Definition of Selection, Preliminary Interview, Selection Interviewing

To select is to choose. Selection is a screening process. It is the process of picking individuals who have the relevant qualification to fill jobs in an organization. The basic purpose is to choose the individuals who can most successfully perform the job from the pool of qualified candidates. Selection starts after the recruitment process is over and ob applications have been received

For job selection

To select is to choose. Selection is a screening process. It is the process of picking individuals who have the relevant qualification to fill jobs in an organization. The basic purpose is to choose the individuals who can most successfully perform the job from the pool of qualified candidates. Selection starts after the recruitment process is over and ob applications have been received 

Preliminary interview

Such an interview is generally planned by large organizations for shortlisting the potential candidates to cut the costs of selection by allowing only eligible candidates to go through the further stages in selection. A competent executive from the Human resource department may elicit responses from applicants on important items determining the suitability of an applicant for a job such as an appearance, age, education, training, experience, pay expectations, aptitude, interests, choice, etc. this courtesy interview as it is often called, helps the department screen out obvious misfits. If the department finds the candidate suitable, a prescribed application form is given to her or him to fill submit.

Selection interviewing 

Having drawn up you’re shortlisted of candidates (SEE THE CHECKLISTS ON PLANNING FOR NEW STAFF) you will want to interview them. The interview has been described as a conversation with a purpose. It has least three purposes:

1. To enable you to discover which of the candidates live up to expectations and which one of the best meet the job’s requirements?
2. To enable them to find out about the job and the organization and to decide whether they want to work with you.
3. To leave them (whether successful or rejected) with a favorable impression of the organization and feeling none the worse about themselves as a result of the interview.

Most managers think they are good at interviewing. But it is not easy to do well researchers have shown, over and over again, that interviewers fail in their task because they make up their minds too early, fail to collect all the relevant information, or don’t evaluate systematically what has emerged from the interview.

Furthermore, interviewers rarely get evidence that any of their rejected candidates would have been a better choice. So unless the person they do appoint turns out to be incompetent they are rarely prompted even to reflect on their mistakes.

Nevertheless, interviews continue to be the most common method of selecting new staff. So it is worth thinking about how to avoid the major pitfalls. The following checklists cover:

1. Preparing for the interview
2. Conducting the interview and
3. Evaluating the interview