Employee selection

Employee selection
See also

Employee selection is one of the most important steps in the recruitment process. The selection process gathers information about candidates for company members that help to predict how they will perform in a given position. Then, the selection of the person or persons most suitable for the vacant workplace is made. It is also important to carefully analyze the proposed job position and precisely define the duties related to it and competencies needed. Subsequently, the companies prepare tests that will measure the ability of the person concerned to perform specific duties. It is possible to conduct positive selection (selection of the best) or negative (rejecting the worst) [1].

Methods of employee selection[edit]

The most popular methods of recruitment are ads - on the Internet and in the newspapers. The employer can ask to find an employee a specialist companies or transfer the case to own human resources department. To find an employee for positions that do not require any specialist skills, it is sometimes enough to review the applications sent (usually via the Internet, which becomes the most popular source for both job seekers and employers) or a regular phone call. For strategic positions for the company, which the future of the company depends on, the recruitment and selection may last for months.

Recruiters may also look into the database created during each recruitment. Some candidates send their CVs not even for a specific advertisement, but "for later" if it turns out that the company in their industry is looking for new people [2].

Steps of employee selection[edit]

The first step in the employee selection is analysis of application documents. The motivation letter and the CV are analyzed most often. In the CV and the cover letter are rated their preparation, clarity and information contained in them. The most important elements are experience and education, but the priorities depend on the employer's requirements. Sometimes several hundred candidates apply for one post. For the selection to be effective and not involve the recruiting team for many days, the number of applications is reduced by a large number of applications. The professional experience and education of the candidate goes to the first fire. Everyone below the level expected by the employer is dropping out. Lack of required experience, experience in a different industry, education that does not have much to do with the expected, and even too good education may be the reason for rejecting an application [3].

The next step is an interview. It is a popular selection tool that often does not guarantee the candidate's success in the future. Judging people based on the first impression may be biased. To avoid being biased, the interview can be given a predetermined form. Questions can be prepared in advance and each candidate will answer the same question. This allows you to unify the conversation and evaluate the content of each question [4].

However, application forms prepared by specialists in company are becoming more and more popular. So the next step is to ask the candidate to complete the application form. This allows you to effectively gather information about the candidate's education, his professional experience and other work-related ones. Except the questions about the basic information such as education, experience and skills forms may contain questions about self-assessment and future plans. Typically, these forms are informally used to make a decision about further evaluation and are used to get acquainted with the work involved. An important tool for predicting employee successes on a given position are various types of qualifications tests, abilities, skills and knowledge, as well as tests for intelligence or personality traits. In addition, the tests must be scored and carried out uniformly. Each candidate should get the same advice, time and conditions [5].


  • Abernethy M. A., Dekker H. C., Schulz A. (2015) Are Employee Selection and Incentive Contracts Complements or Substitutes? "Journal of Accounting Research" s. 633-668
  • Derfler-Rozin R., Baker B., Gino F. (2018) Compromised Ethics in Hiring Processes? How Referrers’ Power Affects Employees’ Reactions to Referral Practices "Academy of Management Journal" s. 615-636
  • Fisher D. M., Cunningham S., Kerr A., Allscheid S. P. (2017) Contextualized personality measures in employee selection: Extending frame-of-reference research with job applicant samples "International Journal of Selection & Assessment" s.18-35
  • Lievens F., Chapman D. (2010) Recruitment and Selection "The sage handbook of Human Resource Management" s. 135-143
  • Searle R. (2009) Recruitment and Selection "Human resource management. A critical approach" s. 151-155
  • Sekiguchi, T. (2004) Person-organization fit and person-job fit in employee selection: A review of the literature Osaka keidai ronshu, 54(6), 179-196.


  1. Searle R. 2009, s. 153
  2. Abernethy M. A., Dekker H. C., Schulz A. 2015, s. 633
  3. Sekiguchi, T. 2004, s. 180
  4. Derfler-Rozin R., Baker B., Gino F. 2018, s. 615
  5. Fisher D. M., Cunningham S., Kerr A., Allscheid S. P. 2017, s. 18

Author: Weronika Cyganik