Information Needed to Make

Decision
This chapter explores how the information supplied to
applicants by employers and vice versa influences the
decision made by both.
Describes some of the mistakes applicants and
recruiters can make.
Ways of improving the information so that right
decisions can be made.
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Decision Making
Information supplied to applicants
Information supplied by the employers
Recruitment & Selection process
Systematically exchanged flow of information
Supplying and obtaining more details by both
parties
Information is based on contents and medium
used

Functions of information
Information Gathering: Obtaining information about job openings,
job content, job requirements etc, and about physical, behavioral
and biographical characteristics of applicants.
Prediction: Transforming information on (past or present)
applicant characteristics into predictions about their future
behavior and resulting contribution to organizational goals.
Decision Making: Transforming
applicants into a preferred action.

predictive

information

on

Information Supply: Producing information on applicant

characteristics, predicting behavior, plans for action (decisions),
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etc.

What an applicant needs to know form

the organization
What is the job to be done?
What is to be achieved?
What standards are expected?
What skills, knowledge and expertise is the post holder
expected to possess?
What challenges and problems are to be faced?
What rewards are to be obtained?
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What an applicant needs to know form

the organization
What job satisfaction will the job offer?
What opportunities for growth, development and enhancement
will there be?
Will I be able to do the job?
Will it give me what I want?
What is it like to work for that organization?
What are to other people who work there like?
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What an applicant needs to know form

the organization
If an applicant is to convert into a candidate, the organization
needs to know:
Does the applicant have the skills, expertise and knowledge
required to do the job?
Has the applicant worked for employers previously, who will
have provided the right sort of training and experience?
Has the applicant had the right sort of education and training?
Are the referees the right sort of people with the right
addresses?
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What an applicant needs to know form

the organization
Do the applicants interests complement the values of the
organization?
Does the applicant say the right sort of things in the application
letter and fill in the other information supporting the application?
Is the application presented in an acceptable form to a
standard that complies with that expected by the organization?

The Nature of Information

Employment contract is essentially a set of expectations
Employee
that will satisfy individuals different needs
in return, they will expend their energies and talents
Employer
list of payments or outcomes given to employees
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Basic Questions from Potential Employees

Where is this job going to take me?
What will I learn?
How will I be treated during the selection process and as an
employee?

NB: Relevant and accurate information in advertisement and

additional information packs makes the ground for the
negotiation of employment contract. It also creates an image in
the future employees mind about the organization and the job
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Information Flow during R & S

Announcement of a job to be filled
Expression of interest by applicants
Further information
Informal inquiry
Informal information
Decide to apply
Application
Shortlist
Meeting/discussion between parties
Decide to cease application or reject
Selection event
Decide to cease application or reject
Final appointment
Decide to withdraw or reject
Negotiations on details of contract
Decide to finalize a contract
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Impact of Wrong Information at Early Stage

Being in the wrong job, an employee may damage:
Job satisfaction
Self-esteem
Career progression
Family life, and
Future prospects
Poor appointment decision may lead to:
Mistakes
Loss of productivity
Low quality customer service
Shoddy goods, and
The lowering of morale of other staff (worse than a high
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turnover)

Impact of Wrong Information at Early Stage

Poor appointment decision may lead to:
(Appointing more qualified individual for lower job)
Boredom
Frustration
Rebellion, revolt and
Disgruntlement
Type I and Type II errors
Less qualified and wrong individuals selected
Qualified and appropriate individuals rejected
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