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Managing Selection in Changing Organizations: Human Resource Strategies ReviewAs stated by series editor Eduardo Salas, "this volume is about the practice of selection strategies in rapidly changing organizations. A timely topic for both practitioners and scientists. Jerard F. Kehoe was able to assemble an excellent group of industrial / organizational psychologists to write about how selection interfaces with individual, social, and organizational factors. The chapters describe how demographic changes, team-membership, cultural differences, legislation, and social policy influence the selection strategy process. The chapters offer many useful and practical insights about the practice of selection strategies in an every-changing organizational world. This volume is invaluable to those concerned with applying selection processes in organizations and to those who research selection systems."
In this context, as a sample, in fourth chapter of this book, "Managing 'Customers' of Selection Processes", Stephen W. Gilliland and Bennett Cherry (1) focus on managing the customers of selection, (2) specifically consider the perspective of each customer group in each of the three stages of the selection process (that is, development, assessment, feedback), and (3) finally conclude the chapter with some summary recommendations for maintaining as successful customer-based selection system.
(1). Who Are the Customers? : In this section, Gilliland and Cherry define customers of selection, and their needs, desires, and goals for selection are summarized as :
a. Line Managers :
* Accurate and informative indicators of applicant potential.
* Quick and easy-to-use selection process.
* Flexibility and accommodation of selection procedures.
* Perceived validity of selection process.
b. Coworkers :
* Accurate and informative indicators of applicant potential.
* Input into the selection decision-making process.
* Perceived validity of selection process.
c. Applicants :
* Appropriate hiring decision.
* Unbiased, job-related selection process that gives them a chance to demonstrate their potential .
* Honest and sensitive interpersonel treatment.
* Timely and informative feedback.
(2). Managing Customers of Selection : After defining the stages of a customer-based selection system as development, assessment, and feedback, in this section, they consider how to manage the needs of the customers during each of these selection stages.
(3). Summary Recommendations : In this section, they made the following recommendations for managing the customers of selection.
a. For Line Managers and Coworkers :
* Communicate how and why a new selection system is being developed.
* Involve line managers in development and administration of the selection system.
* Train line managers in the use of the selection system and in effective interviewing and decision making.
* Simplify the assessment process to ease administration.
* Solicit feedback on the effectiveness of and satisfaction with the selection system.
b. For Applicants :
* Include applicant concerns in the development of the selection system.
* Provide applicants with an understanding of what the selection process entails and how it was developed.
* Make sure the selection procedures are job-related and unbiased, and give applicants a chance to demonstrate their potential.
* Make sure the selection process is consistently administered.
* Treat applicants with honesty and respect, and allow for two-way communication.
* Deliver timely and informative feedback to applicants on the hiring decision.
* Solicit feedback from applicants on their reactions to the selection process.
Not only this chapter, but this book as a whole is highly recommended for HR practitioners.
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