Selection Interview, Job Satisfaction - Essay Example

Selection interview Student’s Name Subject Professor University/Institution Location Date Outline I Introduction II Making a Decision after the Interview III Critical analysis A). Continuous training B). Job satisfaction C). Sharing of knowledge V Conclusion VI Recommendation References Introduction Selection interview is meant to select a best potential employee for an organisation, but fails to measure the ability to continue processing in a changing working condition. Selection interview involves collecting, measuring, and evaluating information about candidates’ skills and abilities for the job. The screening and selection process assesses for the candidate’s suitability and compatibility with the organizational goals through a review of communication, relational and technical skills. Tests, interviews, listed referrals, and a host of validation techniques can all contribute to an effective screening and selection process to best result in the recruitment of the best-suited personnel for the organization. The organization, and employees like me were then able to benefit from effective development techniques which served to further make develop the cohesive intermix between employee and organizational needs. However an employee ought to have ability to remain productive in a changing working environment. This calls for change of ways of conducting selection interview to include ability to accept change, take in continuous training and possible motivating factors. A selection process is valid if there is a clear relation between the selection procedure and the job for which selection is done and the individual who is selected to undertake the job. This necessitates a job analysis process prior to the selection process. The process of job analysis is used in developing the selection procedures. Through it, validations are done to the selection criteria before a final methodology is adopted for all potential recruits. The impact of such a transparent process on an organization includes a feeling of contentment for the unsuccessful applicants, the right man for the right job and years of dedicated service from the employees Continuous training Performance of an employee relies on the ability to train on new emerging trends in his profession therefore during selection interview the ability to train should be a trait to be evaluated. Any person who all the necessary traits but fails to exhibit ability to train should not be taken in the final selection. This is because training helps the employees in enhancing their skills and abilities. Some training programs aim at increasing the technological expertise of the employees. In the competitive business environment, it is very essential for the organizations to conduct training programs so that the employees are better equipped to deal with the changing business environment. Training helps in increasing the awareness regarding the overall safety of the employees. Training also helps in giving breaks to employees in their professional growth and occupational enhancement. Orientation training especially helps the employees in getting acquainted with the rules and laws of the organization. Training also increases the overall productivity and helps in employee capacity building. Through the conduction of proper training there is a relatively decrease in the requirement of hiring outsiders to perform a specific task within the organization. Training gives insight and instills in the employees an attitude of learning so that they can innovate and produce according to their enhanced capacity. It also enhances the basis of their knowledge and regularizes their actions to streamline the jobs with efficiency. Usually training happens at the time of employee orientation. At the time of orientation training, employee gets acquainted with the rules and procedures of the organization. Also, it helps the organization in realizing the fitness of the employee with regards to his job. Training is helpful to both the organization and the employees. Training should be conducted at all levels. It should be a perpetual process since it is very important to conduct training for the survival of the organization in the ever changing business world. It enhances the skills of the employees who are then better at handling unforeseen situations in the organization. Training is usually given so that the employees who have joined the organization lately get acquainted with the values, ethics, rules and regulations of the organization. Training is also given to the existing employees so that their capacity building is enhanced and motivation is increased. It can also be conducted if the organization has installed new equipment or a new rule in the company. For instance, if the organization has bought new machinery it will conduct a training program to familiarize its employees with the techniques used to operate the new machinery. Training gives job satisfaction and security to employees. This satisfaction of the employee leads to a high level of satisfaction and motivation and thus affects the performance of the employee in the workplace. His performance is improved and he works diligently than before. This way, training reduces the employee turnover rate. Through training employees will be well equipped with the job’s requirement and will not need assistance in supervision or guidance. This reduces the opportunity cost associated with time employees take to cover each task. Training gives practice to employees because of which the occurrence of errors is reduced to minimal. Employees can get training while staying on the job which is very effective in terms of cost and helps in reducing the time wastage by employees in participating in the program. Such training revolves around the employees learning through doing their work. all this leads to high future productivity to an employee. Job satisfaction Different people are motivated by different factors. Some people are motivated by rewards while others empowerment and others may be indifferent. Empowering employees therefore entails ensuring that they have access to the necessary resources and skills to attain both corporate and individual goals. It is also largely misguiding to assume that what motivates superiors is what motivates their employees. It is therefore imperative for management to learn the unique needs of potential employees and assess their: entry behaviour, objectives, skills, personal and professional ambitions, and level of knowledge. This ensures that the corporation implements the best motivational strategy for the entire workforce. Generally, offering a myriad of rewards, empowerment of employees and ensuring their involvement is the key to optimal organizational achievement To do this, the employer must work with the employee in defining a specific career path and setting out relevant goals. The employer is then charged with the task of giving the employee the power to innovate and create; giving an ideal opportunity for employees to improve on corporate performance, inculcate a more flexible work force and ensuring idea sharing (Bowen, 2000). This also gives room for change and this comes in very handy in light of stiff competition in the market. As a result an organization is able to respond quickly to market changes and satisfy its’ customers; becoming a fast mover in the market. Employees expect that their job to be satisfying and any threats to the job would lead to lower job satisfaction which is a catalyst for lower production by an employee. This shows that employees employed on a permanent basis are likely to affect the business in a negative manner if their well being is not catered for. This is expected to reduce their output as the fear of losing work increases. Long periods of economic strain can, therefore, affect employees negatively and reduce their productivity. Since this is not the case with contract workers, their benefits to the organization are evident. They increase revenue for the organization and can be hired to augment the permanent workers as their performance is not varied. In the long run, therefore, they provide better returns for the organization. Involvement of employees in a job gives them a more positive feeling about themselves and their role at the work place. Different firms use different techniques to involve their employees. This may either be direct or indirect. In big corporations, employers may include the use of suggestion boxes or surveys to get feedback from the employee. Some companies also use quality circles where some or all the employees of an organization hold sessions in particular departments that they are responsible of to try and see if there is something that can be improved or done differently to give maximum results (Foster et al., 2009). To ensure employee involvement, management needs to ensure that there is clear role demarcation within the workplace. Employees should also know the exact corporate objectives and their role in the attainment of these objectives. Similarly, employees must know the benefits of attaining these objectives both to them and to the corporation. This assures them that they are part and parcel of the company and highlights their role in the future of the company as integral. Sharing of knowledge The selection process should also gauge the ability of an individual to share information with others. Selfish individuals tend to learn less from others since they do not share what they know, this will affect their productivity including those they work with. A prospective employee should have the ability to consult and delegate. Through consultation, the one will improve the quality of the resolutions made on colleagues conflicts and problems also enhanced the employees ability to accept the decisions, boosted self-esteem, and increased work motivation within the organization. On the other hand, delegation has made the employees take personal initiative and responsibility in finding solutions to problems affecting them thus ensuring that they work together in harmony. Making a Decision after the Interview After the interview process, the interviewing panel must make a decision on which candidates they should consider for the job. According to Whetzel and McDaniel (2009), responsiveness, empathy and assurance all have great emotional content. This makes it natural to assume that a selection process would consider a candidate who displays the skills, the personality traits of the service and the right attitudes comparable to those required for high emotional control. Researchers are in agreement that the common personality attributes of personality are extraversion, agreeableness, emotional stability, culture and conscientiousness (Fallon and McConnell, 2007). Sociability and gregariousness are associated with extroversion while emotional stability is associated less embarrassment, less worry and less insecurity. Agreeableness is displayed through courtesy, cooperativeness and flexibility while conscientiousness is reflected through responsibility and by carefulness. Culture is a function of imaginativeness, originality and curiosity. All the above attitudes are associated with positive learning, effective performance and job motivation. By selecting individuals with such qualities and the relevant experience, there would be a surety that the quality of service would be enhanced. Intuitively, this position is probably well known by managers. A properly conducted selection process is probably the best and legal rubberstamp to this knowledge about customer service orientations. A choice for the most suitable candidate must thus reveal the panellists’ ability to point out a candidate who has the highest capacity to plan, and control the emotions or whose effort at doing the same outmatches those displayed by the others (Kristof-Brown & Jansen, 2007). While this is not the only consideration, emotional control plays an integral part in ensuring that experience in the industry and the skills of a particular job are directed at achieving the most needed trait of any such organization-goodwill. As a measure of service quality, emotional control of an employee must rank highly in many scales used to measure this parameter. Typically, a SERVQUAL scale for measuring emotional display during service must display high emotional content with a similar ability to control the same and must commence immediately after the selection of a suitable employee has taken place. The scale must also read higher into the employees’ capacity after job initiation. This is usually a measure of how well the employee is able to contain interpersonal transactions to maintain the organization’s good will. The ability to withstand the requirements of emotional labour must thus inform the panellists of which candidate to pick. Only if and when the panel unanimously or by ballot settle on a particular candidate should that candidate be issued with an official appointment letter to the position. It is then that the competitive selection process is considered complete. Conclusion The significance of a systematic approach to a job selection process can never be overemphasized. An employee service is a key job factor that not only gives the organization a goodwill but also sustains its very survival. The practices used may range from one job type to another but are typically assumed alongside conventional oral interviews, tests and presentations, cognitive ability examinations, physical ability screening procedures, background checks, psychological screenings and polygraph examinations as well as the all encompassing integrity tests. The recruiting panel may choose to use any, a combination or all these practices depending on the time, suitability and appropriateness of each for the job in question. The determining factor is the employee’s ability to control his/her emotions for this has been found to correspond to appropriate applicability of his/her skills and experience in the industry. Skills, emotional control, abilities to learn and change, and employees’ knowledge of the required methodologies of delivering such individualized services must therefore guide the recruitment process, employee selection, placements or advancements. Recommendation The organisation should design selection interview to include the ability of an employee to train. It should differentiate between reality and theoretical requirement of a job as well as a changing competitive employment. This will ensure that all employees who are selected are able to keep up with changes thus increasing productivity. Organisation should utilize technology in selection to ensure potential employees are able to be trained and add organisational value. This is done by having programs which interviewees are put through to determine their ability achieve more skills and knowledge. Doing will help employees advance in their careers, which is instrumental will be company's high retention rate. This denotes a need for stakeholders to change tactics utilized in establishing selection interview process. It is equally important to recognize that every job or profession has its’ unique set of rules that it abides to as dictated by professional ethics. Creating a balance between these factors is of key importance. Generally, this depends on the willingness of the management to allow the HR department to map the way forward as well as the ability of these stakeholders to provide necessary resources. This is the only way through which HR can optimally bridge the contractual relationship that defines the relationship between employers and the employees, as well as manage different interests vested in each of these stakeholders (Anderson, et al., 2005). This consequently implies that this department is the bridge between the production floor and the upper management and as such, HR must establish a good rapport with both of these stakeholders. This makes it easier for employees to air their grievances and rest assured that any conflicts will be addressed. The importance of this strategy in attracting employees, and decreasing their turn over cannot be sidelined (Armstrong, 2009). References Anderson, B. A. et al., 2005. The selection and training of workers in the tourism and hospitality industries for the performance of emotional labor. Journal of Hospitality and Tourism Management. Armstrong, M., 2009. Armstrong’s Handbook of Human Resource Management Practice. 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