Selection interview - perceptual errors

Essay by anaskonsUniversity, Master'sB, March 2004

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Indisputably, the turbulent environment that characterizes the markets of the 21st century, has forced companies to 'think' carefully their strategic planning. The growing demand along with the extremely high competition and the changes in demographic trends, have created the need for an efficient Human Recourse Management strategy. That strategy will offer the organizations the opportunity to acquire a competitive advantage and gain an even bigger share of the market. However, even if the Human Recourse Management planning is formed properly, implications might always come up and the threat of a wrong choice in the selection or the workforce can still remain.


Recruitment and selection are concerned with identifying, attracting and choosing suitable workforce that can meet the organization's human recourse criteria. Although recruitment can be considered the research for the ideal number and quality of employees that will fulfill the company's needs, the HR manager, during the selection process, must predict which candidate is more competent for the organization.

The principal aim of recruitment is to choose the best candidates for employment, who will in turn contribute to the company's successful operation. 'As the most important resources of an organization are its people, ensuring that the right


people are selected to be employed is vital to the organization success.'(Torrington, 1995)


On a worldwide base, there are many methods and stages of selecting people1 for a job but the interview remains the most commonly used method. It is considered a very popular selection tool despite the fact that 'psychologists and management researchers have demonstrated that interviews are both unreliable and invalid as predictors of future performance.' (Thomson R. 1993) It can be described as a "controlled conversation with a purpose" (Torrington 1995). It is usually conducted face-to-face and...