ABSTRACT
The selection process typically commands a major proportion of personnel management resources. Employers assume, not unreasonably, that productivity and efficiency can be accomplished by hiring good people. Although considerable efforts have been made to be thoroughly systematic and scientific in screening and selecting people for employment, the individual judgment and impressions of the appointing authorities have played and will continue to play a major role. Learning objectives of this chapter are knowing the ways in which employers can and do screen applicants for jobs; understanding the policy objectives of the selection process; being able to write a job vacancy announcement and construct an employment examination; knowing how to have an effective interview for a job; and understanding the role of probation in selection. A selection process that does not begin with succession planning or some other form of human resource planning and a job analysis runs the risk of identifying inappropriate candidates and perhaps of being challenged legally.
