The selection process may involve a series of steps: Criteria development: I ought to know the technical skills and occupation qualities required for the new employee. I ought to understand the steps in interviewing, where criteria are developed and other activities did sequentially. During selection, it is important to know the sources of information through interviews where the criteria should be related to the job analysis. Here, I can discuss the skills, abilities and personal characteristics which are required for a particular task. Dualy (2017) conclude that selection expects one to pick the best of the necessities for the intrigued candidates. I can get some data frame position meetings and employment references. A mix of the two and the help of composed applications can give me a knowledge into background information of the applicants and subsequently help me to comprehend an ideal approach to coexist with collaborators. Resume review: Applications are reviewed either using computers or manually. For the case of Sudair Pharma, careful manual reviews should be used to ensure only selection of the best candidates. Interviewing: After finding the applicants that meet the minimum criteria, I as the senior am supposed to select the people to be interviewed. Test administration: Amid selection, I can ask the candidates give work tests to ensure that they recognize what they need or even influence them to deal with the same there and then. For instance, in a manufacturing department, I can request that a hopeful work some assembling hardware and from that point, I can have the capacity to decide the appropriate contender for the activity. Making the offer: After finding the suitable candidate for the job, I can then continue to arrange them to furnish them with a chance to adjust to their new position while ensuring that I create and evaluate the abilities of the new worker. Development of the offer through e-mail or letter is the most preferred method as it seems more formal as compared to other methods.
Qualification, skills, and experience are key issues when choosing the best candidate for a position at an organization. However, without such considerations, it is usually impossible to predict the odds of an employee remaining in the organization. Wrong choices can lead to the firing of employees due to unstated reasons. Expulsion of an employee/terminating an employee is unpleasant for all parties including the organization. However, if an employee is observed not to be a solid match for the organization, he/she should be terminated to maintain a strategic distance from bringing down levels of profitability than when supplanted with a more able worker (Spector, 2013). No much clarification is expected to them preceding their expulsion. With the expulsion of unfit representatives can make well to the organization and to the human resource manager as well. According to Washington (2012), the next time the human resource manager enlists a person for the empty position they will consider arranging social fit in all the procedure; recruiting, hiring, onboarding and evaluating employees. Abdallah & Alnamri (2015) suggest that it is also good to replace the sacked person with another better representative as far as proficiency, the organization in question can turn out to be more profitable and capable than before Removal of unfit employees is, therefore, vital particularly when he/she is not providing the expected output.
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Almandeel, S. M. (2017). The mediating role of transformational leadership style on the relationship between personality type and turnover intention in Saudi Arabian banking context. International Journal of Organizational Leadership, 6(1), 109-136.
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Parker, D., et al. (2013). Critical evaluation of project-based performance management. International Journal of Productivity and Performance Management, 62(4), 407-419
Spector, B. (2013). Implementing Organizational Change: Theory and Practice (3rd Ed.). New Jersey: Pearson Prentice Hall.
Washington, D. (2012). Negligent Hiring. The Encyclopedia of Human Resource Management, 21(3), 324-326. doi:10.1002/9781118364741.ch62
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