Selection is the process of differentiating between applicants in order to identify (and hire) those with a greater likelihood of success in a job. It is the processes of ascertain the need requirements for prospective candidates and finally identifying potential candidates for the vacant job. This is conducted with different tools at different stages to identify the suitability of the person to the job.
Metrics is the generally used for measuring as a count or it determines the efficiency or effectiveness of the process being measured. This is the process of differentiating between applicants in order to identify those with greater likelihood of success in a job. Objective of the selection decision is to choose the individual who can most successfully perform the job from the pool of qualified candidates.
Recruitment and selection are the two crucial steps in the HR process and are often used interchangeably. While recruitment refers to the process of identifying and encouraging prospective employees to apply for jobs, selection is concerned with picking the right candidates from a pool of applicants.
Potential candidates may come from an internal trawl of the organization or from the external job market. The latter are reached through channels such as recruitment advertising, employment agencies, professional associations or word of mouth. The approach differs according to the organization's resourcing philosophy:
[...] REVIEW OF LITERATURE In any organization recruitment and selection plays a major role as it helps in giving image to the company. Thus, contributing to effective recruitment and as well as it will help to get the right people to the organization and so many people studied and gave their view about this in different ways .if a recruitment and selection practices to be effective it should b satisfy the following variables such as job satisfaction, job retention, job analysis etc. [...]
[...] Rarely OPTIONS RESPONSES PERCENTAGE Inferences: of respondents feel always Selection Metrics is used to rank applicants of respondents feel always Selection Metrics is used to rank applicants of respondents feel always Selection Metrics is used to rank applicants 8. How many times have you observed employee in your organization not doing job according to their qualifications? a. Always b. Sometimes c. Rarely OPTIONS RESPONSES PERCENTAGE Inferences: respondents said always they find employees doing job not according their Qualifications respondents said always they find employees doing job not according their Qualifications 94% respondents said always they find employees doing job not according their Qualifications 9. [...]
[...] Table no RATINGS TOTAL ALL OF THEM 53 MOST OF THEM 43 75-99% HALF OF THEM 4 50 SOME OF THEM 0 25-49% NONE OF THEM 0 < TOTAL 100 Calculation of expected frequency <25 = 20 * = -49 = 20 * = -74 =20 * = 0.8 75-99 = 20 * = =20 * = 10.6 Level of significance = Degree of freedom = Degree of freedom = (row-1)*(coloumn-1) = = 16 Where row = department Column = ratings Chi square= (Oij-Eij) 2/Eij Critical test value: for α= DF=16 the critical test value is 26.3 And the calculated value is INTERPRETATION: Since calculated value is greater than the critical value, so we accept H0 9the null hypothesis) and reject the H1, thus we conclude that there is significant relation between selection methods based on job analysis information. [...]
[...] As a recruitment and selection tool, they can be applied in a straightforward way at the early stages of selection to screen-out candidates who are likely to be unsuitable for the job or, using a more sophisticated approach, to provide guidance on career progression to existing employees. There are only three questions the employer really has to answer during the selection process: Firstly, do you have the right skills and experience? Secondly, do you have the required enthusiasm and motivation? [...]
[...] Measure outcomes not activity Begin with efficiency measures Develop metrics geared towards your organization's goals and strategies Establish metrics to monitor key HR practices proven to grow human capital Use metrics that will encourage change and help us make better decisions about human capital HOW TO START: Assess your data Build your metrics Create meaningful measures ASSESSING YOUR DATA: What do you already track? Where should you focus? What metrics would be useful? BUILDING YOUR METRICS: Determine your measures Select benchmarks for comparison similar services same size similar organizational structure similar budget Compare your results CREATING MEANINGFUL MEASURES: Compare your value to the percentiles used by benchmarks Assess desirability of your position in relation to your organizational goals Develop metrics that assess efficiency, strategic value, and effectiveness LEVELS OF METRICS: Impact Effectiveness Efficiency IMPACT: What is the link between sustainable strategic success and human resource management? [...]
Online readingwith our online reader
Content validatedby our reading committee