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Selection Assessment Methods - HR Paper Example

3 pages
638 words
University of Richmond
Type of paper: 
Article review
This essay has been submitted by a student. This is not an example of the work written by our professional essay writers.

Pulakoss article Selection assessment methods acknowledges the fact that recruitment process is a critical aspect of an organization and requires effective strategies. The article is focused on determining effective selection assessment methods that a firm can use to attract the best candidates to fill various organization positions. The article provides selection criteria that help the HR do away with complicated and confusing traditional methods of employee recruitment. Additionally, the report offers a practical roadmap that guides on which assessment method to choose in different situations. The author based the article primarily on a job analysis to guide on the best selection method available for an organization.

The article found several types of formal assessments that firms can use in recruiting their employees. In job analysis, the article reveals that a company should consider the nature of tasks available for the candidate and skills that fit the position. Similarly, selection criteria should be based on specific abilities the strong candidate should possess. These include ability to speak fluently, think critically, be cooperative, be professional, and have knowledge of investigative techniques. Moreover, the article provided steps that HR managers should follow when doing Job analysis and includes developing job tasks, job ratings, identification of critical functions, and job entry requirements (Pulakos, 2005). These steps act as guiding principles when carrying out recruitment process.

Furthermore, the article reveals numerous selection criteria and techniques that are fundamental to the hiring process of an organization. The first selection criteria entail possession of cognitive abilities by the candidates. HR managers subject applicants to several tests to determine their verbal and mathematical skills as well as reading and reasoning comprehension (Pulakos, 2005). Secondly, the candidates are chosen based on their job knowledge. This criterion aims at selecting applicants who knew nature of the job before and other technical expertise associated with the position.

Another selection method regards personal attributes of the candidate. Significant personal tests done on the applicant include openness, extraversion, conscientiousness, and emotional stability. These skills are essential for an organization because they are predictors of job performance. Nevertheless, the article proposes the use of structured interview because it is useful in determining the candidates interpersonal skills, planning, adaptability, and leadership skills. This method also enables the interviewer to understand integrity level of the applicant through assessing his/her trustworthiness and honesty (Pulakos, 2005).

The proposal provided in the article can be crucial if fully implemented by an organization. The article has provided essential selection methods that should be followed step by step for the success of recruitment process. Similarly, the segmentation of the article into job analysis, assessment, and various criteria to be observed makes the information to be clear and easily executable by HR managers. However, the article has failed to discuss the impact of companys resources and speed of hiring in the recruitment process. When assessing essential selection methods of new staff, a firm should broaden their studies to capture the impact of resources on the selection process. Speed hire also may affect the method used in the recruitment process (Gusdorf, 2008).

The author could expand his analysis of selection methods by including aspects that affect recruitment processes such as resources, reference checking of candidates, managerial training of recruiting team, and costs. Future research on HR selection methods should be further expanded to include retention strategies of existing employees to lessen the intricate work of recruitment processes. Internal promotions can replace the companys need for new staff who may lack experience compared to existing employees (Rees & Rumbles, 2010).



Gusdorf, M. L. (2008). Recruitment and Selection: Hiring the Right Person. USA: Society for Human Resource Management.

Pulakos, E. D. (2005). Selection assessment methods. SHRM Foundations Effective Practice Guidelines, Society for Human Resource Management, Alexandria, VA, 55.

Rees, G., & Rumbles, S. (2010). Recruitment and selection. Rees, G. and French, R. Leading, Managing and Developing People, 169-190.


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