How to Select Employees? (8 Steps)

Steps for selection of employees: 1. Preliminary Interview 2. Application Blank 3. Checking of References 4. Selection Tests 5. Final Interview 6. Supervisor’s Consent 7. Medical or Physical Examination 8. Inductions or Orientation Training.

Selection Procedure: Step # 1. Preliminary Interview:

Initial preliminary interview to eliminate obviously unfit or unqualified applicants. This is the first screening test for candidates. This may not be required if vacancies are advertised for appointment.

Selection Procedure: Step # 2. Application Blank:

The candidates who go through the preliminary interview with success are given printed standardised application forms. These forms can elicit more factual information about the applicant. A photograph may be required to be attached to the letter of application. Similarly, the applicant may be required to attach character testimonials and other references.

Selection Procedure: Step # 3. Checking of References:

This provides experience of others about the applicant and often information about certain qualities which defy accurate measurement by other means. References may be made to the previous employer or the college authorities or to the referees mentioned for securing or confirming information relating to the character and the qualities of the applicant.

References may be made also to secure credit report about the reputation or honesty of the applicant. Sometimes the present employer may be contacted by phone to secure necessary information.

Selection Procedure: Step # 4. Selection Tests:

Industrial psychologists have introduced a number of psychological or employment tests, such as intelligence test, aptitude test, achievement test, personality test, etc. Employment test can measure these qualities statistically as far as possible.

Intelligence test is the most widely administered standardised test in industry. Aptitude test would measure the capacity of the individual to learn in future or latent ability to learn if proper training is given. Achievement test will find out what one has accomplished and how well he knows it.

Personality test will find out the ability of the applicant to get along and motivate other people. Proficiency test will point out the skill or the performance, e.g., typing speed. Psychological or employment tests when properly used, reduce guesswork, fancy, whim, intuition, hunch, and such subjective aspects in decision making which will not be given undue importance.

But these employment tests are really more valuable in identifying potential misfits and failures rather than in selecting probable potential success or fitness.

Applicants below the minimum standard of intelligence will, of course, be eliminated. Similarly, trade tests are necessary to measure proficiency or skill in a given craft, trade or occupation and they play an important role in the selection of a skilled worker.

Aptitude test points out the minimum natural abilities or talents which can be developed through training. Psychological tests would measure emotional stability, interest, character and temperament and personality traits.

At present these employment tests have assumed considerable importance, particularly in big organisations, as a vital part of employment technique. Modern consultancy services act as employment agencies and they have a planned organisation to conduct such employment and psychological tests.

Selection Procedure: Step # 5. Final Interview:

Interview constitutes a very important step in the decision making process in the selection or appointment of the staff. It is the most widely used single method of selection despite the subjectivity of the process.

The interview represents the most favoured technique of the Personnel Department in fitting workers to the jobs. It is a form of a brief and informal discussion of the data furnished by the candidate on an application blank.

The applicant is given comfortable seat, he is asked to relax and talk more freely so that the interviewers can get a more and truer information in an atmosphere of ease. Offering a cigarette, talking on current topics, weather, act as icebreakers. Some seemingly idle conversation is necessary before plunging into Business at hand. The task before the interviewer is one of diagnosis.

The interviewer looks for symptoms that indicate fitness or otherwise of an applicant for a job. Interviewer forms a mental picture of the applicant which fits him into the job or which rules him out of consideration. A photograph is primarily used as a basis of judging the appearance and to estimate intelligence, honesty, neatness and other personal qualifier A photograph enables character analysis.

Selection Procedure: Step # 6. Supervisor’s Consent:

If the supervisor or the immediate boss is not associated with the interview committee, the candidate is required to give one more interview before the supervisor or the boss, to secure his approval.

Selection Procedure: Step # 7. Medical or Physical Examination:

Once the interview committee and the supervisor arrive at a decision regarding the selection, the candidate is required to undergo medical or physical examination which enables the organisation to match the applicant’s physical capabilities with the specific job requirements.

Selection Procedure: Step # 8. Inductions or Orientation Training:

Induction training is the final step in selection. It helps the new employee to adjust to the new environment. He is made familiar with the company’s policy, objectives, rules and regulations, pay day, hours of work, etc. Induction training is concerned with the problems of, introducing or orienting a new employee to his work group, supervisor and the organisation.

It is the beginning of the fusion process and it helps integration and agreement between the organisation goals and the personnel goals of the newly selected employee. After selecting compatible personnel, the organisation must communicate to the new employees its philosophies, policies and customs of doing the business.

Sometimes a motion picture showing the history and operations of the firm is employed to explain the nature of the company and its product and to build up in his mind some pride and interest in the organisation. In short, planned induction welcomes a new employee, creates a good attitude, reduces labour turnover and the worker feels at home right from the beginning a part of the working team.