Important Processes in Employee Selection, Essay Example

Esteemed Ladies and Gentlemen, I hereby take on a subject that many would consider quite imperative; yet it has not received pertinent awareness. This presentation is primarily on the important processes of employee selection. It is worth noting that the employee selection process plays a remarkable role in a company’s overall success because they are responsible for executing the company’s strategies. As managers and supervisors, there are various issues that you must always keep in mind during the employee selection process in order to promote the company’s ability to effectively meet its objectives.

One of the most important aspects in employee selection is the formulation of current and accurate job descriptions. Managers must be in a position to define exactly what the prospective candidates for the job are expected to do once they are hired (Tyson and York, 2000). Job descriptions in essence help in defining the role to be played by employees once they are hired. This not only helps in the identification of the right candidate for the job but also avoids instances of workplace conflicts, where employees cannot identify the person responsible for a certain task.

There are other advantages associated with current and accurate job descriptions; both to the employers and the employees. A good job description gives details on the job and expectations in terms of qualifications, skills, tasks and time required for the job (Tyson & York, 2000). This aids potential employees in determining whether their profiles fit into the job descriptions given. This ensures that only qualified candidates apply for the job; which reduces the number of interviewees and maximizes the chances of getting the best employee. Job descriptions help managers in determining remuneration for each job through comparison to industry salary packages. They also act as reference for future salary revisions. Job descriptions act as reference during employee appraisal exercises, since they can be used to check whether employees performed the assigned work to perfection.  Besides these, job descriptions can be used as evidence in case of legal actions placed by employees. Job descriptions therefore cannot be underrated and should always be prepared before the job selection process can begin. Care must however be taken to ensure that there is room for revision such that, employee potential is not only limited to what is given in the job description.

Marketing the job is the next most important process. This calls for the identification of the best medium to advertise the job offer. The best medium must reach the maximum number of potential candidates (Tyson & York, 2000). Managers must therefore do some research concerning the best print or digital media on which they will advertise the vacancy.

While formulating the job description it can be considered a taxing affair, the real challenge lies in the selection of the right people for the job. Performing the job interview therefore calls for extra precaution. It is imperative for managers to realize that the basic goal of the interview is to get the best person for the job based on the company’s requirements. Beane (2009) refers this to as “knowing what you want”. Asking the right questions, listening attentively and maintaining a conversation with the interviewee are some of the most important interviewing skills that managers and supervisors need to acquire (Beane, 2009). Beane (2009) and Small Business Solutions (2009) offer invaluable tips regarding the manner to conduct an effectual interview. To begin with, interviews must be well planned so as to ensure that the best results are obtained. The interviewer must take control of the interview and ensure that all the right questions are asked. According to Beane (2009), there must be core questions which every candidate will be asked to complete in order to enhance comparability between candidates. Interviewers need to take notes and manage their time effectively. It is notable that most interviewers are not keen on having adequate information about the company. Small Business Solutions (2009) however notes that the candidates will also interview the interviewees through asking questions. Interviewers must therefore be in a position to give such answers.

Managers and supervisors need to capture the essence of exercising social etiquette during the employee selection process. This is because it helps candidates feel valued and appreciated. According to Fyock (2006), employers should schedule appointments while putting the candidate’s commitments such as busy work schedules into consideration. They should also make the candidates feel welcome, explain the interview process, offer flexible hours and ask only the relevant questions during the interview (Fyock, 2006). It is important to inform candidates when and how they will be contacted if they are successful. Proper communication to unsuccessful candidates should be organized. This should be performed in an encouraging manner; mostly starting with appreciating the candidate’s efforts before giving the message.

Many people would attest that the world is becoming continuously integrated such that most companies have a diverse workforce. While this is quite desirable due to the ability to maximize different employee skills and capabilities, there are certain things that managers and supervisors should keep in mind. To begin with, a diverse workforce is more prone to conflict due to diversity in beliefs and attitudes (Tyson & York, 2000). Cases of discrimination must also be highly avoided because they not only create hatred in the workplace but could also impact on the employee productivity. During the employee selection process, managers and supervisors should select the best candidate for the job, irrespective of where they come from. Effective managers always help new employees to integrate into the company by encouraging existing employees to value diversity and to cultivate trust with new employees.

A very important consideration and which managers and supervisors often overlook is the law aspect. Employee rights have received extra attention from the law authorities in the recent past and employers must act very carefully during the employee selection process. Failure to observe laws on discrimination, fair remuneration and child labor among others may lead to countless legal tussles that may be quite costly to the company (Kerly, 2001). The law prohibits discrimination of employees based on their race, gender, age and color. Potential employees must therefore be given equal opportunities during recruitment. It is also wise to consider laws on employee termination. According to Kerly (2001), potential employees should be clearly informed whether they are taking jobs on contract or permanent basis. This reduces the chances of future law suits on unlawful termination. Employees must also submit duly signed forms showing that they have understood the job’s terms and conditions before they can commence their new assignments.

Having addressed most of the important aspects of the employee selection process, it is my sincere hope that each manager and supervisor is now well vast with the best practices to exercise during employee selection. I am optimistic that this company will be able to get the best employees in the industry through following the clear tips provided. Thank you.

References

Beane, J. M. (2009). How to conduct an effective interview. Retrieved on December 4, 2009 from http://www.evancarmichael.com/Human-Resources/3411/How-to-Conduct-an-Effective-Interview.html

Fyock, C. (2006). Etiquette for employee selection. Retrieved on December 4, 2009 from http://www.cathyfyock.com/EtiquetteforEmployeeSelection.htm

Kerly, P. N. (2001). Employment law for the paralegal. London: Cengage Learning.

Tyson, S. & York, A. (2000). Essentials of HRM. London: Elsevier.

Small Business Solutions. (2009). How to conduct an effective employee interview. Retrieved on December 4, 2009 from http://smallbusiness.dnb.com/human-resources/workforce-management-hiring-interviewing/1253-1.html