Employee Selection

.. ection method. Therefore, the information provided by the application form is insufficient. The information provided by the application form needs to be further proved. There are at least two probabilities that will influence the reliability. One is whether all the information of the forms is true. Evidently, not all applicants are honest.

It is possible that the information was magnified, omitted or even not existed. The other is whether the selector misunderstands the information of the form. Because the selection only based on the data without confirmed, then the selectors use some models or logic make some conclusions. It is probably to misunderstand. Application form cannot get feedback.

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On one hand, the selector cannot let the applicants to clarify whether the selector has misunderstood them; on the other hand, some applicants know nothing about the organization. They argue: I have that ability, but I just don’t know they want to know that. If only they give me a chance to explain .. cannot feedback is an unmistakably shortage of application form for both sides. It is a heavy job for file work. Generally, application form provides maximum applicants.

Some books, therefore, argued that the application form provided sufficient candidates. It was an advantage. However, if the organization puts its advertisement in a right media for other selection methods, it will attract enough applicants too. What they lack to consider is, the application form also provides more inappropriate applicants than any other selection methods do. Evaluate them and subsequent administration becomes a heavy task. CONCLUSION Each method has its strengths and weaknesses.

No one is perfect. So, the best way for selection is that the two methods combined together to use their strengths and limited their weaknesses. For example, interview has low validity and reliability but if use it in association with biographical information (from the application form) may increase both of them. One combination is use application form to collect preliminary information about the applicants’ background and the performance of their previous job. Using two or three references increase reliability. After evaluated all the performance of the candidate form the two steps, the decision can be made.

PART B Employer Responsibility and Individual Development There’s no doubt about it – companies have to invest in employee training if they want to stay competitive in business and recruiting. An employee puts in his time and expertise to keep the company competitive. Hence, it’s the company’s responsibility to do the same for the employee. A company should provide such positive reinforcements to get the best out of its employees. If a company wants to retain trained and skilled staff, it needs to invest in continuing that training and those skills. Employees like to feel that their employers are invested in their (the employees’) success. Equally important is the credibility of the company to the public.

If the employees are not perceived as highly trained and informed, the perception of competence is damaged There is a widespread agreement that employers have a key role in enabling individual employees to develop their skills. Though some responses questioned the level of employer commitment to employee learning, particularly in relation to development opportunities, which are not directly job-related. Commitment to part-time staff and staff on short-term contracts is also raised. Employers can encourage employees to increase their skill levels by creating an organisational learning climate with organisational and personal training strategies which links participation in training to staff appraisal. Individual action plans leading to enhanced salaries and promotion prospects were seen as the best means of motivating staff to develop their skills. In addition to offering opportunities through, the organisation employers can provide valuable practical support such as study time off, paying fees, providing loans for books and materials and mentoring.

It is also important that employers are seen to value learning and to recognise and reward the efforts of staff who pursue learning opportunities. Employers and employees may not always agree on training priorities and the emphasis of company training needed to shift somewhat from strictly job-related skills training to a broader learning base, which encourages employees to seek opportunities for learning. There is much praise for those large organisations, which had invested in in-house learning centres but a recognition that only very large companies could afford to do this. On a smaller scale other possibilities such as employers’ scholarships is worth development. Employees will take the development transferable skills seriously if they feel that training is something, which they are directly involved in, responsible for, and gives them options, not something that is ‘being done to them’. Increasing individual responsibility for skills transferability, in which employees and managers are expected to be aware of the potential relevance of their skills across diverse functions of the organisation, has problems. As organisations become increasingly complex it becomes more difficult for individuals to keep up with the ways in which their skills can contribute to organisational success.

To combat this problem line managers are taking on the role of learning facilitators, coaches and mentors. This, in turn, creates the need for a new type of training in ‘soft’ people skills for these managers. It is important for industries today to update and continuously improve employee skills. This not only keeps the employees current, it allows for standardization of practices and procedures that can result in more uniform work practices. Most employees will appreciate the upgrades and be more apt to produce more as they will know that they are working to current practices.

This updating will also reduce mistakes, paying for the upgrade in the long run. In addition to these, adequate training is a major component of an employer’s responsibility to provide a safe and healthy workplace. Employer can’t assume people know how to work safely without instruction. He must make sure everyone knows and uses proper work procedures, and don’t let people devise their own techniques. Some workers may feel intimidated or confused by new equipment and processes.

Employer must encourage these people to speak up, and ensure they have lots of time to familiarize themselves with new routines or machines. An organization has many responsibilities to its employees but continual training is not enough for the good employee. A “good” employee has also responsibility to keep him or herself able to serve their company as best they can — this includes keeping themselves up to date on all industry changes. It is the employee’s responsibility to continually be aware of new happenings. The employee needs to take the initiative to either take advantage of classes or to take courses at a local college or attend workshops.

It certainly is the employee’s responsibility to keep abreast with developments. In almost all professions, those who stay up-to-date are leaders, while those who prefer to rest on previously gained laurels are left behind. REFERANCES: http://www.managementfirst.com/career management/art interview.htm A brief history of the selection interview: may the next 100 years be more fruitful http://www.dbm.com/hr/what/new12.html Ten Steps to establishing a Learning Organization The Truth About Training When You Need It and How to Get It by Kathy Simmons, IMDiversity Career Center http://careerplanning.about.com/careers/careerplan ning/library/weekly/aa052498.htm The Virtual Job Club: Your Guide to Succeeding On the Job Search Job Interviewing Marketing Essays.