Guide on How to Write University Essays, Courseworks, Assignments and Dissertations

Employee Selection Is The Key To A Successful Business Organisation

Articles Library
Medicine, Psychology and Sociology Articles
Business Articles
Economics Articles
Industry Lifecycle
Marketing Mix
McKinsey 7S Framework
Product Life Cycle
Ansoff Analysis
BCG Growth-Share Matrix
Value Chain
Porter's Generic Strategies
Scenario Planning
PEST analysis
SWOT Analysis
Porter's 5 Forces analysis
Comments about this web site
Favorite Links
How to write an Essay
How to Write the Coursework or Report
How to write the Marketing or Marketing Communications Campaign
How to write the Dissertation
Where to start?
How to choose an area of research
How to define Issue or Argument
How to define Issue or Argument
How and where to review the literature
Research Methods
Dissertation Structure
Some tips to survive your dissertation: some predictable crisis
Important tips to succeed the dissertation
Databases of Academic Journals and Publications; Market Data
Essay Sites
Student Tricks
Exam Preparation Tips
Company-Based Reports
Critical Success Factors
Competitor Analysis

When a business organisation wants to hire superior employees who will be essential to its growth and prosperity, a systematic evaluation and hiring process is required. This is the one area where bad decisions can lead to costly outcomes. Employee selection and retention are very important functions. Here is a series of steps that make the process smooth and efficient: (About.Com, 2007).


1.         Determine the need for a new employee or a replacement.

2.         Are their any ways to do the job without a new employee or replacement?

3.         Determine the key requirements for the position including employee traits and any special requirements, characteristics and necessary experience.

4.         Determine a job description for the position.

5.         Determine the salary range and if the company can afford it.

6.         Post the position on the company’s bulletin board under Job Positions for one week. After that, advertise the position outside as well.

7.         Notify all staff about the opening via E-mail.    

8.         Ask company internal employees to apply if applicable.

9.         Schedule an interview with any internal candidates and ask applicable department managers to attend.

10.        Have interviewers complete an employee selection interview evaluation form for each applicant.

11.        If no internal applicants were selected, be certain to inform them. Provide any feedback that is necessary. If one is chosen, make an offer in writing and end the process when he accepts.

12.        If no internal candidate is chosen, begin looking outside the company. Develop a candidate pool from this search.

13.        Acknowledge the receipt of resumes and letters from all applicants by postcard, letter or e-mail.

14.        Screen applicant’s letters and resumes to weed out those that don’t fit your requirements. Set appointments for interviews with applicants who do.

15.        Upon arrival, have each interviewee fill out a job application form and give them a copy of the position’s written job description.

16.        After interviews are completed, select two or three candidates that fit and have them come in for a follow-up second interview. This may be a luncheon meeting. It is where you will discuss salary, benefits, vacations, etc.

17.        Make a final employee selection based upon these second-level interviews and make an offer to your first choice. When he or she accepts, send thank you letters to those not selected and inform them you will keep their resume on file for future opportunities.

18.        Schedule a start date for your new employee and provide all necessary details.


These ‘steps’ are merely a guideline for the employee selection interview and hire process in most companies. Keep in mind that the process may be considerably abbreviated in very-small firms and considerably more detailed in very large and multi-national organisations. In the latter, there may be additional steps in the process due to the involvement of human resources and other company departments in the selection of employees.


Also, remember that a printed resume is just a broad brush with the applicant’s background. It is not uncommon for some applicants to omit any work history that might reflect on them unfavourably or to exaggerate responsibilities and salary histories. This is true because some applicants assume prospective employers won’t check anything earlier than the last job they had. Skilled interviewers and most human resources managers pay very close attention to these possibilities if any ‘red flags’ are raised during the employee selection interview process. These ‘fudges’ and omissions are rarely a problem in job applications for a position that clearly requires background or security checks. (Accel-Team, 2007).




Heathfield, S. (2007) “How to Recruit and Hire the Best: A Checklist for Success in Hiring Employees”  About.Com: Human Resources

Available from: selectionstaffing/a/hiringchecklist/2.htm

Accessed: 10-25-07


Accel-Team (2007) “Employee Evaluation and Selection”

Available from: _interviews/index.html

Accessed: 10-25-07

C/HR/203. Psychological Aspects of Selection Techniques: case study of NSPCC

S/HR/140. Dissertation. Recruitment and selection in Fire Service

S/HR/115.Explain why effective selection methods are important and summarise the advantages and disadvantages of the main selection methods

E/HR/72. Investigation into the possibility of introducing psychometric tests at Alpha Systems

E/HR/47. As an HR manager, when would you employ psychometric testing as a selection tool? What do you see as its major contribution to the selection process?

P/HR/320. Informal and systematic approaches to employee selection

P/HR/314. Criticism of traditional approaches to work psychology

P/HR/313. Graduate selection and recruitment plan

P/HR/307. Tools of employee selection

P/HR/300. Personality assessment in organisations: issues of socially desirable responding

P/HR/298. Psychometric approach to interview structuring

P/HR/292. Predictive validity of the selection methods

P/HR/287. Employee recruitment and selection: theory and plan of action

P/HR/254. HRM: methods of recruitment and selection

P/HR/237. New method of applicants’ selection for medical specialty training

P/HR/229. Principles and practices of assessment centres

P/HR/180. Selection methods and problems of assessment centres

P/HR/177. New national selection system for doctors

P/HR/163. Staff recruitment as a key management task

P/HR/157. Methods of applicant selection

P/HR/143. Recommendations for selection and recruitment in UK health sector

P/HR/138. New selection system for doctors in UK: proposal

P/HR/135. Role of interviews in employee selection

E/HR/18. Recruiting and selecting employees: theoretical background

P/HR/129. Selecting applicants: job analysis technique

S/HR/50. Benefits of Assessment Centres and Recruitment

S/HR/33. Do assessment centres work, and if so, why?

C/HR/21. Why do companies recruiting graduates stress the importance of them being íteam players?

P/HR/101. Discuss some of the methodological problems that can arise in personnel selection, and describe how they can be minimised.

P/HR/93. Critically evaluate the use of trait theories in the assessment of personality for job selection

P/HR/78. Outline the key features of HRM as an approach to managing people in the workplace. Compare and contrast the HRM approach with more traditional personnel management. Assess the advantages of the HRM approach for employers.

C/HR/10. Selection Interview as the tool to predict employee performance.

P/HR/10. Employee Selection

P/HR/31. Personnel selection. Analysis of new approaches of personnel selection.

P/HR/38. Selection of the Employees for the Managerial Positions

Enter supporting content here