Outline the different selection methods that are available to organizations and discuss how the use of assessment centres might support the selection process The WritePass Journal

Outline the different selection methods that are available to organizations and discuss how the use of assessment centres might support the selection process Introduction Outline the different selection methods that are available to organizations and discuss how the use of assessment centres might support the selection process ). Given the involvement of a diverse range and specialties of assessors and facilitators (sometimes even including external agents), as well as use of merit in standardized tests and exercises, the use of assessment centres tends to be more objective and free from personal bias compared to popular methods such as interviews. This is a significant advantage of applicant testing (Gusdorf, 2008). The results of assessment centres are often numerical and can thus be validated statistically making them more reliable and valid. Such a careful and attentive selection of appropriate tests enable the drawing out of suitable skills, knowledge and ability ensuring the job filling achieves best mutual fit, meeting the needs of both the employer (organization) and the prospective employee. Best mutual fit is often essential for long term engagement in employment and reduction in turnover which is expensive for the organization and stressful for human resource management (Smith et al, 2013). The capacity of assessment centres to handle greater numbers of shortlisted candidates from the recruitment process enables an assessment centre to further evaluate and assign greater weight to the candidate’s demonstration of more desirable attributes than those with ‘nice to have’ but not essential traits and attributes. Often, without enhanced focus, attention and a realistic evaluation, these subtle differences would not be easy to pick out and would rarely inform or enhance the selection process (Rees and French, 2010; Gatewood et al, 2010). In this regard, interviews among other selection methods are generally perceived to be unreliable in predicting performance of work in reality. Use of employment centres in selection, though expensive, is however considered a cost-effective and efficient method (Bratton and Gold, 2007). A concern with the effectiveness of the recruitment and selection process becomes significant in the consideration of the costs when things go wrong. This is in light of the consideration of the workforce as a source of competitive advantage. It is therefore essential to balance direct costs of the recruitment procedures with the indirect opportunity costs. Such costs include possible repeated recruitment and selection and other implicit costs from employee mismatch such as poor performance, reduced productivity, low quality products and services, dissatisfied customers and stakeholders, as well as low morale which could affect the entire workforce (Gusdorf, 2008). This consideration makes the utilization of valid, reliable and fair selection processes essential for success. Valid and reliable results of the selection process ensure that unsuccessful candidates respect the decisions made and are even possibly available for future openings. Assessment centres are generally accepted as a fair method of selection, providing equal opportunities for all candidates and selecting on merit (Torrington et al, 2011). It is viewed as a preferential technique to remedy gender and/or racial among other claims of discrimination in HR decisions. This also enables the avoidance of negative outcomes such as costly and reputation-damaging legal processes (Gatewood et al, 2010). The rigour of the selection process and the detailed feedback gives candidates realistic expectations and a clearer understanding of the behaviours required for the position to be filled enhancing fit (Smith et al, 2013). The result of assessment and evaluation also eases the employment decision with the most suitable of a set of candidates forwarded for evaluation and consideration (Gusdorf, 2008). Conclusion Recruitment and selection are important processes enabling an organization to obtain an effective workforce. This is linked to the success of the organization in its business. Several methods and techniques are available for the conduct of recruitment and selection processes, but most are hindered by inefficiency and unreliability in their prediction of best fit and future employee success at work. However, the use of assessment centres and its inherent appropriately designed tests and exercises enhances consistency, validity, reliability and fairness of the process with its output of criterion-based scores. These are reputed for accurately identifying successful candidates. This method therefore offers significant support to the selection process enhancing its efficiency and effectiveness. References Bratton, J., and Gold, 2007. HRM: Theory and Practice (4th edition). Basingstoke: Palgrave McMillan Foot, M., and C., Hook, 2011. Introducing Human Resource Management (6th Edition). London: FT Prentice Hall Gatewood, R., H., Field and M., Barrick, 2010. Human resource selection. OH, USA: Cengage Learning Gilmore, S., and S., Williams, 2009. Human Resource Management. Oxford: Oxford University Press. Gusdorf, M., 2008. Recruitment and Selection: Hiring the Right Person. In: Society for Human Resource Management. Alexandria, USA: SHRM Rees, G., and R., French, 2010. Leading, Managing and Developing People (3rd edition). London: CIPD. Pp. 170-190. Viewed on 3rd January, 2014 from: cipd.co.uk/nr/rdonlyres/01f95685-76c9-4c96-b291-3d5cd4de1be5/0/9781843982579_sc.pdf Smith, P., M., Farmer, and W., Yellowley, 2013. Organizational Behaviour. Hodder Education Torrington, D., S., Taylor, L., Hall, and C., Atkinson, 2011. Human Resource Management (8th Edition). London: FT Prentice Hall