Selection of The Best Talent For Organisational Performance

Recruiting, acquiring information about prospective applicants, analyzing each applicant's qualifications, and making employment decisions are all part of a systematic selection process (Gamage, 2014). One of the first steps in the airline industry's cabin crew hiring process is evaluating a candidate's CV to see if it meets the minimum requirements, which include age, height, weight, and academic qualifications. The success of the two roles of recruiting and selection have a significant impact on the quality of the company's human resources (Gamage, 2014). Recruiting and selecting inept people comes at a high cost that businesses cannot afford. As a consequence, the eventual aim of recruiting and selection inside the organization is to achieve the number and quality of personnel designed to reach the company objectives at the lowest possible cost (Ofori & Aryeetey, 2011).

 Selection is a process consisting of using one or more ways to analyze an applicant's fitness in order to make the best feasible selection decision. It may also be regarded as a rejection process because it rejects a large pool of candidates while picking only a few to fill the vacancy. Some of these methods in the organisation I’m engaged in includes a general knowledge test, a physical examination test and an IQ and EQ test. And the most commonly used and the first type of selection technique in my present organisation is a one-on-one interview. According to Gamage (2014) the objectives of selection function are to get the right person to the right job, establish and maintain a good image as a good employer, and maintain the selection process as cost effective as possible. Selection is an extremely important aspect to consider for businesses due to a number of reasons.

 Organisational productiveness and successfulness is consistently related to the individuals that work there, indicating that the relevant people must be hired to ensure organizational success (Henry & Temtime, 2009). When you consider the time and money spent on advertising, hiring a new employee is also an expensive procedure. So it's not something companies want to invest time and money on merely to discover they've recruited the wrong candidate. Because funds are few enough as it is, it is essential that organizations get the process right the first time. It can be challenging to find the appropriate candidate, but at the end of the day, the organization's reputation is owned by the people it employs (Henry & Temtime, 2009).

As per the above figure, and in relation to the organisation I’m involved in, the initial selection criteria include a CV screening that takes place during a walk in interview which is the first step. This determines if a candidate is eligible for the next level of the selection process. The next level involves an interview with the departmental heads who would decide if the candidate is fit for the final interview, in which case the CEO and the Chairman of the organisation is present. And finally, a series of medical tests are to carried out to be deemed fit for the position. In each of these levels, there is the possibility of the candidate being rejected, even as seen in the figure above.

 The selection process changes from association to association and even from department to another department inside of the same association (Anwar, 2017). The selection process for cabin crew and pilots differs from that to choosing a candidate for a HR position as these fall under two different departments. However, every association plans the choice procedure according to its need. According to Anwar (2016), some companies may give significance to a number of tests, while others may emphasise interviews and reference checks. A service related industry such as an airline would give importance to tests such as personality tests and physical and medical examination tests, while the retail sector would give more preference to interviews and background checks. Similarly, a single brief selection interview might be enough for applicants for lower-level positions, while applicants for managerial jobs might be interviewed by a number of experts (Ali, 2014). The selection process for initial recruitment is quite different and less intense compared to the panel of interviewers present for a higher position in our organisation.

References

Ali, B.J., 2019. Brand Building in the Consumer Electronics Industry in Iraq. LAP LAMBERT Academic Publishing.

Anwar, K. (2017). Analyzing the conceptual model of service quality and its relationship with guests’ satisfaction: a study of hotels in erbil. The International Journal of Accounting and Business Society, 25(2), pp.1–16.

Creative Commons (2016). Creative Commons — Attribution 4.0 International — CC BY 4.0. [online] Creativecommons.org. Available at: https://creativecommons.org/licenses/by/4.0/.

Ekwoaba, J., Ikeije, U. and Ufoma, N. (2015). The impact of recruitment and selection criteria on organizational performance. Global Journal of Human Resource Management, [online] 3(2), pp.22–33. Available at: https://ir.unilag.edu.ng/bitstream/handle/123456789/2423/The%20impact%20of%20recruitment%20and%20selection%20criteria%20on%20organizational%20performance.pdf?sequence=1 [Accessed 31 Mar. 2022].

‌Gamage, A.S. (2014). Employee turnover in manufacturing SMEs in Japan: an analysis of the link with HRM practices. Sabaragamuwa University Journal, 13(1), p.17.

‌Hamad, H.A., Hamza, P.A., Gardi, B., Qader, K.S. and Anwar, Dr.G. (2021). The influence of accounting software in minimizing business costs. International Journal of Engineering, Business and Management, 5(5), pp.13–22.

Henry, O. and Temtime, Z., 2010. Recruitment and selection practices in SMEs: Empirical evidence from a developing country perspective. Advances in Management.

‌Ofori, D. and Aryeetey, M., 2011. Recruitment and selection practices in small and medium enterprises: Perspectives from Ghana. International Journal of Business Administration, 2(3), p.45.