| http-equiv="Content-Type" content="text/html; | | | | professional candidate for example a senior |
| charset=utf-8"> | | | | accountant. For this position, the above three selection |
| Introduction | | | | methods will be used a primary method to eliminate |
| Selection of employees in an organization is a very | | | | and reduce the number of candidates. Nonetheless, |
| critical practice for the Human Resource Management | | | | since this position calls for more accountability and |
| (HRM). Well though selection decisions from the HRM | | | | responsibilities, extra thoroughly hiring method has to be |
| creates a big difference in the kind of employees an | | | | applied. The person to take this position will be required |
| organization employs. If the HRM makes a poor | | | | to posses advanced credential on top of being able to |
| selection, then they will end up with underperforming | | | | manage added duties. (Sparrow and Hilltop, 1994) |
| employees, which is the reason as to why proper and | | | | Thus, part from the three selection tools, a background |
| effective tools should be applied when selecting | | | | check about the candidates will be done so that more |
| employees for any particular job in any organization. | | | | information personal information is availed regarding the |
| During selection processes a number of mangers are | | | | candidate. The position for senior accountant means |
| usually involved. However, as Bohlander and Snell | | | | that the person will be handling confidential information |
| (2004) line mangers ought to be given adequate | | | | regarding financial performance of the company and |
| information about the candidates so as to make a | | | | even of other employees. Getting background |
| good selection. | | | | information about the candidate would reveal if the |
| Three selection tools that I would use for a hiring | | | | prospective candidate has ever been involved in any |
| program at a supermarket | | | | previous deals which can be seen to be dubious and |
| When hiring employees to work in a supermarket | | | | putting his integrity in question. (Sparrow and Hilltop, |
| program, the three selection tools which the HRM | | | | 1994) |
| should put in use are | | | | In addition to that, I will also carry out a personality test |
| 1. Requesting for an application | | | | to make sure that the person I select is a steadfast |
| 2. Carrying out an interview | | | | person who has focus and a strong personality. This is |
| 3. Giving references | | | | necessary since the position is sensitive and the |
| These three tools are important and vital for selecting | | | | person may be influenced to make unprofessional |
| an employee for a supermarket since they give | | | | practices if he/she dos not posses strong personality. |
| important and pertinent information about the person to | | | | Putting in use all the above discussed selection tools |
| be hired. The benefit of using these three selection | | | | before selecting a candidate will greatly ensure that a |
| tools is clear, to work in a supermarket does not | | | | best candidate is hired for the final project position of a |
| require professional skills and generally the HRM is | | | | senior accountant. (Sparrow and Hilltop, 1994) |
| interested in knowing that the candidate to be | | | | Organize an interview and selection plan for the |
| employed poses essential skills and can easily adjust | | | | position in your final project: |
| to the supermarket setting. Application from the | | | | Organizing an interview will be quite easy. The first |
| candidate gives you the chance to review if the | | | | thing will to be to put up an advertisement calling for |
| person has the required skills, carrying out an interview | | | | interested applicants to send their application for the |
| allows you to meet the candidate and see if he/she | | | | position. Deadline and other details for the position will |
| can handle the work, while references gives a chance | | | | also be including where and to who to send the |
| to check behavior or character of the prospective | | | | application will be posted. Interviews will then follow for |
| employee.(Maund, 2001) | | | | those who meet minimum requirements. (Sparrow and |
| What I think is the best selection tool or combination of | | | | Hilltop, 1994) |
| selection tools. | | | | Compile a list of interview questions. |
| For the position of working in the supermarket, the | | | | The list of interview questions is in appendix 1 |
| three tools that have been discussed above will all be | | | | The interviewing method I would use and why it is |
| used in order to get the best candidate. Since working | | | | preferred over others. |
| in the supermarket may involve handling cash | | | | There are different methods for interviewing, but I will |
| transaction, it is important that the some in-depth | | | | use non-directive approach since it permits the |
| information about the candidate is obtained. To get all | | | | interviewee the choice to vary the direction of |
| these information, all the three tools has to be applied. | | | | questions, this will assist me in getting important |
| Justifying my choice by describing the advantages | | | | information I need to ascertain if the candidate is the |
| selected tools | | | | right one. |
| First, the application letter will provide important | | | | Detail the considerations in reaching hiring decisions for |
| information, theapplicant letter will allow me to know | | | | this position |
| whether the candidate is able to fluently read and | | | | Getting the right candidate will not be a simple task, but, |
| comprehend English. Since having a job in the | | | | I will begin with getting a summary of the entire |
| supermarket will need the person to have a good | | | | candidate who did the interview, then I will carry out a |
| understanding of English language in order to | | | | personality test. Other aspects that I will put in mind is, |
| understand each advert place on the various products. | | | | correct candidate information, qualification, past |
| Supposing a candidate successfully writes an | | | | experience, communication skills, interpersonal |
| application without any difficulties, then it assures you | | | | relationships and correct credentials. After collecting |
| that this candidate is qualified to handle supermarket | | | | this information, I will then reach the final section which |
| work. (Legge, 1995) | | | | has to be done with help of the department manger |
| Carrying out an interview is extremely crucial; | | | | where the candidate will work. After decided on the |
| interviewing process is a significant aspect in the | | | | candidate, he will be informed and if he/she accepts |
| selection of employees. Carrying out an interview | | | | the offer then the selection and hiring process will be |
| gives you an opportunity of meeting the prospective | | | | over and successful. (Hook, 2005) |
| employees and gives you a chance to get a personal | | | | Appendix1: interview questions |
| impression of the person you want to hire. You get a | | | | |
| chance to match the individual with what appears on | | | | 1. Tell us briefly about yourself? |
| the application form. More important the interview | | | | 2. What do you consider as you main strong points? |
| process grants you an occasion to ask any particular | | | | 3. What do you see as your main weakness? |
| question or issue which is not covered in the | | | | 4. What have attracted you to work with us? |
| application. At the same moment you get an n | | | | 5. Are you a team player, or alone ranger? |
| opportunity to get to see the manner in which the | | | | 6. How do you handle people you consider difficult? |
| person presents him/herself. How is this person | | | | 7. Tell me your past experiences in dealing with |
| glomming? How does he feel about the job? Does he | | | | demanding customers |
| like the company? Such questions can only be | | | | 8. What attracts you so much about this preset |
| answered during the interview. (Hook, 2005) | | | | position? |
| The last section tool is references, it is important that | | | | 9. How do we know that you best qualify for this |
| you counter check the personal impression which you | | | | position? |
| have developed about the candidate. Thus, you can | | | | 10. Explain the kind of perfect job to you? |
| call or write to the references provided to make | | | | Reference: |
| inquires regarding the characters and behaviors of the | | | | Bohlander, G and Snell, S (2004): Managing Human |
| person. Though in many cases the references | | | | Resources: South Western; Thompson |
| provided can not provide negative information | | | | Hook, M. (2005): Introduction Human Resource |
| regarding the candidate, it is possible that they may | | | | Management; London; Prentice Hall |
| provide some insightful information. This selection tool is | | | | Legge, K. (1995): Human Resource Management; |
| important in knowing how other people view the | | | | Rhetoric and Realities; London; Macmillan Press |
| candidate. (Hook, 2005) | | | | Maund, L. (2001): An Introduction to Human to Human |
| Whether I would use the same selection method for | | | | Resource Management: Theory and Practice: |
| hiring the position in my final project? Explain your | | | | Macmillan, Palgrave |
| answer. | | | | Sparrow, P. and Hilltop, J. |
| For my final project, probably I will be looking for | | | | |