This work is aimed at studying the selection process in some large companies. The selection criteria for these companies follow the principle of homogeneity, in the sense that all selected companies have significant dimensions both in terms of turnover and in terms of territorial presence outside the EU; both heterogeneity, in relation to the offered products / services, and the selection process carried out by each of them. The structure of the document corresponds to the classical sequence, theoretical and applied part, which first outlines the main methods used in the selection process, then the traditional interview and the assessment center method; while the second describes a comparison of these methods in the interviews just mentioned. Therefore, the first chapter describes the main points of the personnel selection process: recruiting, that is, searching for candidates through various types of information channels; selection or stage selection of the most suitable profiles from a vacant position; the interview itself and, finally, drawing up the profile of the candidate. At this moment, the breeder’s figure is of particular importance, as it is supposed to have a number of fundamental characteristics in order to do its job in the best way. The traditional selection process through interviews contrasts with the most innovative assessment center method described in chapter two and three.
Partial selection of staff. This is an assessment process aimed at reducing the inherent inaccuracy of the assessment process by using several observers and observation methods. Thus, the main actors of the Assessment Center are selected candidates, evaluators and tests, for whom a detailed description was made of both the characteristics of each of them and the field of knowledge and skills that they intend to research. The same procedure was used for tests that are usually carried out during the selection process, using and without the AC method.
When it comes to staff recruitment, we usually think about the process that is implemented using the personnel management function, aimed at attracting people to the company to cover a specific position. This implies that the subject must have certain professional skills in order to get as close as possible to the profile that is required for this position. In the concreteness of the facts, the selection process today seems to be something much more complicated than this: organizations are dynamic realities and the concept of a structure-strategy and debate on one as a consequence of the other or vice versa, is now outdated. The imperative is the constant transformation of oneself; but as the theater becomes a simple building, without actors interpreting comedies, an organization cannot be defined as such, without people experiencing change.
This culture of continuous formation, permeated at each level of the company, also implies at the selection stage that the candidates sought must not only have specific characteristics of a certain role, but also have the “potential” to become “something more” or just great with the company from the one for which they were hired. This is due to the fact that there are no more clearly defined profiles for the search, since today there are no jobs with tasks set in details; more and more often you enter the company with certain clothes and leave with completely different ones: either because of the rotation of work, or because of a change in the function itself.
Having assessed the organizational need to begin hiring new staff in the light of the planned activities and in accordance with the provisions of the Operational Plan, the Strategic and Industrial Plan and the annual budget, at the proposal of the Executive Director, the Board of Directors makes the necessary decisions in accordance with and in accordance with the procedures set forth in this Guide.
Candidates selected for participation in a limited rating are allowed to interview with the Commission mentioned in the previous step, or with the new Commission, if this is provided for in the notice of selection. The interview can take place in person or remotely. The purpose of the interview is to evaluate, among other things, language abilities, communication skills (soft skills) and one or more of the main criteria stated in the candidacy. At the end of the interview stage, the Commission prepares a list of candidates who are deemed suitable for the position indicated in the notice of selection and informs the Executive Manager, if he is not a member of the Commission itself, the name of the candidate who has won first place to invite the Board of Directors to proceed with the relevant hiring.