Essentials of People Practice: Selection Approaches, Records Retention, Interviewing Skills and Criteria

This article discusses varied selection approaches, records retention, interviewing skills and criteria in Essentials of People Practice. It covers topics such as devising selection criterion, short-listing applications, interviewing skills, and writing appointment/non-appointment letters. The article also includes a selection criteria appendix.

TASK 2 AND 3
ESSENTIALS OF PEOPLE
PRACTICE

Table of Contents
INTRODUCTION...........................................................................................................................3
TASK 2............................................................................................................................................3
2.1- Comparing and contrasting varied selection approaches that are utilized to assess
suitability of candidates and when it is most appropriate to use each method............................3
2.2- Discussing records that need to be retained following a selection process..........................4
TASK 3............................................................................................................................................5
Related to 2.2- Devising selection criterion from personal specification for appointment of a
line manager.................................................................................................................................5
Related to 2.2- Short-listing applications against selection criteria to determine candidates to
be interviewed..............................................................................................................................5
2.2- Contribution to face to face, telephone or web conferencing interviews as part of a panel
using a right interview structure..................................................................................................7
2.3- Using interviewing skills and approaches to make justified selection decision...................7
2.4- Writing a letter of appointment and a letter of non-appointment to candidates...................7
CONCLUSION................................................................................................................................8
REFERENCES................................................................................................................................1
Appendix .........................................................................................................................................2
Selection criteria..........................................................................................................................2

INTRODUCTION
People practices are defined as procedures and activities that individual person has been
conducted in order to gain the benefits and provide so to others for example, management,
organizations and co-workers. Hiring, selection and recruitment as well as performance
management are the best examples of people practice that play vital role in growth and
development of a company. The current assignment will be based on two specific tasks, as task
one will specify comparison between selection methods that are used to identify suitability of
employees. It will also explain records that required to retain varied selection process.
Furthermore, the task two will justify action of devising selection criterion from personal
specification for appointment of a line manager, and short-listing applications against selection
criteria to identify candidates to be interviewed. It will also clarify face to face, web or telephone
interview, interviewing skills & techniques to make justified selection decisions and a letter of
appointment as well as non-appointment.
TASK 2
2.1- Comparing and contrasting varied selection approaches that are utilized to assess suitability
of candidates and when it is most appropriate to use each method
It is quite important for a recruiter to measure suitability and effectiveness of an
candidate, whom they expect to hire in their company, to make venture productive and profitable
(Recruitment in business, 2021). For purpose of that, they may assure utilize of effective
selection techniques. Here. Aptitude test and structured face to face interview chose to
determine the potentiality of employees.
Selection techniques Similarities Differences
Aptitude test The main similarity between
two chosen selection
approaches is the outcomes,
which Human resource
management may gain and that
is selection of a candidate (Liu
and et.al., 2020). Aptitude test
is one of those effective ways,
The main difference between
selected methods is procedures
and stages that may consider
by recruiter to assess
suitability of new staff
member. For example,
Aptitude test is utilized in term
of asking certain important

through which HR manager
may attempt to identify the
skills and abilities of
individual person.
questions, which allow
management to identify extent
to which candidate is capable
to perform, especially during
workload with what types of
skills that they may have or
not.
Structured face to face
interview
Furthermore, with the help of
this approach, human resource
manager may also effort to
understand the capabilities and
efficiency of new candidates,
whom they expect to
interview, to make assure that
individual is suitable for
specific position in a company
as a line manager or not.
Via, with this method, HR
manager may ask direct
questions to a person whom
they decide to hire, in order to
grow venture rapidly and
become their organization
productive.
Each above approach is appropriate to use by the human resource department when they
take decision to hire talented employees according to the position, which they attempt to fulfil in
effective manner, especially during work-load situation.
2.2- Discussing records that need to be retained following a selection process
Development of selection criteria, short-listing new candidates applications, face to face,
conference and web interview as well as appointment letter, are all included in category of
selection procedure, which an HR manager may take into their consideration for purpose of
obtaining expect outcome in term of recruiting skilled peoples (Li and et.al., 2021).
In order to retain all these selection processes, pre-employment documents, CV, and
other personal records of candidates are needed, which enable management to recruit or select
person. For example, selection criteria is based on skills that a recruiter may expect to have
among individuals how apply for job of a line manager. Furthermore, without having appropriate
records about job vacancies that management may attempt to fulfil and candidates who apply

their each vacancy, HRM may unable to hire skilled candidates and provide desire results to
company. Selection criteria is also an important document that may utilize as another record to
select right person for job of a line manager.
TASK 3
Related to 2.2- Devising selection criterion from personal specification for appointment of a line
manager
Selection criteria is one of the most important documents that human resource
management may take into their consideration, just to make ensure that they may hire those
candidates who meet the criteria and percentage included in it. It may represent important
qualifications, education, abilities, skills, personal experience, knowledge, training and personal
attributes that a person may have and utilize to do a specific job in productive and effective
manner (Robert and et.al., 2020.). This document is mostly used to filter out individual code
components and only count and leave those satisfied points. Selection criteria is useful and
beneficial concept, which management may conduct into practical manner for purpose of
determining the best and suitable well-qualified candidates from among all the individuals who
have met fewer qualifications and those who may select for an interview for particular job
position in people practice outplacement company.
Related to 2.2- Short-listing applications against selection criteria to determine candidates to be
interviewed
Short listing refer to procedure of determining skilled and talented candidates from wide
talent pool who best suited the needs, expectations, desire criteria and requirements of employer
in the context of a line manager job position in their company (Shortlisting Step-By-Step Guide
For Candidate Recruitment, 2021). This process may provide benefit to recruiter related to
selection action in term of coming after sourcing and before further assessing and interviewing.
Within outplacement organization, human resource management may conduct short-
listing practice by taking selection criteria into their consideration. First of all, recruiter may
determine their short list or recruitment criteria and then take initiative to develop a shortlist
scorecard. After considering these two elements they may take approach to identify the length of
this short list, in term of focusing on number of candidates they source, and select few of them to
interview. The last action that they may take into practice is screening resumes to shortlist each
person. Mega Bargains and Bet4u are the two employers, whom information may use to hire

specific one among them. When one candidates may meet the criteria, management take
approach to select them among all, who also expect to work with productive and well-known
company but unable to that because of lacking areas that firm may included within selection
criteria.
Interview questions-
It is important for human resource manager to design a questionnaire via that they may
ask few questions to each candidate, in order to determine the skills, and other essential qualities
on the basis of that they may select or recruit them.
In the context of this process or action, varied models are accessible. Here, CIPD STARR
model is used that stand as situation, task, action, result and reflect. According to chosen
concept, recruiter may provide a situation to all candidates, and ask what they do to solve this
circumstance or deal with issue. It may be used in varied manners for example;
Situation- here, interviewer may give a specific situation to individual person for
example work-load environment and ask who they deal with that.
Task- after providing situation to them, they may tend to obtain the information about
action which each candidate may expect to do and play their role in the context of particular
problem.
Action- they may also ask what action, approach and practice they may actually do to get
and provide desire outcome.
Result- interviewer may ask question about what was the outcome and was it what they
intended.
Reflect- furthermore, at last the process of interview may be ended by asking what did
candidates learned from that experience that they gain while dealing with a particular situation.
Questions-
 Tell me about a time where to take initiative to solve a specific situation
 Explain a time when you feel effective?
 Describe the time when you take approach to be flexible and solve problem
 What did you need to do?
 What was the task?
 What was expected from you?
 So how did you do it?

 How did you begin?
 What did you need to consider?
 What wash the result or impact?
 What did you learn from specific situation or while solving that?
 What would you do differently next time?
 What transformation have you made since in the way you do?
2.2- Contribution to face to face, telephone or web conferencing interviews as part of a panel
using a right interview structure
To aim appropriate interview structure, it is important for recruiter to take many useful
approaches into their considerations for example, they may use telephonic and face to face
interview approaches. These methods enable them to obtain the benefit of being an effective
recruiter who may take action to hire those peoples who are capable to perform in presentable
and productive manner. Face to face interview contribute to make an essential and beneficial
interview structure in term of determining skills that a candidate may have according to selection
criteria.
2.3- Using interviewing skills and approaches to make justified selection decision
Without having important and useful skills of interview, interviewer is unable to take
appropriate decision about employee selection. For example, they have the capability to prepare
a suitable environment at the place where interview process may conduct. Furthermore, along
with that they also need to develop and use interview management skills, which is quite
beneficial for their growth and success. Recruiter may have effective communication skill that
help to obtain desire outcomes and also contribute to reach at set aims.
2.4- Writing a letter of appointment and a letter of non-appointment to candidates
Appointment letter-
Date- 12, September
Name- Mega
Address- B,15 High Street
Dear, Mega
We refer to your recent interview for position of line manager and are pleased to inform that
we are offering you the position with our company effective from 12 September under the
varied terms and conductions in ethical manner.

Non-appointment letter
Date- 19 November
Dear- Betu4
Thank you so much for sending along this offer letter regarding the line manager position for
which I recently interviewed. I sincerely appreciate you extending offer and your interest.
We are inviting you for interview process, so we will select you as a candidate. Please reach at
specific address.
CONCLUSION
On the basis of above discussion, it has been concluded that aptitude test, and structured
face to face interview, has provided management benefits in term of hiring the most talented and
skilled candidates in their company who has enhanced the productivity and performance level of
other employees at workplace, by spreading positivity and supporting others. Furthermore, from
above analysis, it has been identified that human resource management has successfully retained
essential selection procedures by retaining pre-employment documents. By using the effective
communication, decision-making, and other interviewing skills, management has taken right
action and judgement in order to recruit a line manager.

REFERENCES
Book and Journals
Chitra, S. and Srivaramangai, P., 2020. Feature selection methods for improving classification
accuracy–a comparative study. UGC Care Group I Listed J. 10(1). p.1.
Li, E. and et.al., 2021. Electronic Health Records, Interoperability and Patient Safety in Health
Systems of High-income Countries: A Systematic Review Protocol. BMJ open. 11(7).
p.e044941.
Liu, Y. and et.al., 2020. Cheaters on an aptitude test in an earlier selection hurdle are not more likely
than non-cheaters to fake on a personality test in a subsequent selection hurdle. Personality
and Individual Differences. 157. p.109831.
Robert, L.P. and et.al., 2020. Designing fair AI for managing employees in organizations: a review,
critique, and design agenda. Human–Computer Interaction. 35(5-6). pp.545-575.
Online
Recruitment in business. 2021. [Online]. Available Through:
<https://www.bbc.co.uk/bitesize/guides/zm98kmn/revision/4>
Shortlisting Step-By-Step Guide For Candidate Recruitment. 2021. [Online]. Available through:
<https://ideal.com/shortlisting/>
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Appendix
Selection criteria
Criteria (Skills, knowledge and experience) Candidates
Education 15.00% CMI level 3
Qualifications 15.00% MBA
Effective communication 15.00%
Training and development skill 30.00%
Leadership and management skills 25.00%
Visionary capable 18.00%
Budgeting skills 15.00%
Understanding related to employment legislation 20.00%
Knowledge related to project management 25.00%
Scoring
does not meet criteria- 5%
Partly meet-15
Fully meets-100
Exceeds-120
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