Expected Outcomes of Personnel Selection Process

Outcomes of Personnel Selection Process

Organizations often anticipate the personnel selection process contributing to three main outcomes.

Job Fit

Organizations perform this process by choosing candidates with special skills or KSAOs, which puts them in a better position to perform the job efficiently (Goldstein et al., 2020). This process will likely boost work performance since the chosen candidate will do their best based on their qualifications. Performing a job simulation process is critical because it helps the hiring organization determine the candidate’s aptitude for the advertised position. This is important because it relates to the wish of a candidate’s ability to be offered the best role that matches their qualifications and interests. Nonetheless, other authors like Jereb et al. (2005) oppose this notion by arguing that the selection criteria may not be effective because they can inaccurately capture job requirements, which could contribute to negative outcomes if not done well.

Organizational Fit

This is the second outcome that organizations seek to evaluate during the personnel process. Besides assessing job-specific criteria, such organizations select personnel to determine whether candidates can hold organizational values. They must also work towards determining if their unique personalities and work styles align with organizational culture (Lievens et al., 2002). If the chosen candidate is compatible with the values and culture of the organization, they are likely to nurture continuity and stability while guaranteeing job security. This is a very important approach that must be considered when seeking candidates who would propel the company beyond its current state. By conducting this process, there is a high chance that the hiring organization will reduce the turnover rate.

Legal Compliance

Organizations must ensure that the selection processes comply with the standard guidelines and regulations. For example, companies that align with equal employment opportunity (EEO) laws and avoid discriminatory practices during personnel selection are in a better position to prosper (Ones et al., 2018). Every candidate wishes to work in an environment that maintains fairness and non-discriminatory practices. On the other hand, organizations expect chosen candidates to demonstrate organizational citizen behaviour, which involves understanding the formal employment obligation. By performing the selection process, they could ensure the new employees maintain a positive workplace culture.

Rationale for Inconsistencies

There could be inconsistencies associated with the first outcome, which is job fit. This problem might be experienced especially when the methods for selection process or criteria need to accurately evaluate if a candidate has the true capabilities to work effectively (Thornton III & Gibbons, 2009). Therefore, they should scrutinize all work-related aspects to ensure the candidates are best suited for the job.

Based on the second outcome, the candidates may have different priorities regarding organizational fit. For instance, there are cases whereby candidates prefer work-life balance or compensation to help them work better. As a result, this could conflict with the hiring organization’s culture or values (Cascio & Aguinis, 2005). Hence, the latter must ensure that candidates are promised a better working environment, work-life balance, and benefits to boost their satisfaction and commitment to the organization.

Some organizations, if not all, usually comply with legal requirements and regulations as required by law. However, they are often caught offside during the selection process as some members may interfere with this process because of favouritism or corruption cases prior to selection day. Such unconscious biases or outdated practices are likely to contribute to cases of discrimination or unfair treatment, which could affect the entire process. As such, organizations need to develop a framework that will ensure every candidate has a chance to be selected.

In their article, Jereb et al. (2005) propose the best approach to help ensure candidates are better positioned to work for the hiring company based on the job outcomes. Specifically, they claim that a hierarchical multi-attribute system approach is appropriate for enhancing the orientation between selection criteria and job requirements. Similarly, organizations are challenged that traditional selection approaches must more effectively capture job demands’ intricacy. Suppose an organization prefers such outdated strategies and employs them in personnel selection. There is likely a mismatch between the chosen candidates and the job requirements in that case.

References

Cascio, W. F., & Aguinis, H. (2005). Human Resource Management, 44(3), 219–235.

Goldstein, H. W., Pulakos, E. D., Semedo, C., & Passmore, J. (2020). The Wiley Blackwell handbook of the psychology of recruitment, selection and employee retention. John Wiley & Sons.

Jereb, E., Rajkovic, U., & Rajkovic, V. (2005). A hierarchical multi‐attribute system approach to personnel selection. International Journal of Selection and Assessment, 13(3), 198-205.

Lievens, F., Van Dam, K., & Anderson, N. (2002). Recent trends and challenges in personnel selection. Personnel Review, 31(5), 580-601.

Ones, D. S., Anderson, N., Viswesvaran, C., & Sinangil, H. K. (Eds.) (2018). The Sage Handbook of Industrial, work, and Organizational Psychology (2nd ed., vol. 1). London, UK: Sage.

Thornton III, G. C., & Gibbons, A. M. (2009). Validity of assessment centres for personnel selection. Human Resource Management Review, 19(3), 169–187.