Introduction

out in order to validate applicants in relation to their potential suitability. In essence, it is the process by which available applications (candidates) for employment are demarcated between those which are suitable and those which are not suitable. It involves rejection of those applications (or candidates) which are not thought worthy for appointment. This is why sometimes, selection process is described as a ‘negative process’ in contrast to recruitment which is a positive process of seeking applications from candidates through various sources of manpower supply.

‘Selection’ has been defined in the following ways:

Dale Yoder, “Selection is the process in which candidates for employment are divided into two classes-those who are to be offered employment and those who are not.”

William Werther and Keith Danis, “The selection process is a series of specific steps used to decide which recruits should be hired. The process begins when recruits apply for employment and ends with the hiring decision. In the steps in between, the department and the hiring manager match the employment needs of the applicant and the organisation.”

Thomas Stone, “Selection is the process of differentiating between applicants in order to identify (and hire) those with a greater likelihood of success in a job.”

Once an effective recruitment programme has supplied job applicants. the company faces the task of choosing the best ones for specific jobs. The selection process involves judging candidates on a variety of dimensions, ranging from the concrete and measurable (e.g.. years of experience) to the abstract and personal (e.g.. leadership potential).

Difference Between Recruitment And Selection

Recruit and selection are two sides of a coin. They form two crucial steps in the human resource process, but are often used interchangeably. However, there is a distinction between these two steps, which may be clarified through the following points:

1. Recruitment refers to the process of identifying and encouraging prospective employees to apply for jobs, whereas selection is concerned with picking the right candidates from a pool of applications.

2. Recruitment is said to be a ‘positive process’ in its nature and approach because it seeks to attract as many candidates as possible from various manpower supply sources. On the other hand, selection is viewed as a ‘negative process’ in its application and approach because it seeks to reject or eliminate as many unqualified and unwanted applicants as possible in order to identify and hire best (right) candidates as per organisational needs and requirements.

3. Selection process begins from the point where recruitment process ends. Recruitment precedes selection.

4. Recruitment is a ‘linking activity that brings together those having job vacancies (employers) and those seeking job (prospective employees). Whereas, selection is an eliminating activity that rejects unqualified or unwanted applicants, and identifies and hires those who are qualified and competent for job vacancies.

5. Recruitment involves prospecting (searching) and stimulating (candidates to apply), while selection involves comparing and choosing of candidates.

6. The objective of recruitment is to attract maximum (large) number of candidates, whereas the purpose of selection is to pick up the right candidate for every job out of those attracted.

7. The recruitment is one-way traffic-applications flow in the company, whereas the selection is a two-way street-the company selects employees, and ‘applicants select employers.

Nature And Importance Of Selection :

One of the most perplexing problems that are faced by personnel managers today is the communication of misleading or fraudulent information. by job applicants on their resumes, applications and during employment interviews. Selection aims at picking up the right applicants and reject those who are unwanted or unsuitable. All selection activities are predictive exercises. In other words, managerial decision makers seek to predict which job applicants will be successful if hired, i.e., will perform well. All selection activities, from initial screening interview to the physical examination, exist for the purpose of making effective selection decisions.

The following points clearly bring out the significance of selection in today’s organisations.

1. Selection process effectively compares the individual differences among the applicants with a view to picking up for hiring those individuals who possess the greatest degree of qualities and competencies required for effective job performance. Thus, good selection process eventually results in effective work performance.

2. Proper selection of candidates reduces the cost of training because qualified persons have better grasping power; sometimes they need no further training; and the company may organise different training programmes as per individual needs, saving time and money.

3. Good or effective selection process helps in improving organisational environment. Rightly selected persons create the required ‘work culture’ and they are ‘self-motivated”.

4. Scientific selection can go a long way in building up a stable work force. It helps in reducing absenteeism and labour turnover.

5. Proper selection is helpful in increasing efficiency and productivity of the company.

6. Proper selection leads to cordial and peaceful labour relations because right kind of people are assigned right type of jobs-no job frustration and conflicts. Organisations have always been concerned with picking up the right types of employees and will keep on doing so in all times to come.

Selections Process Or Procedure:

Steps

The selection process is a series of steps through which applicants pass. Although the number and sequence of steps may differ from company to company, yet ideally the process determines the candidates who are likely to be successful or performing well and eliminates those who are likely to fails in job performance. for judging the candidates, organisations rely on a number of selection devices, including application forms, reference checks, tests, interview, and physical examinations.

Although selection procedures change from one company to another in terms of size, industry, location, and scalar levels of jobs being filled, the selection process depends upon effective job analysis and recruitment. Selection activities typically follow a standard pattern in most of the companies, beginning with an initial screening and concluding with the final employment decision. The selection process or procedure consists of several steps, each of which represents a decision point that requires some affirmative feedback for the process to continue. Each step in one process seeks to expand the recruiter’s knowledge about the applicant’s background, abilities, and motivation. Each step increases the information from which the recruiters will make their predictions and final choice. However, some steps may be omitted of they do not provide data that will aid in predicting success, or if the cost of the step is not warranted. For example, the background investigation may not be used in all cases, say, in cases of selection of unkilled workers.

Typically, the selection process may involve the following steps:

1. Initial Screening or Preliminary Interview: Selection starts with a personal visit to the human resource office or with a written request for an application form by the candidate. On the basis of how this initial reception is handled, the candidate begins to form an opinion of the company (employer) The candidates may request for further information.

When the applicants appear in person, a preliminary interview may be granted as a courtesy. This is often called ‘courtesy interview’ which is simply a matter of good public relations. Based on the job description and job specification, some of these candidates can be eliminated as obvious misfits. However, application information may be got on these drop in applicants in order to verify it if the courtesy interview suggests a fit between the applicant and the employer’s needs. Factors that might lead to a negative decision at this points include inadequate or inappropriate experience of education. The screening interview is also an excellent opportunity for management to describe the job in enough details so that the candidates can consider whether they are really serious about making formal application. When detailed information about job etc. is shared with the individual candidate, then the unqualified or marginally qualified candidates may frequently be encouraged to voluntarily withdraw from candidacy (or candidature) with a minimum of cost to the applicant or the employer.

Another important point during the initial screening phase is to identify a salary range-most workers are concerned about their salaries. If salary and other benefits are not acceptable to the candidate, he may voluntarily withdraw from candidacy. Preliminary interview should be conducted by human resource management specialists.

2. Completion of Application Form (Application Blank). Once initial screening has been

completed, applicants are asked to complete the prescribed application foran (application blank) of the company. The amount of information required in this form may involve items such as applicant’s name, address, age, marital status and dependents, educational qualifications, technical qualifications, experience, references, and telephone number. The biodata (or resume), i.e., the application form, received from the candidates serves several purposes such as: (i) On scrutiny or review of the biodata, unfit candidates who are deficient in education, experience, or some other eligibility trait, may be eliminated, (ii) Relevant questions may be formed for interview purposes, (iii) Personal history items such as age, marital status and number of dependents have been found to be correlated or associated with success in performance, (iv) The biodata may be stored for future reference. However, in practice, sometimes the candidates fill in wrong information and tend to exaggerate their abilities. Thus, application forms are not always a fully reliable selection device.

3. Employment Tests (Psychological Testing): Formal testing of candidates has become a common

practice in selection. A test provides indications of some aspects of an individual such as his attitudes, knowledge. ability, behaviour, and performance. It also provides a systematic basis for comparing these aspects among candidates. Valid tests can be extremely valuable tools in the selection process. Systematic use of tests helps in rejecting applicants. They are especially useful when the number of applicants is large. Tests help to reduce bias and favouritism in selection by serving as a supplementary screening device. They are designed to better match the candidates and the job. The testing programme is highly effective and useful if it contains valid tests. Validity means that the test scores (marks) are significantly related to job performance or to some other relevant criterion. The stronger the relationship between test results and performance, the more effective the test is as a selection tool. When scores and performance are unrelated, the test is invalid and should not be used for selection Test should not only be validly designed but also be properly and honestly administered.

There are various types of test used in selection such as aromity and tests, personality tests, proficiency tests, intelligence tests, interests tests, graphology (handwriting) tests, etc.

4. Selection Interview or Comprehensive Interview: Those candidates who have successfully crossed through initial screening, application form, and required tests, are then given a comprehensive interview. The applicants may be interviewed by personnel department interviewers, executives within the organisation, a potential supervisor, or some combination of these officials formed into a selection board.

‘Interview’ refers to a conversation with a purpose. Selection interview is a formal in-depth conversation conducted to evaluate the applicant’s suitability and acceptability. The interviewer seeks to satisfy himself with reference to the applicant about three broad issues: (i) Can the applicant do the job? (ii) Will the applicant do the job ? (iii) How does the applicant compare with other applicants who are being considered for the job.

Selection interviews are the most widely used selection technique especially due to their salient feature of flexibility-they can be adopted to unskilled, skilled, managerial, and professional employees. They serve three-fold purposes, i.e., obtaining information, giving information, and motivation. The interviewers learn about the applicant-his background,..training, work history, education, and interests. The applicant learns about the employer-the enterprise, its personnel policies, compensation levels, job environment, and career paths. Further, the selection interview seeks to establish a positive relationship between the employer and the employee, and to motivate the prospective employees to accept the offer of appointment with the enterprise.

The comprehensive conversation is designed to probe into areas that cannot be addressed by application form or tests. These areas usually consist of assessing the applicant’s motivation, ability to work under pressure, and ability to “Tit in” with the organisation. However, this information too must be job related. The questions asked and the topics covered by the interviewers should reflect the specific characteristics of the job arid the qualities sought for the job incumbent. It is better if questions are structured (predicated) so that applicants are asked the same questions as far as possible under the specified situation.

5. References and Background Checks: What type of a person is the applicant? Is the applicant a good, reliable worker? Are the job accomplishments, titles, educational background, and other facts mentioned on the resume or the application true ? What information is relevant to matching the applicant and the job? To answer these significant questions, the employer uses reference and background checks, because in many cases credential distortions occur frequently. Failure to verify credentials can result in behavioural, financial, performance, and other problems for the employer.

Employers request the applicant to mention two or more names with their addresses and telephone numbers as references for the purposes of verifying information contained in the application form and seeking additional background information about the applicant. Previous employers, known public figures persons of high social status, neighbours, or friends can act as references Previous employers are preferable because they are already aware of the applicant’s performance. However, there is a tendency on the part of the previous employer to overrate and overstate applicant’s performance just to get rid of the person. Further, although references arc listed on the application forms, yet they are not usually checked until an applicant has successfully crossed the fourth stage, ie, the selection. interview. Especially when the labour market is very tight, companies sometimes hire applicants before checking.references. It may be noted that information gathered through references hardly influences selection decision mainly because of higher chances of favouritism or hiding of real facts by the references. In fact, references are a formality and are seldom verified by the employer. However, for jobs involving fiduciary (i.e., of trust) responsibilities, background investigation might prove effective.

It may be noted that in certain cases, especially the Government and public sector organisations, candidates are generally required to route their application forms through their present employers, if they are in service at the time of applying for the post.

6. Realistic Job Preview: A ‘realistic job preview’ shows the employee the job and the job setting

before selection decision is made. This often involves showing the candidate the type of work, equipment, and working conditions involved. The candidate may also be put to practical handling of the equipment or show his worth in actual work setting. In some cases, the realistic job preview is provided as part of the ‘recruiting process’ to help weed out inappropriate candidates. The realistic job preview functions like a medical vaccination by presenting job candidates with a small dose of “organisational reality” and is probably much less effective after a person has already entered a new organisation. Realistic job previews may help to reduce labour turnover. They are most appropriate when job expectations are known.

7. Physical or Medical Examination: The selection process may include a medical evaluation of the application before the hiring decision is made. For most jobs, this is a screening device in the selection process, that is, it can act only negatively on the applicant being intended to screen out those individuals who are unable to comply physically with requirements of the job and the organisation. Normally a questionnaire is given to the applicant as a health checklist that asks him to indicate health and accident information. This is supplemented with a physical examination by a company physician. Medical examination of the applicant may be required for various reasons such as to ensure that he is fit lo handle the physical or mental stress of the job; that he does not suffer from any latent (hidden) disease; that he is not a drug addict: and the firm does not become liable for any claim under the Workmen’s Compensation Act. 1923.

8. Final Employment or Hiring Decision and Job Offer: Those individuals, who perform successfully on the employment tests and the selection interview and are not eliminated by the development of negative information on either the references and background information or the physical examination, are now considered to be eligible for receiving in offer of employment. Such applicants are finally selected and letters of appointment are issued stating the terms and conditions of employment including pay-scale, starting salary, allowances and other benefits (perks or perquisites), the period of probation, reporting officer, etc. The final hiring decision marks the end of the selection process, assuming that the candidate accepts the job offer. To maintain good public relations, employers should notify applicants who are not selected. The applications of unsuccessful candidates may be kept on file for future openings since these recruits already have gone through various stages of the selection process.

Evaluation Of Selection :

The final outcome of the selection process is the people who are hired. If the preselection inputs are considered carefully and the major steps of the selection process are valid, then new employees are likely to be successful, i.e., productive to the extent they perform well on the criteria or standards used by the organisation to evaluate performance of the personnel. Any productive employees are the best evidence of an effective selection process. Mismatches or employees who soon leave are expensive and time-consuming. As a result, many employees are considered probationary, i.e.. appointed on probation (testing) usually for a period of one year. During the probation period, they are not eligible for all the benefits of the firm. After the end of this period, their performance and behaviour is reviewed. If they are found below standards, they are not made permanent on the job. On the other hand, those who prove to be successful during the probation period, are made permanent on the job and start getting all the benefits of the firm.

Feedback is another crucial element of an effective selection process. is to be received by the employers on successes and failures. Success is indicated by the appointee’s expected performance and behaviour. Failure is indicated by legal suits, displeased supervisors, growing employee turnover and absenteeism, poor performance, satisfaction and even union activity. More constructive feedback is obtained through specific questions: How well does the new employee adopt to the organisation? To the job ? To the career of which the job is a part ? And finally, how well does the employee perform on the company standards or criteria? Answers to these questions provide feedback about the employee and the selection process.