Employee Selection Paper · Define the process · Define the tools used in the process · Design a process that you believe would reduce turnover in your organization


Employee Selection Paper

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Employee Selection Paper

Worker selection is typically considered as the process of putting the right individuals on the right career opportunity having considered all the vital processes. It is also considered as part of the process of matching organizational needs with the skills and qualifications of various individuals. The productive worker selection procedure can be carried out only when there is efficient and effective matching, and through coming up with the best candidate for the needed career, the business typically gets the quality performance of workers. Moreover, as part of the advantages gained by the organization, it faces less of absenteeism and worker turnover challenges that can reduce the level of service production. Through selecting the right candidate for a given organizational position, the business gets to save enough time and money that will be channeled to other active operations within the company.

Employee Selection Process

The first phase of the employee selection process is typically the formal announcement of the career where the manager or executive commissioning the human resources will fill a vacant or the new position. It is appropriate that the manager should first decide the type of qualifications he or she needs in a job candidate; for instance, should the person be in the position of a college degree, or how many years of relevant experience is required. Once these considerations have been outlined, the human resources division put ads in the newspapers and even the online advertisement platforms. However, some human resources might use headhunter in finding the appropriate candidates, someone who often specializes in a given field including the sales position (Campbell, 2012). The second step in the selection process is the reviewing of applications where the submitted resumes of every candidate’s backgrounds to the job requirements are examined. Institutions at times receive several resumes for ads that are hectic to scrutinize thus forcing the human resource to only looking for the relevant applications that might end up being a half dozen. In bad economic times, many candidates are likely to have an education and experiences that exceed the needed qualification of a particular career.

The third phase entails the initial screening as a way of saving time and money, and it is mainly done if a given job candidate stays out of town and can have difficulties in attending the interview process. Therefore, the human resource will be forced to carry out the screening interview over the phone to assist in lowering the number of candidates and also assist the industry in determining if the applicant has the needed qualifications that warrant him or her required transportation mechanism to the interview. The fourth step is the in-person interviewing process where those who succeed the cut after the screening interview are requested to appear for a one-on-one interview (Madera, 2012). Various organizations have different procedures for personal interviews as some would like to have an all-day interview process where the job applicants get to meet with the multiple people each hour. The firth process is the final selection where the hiring executive will request for the feedback from the human resource and other workers who participated in the interview process. The manager may also look into his or her notes and pick up a candidate that would fit best in the open position. The hiring executive will typically pick a candidate who can perform whether personality or work ethic wise. Lastly, testing ought to be done to a candidate before he or she is hired and these would include drug test that is ethical and appropriate. After the drug and personality examination, the institution will make an offer to the picked candidate.

Employee Selection Tools

Some selection tools are essential in evaluating if a given candidate is the right person for a given career and they might include but not restricted to work samples, interviews, evaluation centers, personal examination among other essential evaluations. One of the tools used in the job selection process is the career description that ought to comprehensively and honestly outline the requirements of the position. Coming up with a job description should factor in the essential suitable candidate to mandate a full knowledge of the organization’s culture and the difficulties of the open position (Ullah, 2010). The job description should be constrained to experience and educational qualifications but should highlight favorite personality characters in light of those possessed by the division’s top-performing workers. An interview is another tool in the selection process whereas a recruiter’s best and sometimes only, opportunity to evaluate a candidate’s fit for the organization and the position, and the interview process is typically a compelling experience for the parties engaged. Moreover, to the set questions designed to counter the candidate’s skills and qualifications, it is essential to pay attention to his or her personality and the social skills. The interview process allows one to know how much the candidate has evaluated the organization, the interest level, and based on the data provided; it is easy to decide whether he or she needs the job.

The existing team can also be tools where the executives will use the current workers more so those who will be operating jointly with the new hire to assist them to scrutinize the candidate’s suitability for the role. As part of the interview procedure, the candidate should meet with close to four workers that can either be informal or formal. When several members of the team get to interact with the prospective hire, they can compare observations and thoughts on whether the individual would be a stable fit for the industry. Also, the social media can be utilized as investigation equipment whereas a manager; it is essential to investigate the candidate’s social media platforms ranging from Instagram, Twitter, and Facebook (Ullah, 2010). Even if there is nothing offensive on these platforms, the little materials that the candidates leave necessary for viewing can still describe who the person is and may also assist the manager to evaluate whether the person fits in with the industry’s culture. Lastly, the company’s specific sites are also likely to assist in making the recruitment process more useful as these sites tend to motivate job seekers who appear as more experienced in and passionate on their fields. It translates to the more serious prospect of the candidate as coming up with the right candidate can be a lengthy procedure with significant implications for the workforce.

Reducing Turnover in the Organization

Turnover in an organization usually is costly and expensive; thus decreasing turnover is essential as it requires executive-level buy-in to mitigate the human losses that in turn leads to losses in the level of production, morale and financial resources. The human resource ought to come up with a modern strategy(s) that will effectively deal with the turnover and keeping the management on board. As a procedure of reducing turnover within the institution, it is essential to incorporate non-punitive policy that will, in turn, benefit the organization through reducing cost, developing employees and reducing attrition. It is therefore efficient that an organization need to have a policy that, on a division basis, outlines a targeted goal for friction and documents the required action phases if the purpose is not maintained. The reason for coming up with such policy is not punitive as it is meant to assist executives who are undergoing high turnover, find out the reasons behind it and operate with them to tackle the issue. With a policy incorporated in the system that covers the entire staff and all divisions targeting a numerical objective only, the technique is simple. If any group underperforms, then there is the need to evaluate and offer assistance where possible; thus, the policy should document that analysis will lead to coaching, training and growth. A majority of institutions documents that one of the most significant advantages of this process apart from reducing turnover is that it alters the responsibility and performance control from the supervisor to the worker. As observed by Ghosh, R., Reio Jr, T. G., & Bang, H. (2013), instead of punishing the worker for his/her mistakes, the supervisor will insist that the person should make a choice. Change and keep working for the organization or leave and find employment opportunity in some other place.

Due to this, the dignities of all the parties are preserved; however, the demand that every individual follows the institution’s standards is kept high and protected. However, not every use of positive discipline will emerge to be successful; even though institutions that embrace the positive discipline technique in reducing organizational turn over explains that challenges get resolved faster, supervisory stress lowered, and problems associated with discharge actions are effectively reduced. When the management of a particular business decides to reduce worker turnover, the ripple effect is ordinarily high (Oyeleye et al. 2013). Correcting the poor administration ought to be viewed at as an endeavor in growth, not punishment. In the procedure of targeting and lowering turnover to reduce avoidable expenses, one is likely to end up enhancing the skill set of the management team and dealing with the issues that have hindered the business for the longest time possible.



Campbell, D. (2012). Employee selection as a control system. Journal of Accounting Research50(4), 931-966.

Ghosh, R., Reio Jr, T. G., & Bang, H. (2013). Reducing turnover intent: Supervisor and co-worker incivility and socialization-related learning. Human Resource Development International16(2), 169-185.

Madera, J. M. (2012). Using social networking websites as a selection tool: The role of selection process fairness and job pursuit intentions. International Journal of Hospitality Management31(4), 1276-1282.

Oyeleye, O., Hanson, P., O’Connor, N., & Dunn, D. (2013). Relationship of workplace incivility, stress, and burnout on nurses’ turnover intentions and psychological empowerment. Journal of Nursing Administration43(10), 536-542.

Ullah, M. M. (2010). A systematic approach of conducting employee selection interview. International journal of business and management5(6), 106.

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