Summary in job selection

Summary
This session has looked at specifying the requirements of a job by drawing up a job description and a person specification. We considered how you might indicate the qualities required of individuals in relation to person-organisation fit as well as the more traditional approach of person-job fit. We then considered various methods of attracting candidates and the process of arriving at a shortlist. We have stressed the importance of preparing for the selection process, be it an interview alone or with accompanying tests. The importance of effective interviewing skills was also emphasised.

Objective recruitment requires preparation and an awareness of the tendency of recruiters to look positively on similarities with themselves and negatively on differences (halo and horns effects).
The person-job fit approach concentrates on measuring the candidate's attributes in relation to the specific job vacancy.
The person-organisation fit approach considers how well suited the candidate is to the organisation.
The key stages of good selection are: the job analysis; the job description; the person specification.
Applicants can be attracted by a wide range of media, but all advertising requires effective back-up recruitment administration, including the shortlisting and reference processes.
Job advertisements need to be carefully constructed to attract high-quality applicants.
Aptitude and personality tests can supplement interviews, sometimes using assessment centres.
Key features of effective selection interviews include:
training of interviewers
composition of panel
preparation, including details of who will ask which questions
timing
role of panel chair
the candidate doing most of the talking
open and behavioural questions
organisation fit questions
controlling the flow
listening skills
closure
using the person specification to reach final decisions
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