Application: Criteria Selection - Assignment Example

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Selection criteria have been explained to be standards by which organizations measure all candidates who apply for jobs so as to identify if the candidates have the requisite qualification for the job being offered (Tuckman & Jensen, 1977). Selection criteria is often confused…
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School: Topic: Application: Criteria Selection Lecturer: Selection criteria have been explained to be standards by which organizations measure all candidates who apply for jobs so as to identify if the candidates have the requisite qualification for the job being offered (Tuckman & Jensen, 1977). Selection criteria is often confused with knowledge, skills and abilities but Silzer and Dowell (2010) noted that these are not exactly the same. Using the example of Wal-Mart, five major selection criteria that the company may consider as part of its selection of employees can be given to include ability to understand human behavior, ability to develop clear written materials, ability to partake in individualized growth assessment, ability to read and write, and ability to orally carry ideas and information in an articulate manner. These selection criteria can be noted to be such that they cut across knowledge, skills, and abilities.
There five selection criteria given may each serve a very special purpose, for which they are included. In the first place, it is important that candidates will be able to understand the dynamics of human behavior given the fact that Wal-Mart employees encounter very large number of people from different backgrounds, each having their own needs which must be met by employees. Secondly, candidates are expected to develop their own written materials because they will be required to produce reports on their roles, which is a typical example of written material. The same reason may be cited for why ability to read and write is necessary. As employees interact with different people on a daily basis, oral skills are very important and so it was for this reason that ability to orally carry ideas and information in an articulate manner was included. Last but not least, it is relevant that employees will be able to monitor their own progress and growth and so the need to have the ability to partake in individualized growth assessment (Hamid, 2010).
When looking for leaders to take up leadership positions, the selection criteria cannot be expected to be the same as those given above. This is because leaders act as the embodiment of the direction and destination that the organization wants to reach (Tuckman & Jensen, 1977). What this implies is that leaders will become the people who will control the affairs and actions of all other employees within the organization. Because of this, the selection criteria given to leaders are expected to be more demanding, detailed and advanced than what will be given to the ordinary employees. Certainly when the leaders are on the same level with employees in terms of their selection criteria, it will be very difficult for the leaders to act as models whose actions and approach to work can influence the employees positively.
Having said this, the use of internal recruitment of leaders will be strongly recommended for Wal-Mart. There are several factors that account for this notion. In the first place, people who are recruited from within the organization are believed to have a deeper and better understanding of the organizational culture. As a result of this, continuity with the orgnaisational culture can be assured. Meanwhile, Silzer and Dowell (2010) saw such forms of continuity as being very necessary for creating an organizational climate that external stakeholders such as employees can easily adapt to. Again, internally recruited leaders are expected to have a better understanding of the weaknesses and strengths of the organization. With the weaknesses known, they will know areas to focus more resources and time. With the strengths known also, they will know areas to concentrate their efforts in gaining competitive advantage (Hamid, 2010).
Hamid, H. (2010). Tapping into womens talent. New Straits Times, 2.
Silzer, R., & Dowell, B. E. (2010). Strategy-driven talent management: A leadership imperative. San Francisco, CA: Jossey-Bass.
Tuckman, B. W., & Jensen, M. A. C. (1977). Stages of small-group development revisited. Group and Organization Studies (pre-1986), 2(4), 419-427. Read More
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