Recruiting and Selecting –
the right person is very crucial for an organization to be succeeded as Collins (2001:13) points out that
People are not your most important asset. The right people are.
According to Hunt (2007), an organization’s decision of hiring employees is the most vital among all the decisions that it makes as the initial decision has a great impact on the others. Cooper et al. (2003) state that making the right recruitment decision at the first instance adds significant value to the employing organization such as improved productivity, improved profit picture, higher level of job satisfaction and commitment. In relation to the above statement, it is pointed out that a significantly poor level of performance is the upshot of a careless hiring decision, which causes an organization to pay a very high price (Harvard Business Essentials, 2003).
According to Smith (n.d. cited in Harvard Business Essentials, 2003), an organization pays twenty four times more of an individual base compensation for making a bad hiring decision, whereas it is calculated that a company pays twice as much of an employee’s annual salary as a price for the selection of wrong person in each and every case (Wetzel, 2006), which signifies the importance of making a right hiring decision.
Comprehensive research has been carried out to figure out how accuracy and precision can be achieved in making a good recruitment and selection decision and the outcome is to devise a well designed assessment system, which answers the question (Hunt, 2007). Schmidt and Hunter (1998) point out that well designed assessment methods help employers predict the potentials of prospective employees and provide a well accurate picture of what an employer can expect from a prospective employee, which organizations are unable to read from the unstructured evaluation techniques used in evaluating prospective candidates. Psychometric tests are useful and effective instruments, which play a significant role in the recruitment and selection process and help make the right hiring decision for the job (Melamed and Jackson, 1995).
Above all, a sophisticated and robust recruitment and selection system needs to be in place to make a precise and well informed decision while selecting prospective employees for an organization to ensure that these people can add value to the progress of an organization Cooper et al. (2003).
• Collins, J. (2001), Good to Great: Why Some Companies Make the Leap … and Others Don’t, Random House Business, London.
• Cooper, D., Robertson, I. T. and Tinline, G. (2003), Recruitment and Selection: A Framework for Success, Thomson, London.
• Harvard Business Essentials (2003), Guide to Hiring and Keeping the Best People, Harvard Business School Press, Boston.
• Hunt, S. T. (2007), Hiring Success: The Art and Science of Staffing Assessment and Employee Selection, John Wiley & Sons Ltd., Chichester, England.
• Melamed, T. and Jackson, D. (1995), “Psychometric Instruments: potential benefits and practical use”, Industrial and Commercial Training, Vol. 27, No. 4, pp. 11-16.
• Schmidt, F. L. and Hunter, J. E. (1998), “The Validity and Utility of Selection Methods in Personnel Psychology: Practical and Theoretical Implications of 85 Years of Research Findings”, Psychological Bulletin, Vol. 124, No. 2, pp. 262-274.
• Wetzel, F. (2006), “In Pursuit of Happiness”, Training Journal [Ely], August, pp. 34-37.