In order to address the issues, efforts would be made towards the creation of stress free interviews and the preservation of objectivity.
c) the psychological interview
The psychological interview is characterized by assessment of the mental state of the individual. It is usually constructed based on standards of psychological testing and the results are interpreted by a specialist.
d) the interview with the top management
Finally, the interview with the top management would be the final stage of the selection process and it would be structured around an informal interaction between candidate and the top managers. Throughout the conversation, the managers would once again test the communication skills, the commitment to the firm as well as the candidates' perceptions over which features made them suitable for the managerial position within the firm.
At this level, more emphasis would be placed on the individual's commitment to the firm and sensitive questions would be asked. These questions depend on the situation, but a relevant example is constituted by the need to ask a female candidate of her intentions to start a family and take time off from work in the immediate future. Such a question would however raise legal issues on grounds of gender-based discrimination.
4. Strategic importance of the procedure parts
At an overall level, the selection procedure is extremely complex and it could even prove tedious. Nevertheless, it is required due to its strategic importance. In this order of ideas, the selection process to be set in motion is not only aiming to hiring an inexperienced entry level manager, but it is focused on hiring an individual to be gradually formed within the organizational culture and to eventually come to occupy an important seat in the company's top managerial team. In other words, the individual to be hired would be subjected to impressive organizational investments and would come to play an important part in the company's future.
In a context in which the hired manager is not adequately selected and cannot help the company...
In such a context, the economic agent would have to start over the selection, integration and formation processes. This feature constitutes the overall strategic importance of the selection process, but fact remains that each individual stage is represented by its own significances. These are revealed below:
a) the human resources interview
The strategic importance of this stage is revealed by the organizational necessity to identify whether the candidate is appropriate for the firm. At a more specific level, several questions would be answered at this stage, such as those below:
Does the candidate possess good communication skills?
Does the candidate possess an adequate and positive attitude?
Is the candidate eager to learn and become part of the team to promote organizational interests?
Is the candidate a team player? (Ganesh and Bangalore)
b) the technical interview
The strategic importance of the technical interview is given by the necessity to test the technical skills and abilities of the future occupant of the managerial position. It is as such necessary for the new employee to possess vast technical skills which help him / her understand and resolve technical issues within the firm. In spite of the fact that the candidate could possess high people skills, the lack of sufficient technical skills would lead to his/her elimination from the selection process.
c) the psychological interview
The psychological interview is strategically important as it allows the interviewers to test the technical as well as people skills of the candidate in stressful circumstances (DeAngelis, 2010).
d) the interview with the top management
Finally, the strategic importance of the interview with the top management is that of revealing the commitment of the candidate to the firm and its objectives. This represents the stage at which sensitive -- yet crucial -- questions would be asked. Also at this stage, the uniqueness elements of the candidate would be tested, such as their niche specializations or their competitive advantages and features which could generate organizational value (Johnson, Langley, Melin and Whittington, 2007).
Armstrong, M., Baron, a., 2002, Strategic HRM: the key to improved business performance, CIPD Publishing
Barrett, R., Mayson, S., 2008, International handbook of entrepreneurship and HRM, Edward Elgar Publishing
Bohlander, G., Snell, S., 2009, Managing human resources, 15th edition, Cengage Learning
DeAngelis, T., 2010, Master the corrections officer exam, 16th edition, Peterson's
Ganesh, S.G., Bangalore, S., Cracking C, C++ and Java interv, Tata McGraw-Hill
Gitman, L.J., McDaniel, C., 2008, the future of business: the essentials, 4th edition, Cengage Learning
Jonhson, G., Langley, a., Melin, L., Whittington, R.,…
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