The selection process begins with setting the selection criteria. What type of person are we actually looking for? Naturally, this question cannot be answered in isolation as it depends on numerous factors including:
Having taken the above factors (and many others) into consideration, we then need to decide on the ideal candidate profile. Issues to be considered include:
Actually the list is virtually endless. Nevertheless for any given role, it needs to be distilled down to the core selection criteria which probably won’t number more than half a dozen.
Once your target candidate profile has been identified (and sometimes this will require some internal negotiations particularly in matrix environments), you will be in a position to:
1. Start sourcing candidates
2. and then start selecting the ideal person
There are many approaches to selection including
1. Interviews (of which there are many types)
2. Psychometric testing
3. In-house appraisal workshops
4. Technical testing
5. Reference checking
Again the list is virtually endless.
Still almost all selection activities will include an interview element whether or not it is augmented by alternatives, so for the sake of brevity, let’s focus on this.
Many books have been written on interviewing. However, some good general advice to the interviewer would include:
Fundamentally, selection (irrespective of the methods utilized) is not an exact science. It is more a game of probabilities. Having said that, investing in a robust recruitment process is likely to result in much better outcomes than the haphazard knee jerk approaches used by many organizations.
Companies such as General Electric, Shell and Procter & Gamble place enormous emphasis on their recruitment and staff development processes and one can reasonably infer that at least a portion of these companies’ success can be attributed to these policies.