Alternative Recruitment Methods in HR Practice Essay

Alternative Recruitment Methods in HR Practice - Essay Example References Carlson, K.D, Connerley, M.L and Mecham, RL. 2002. Recruitment evaluation: The case for assessing the quality of applicants attracted. Personnel Psychology. 55(2): 461-490. Taylor, S. 2005. People resourcing. 3rd ed. London: CIPD Publishing. 2. Why do employers persist with the selection interview when more accurate alternatives are available? Selection interviews are the most widely used methods of selection because of the clarity and simplicity as well as cost-effectiveness. Most organisations do not opt for alternative selection procedures because of their complexity in interpretation as well as costs; usage of alternative methods requires training for the managers or selectors whereas the traditional methods do not require any special training other than understanding the job requirements and matching them with the candidates’ skills. However, research indicates minimal or no correlation between future job performance and selection interview (Lunenburg, 2010). I nterviewers do not bother to test the effectiveness of selection interviews. Moreover, managers’ perception of their intuitive abilities rule over structured interview testing; managers tend to have strong belief in their judgmental abilities. Managers believe that selection interviews help to assess the candidates in a variety of situations, which also provides a comprehensive idea of the candidate and his/her fit to the job. Selection interviews do provide opportunities for manipulating the answers by the candidates. Besides these, selection interviews highlight certain skills that may or may not be relevant to the job requirements. Such skills include intangible characteristics such as candidate’s confidence, speaking abilities, positive attitude, presentation, and... Selection interviews are the most widely used methods of selection because of the clarity and simplicity as well as cost-effectiveness. Most organisations do not opt for alternative selection procedures because of their complexity in interpretation as well as costs; usage of alternative methods requires training for the managers or selectors whereas the traditional methods do not require any special training other than understanding the job requirements and matching them with the candidates’ skills. However, research indicates minimal or no correlation between future job performance and selection interview (Lunenburg, 2010). Interviewers do not bother to test the effectiveness of selection interviews. Moreover, managers’ perception of their intuitive abilities rule over structured interview testing; managers tend to have strong belief in their judgmental abilities. Managers believe that selection interviews help to assess the candidates in a variety of situations, which also provides a comprehensive idea of the candidate and his/her fit to the job. Selection interviews do provide opportunities for manipulating the answers by the candidates. Besides these, selection interviews highlight certain skills that may or may not be relevant to the job requirements. Such skills include intangible characteristics such as candidate’s confidence, speaking abilities, positive attitude, presentation, and enthusiasm. Many organisations have understood the drawbacks of selection interviews.