Employee Selection is the process of putting right men on right job. It is a procedure of matching organizational requirements with the skills and qualifications of people. Selection is basically picking an applicant from (a pool of applicants) who has the appropriate qualification and competency to do the job. Effective selection can be done only when there is effective matching.
Selection is the process that starts with gathering complete information about the applicant from his application form and ends with inducting the candidate into the Organization. Selection is defined as the process of differentiating between applicants in order to identify (and hire) those with a greater likelihood of success in a job.
So, it is the process of choosing the best candidate from the numbers of candidate. It is process of collecting the all necessary information and matching the desired skill with the available skill. It is process which help to distinguish best candidate from the normal one.
Employee Selection Practice
Organizations were asked to indicate how extensively they use several selection practices and how much they anticipate using them in the future. Most organizations make extensive use of applications (89 percent), manual resume screening (80 percent), and reference checks (75 percent) in their selection systems. Nearly half of the organizations plan to increase their use of computerized resume screening in the future. New technology allows organizations to screen literally thousands of resumes in a fraction of the time it takes to screen them manually. Although nearly all (97 percent) the organizations already use behavior-based interviews to some extent when selecting employees, nearly half (49 percent) plan to use them more frequently in the future. This type of structured interview can be used to validly predict future behavior in dimensions (or competencies) critical to job success.
Less than 20 percent of organizations currently use testing or assessment methods extensively in their selection process. However, organizations plan to increase their use of applicant testing and assessment in the future. These structured approaches to assess skills, abilities, and knowledge can significantly reduce the candidate pool by eliminating those who fail to meet the minimum job qualifications.
Organizations with the most effective employee selection systems were 15 to 22 percent more likely to use the following practices:
- Behavior-based interviews.
- Training and experience evaluations.
- Ability tests.
- Biographical data.
- Motivational fit inventories.
Organizations with highly effective selection systems experienced higher business outcomes (financial performance, quality of products and services, productivity, and customer satisfaction) and employee outcomes than those with ineffective selection systems.
Employee Selection Approaches
- Ethnocentric Selection:
In this approach, staffing decisions are made at the organization’s headquarters. Subsidiaries have limited autonomy, and the employees from the headquarters at home and abroad fill key jobs. Nationals from the parent country dominate the organizations at home and abroad.
- Polycentric Selection:
In polycentric selection, each subsidiary is treated as a distinct national entity with local control key financial targets and investment decisions. Local citizens manage subsidiaries, but the key jobs remain with staff from the parent country. This is the approach, which is largely practiced in our country
- Re-geocentric Selection: –
Here, control within the group and the movements of staff are managed on a regional basis, reflecting the particular disposition of business and operations within the group. Regional managers have greater discretion in decision. Movement of staff is largely restricted to specific geographical regions and promotions to the jobs continue to be dominated by managers from the parents company.
- Geocentric Staffing: –
In this case, business strategy is integrated thoroughly on global basis. Staff development and promotion are based on ability, not nationality. The broad and other parts of the top management structure are thoroughly international in composition. Needless to say, such organizations are uncommon.