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There are two essential reasons why applicant reactions should be considered in the process of selection. The primary reason that cannot be overlooked is the need to give applicants all the reasons and opportunities to perform to appeal to the employer. According to Woods et al. (2020), this is a vital indicator of an employee being able to demonstrate their abilities and knowledge, both theoretical and practical. In order to accomplish adequate selection where applicant reactions are considered, organizations should establish specific interviews and personality inventories to be utilized for recruiting. All things considered, even a persons cognitive abilities could impact their chances of getting the job (Goldstein, 2017). Thus, it is crucial for the organization to look at applicant reactions in an attempt to witness all the relevant competencies. The human resources and potential employees would acknowledge the dynamic nature of their relationship and modify their approaches to support organizational objectives.
The second reason that has to be highlighted when discussing applicant reactions is the need to identify consistent ways of assessing potential employees. This should be one of the most cited rules for organizations to deploy tests that would be consistent among all candidates (Woods et al., 2020). Thus, the need for consistency is the particular reason why the majority of employment assessments have to be properly standardized, meaning that each candidate would have to answer identical questions when interviewed. Another reason why consistency matters is the possibility of assessing applicant reactions based on uniform scoring procedures (Schmitt, 2012). This idea has to be considered to ensure that all human resource managers possess relevant skills and follow the aforementioned procedures to the dot. As long as the message conveyed by the organization remains consistent, applicant reactions will be mostly positive, preventing any serious violations in the future.
Reference
Goldstein, H. (2017). The Wiley Blackwell handbook of the psychology of recruitment, selection and employee retention. John Wiley & Sons.
Schmitt, N. (2012). The Oxford handbook of personnel assessment and selection. Oxford University Press.
Woods, S. A., Ahmed, S., Nikolaou, I., Costa, A. C., & Anderson, N. R. (2020). Personnel selection in the digital age: A review of validity and applicant reactions, and future research challenges. European Journal of Work and Organizational Psychology, 29(1), 64-77.
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