in a particular role, especially for positions that require analytical thinking, complex problem-solving, and decision-making skills.

Personality Tests

Self-report personality tests and other surveys that assess interests, values, or job behaviour are examples of these. Personality tests seek to measure candidates' personalities in order to anticipate their likely behaviour in a given role. Self-report personality tests and other surveys that assess interests, values, or job behaviour are examples of these. Personality tests can provide useful additional information about candidates that is devoid of the biases that sometimes occur during face-to-face interviews. However, they must be used with caution. (Armstrong,  2010).Personality assessments can help healthcare organizations identify candidates who possess traits conducive to success in healthcare roles, such as empathy, resilience, adaptability, and integrity. By assessing candidates' personality profiles, organizations can gauge their suitability for specific healthcare positions and predict their potential for job satisfaction, retention, and patient-centered care delivery(Judge, T. A., & Bono, J. E. ,2001).

References
Armstrong, M. (2010). Armstrong's essential human resource management practice. London: Kogan Page.

judge, T. A., & Bono, J. E. (2001). Relationship of core self-evaluations traits--self-esteem, generalised self-efficacy, locus of control, and emotional stability--with job satisfaction and job performance: A meta-analysis. Journal of Applied Psychology, 86(1), 80-92.

Levashina, J., & Campion, M. A. (2006). A model of faking likelihood in the employment interview. International Journal of Selection and Assessment, 14(4), 299-316.

Salamonson, Y., Everett, B., & Koch, J. (2009). How to enhance nurses' role in health care delivery: The quality and outcomes in nursing. Journal of Advanced Nursing, 65(5), 946-953.

Torrington, D., Hall, L., & Taylor, S. (2005). Human Resource Management, 6e, Essex: Pearson Education Limited. 


Comments

  1. W.A.P.P. WanniarachchiApril 13, 2024 at 7:30 AM

    From conventional interviews to cutting-edge techniques like gamification and psychometric tests, it emphasizes how crucial it is to choose the best strategy to find the most qualified applicants for particular positions. Through an examination of the benefits and drawbacks of each method, the article gives HR professionals the tools necessary to create efficient selection procedures that are customized to their company's requirements. Understanding and putting these strategies into effect can be crucial for attracting top people and advancing organizational performance as companies work to improve their talent acquisition strategies in an increasingly competitive environment. All things considered, this paper is a useful manual for streamlining the hiring process and selecting qualified candidates.

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