05.Selection Criteria Rodger’s 7 Point Plan

 Selection Criteria Rodger’s 7 Point Plan

 

According to Rodger’s (1952), seven-point plan, the company seek to come up with a human resource team that is unique, dynamic, appropriate, and relevant to the work environment of the company

Figure 1. Rodger’s 7 Point Plan

The company will use a cultural awareness strategy that involves looking into the capability of a potential employee to adapt to new cultures (Reuvid 2006, p. 14)

The strategy often helps Lion Nathan in coming up with an appropriate workforce to perfume numerous international duties in countries that have an extremely different culture from that of the employee (Reuvid 2006, p. 14).

 

Person Specification

 

Physical Make-up is very important for the effective performance of the career such as an Appearance, Fitness, health, manner, and voice of tone

Attainments is the deal with candidate education and past employment which covers qualification, and type and period of work experience required

General Intelligence is assessed, as jobs need multipart work pattern need a different level of Common intelligence to those which are repetitive and routine

Special Aptitudes cover already acquired knowledge or skill required for effective performance and the career and ability of the candidate to adapt existing skill and knowledge

Interests Intellectual covers relevant extra-curricula activities out of the work which supports the candidate for employment

Disposition cover relevant individual characteristics such as an ability to meet tight deadlines, work together as a team, creative own initiative works

Circumstances Covers those which will have to be met by the successful candidate regularly such as shift duty, on-call basis work

 

Basic Types of Interviews

There are a multitude of interview types used in organizations that serve different situations to ensure the best selection decision.

Screening or Telephone Interview

Phone or Video call interviews are showing to be an extra cost-effective way to screen applicants.

Individual Interview

We can call this a “personal interview” this is the most common category of interview and is generally held face to face,

Panel Interview

Panel interviews mean meeting a panel of decision-makers at once

Behavioral-Based Interview

Known as Critical Behavioral Interviewing. This way of interview reviews much deeper than the typical interviewing methods. Have specific examples ready that highlight your qualities in core areas such as problem-solving, communication, teamwork, creativity problem-solving, communication, elasticity and organizational skills.

Stress Interview

This method of interview is rare and involves the interviewer baiting you to see your response. The purpose is to highlight your weaknesses and see how you react under pressure

 

Self-assessment (Torrington, Hall, & Taylor, 2005) is a technique where the typical selection process is reversed. In this technique, the candidate him/herself evaluates whether he/she is fit to do the job. This can be in the form of a video showing how the actual job looks like, an informal discussion with the current job holders, a self-selection questionnaire on the company website, or further information sent with the application form

 

 

How should we conduct the interviews?

Steps to track when preparing for the interview

-          Set aside enough time. Dedicate exact time, conducting the interview in a suitable place, uninterrupted by email, telephones, or other employees.

-          Read the resume/ CV first. Make sure you have carefully studied each resume/ CV ahead of time.

-          Write a good job description. Having an exact and detailed outline of what an applicant would do on the job.

-          Know the intangibles. A resume/ CV cannot indicate some of the intangibles that an employee can bring to the job.

 

Important points to follow when preparing for an interview

-          Introduce yourself. Greeting candidates courteously shows respect for them and will help put them at ease.

-          Set the stage. Set the tone by telling the candidate what looking for for the next half hour or so. Remember, you too are being observed.

-          Review the job. Spell out what the position includes in more detail than was outlined in the work posting, so applicants can confirm the job is right for them.

-          Start with generalized questions. by asking a few questions about an applicant’s background and concentration in the position.

-          Review the applicant’s resume/ CV. Ask applicants about specific positions on their resume/ CV that relate to the position you are signing for.

-          Ask some consistent questions. Use a specific set of queries for all applicants.

-          Vary your questions. You must ask questions on skills related to the duties and responsibilities of the vacant. This will help you uncover applicants’ strengths and weaknesses.

-          Give candidates a chance to ask questions. Confidently answering any question thrown at you means knowing all aspects of the position and being able to clarify your expectations

-          Provide a timeline. Always provide an estimate of the length of time until the final selection will be made.

LIST OF REFERENCES

 

1.       Gurchiek, K. (2008, January 28). Behavioural Interviewing Popular, but Training in Use Urged. [Online] Available at http://www.shrm.org/publications/hrnews/pages/behavioralinterviewingpopular.aspx. Accessed on 28^th of August 2021.

 

2.       Linda M. (2001). Introduction to Human Resource Management, Palgrave Macmillan, Basingstoke

 

3.       Plumbley, P. R. (1985). Recruitment and Selection, 4e. London: Institute of Personnel Management.

 

4.       Reuvid, J. (2006). The Sustainable Enterprise: Profiting from Best Practice, Kogan Page Publishers, New York.

 

5.       Torrington, D., Hall, L., & Taylor, S. (2005). Human Resource Management, 6e, Essex: Pearson Education Limited