PROFESSIONAL DEVELOPMENT
HIRING EMPLOYEES
Substantial amounts of time and money go into recruiting and evaluating job candidates and selecting those who appear to be the best qualified to fill the positions in which they are placed. For example, the direct cost to U.S. companies just for interviewing applicants amounts to an estimated $3.6 billion per year. It has been calculated that about 160 million selection interviews are conducted annually. Nevertheless, despite such large expenditures and so much interviewing, the typical manager often finds that he or she must cope with newly hired or promoted employees who eventually turn out to be something less than satisfactory on the job. Consequently, the supervisors and the company suffer a variety of losses from poor investments in human resources. The unsuitable employees may face even more serious after-effects because
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this kind of experience can have an unfavorable impact on a person’s career for a long time.
FORECASTING SUITABILITY By definition, employee selection is the choosing of one individual in preference to others based on characteristics that the employer believes an employee should have in order to be successful in a specific job. The key question is: can we forecaset candidate’s suitability for a job? If available techniques cannot produce an accurate evaluation of a candidate that possesses the desired characteristics, then management is handicapped in achieving its objective to pick the applicant who is best qualified for the job. The risk of a wrong prediction
is always present in the selection process. With each applicant, we are dealing with a unique combination of
BY J.D. MCHENRY | CONTRIBUTING WRITER
ALMOST EVERY EMPLOYEE GOT HIRED THROUGH A PROCESS OF SELECTION. SOMEONE IN THE COMPANY MAKES A DELIBERATE CHOICE OF AN INDIVIDUAL TO FILL A NEEDED POSITION. THE SAME COMPANY ALSO DEVOTES A GREAT DEAL OF EFFORT TO CHOOSING NEW EQUIPMENT, WHICH SELDOM TURNS OUT LATER TO BE UNSUITABLE FOR ITS INTENDED PURPOSE. CAN A SIMILAR STATEMENT BE MADE ABOUT THE PEOPLE WE HIRE, EVEN FOR EXECUTIVE POSITIONS?
a particular individual for a particular job. This is largely an unavoidable risk, but it is one that the employer can learn to live with and afford to take. However, this risk is compounded and unsatisfactory results may occur, when inadequate methods are used to gather and analyze the information on which the forecast is based. It is common to find that selection techniques, particularly those used in interviewing, are often applied at far less than the required level. Increased skill in the use of interview techniques, which can be learned readily, will certainly reduce the risk of making too many bad guesses.
THE JOB INTERVIEW Interviewing job candidates is the single most popular technique for employee selection. Seldom do you find an instance in which a job is filled without some form of interview,
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