What do you mean by Selection Decision Outcomes?

Consider, for a moment, that any selection decision can result in four possible outcomes. As shown in Figure 5.2, two of these outcomes would indicate correct decisions, but two would indicate errors.

Correct decisions are those where the applicant was predicted to be successful and later did prove to be successful on the job, or where the applicant was predicted to be unsuccessful and would have performed accordingly if hired. In the former case, we have successfully accepted; in the latter case, we have successfully rejected. Thus the purpose of selection activities is to develop outcomes shown as “correct decisions” in Figure 5.2.

Problems occur when we make errors-by rejecting candidates who would later perform successfully on the job (reject errors) or accepting those individuals who subsequently perform poorly on the job (except errors). These problems are, unfortunately far from insignificant. Reject errors historically meant that the costs of performing selection activities would be increased. Accept errors, on the other hand, have very obvious costs to the organization including the cost of training the employee, the costs generated (or profits forgone) due to the employee’s incompetence, the cost of severance, and the subsequent costs of further recruiting and selection screening. The major thrust of any selection activity, therefore, is to reduce the probability of making reject or accept errors while increasing the probability of making reject or accept errors while increasing the probability of making correct decisions.

Figure 5.2: Selection Decision Outcomes

In summary, selection has two objectives:
(1) to predict which job applicants would be successful if hired and (2) to inform and sell the candidate on the job and the organization.

Unfortunately, these two objectives are not always compatible Putting a job candidate through hours of filling out forms, taking tests, and completing interviews rarely endears the organization to the candidate. These are tiresome and often stressful activities. Yet if the selection activities place too great an emphasis on public relations, obtaining the information needed to make successful selection decisions may be subordinated. Hence a manager’s dilemma in selection is how to balance the desire to attract people with the desire to gather relevant selection data.

Placement – Orientation - Socialization

After an employee has been recruited he is provided with basic background information about the employer, working conditions, and the information necessary to perform his job satisfactorily. The new employee’s initial orientation helps him perform better by providing him information on the company rules, and practices.

According to Pigors and Myers, “Placement consists in matching what the supervisor has reason to think the new employee can do with what the job demands (job requirements), imposes (in strain, working conditions, etc.), and offers (in the form of pay rate, interest, companionship with other, promotional possibilities, etc.)” They further state that it is not easy to match all these factors for a new worker who is still in many ways an unknown quantity. For this reason, the first placement usually carries with it the status of a probationer.

A few basic principles should be followed at the time of placement of an employee on the job. These may be enumerated as below:

• The job should be offered to the man according to his qualifications. The placement should neither be higher nor lower than the qualifications.

• While introducing the job to the new employee, an effort should be made to develop a sense of loyalty and cooperation in him so that he may realize his responsibilities better towards the job and the organization.

• The employee should be made conversant with the working conditions prevailing in the industry and all things relating to the job. He should also be made aware of the penalties if he commits a wrong.

• Man should be placed on the job according to the requirements of the job. The job should not be adjusted according to the qualifications or requirements of the man. Job first; the man next should be the principle of placement.

• The placement should be ready before the joining date of the newly selected person.

• The placement in the initial period may be temporary as changes are likely after the completion of training. The employee may be later transferred to a job where he can do better justice.

In the words of John M. Ivancevich, “Orientation orients, directs, and guides employees to understand the work, firm, colleagues, and mission. It introduces new employees to the organization, and to his new tasks, managers, and workgroups.”

According to John Bernardin, “Orientation is a term used for the organizationally sponsored, formalized activities associated with an employee’s socialization into the organization.”

Billimoria has defined orientation as, “Induction (orientation) is a technique by which a new employee is rehabilitated into the changed surroundings and introduced to the practices, policies, and purposes of the organization.”

Orientation is one component of the new employee socialization process. Socialization is the ongoing process of instilling in all new employees prevailing attitudes, standards, values, patterns of behavior that are expected by the organization and its departments.

Thus, orientation is a process through which a new employee is introduced to the organization. It is the process wherein an employee is made to feel comfortable and at home in the organization. The new employee is handed over a rulebook, company booklets, policy manuals, progress reports, and documents containing company information that are informational in nature. It is the responsibility of the human resource department to execute the orientation program.

Summary

• Selection is the process of picking up individuals out of the pool of job applicants with the requisite qualifications and competence to fill jobs in the organization. Proper selection can minimize the costs of replacement and training, reduce legal challenges, and result in a more productive workforce.

• The discrete selection process would include the following.

a. Application Pool,

b. Preliminary Screening and Interview,

c. Application Blank or Application Form,

d. Selection Tests,

e. Interview

f. Background Investigation,

g. Physical Examination,

h. Approval by Appropriate Authority,

i. Final Employment Decision,

j. Evaluation

• Selection process involves mutual decision-making. The organization decides whether or not to make a job offer and how attractive the job offer should be. The candidate decides whether or not the organization and the job offer are according to his goals and needs. The selection of proper personnel helps the management in getting the work done by the people effectively.

• To be an effective predictor, a selection device should be

a. Reliable

b. Valid

c. Predict a relevant criterion

• In India the selection process for hiring skilled and managerial personnel is fairly well defined and systematically practical.