Article 4 - Challenges in Recruiting and Selection Process - An Empirical Study

challenges
Article
Challenges in Recruitment and Selection Process:
An Empirical Study
Sophia Diana Rozario 1 , Sitalakshmi Venkatraman 2, * and Adil Abbas 3
1 La Trobe Business School, La Trobe University, Melbourne 3086, Australia
2 Department of Information Technology, Melbourne Polytechnic, Melbourne 3072, Australia
3 Holmesglen Institute, Southbank VIC 3006, Australia
* Correspondence: SitaVenkat@melbournepolytechnic.edu.au

Received: 30 June 2019; Accepted: 30 July 2019; Published: 5 August 2019
Abstract: Today’s knowledge economy very much depends on the value created by the human
resource of an organisation. In such a highly competitive environment, organisations have started
to pay much attention to the recruitment and selection process, as employees form their main
asset. However, the critical factors involved in the employee selection process is not well studied.
Previous studies on the recruitment and selection process have been performed mainly to study
the performance of the employees and the criteria attracting the right talent leading to employee
retention and organizational efficiency. The distinction of this paper is that it studies the existing
recruitment and selection process adopted by tertiary and dual education sectors in both urban and
regional areas within Australia. The purpose of this research is to conduct an empirical study to
identify the critical aspects of the employee selection process that can influence the decision based on
different perspectives of the participants such as, hiring members, successful applicants as well as
unsuccessful applicants. Various factors such as feedback provision, interview panel participation and
preparations, relevance of interview questions, duration and bias were analysed and their correlations
were studied to gain insights in providing suitable recommendations for enhancing the process.
Keywords: human resource; recruitment and selection process; critical factors; interview bias;
feedback; stakeholder perspectives; education sector
1. Introduction
The recruitment and selection process is a dynamic, complex and an important part of human
resource management in organisations [1]. All the more critically, those in charge of selecting the
successful applicant ought to have sufficient data whereupon to base their choices [2]. Due to these
characteristic features listed above, it has caught the attention of both practitioners and researchers
over the last century [3,4] with efforts for continuous improvements and research for best practices in
interview and selection processes being explored [5,6]. There are different dimensions and perspectives
to study, analyse and understand the selection process [7]. Some of which are: Research to study the
connection between the selected applicant and their performance rate on the job [8], the efficiency of
making the selection decision with assistance from technology [9,10], improving the selection process
by training the interviewers [11], building recruitment strategies to increase the predictability of the
right applicant [12], applicants trying to fake their personalities and resumes to get selected in the
interview process [13,14].
While these studies have contributed to the body of knowledge in understanding the selection
process to greater depths, not much research or practical headway has been made with regards
to establishing a common measurable and objective interview structure focusing on standardised
constructs and consistent labelling [15]. Nonetheless, researchers have identified this knowledge gap in
Challenges 2019, 10, 35; doi:10.3390/challe10020035 www.mdpi.com/journal/challenges

Challenges 2019, 10, 35 2 of 22
theory and practise and have recommended immediate further research on this front [15–19]. However,
that is a bigger problem that has to be addressed by first understanding more in detail the existing
selection practice with reasons, if any, for preference in a particular approach. Existing literature
demonstrates that employers continue to trust their intuition and ‘gut-feel’, thereby unconsciously
adopting a very subjective approach in employee selection [11].
A study in 2008 in USA involving more than two hundred hiring professionals reported that
3:1 hiring managers supported and followed subjective hiring decisions, as they believed that it allowed
them to get more information from the applicant enabling them to read in-between the lines of the
applicant’s response to the interview questions [20]. On the other hand, there is an ongoing debate on
following objective hiring decisions [15,19,21,22]. The purpose of this paper is to discuss and present
the possible critical aspects of the selection process, one that is studied from the perspective of a hiring
member and an applicant and to actively promote the awareness of the stakeholders to consider these
aspects in their attempts to enhancing the selection process. This research work forms the foundation
of our ongoing research and the objective of this empirical study is to identify and understand the
critical aspects of the employee selection process. This is the first research question that sets the stage
to launch the subsequent research investigations. We adopt an appropriate statistical technique to
meet the research objective set out.
This paper is organised around the overarching thoughts of the employee selection process that
can influence the decision based on different perspectives of the participants such as, hiring members,
successful applicants as well as unsuccessful applicants. Section 2 provides the research background
and approach and introduces the case study participants selected for this investigation, namely the
Technical and Further Education (TAFE)/Dual education (Higher Education & Vocational Education)
sector members of the Victorian TAFE Association (VTA). In this section, we also present an analysis of
the demographics of the data collected to outline the percentage of participants for each participant
perspective along with the distribution of their locations and levels of employment. In Section 3, we
describe the empirical study design that maps the research questions with the survey questions and
sets the platform for the analysis conducted in Section 4. Section 4 presents the analysis in two parts
with the hiring members perspective and the applicant perspective portrayed independently. Section 5
summaries the findings from these analyses and presents the relationships established between all
the critical aspects collectively. Finally, Section 6 provides the conclusions with recommendation for
future research.
2. Study Background and Approach

Identifying the right applicant for the job “is like searching for the sharpest needles—in a pile of
needles. Without a good process, you’ll likely get poked a few times.” [18]. This paper will particularly
identify the critical aspects of the selection decision based on existing processes reported from the
personal experience of applicants and hiring members of the TAFE/Dual education sectors operating
in Urban and Regional Victoria Australia. Understanding the critical aspects of the selection process
can in turn contribute to the study on the potential of improving the selection process by proposing
enhancements for an efficient process appreciated by hiring members and applicants alike.
This study adopts closed ended survey questions for the quantitative aspect and combines the
open-ended face-to-face detailed interview questions and observations to form the qualitative design
to collectively be presented as a mixed method with convergent parallel or concurrent design technique
employed. Bell, Bryman [23] note that convergent parallel design technique, the data obtained from
quantitative and qualitative sets are interpreted concurrently to provide a more comprehensive and
multi-dimensional richer understanding and response to the research questions. In doing so, the
concurrent triangulation design is enabled whereby the data obtained in the same research phase from
the qualitative and quantitative sets begin to compare and contrast and thereby support one another
bringing about a complete picture to the question posed [24]. This method also assists in off-setting
Challenges 2019, 10, 35 3 of 22
the limitations of both the qualitative and quantitative research methods individually and instead
capitalises on the strength of both methods collectively [25].
In this study, both the probability and nonprobability techniques of sampling was used. The
stratified sampling method which uses some known characteristics of the participant was utilised
for this study. This was in the form of identifying human resources professionals and executives
who represent their institutes in the VTA forums as their subject knowledge and practical exposure
is associated to have a direct impact in this study. Additionally, under the nonprobability technique
the snowball sampling and homogeneous purposive sampling was used. Some participants were
requested to forward the survey link to other similar profiled participants and to recommend more
participants to be contacted for the interviews, thereby following the snowball effect. One of the
main criteria for shortlisting participants for this study involved the capacity of the participant to
contribute to the research finding which is possible only if they have been through the employee
selection process of a TAFE. By implementing this judgemental step along with ensuring only the
current and past employees of a TAFE where included in the study the homogeneous purposive
sampling technique was used. The overall sample size, even after using these sampling techniques,
would be very large to manage and therefore the quota sampling was also implemented, where the
participants for the interviewers from the urban region was fixed at five members and the regional
region was set at two members from each institution. This resulted in 50 participants from the urban
region and 14 participants from the regional region with the total 64+ few more interest participants for
the face-to-face qualitative interviews. Likewise, for the survey the number was fixed and a minimum
of ten members per institution to enable representability and generalisability of the population.
2.1. Applicant Attributional-Reaction Theory (AART) Based Frameework

This study adopts the Applicant Attribution-Reaction Theory (AART) based framework. AART
coined by Ployhart and Harold [26] is a model integrating attribution theory into applicant reactions.
Literature studies have demonstrated some promise in the empirical applications of the attributional
framework to applicant reactions. AART has the central idea that the employee selection process is
determined by an attributional process in the form of the applicant’s reaction. This research revolves
predominately around the reactions of applicants on the four major elements in selection decisions
that has been delineated earlier in this paper and illustrated in Figure 1 below. In addition, since the
research questions are posed to the interview applicants to study their perspectives for improvement,
AART appears to be a fitting theoretical framework.
Using such a theory-driven approach, researchers have developed multidimensional improvement
measures [27,28] and Silva [29] suggests the six-step guidelines as given below:
1. start with the applicant’s perception from the process, such as their experience and emotions
during the selection process, such as being ‘stressful’, ‘positive’, ‘unfavourable’, or ‘surprising’ [30]
2. gather the applicants’ interpretation of the emotion seeking the cause for that feeling
3. compare the applicants’ experience with their rules of justice
4. explore whether justice was maintained or not [31]
5. gather the applicants’ response to the outcome along with reasons
6. lastly, determine the applicants’ reactions to the actions in the course of the selection process in
accepting or rejecting the job offer or rejection [26]
framework to applicant reactions. AART has the central idea that the employee selection process is
determined by an attributional process in the form of the applicant’s reaction. This research revolves
predominately around the reactions of applicants on the four major elements in selection decisions
that has been delineated earlier in this paper and illustrated in Figure 1 below. In addition, since the
Challenges
research2019, 10, 35 are posed to the interview applicants to study their perspectives for improvement,
questions 4 of 22
AART appears to be a fitting theoretical framework.

Challenges 2019, 10, x FOR PEER REVIEW 4 of 21
Social Justice
Using such a theory-driven approach, researchers have developed multidimensional
Theories
improvement measures [27,28] and Silva [29] suggests the six-step guidelines as given below:
Applicant
1 start with the applicant’s perception Attribution-Reaction
from the process, such as their experience and emotions
Theory
during the selection process, such as being ‘stressful’, ‘positive’, ‘unfavourable’, or ‘surprising’
[30] Interiveiew
Structure
2 gather the applicants’ interpretation of the emotion seeking the cause for that feeling
3 compare the applicants’ experience with their rules of justice
Objective
4 explore whether justice was maintained orElements
not [31]
5 gather the applicants’ response to the outcome along with reasons
6 lastly, determine the applicants’ reactions to the actions in the course of the selection process in
Transparency
accepting or rejecting the job offer or rejection [26]
2.2. Demographics of the Data Collected Fairness
This section presents the cross section of the quantitative data collected from 17 TAFEs/Dual
sector organisations listed with the VTA using an anonymous online survey instrument. The data
was collected
Figure 1. from 204 Attribution-Reaction
Applicant individual participants
Theoryrecollecting their some
(AART) covering personal
majorinterview experience of
selection elements.
Figure 1. Applicant Attribution-Reaction Theory (AART) covering some major selection elements.
being associated with one or more organization as a current or previous employee of that
2.2. Demographics of the Data Collected
organisation. Based on personal experience, the participants were requested to share their
This section
perspective as apresents the applicant,
successful cross sectionanofunsuccessful
the quantitative data collected
applicant and/or from 17 TAFEs/Dual
a hiring member ofsector
that
organisations
organisation listed with the
resulting in VTA
553 using an anonymous
different experiencesonline survey instrument.
captured from theseTheparticipants.
data was collected
Most
from 204 individual
participants have beenparticipants
employed recollecting their personal
by more than interviewtherefore,
one organisation, experienceadditional
of being associated
data was
with one or
collected more
from organization
participants as a current
reflecting theirorselection
previous interview
employee experience
of that organisation.
at more thanBasedoneon
personal experience,
organisation. the participants
This distribution were requested
is depicted in Figureto2 share their perspective
as participants’ personalas aexperiences
successful applicant,
followed
an
by unsuccessful applicant
the participant’s and/oron
distribution a hiring member
the location of thaturban
between organisation
(68%) and resulting
regional in organisations
553 different
experiences captured
(32%) illustrated from3these
in Figure below. participants. Most participants have been employed by more than
one organisation, therefore,
The data collected hasadditional data was
representation collected
across fromlevels
multiple participants
in the reflecting
organisation.theirThese
selection
are
interview experience as
broadly categorised at the
more thanMiddle,
Top, one organisation. This distribution
Lower Management and the isFrontier
depicted in Figure
levels. 2 as
The data
participants’
portrayed in personal experiences
Figure 4 shows there followed by the participant’s
is some representation acrossdistribution
all the levelson
inthe
thislocation between
investigation.
urban (68%) and regional organisations (32%) illustrated in Figure 3 below.
Hiring
Member,
26%
Successful
Interview
Unsuccessful
Exp, 57%
Interview
Exp, 17%
Figure 2. Distribution of Personal Experiences.

Figure 2. Distribution of Personal Experiences.
Challenges 2019,10,
Challenges2019, 10,35
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of 22
21
Figure 3. Distribution in Victoria by region.
The data collected has representation across multiple levels in the organisation. These are broadly
Figure 3. Distribution in Victoria by region.
categorised as the Top, Middle, Lower Management and the Frontier levels. The data portrayed in
Figure 3. Distribution
Figure 4 shows there is some representation acrossinall
Victoria by region.
the levels in this investigation.
Figure 4. Employment Level Distribution.

3.3.Empirical
EmpiricalStudy
StudyDesign
Design
3. Empirical
Inorder
orderStudy Design
toexplore
explore thepossible
possiblecritical
criticalaspects
aspectsofofthe
theemployee
employeeselection,
selection,the
thesurvey
surveyinstrument
instrument
In to the
is analysed
is analysed and
In order and questions
questions
to explore for the hiring
for the hiring
the possible member
critical member and
aspects ofandapplicant
the applicantthat
employee that addresses
addresses
selection, characteristics
the surveycharacteristicsof their
instrument of
personal
istheir
analysed interview
personal experiences
and interview
questions experiences is identified
for the hiring ismember and
identified
andandenlisted in
enlisted
applicant inTable
that Table 11 below.
addresses below. These aspects
These aspects
characteristics are
are
of their
correlated
correlated
personal withthe
with
interviewtheexperiences
participantsresponse
participants isresponse tothe
to
identified the
and fundamental
fundamental question
enlisted inquestion ‘The
Table 1 ‘The hiring
hiring
below. These process
process requires
requires
aspects are
many improvements’
many improvements’
correlated and investigated
and investigated
with the participants response further
further using
to theusing hypotheses
hypotheses
fundamental to determine
to determine
question if it is a critical
if it isprocess
‘The hiring a critical aspect.
aspect.
requires
Using the information
many improvements’ from Table
and investigated 1 and
further usingtesting against
hypotheses the consideration
to determine relatedaspect.
if it is a critical to the
participant’s response on the selection process requiring improvements, Table
Using the information from Table 1 and testing against the consideration related to the 2 below is prepared
for the hypothesis
participant’s testing
response where
on the the Pearson’s
selection Chi Square
process requiring testing with Kendall’s
improvements, tau-b and
Table 2 below Gamma’s
is prepared
for the hypothesis testing where the Pearson’s Chi Square testing with Kendall’s tau-b and Gamma’s
Challenges 2019, 10, 35 6 of 22
Table 1. Research Question Mapped with Survey Questions.
# Research Question Quantitative Analysis—Survey Questions

Hiring Member:
• Did you have any professional training before conducting

the job interviews?
• Does your organisation use any recruitment management
applications for hiring?
• Do you use a scoring or rating system to assist in the
hiring process?
• Do you or your organisation provide detailed feedback to
all interview applicants?
• Has your hiring decision ever been overridden by other
dominant panel members?
What are the critical aspects with • All interviewers participated equally in the interview
the existing selection process in • Overall, I was satisfied with the entire hiring process
1
identifying the most suitable • The hiring process requires many improvements
candidate?
Applicant:
• Constructive interview feedback was provided

• All interviewers in the panel participated equally in
the interview
• All interview questions were relevant to the job
• The interview process was well organised
• The interviewers were well prepared for the interview
• There was no bias of any sort in the hiring decision
• The hiring process requires many improvements
Using the information from Table 1 and testing against the consideration related to the participant’s
response on the selection process requiring improvements, Table 2 below is prepared for the hypothesis
testing where the Pearson’s Chi Square testing with Kendall’s tau-b and Gamma’s Ordinal Symmetric
Measures will be used to further investigate these aspects and establish if it is critical in the
selection process.
Table 2. Enlisting Aspects for Hypothesis Test.
Applicant Perspective
Hiring Member Perspective
(Successful & Unsuccessful)
1. Interviewer Training—Prior becoming a panel
1. Request for interview performance feedback
member
2. Implementing Technological 2. Require Equal Panel Participation—from all
Assistance—Recruitment management systems Interviewers
3. Employing Interview Strategies—Scoring and 3. Ensure Relevant Interview Questions are
Ranking applicant performance posed
4. Provide Constructive Applicant feedback 4. Establish an organised interview process
5. Present Prepared Interviewers
5. Enable Structured Interviews 6. Duration of the Interview
7. Bias in the hiring process—from interviewers
Challenges 2019, 10, 35 7 of 22
4. Analysis of Critical Aspects of the Recruitment and Selection Process
4.1. Hiring Member Perspective

This
Challenges information
2019, is pertinent
10, x FOR PEER REVIEW to the selection process from the perspective of the hiring member
7 of 21
based on their responses to the survey questions. Figure 5 illustrates that there is conclusive evidence
and
thatprovides an analysis
there is not of all the applicants
enough professional at every
interview stage
training of the interview
provided process. Therefore,
by the organisations there
to the hiring
is a strongprior
member possibility that the
conducting value ofinterview.
a selection 31% could be lower than portrayed in the illustration.
Figure 5. Interview Training by organisation.

Along with training another common aspect that came about requiring attention in the category of
critical issue is the use of technology and information systems such as recruitment management systems
etc. that can assist the hiring member in tracking, monitoring progress and recording discussions and
decisions related to the applicant in a centralised and advanced format. In this regard, hiring members
were asked the question if their organisation used any recruitment management applications as an aid
in the hiring process to which below was the response.
Similar to the training aspect, the illustration above Figure 6 demonstrates a conclusive evidence
that the use of technology such as recruitment management systems are not popularly used in this
sector as identified by the hiring members. Only 31% of the hiring members have said they use
recruitment management systems, however during the qualitative data collection it was identified
that some participants misunderstood the online application system for recruitment which is merely a
data collection mechanism as a recruitment management system which tracks, monitors progress and
provides an analysis of all the applicants at every stage of the interview process. Therefore, there is a
strong possibility that the value of 31% could be lower than portrayed in the illustration.
The use of scoring and rating systems in the interview for the selection process was discussed
under the objective and mixed methods of employee selection in recruitment and selection related
literature and therefore was incorporated in the survey question to check if hiring members use such
strategies as assistance in the hiring process. Figure 7 below illustrates that most of the organisations
are using such techniques as an aid in the hiring
Figure decision
6. Use process. In the TAFE/dual sector organisations
of IT Systems.
shortlisted for this study most participants associated the hiring process with the use of key selection
The(KSC)
criteria use ofasscoring and rating
a fundamental systems in
requirement forthe
theinterview for the selection
selection process. They alsoprocess wasmost
noted that discussed
of the
under
scoringtheandobjective and mixed
rating systems methods
revolved aroundof the
employee selection
key selection in recruitment
criteria. and selection
Figure 7 demonstrates related
conclusive
literature
evidence and therefore
for the was incorporated
use of scoring and ratingin the survey
systems question
in the to checkbyif the
hiring process hiring members
various use such
organisations.
are using such techniques as an aid in the hiring decision process. In the TAFE/dual sector
organisations shortlisted for this study most participants associated the hiring process with the use
of key selection criteria (KSC) as a fundamental requirement for the selection process. They also noted
that most of the scoring and rating systems revolved around the key selection criteria. Figure 7
Challenges 2019, 10, 35 8 of 22
Applicant feedback after the interview selection process is mostly covered in detail in the
existing literature. In that context hiring members were asked if their organisation or if them as hiring
members provided a detailed feedback to all interview applicants irrespective of the applicant
requesting for feedback on their performance at the interview. Figure 8 provides the illustration of
the responses from the hiring members in this regard.
Figure 8 illustrates that the data is spread across the various options provided, however the error
bars assist in understanding that this is not a common practice of the organisations in this study.
Approximately 20–37% of the hiring members have denoted providing feedback as a process
followed by their organisation while the rest of the participants are either not sure or do not provide
Figure 6. Use of IT Systems.
feedback to all applicants. Figure 6. Use of IT Systems.
The use of scoring and rating systems in the interview for the selection process was discussed
under the objective and mixed methods of employee selection in recruitment and selection related
literature and therefore was incorporated in the survey question to check if hiring members use such
are using such techniques as an aid in the hiring decision process. In the TAFE/dual sector
organisations shortlisted for this study most participants associated the hiring process with the use
of key selection criteria (KSC) as a fundamental requirement for the selection process. They also noted
that most of the scoring and rating systems revolved around the key selection criteria. Figure 7
demonstrates conclusive evidence for the use of scoring and rating systems in the hiring process by
the various organisations.
Figure 7. Use of metrics.

Applicant feedback after the interview selection process is mostly covered in detail in the existing
literature. In that context hiring members were asked if their organisation or if them as hiring members
provided a detailed feedback to all interview applicants irrespective of the applicant requesting for
feedback on their performance at the interview. Figure 8 provides the illustration of the responses
from the hiring members in this regard.
Challenges 2019, 10, 35 9 of 22
Figure8.
Figure Interviewfeedback
8.Interview feedbackto
toall
allapplicants.
applicants.
Figure 8 illustrates that the data is spread across the various options provided, however the
error bars assist in understanding that this is not a common practice of the organisations in this study.
Approximately 20–37% of the hiring members have denoted providing feedback as a process followed
by their organisation while the rest of the participants are either not sure or do not provide feedback to
all applicants.
The following hypothesis test is conducted to understand the significance of structured interviews
which means it follows a standard set of questions with some flexibility for branching of questions
within the stipulated time of the interview. Hiring members responded that in this sector most of them
were provided with a set of questions as part of the structured interview. This response is correlated
with their response to the question which appeals for improvements to the existing hiring process that
their organisation is currently following:
Variables Used:
- HM_Intrwr_ProvidedwithQuestion—Interviewers are provided a set of questions for

structured interviews
- HM_HP_requires_Imp—The existing hiring process we follow requires improvements
Hypothesis 0 (H0). Structured interview is not a critical aspect in identifying the most suitable candidate.
Hypothesis 1 (H1). Structured interview is a critical aspect in identifying the most suitable candidate.
4.2. Test Result Outcome

Pearson’s chi square test reported a p-value that is statistically significant p = 0.005 < 0.05, where
we can now reject the null hypothesis and thereby establish that hiring members feel that structured
interviews with a set of questions provided to the interviewers is a critical aspect in identifying the most
suitable candidate. Additionally, the Spearman’s rho test has established a negative correlation with a
weak strength of relationship between structured interviews and improvement to the interview process.
interviews with a set of questions provided to the interviewers is a critical aspect in identifying the
most suitable candidate. Additionally, the Spearman’s rho test has established a negative correlation
with a weak strength of relationship between structured interviews and improvement to the
interview process.
Challenges 2019, 10, 35 10 of 22
Interpretation of the Findings
This testofestablishes
Interpretation that for the data distribution illustrated in Figure 9, there is sufficient
the Findings
statistical significance to state that Structured interviews is a critical aspect in identifying the most
This candidate.
suitable test establishes that for the
A Pearson’s Chidata distribution
Square illustrated
test results along in Figure
with 9, there istau-b
a Kendall’s sufficient
and statistical
Gamma’s
significance to state that Structured interviews is a critical aspect in identifying
test results have indicated that interviewers would appreciate a set of questions provided as the most suitable
part of
candidate.
a structuredA Pearson’s
interview.ChiAlso,
Square test results
according to along with a Kendall’s
the Spearman’s rho tau-b and Gamma’s
correlation test results
test results, those
have indicated that interviewers would appreciate a set of questions provided as
interviewers who followed the structured interview were less likely to request for the need for part of a structured
interview.
improvements Also,inaccording to the
the selection Spearman’s
interview rho than
process correlation test results, those
those interviewers who did interviewers
not follow whothe
followed the structured interview
structured interview process. were less likely to request for the need for improvements in the
selection interview process than those interviewers who did not follow the structured interview process.
45
40
35
30
25
20
15
10
5 3 4 4 4
29 7 34 28 25 13 22 7 11 10
0
Strongly agree Agree Somewhat Neither agree Somewhat Disagree Strongly
agree nor disagree disagree disagree
HM_Intrwr_ProvidedwithQuestion HM_HP_requires_Imp
Figure 9. Questions for structured interviews.

Figure 9. Questions for structured interviews.
The above section analysed the data collected from the perspective of the hiring member, the next
section presents some aspects of the employee selection process from the perspective of the applicant
under two scenarios, once when the applicant was successful and when the applicant was unsuccessful
to establish if it is a critical aspect.
4.3. Applicant Perspective

From the applicant’s perspective, seven different aspects related to the hiring process as presented
earlier in Table 2 are processed through the hypothesis technique and the results are presented below.
Each hypothesis is tested individually for the successful (HS) and unsuccessful (UNS) participant’s
perspective by defining the Null and Alternate Hypothesis with the confidence level set at 95% and the
variables under consideration outlined for each perspective.
As depicted in Table 3, this test establishes that for the data distribution illustrated in Figure 10,
there is sufficient statistical significance to state that providing detailed feedback is a critical aspect in
identifying the most suitable candidate. A Pearson’s Chi Square test results along with a Kendall’s
tau-b and Gamma’s test results have indicated that irrespective of the applicant being successful or
unsuccessful in the interview process, they would appreciate constructive feedback. Also, according to
the Spearman’s rho correlation test results, those applicants who did not get constructive feedback have
urged for the need for improvements in the selection interview process more than those applicants
who got constructive feedback. Furthermore, it is noteworthy that there appears to be a comparatively
stronger correlation between detailed feedback and the unsuccessful applicants more than the successful
applicants. Figure 9 also highlights similar information that unsuccessful applicants were not provided
with feedback as much as the successful applicants.
Challenges 2019, 10, 35 11 of 22
Table 3. Applicant Perspective Hypothesis 1—Feedback.
Successful Applicant Unsuccessful Applicant

Providing detailed feedback is not a critical aspect in identifying the
Null Hypothesis—H0
most suitable candidate
Providing detailed feedback is a critical aspect in identifying the most
Alternate Hypothesis—H1
suitable candidate
- Constructive interview feedback was provided after the interview

Questions Used - The hiring process requires many improvements
Pearson’s chi square test reported

a p-value that is statistically
significant p = 0.000 < 0.05, where
we can now reject the null
hypothesis and thereby establish
that providing detailed feedback
that for successful applicants
for unsuccessful applicant is a
providing detailed feedback is a
critical aspect in identifying the
Test Result critical aspect in identifying the
most suitable candidate.
Additionally, the Spearman’s rho
test has established a negative
correlation with a moderate
correlation with a weak
strength of relationship between
relationship between feedback
feedback provided and
provided and improvement to the
improvement to the interview
interview process.
process.
Notes: Interpretation consolidating the findings from both successful and unsuccessful applicants.
35
30
25
20
15
10
5
7 7 23 11 17 10 23 12 10 10 14 27 6 23
0
HS Feedback Provided % UNS Feedback Provided %
Figure 10. Constructive interview feedback.

Figure 10. Constructive interview feedback.
Panel interview seems to be the commonly adopted method for the employee selection interview
process in this
Panel sector.seems
interview In this
to context, the following
be the commonly adoptedhypothesis
method fortestthe
is employee
conductedselection
to understand if
interview
ensuring equal panel participation during the interview process is a critical aspect
process in this sector. In this context, the following hypothesis test is conducted to understand ifor not.
As depicted
ensuring in Table
equal panel 4, this testduring
participation establishes that for the
the interview data distribution
process illustrated
is a critical aspect in Figure 11,
or not.
there As
is sufficient statistical significance to state that even participation by panel members
depicted in Table 4, this test establishes that for the data distribution illustrated in Figure during
11,
the interview
there is a critical
is sufficient aspect
statistical in identifying
significance to statethe most
that even suitable candidate.
participation A Pearson’s
by panel membersChi Square
during the
test results is
interview along with aspect
a critical a Kendall’s tau-b andthe
in identifying Gamma’s test results
most suitable have indicated
candidate. that Chi
A Pearson’s irrespective of
Square test
the applicant being successful or unsuccessful in the interview process, they would
results along with a Kendall’s tau-b and Gamma’s test results have indicated that irrespective of the appreciate equal
applicant being successful or unsuccessful in the interview process, they would appreciate equal
participation from all panel members. Also, according to the Spearman’s rho correlation test results,
those applicants who did not experience equal participation from panel members have urged for the
need for improvements in the selection interview process more than those applicants who
experienced equal participation from panel members. Organisations may conduct interview training
Challenges 2019, 10, 35 12 of 22
participation from all panel members. Also, according to the Spearman’s rho correlation test results,
those applicants who did not experience equal participation from panel members have urged for the
need for improvements in the selection interview process more than those applicants who experienced
equal participation from panel members. Organisations may conduct interview training sessions for
the panel members to ensure this is addressed.
Table 4. Applicant Perspective Hypothesis 2—Panel Participation.

Ensuring even participation by panel members during interview is not a
critical aspect in identifying the most suitable candidate
Ensuring even participation by panel members during interview is a
critical aspect in identifying the most suitable candidate
- All interviewers in the panel participated equally in the interview

Pearson’s chi square test reported Pearson’s chi square test reported
a p-value that is statistically a p-value that is statistically
significant p = 0.000 < 0.05, where significant p = 0.001 < 0.05, where
we can now reject the null we can now reject the null
hypothesis and thereby establish hypothesis and thereby establish
that successful applicants feel that that successful applicants feel that
even participation by panel even participation by panel
members during interview is a members during interview is a
Test Result critical aspect in identifying the critical aspect in identifying the
most suitable candidate. most suitable candidate.
Additionally, the Spearman’s rho Additionally, the Spearman’s rho
test has established a negative test has established a negative
correlation with a moderate correlation with a moderate
strength of relationship between strength of relationship between
even panel participation and even panel participation and
improvement to the interview improvement to the interview
process. process.
70
60
50
40
30
20 37
10 20
22 11 53 9 13 9 9 1 3 8
5 7
0
HS Panel Participation % UNS Panel Participation %
Figure 11. Panel participated equally in the interview.

Figure 11. Panel participated equally in the interview.
Asking relevant interview questions ensures time management during the interview and more
Asking relevant interview questions ensures time management during the interview and more
importantly assists with identifying the applicant most suited for that particular position for which the
importantly assists with identifying the applicant most suited for that particular position for which
the interviews are conducted. In this context, the following hypothesis test is conducted to
understand if all interview questions were relevant to the job according to the responses collected
from the participants and the information is correlated with the participant’s response to the
employee selection process requiring improvements.
Challenges 2019, 10, 35 13 of 22
interviews are conducted. In this context, the following hypothesis test is conducted to understand if all
interview questions were relevant to the job according to the responses collected from the participants
and the information is correlated with the participant’s response to the employee selection process
requiring improvements.
there is sufficient statistical significance to state that asking relevant interview questions is a critical
aspect in identifying the most suitable candidate. A Pearson’s Chi Square test results along with
a Kendall’s tau-b and Gamma’s test results have indicated that irrespective of the applicant being
successful or unsuccessful in the interview process, they would appreciate being asked interview
questions relevant to the job. Also, according to the Spearman’s rho correlation test results, those
applicants who did not find all interview questions to be relevant to the job have urged for the need
for improvements in the selection interview process more than those applicants who had all relevant
questions in the interview.
Table 5. Applicant Perspective Hypothesis 3—Relevant Interview Questions.

Asking relevant interview questions is not a critical aspect in identifying
the most suitable candidate
Asking relevant interview questions is a critical aspect in identifying the
most suitable candidate
- All interview questions were relevant to the job

that successful applicants feel that that unsuccessful applicants feel
asking relevant interview that asking relevant interview
questions is a critical aspect in questions is a critical aspect in
Test Result identifying the most suitable identifying the most suitable
candidate. Additionally, the candidate. Additionally, the
Spearman’s rho test has Spearman’s rho test has
established a negative correlation established a negative correlation
with a moderate strength of with a moderate strength of
relationship between relevant relationship between relevant
interview questions and interview questions and
process. process.
Notes: Interpretation of results consolidating the findings from both successful and unsuccessful applicants.
Establishing an organised selection interview process helps the applicant and the hiring manager
to go through the employee selection process smoothly and thereby obtain desirable outcomes. In
this regard, the following hypothesis test is conducted to understand if establishing an organised
selection process is a critical aspect according to the responses collected from the successful and
unsuccessful participants.
aspect in identifying the most suitable candidate. A Pearson’s Chi Square test results along with
a Kendall’s tau-b and Gamma’s test results have indicated that irrespective of the applicant being
successful or unsuccessful in the interview process, they would appreciate attending an organised
Challenges 2019, 10, 35 14 of 22
interview selection process. Also, according to the Spearman’s rho correlation test results, those
applicants who did not find interview process organised have urged for the need for improvements in
Challenges
the 2019,interview
selection 10, x FOR PEER REVIEW
process 13 of 21
more than those applicants who had organised interview process.
70
60
50
40
30
20
10
30 11 54 51 8 16 5 9 1 8 2 3 0 2
0
HS Relevant IntQ % UNS Relevant IntQ %
Figure 12. Relevant interview questions.

Figure 12. Relevant interview questions.
Applicant
Table 6. an
Establishing Perspective
organised Hypothesis
selection 4—Organised
interview process selection
helps the interview process.
applicant and the hiring
manager to go through the employee selection
Successful Applicant process smoothly and thereby
Unsuccessful Applicant obtain desirable
outcomes. In this regard, the following hypothesis test is conducted to understand if establishing an
Establishing an organised selection process is not a critical aspect in
organised selection process is a critical aspect according to candidate
the responses collected from the successful
identifying the most suitable
and unsuccessful participants.
Establishing an organised selection process is a critical aspect in
As depicted in Table 6, thisidentifying
test establishes that for the data distribution illustrated in Figure 13,
aspect in identifying the most -suitable Thecandidate.
interview process was wellChi
A Pearson’s organised
Square test results along with a
Kendall’s tau-b and Gamma’s test results have indicated that irrespective of the applicant being
successful or unsuccessful in the interview process, they would appreciate attending an organised
interview selection process. Also, according to the Pearson’s chi squaretest
testresults,
reportedthose
Pearson’s chi square testSpearman’s
reported rho correlation
applicants who did not find interview
a p-valueprocess organised have urged
that is statistically for the need for improvements
in the selection interview process significant
more thanp = 0.000
those<applicants
0.05, wherewho had organised interview process.
Table 6. Applicant Perspective Hypothesis 4—Organised that unsuccessful
selection interviewapplicants
process. feel
that successful applicants feel that
that an organised interview
an organised interview process isUnsuccessful
Successful Applicant a
process Applicant
is a critical aspect in
Null Establishing an critical
organisedaspect in
selection identifying
process is the
not a critical aspect in identifying
Test Result identifying the mostthe most suitable
suitable
Hypothesis—H0 candidate most suitable candidate.
candidate. Additionally, the
Alternate Establishing an Additionally, the Spearman’s
organised selection rho aspect in identifying the most suitable
process is a critical Spearman’s rho test has
Hypothesis—H1 candidate test has established a negative
established a negative correlation
- correlation
The interview process with a moderate
was well organised
Questions Used with a moderate strength of
- The hiringstrength of relationship
process requires between
many improvements relationship between organised
Pearson’s chi square test reported a p-value thatandPearson’s
organised interview process chi square
interview test reported
process and a p-value that
improvement
is statistically significant to <the
p = 0.000 interview
0.05, where is statistically significant p = 0.003 < 0.05, where
improvement to the interview
we can now reject process.
the null hypothesis and we can now reject the null hypothesis and
process.
thereby establish that successful applicants feel thereby establish that unsuccessful applicants
that an organised interview process is a critical feel that an organised interview process is a
Test Result aspect in identifying the most suitable critical aspect in identifying the most suitable
candidate. Additionally, the Spearman’s rho test candidate. Additionally, the Spearman’s rho test
has established a negative correlation with a has established a negative correlation with a
moderate strength of relationship between moderate strength of relationship between
organised interview process and improvement organised interview process and improvement
to the interview process. to the interview process.
Challenges 2019, 10, 35 15 of 22
70
60
50
40
30
46
20
10 18 4
26 9 50 13 5 12 3 9 1 2
2
0
HS Intvw Process Organised % UNS Intvw Process Organised %
Figure 13. Process was well organised.

Figure 13. Process was well organised.
As with any important process preparation is fundamental in ensuring that the execution and the
outcome As with
meetsanytheimportant
desire andprocess preparation
expectation. is fundamental
In that background, in ensuring
applicants havethat the execution
responded relatingand
to
the outcome
their interview meets
processthe desiresuccessful
of being and expectation. In that background,
and unsuccessful, applicants
if the interviewers have
were well responded
prepared for
relating
the to their interview process of being successful and unsuccessful, if the interviewers were well
interview.
prepared for the in
As depicted interview.
Table 7, this test establishes that for the data distribution illustrated in Figure 14,
there As depicted in
is sufficient Table 7, significance
statistical this test establishes
to statethat
thatfor the data interviewers
preparing distribution illustrated in Figureis14,
for the interview a
there isaspect
critical sufficient statistical the
in identifying significance to state
most suitable that preparing
candidate. interviewers
A Pearson’s for the
Chi Square test interview
results along is a
critical
with aspect in tau-b
a Kendall’s identifying the most test
and Gamma’s suitable candidate.
results A Pearson’s
have indicated Chi Square test
that irrespective of theresults along
applicant
with asuccessful
being Kendall’sortau-b and Gamma’s
unsuccessful in thetest resultsprocess,
interview have indicated
they wouldthat appreciate
irrespectivehaving
of the prepared
applicant
being successful
interviewers on theor unsuccessful
panel. Also,inaccording
the interview
to theprocess, they would
Spearman’s appreciate
rho correlation having
test results,prepared
those
interviewers
applicants whoondid thenot
panel. Also,
find the accordingprepared
interviewers to the Spearman’s
have urgedrho correlation
for the need for test results, those
improvements in
applicants
the selectionwho did notprocess
interview find the interviewers
more than thoseprepared
applicantshave
whourged
foundforthe
theinterviewers
need for improvements
prepared. in
the selection interview process more than those applicants who found the interviewers prepared.
70
Table 7. Applicant Perspective Hypothesis 5—Interviewer’s preparation.
60
Null Interviewer’s preparation for conducting interviews is not a critical aspect in identifying the most
50
Hypothesis—H0 suitable candidate
Alternate Interviewer’s preparation for conducting interviews is a critical aspect in identifying the most
40
Hypothesis—H 1 suitable candidate
- The interviewers were well prepared for the interview
Questions Used
30 - The hiring process requires many improvements
Pearson’s chi square test reported a p-value that Pearson’s chi square test reported a p-value that
20 is statistically significant p = 0.000 < 0.05, where is statistically significant p = 0.004 < 0.05, where
we can now reject the null hypothesis and we can now reject the null hypothesis and
10 thereby establish that successful applicants feel thereby establish that unsuccessful applicants
that prepared interviewers are a critical aspect feel
3 that prepared
3 interviewers
4 are a critical
4
26 11 52 46 11 19 6 12 1 0
Test0Result in identifying the most suitable candidate. aspect in identifying the most suitable
Strongly agreeAdditionally,
Agree the Spearman’s
Somewhatrho Neither
test has candidate. Additionally, the Spearman’s rho test
agree Somewhat Disagree Strongly
established a negative correlation with a has established a negative correlation with a
moderate strength of relationship between moderate strength of relationship between
prepared interviewers and improvement
HS Prepared_Intrwr % toUNS
the Prepared_Intrwr
prepared interviewers
% and improvement to the
interview process. interview process
Notes: Interpretation consolidating the findings from
Figure 14. Interviewers both for
prepared successful and unsuccessful applicants.
interview.
Figure 14. Interviewers prepared for interview.
The length of the selection interview is expected to be offered decent duration, which is neither
too long and stressful nor too short and dismissible. In that light, applicants have responded relating
to the length of the interview process being of an agreeable and reasonable duration.
Challenges 2019, 10, 35 16 of 22
Table 7. Applicant Perspective Hypothesis 5—Interviewer’s preparation.

Interviewer’s preparation for conducting interviews is not a critical aspect in
identifying the most suitable candidate
Interviewer’s preparation for conducting interviews is a critical aspect in
- The interviewers were well prepared for the interview

Pearson’s chi square test reported a Pearson’s chi square test reported a
p-value that is statistically significant p-value that is statistically significant
p = 0.000 < 0.05, where we can now p = 0.004 < 0.05, where we can now
reject the null hypothesis and thereby reject the null hypothesis and thereby
establish that successful applicants establish that unsuccessful applicants
feel that prepared interviewers are a feel that prepared interviewers are a
Test Result critical aspect in identifying the most critical aspect in identifying the most
suitable candidate. Additionally, the suitable candidate. Additionally, the
Spearman’s rho test has established a Spearman’s rho test has established a
negative correlation with a moderate negative correlation with a moderate
prepared interviewers and prepared interviewers and
improvement to the interview process. improvement to the interview process
The length of the selection interview is expected to be offered decent duration, which is neither
too long and stressful nor too short and dismissible. In that light, applicants have responded relating
to the length of the interview process being of an agreeable and reasonable duration.
there is sufficient statistical significance to state that the duration of the interview is a critical aspect in
identifying the most suitable candidate. A Pearson’s Chi Square test results along with a Kendall’s
tau-b and Gamma’s test results have indicated that irrespective of the applicant being successful or
unsuccessful in the interview process, they would appreciate a reasonable length for the interview
process. Also, according to the Spearman’s rho correlation test results, those applicants who did
not have a reasonable length for the interview process have urged for the need for improvements in
the selection interview process more than those applicants who did have a reasonable length for the
Challenges 2019,
interview 10, x FOR PEER REVIEW
process. 16 of 21
70
60
50
40
30
20
10
26 11 52 46 11 19 6 12 3 3 1 4 0 4
0
Strongly Agree Somewhat Neither Somewhat Disagree Strongly
agree agree agree nor disagree disagree
disagree
HS Intrv_length_Reasonable % HS Intrv_length_Reasonable %
Figure 15. Reasonable Interview Duration.

Figure 15. Reasonable Interview Duration.
Applicants were asked to respond on bias associated with some form in the hiring decision
process such as bias based on gender, religion, race or ethnicity. Additionally, applicants were given
the option to respond to the situation when there was no bias of any sort in their hiring process. With
the information obtained for that question, the following hypothesis testing is conducted to
understand the significance and correlation of bias being present in some form during the hiring
Challenges 2019, 10, 35 17 of 22
Table 8. Applicant Perspective Hypothesis 6—Duration of the interview.

Duration of the interview is not a critical aspect in identifying the most
suitable candidate
Duration of the interview is a critical aspect in identifying the most
suitable candidate
- The length of the interview was reasonable

that successful applicants feel the that unsuccessful applicants feel
duration of the interview is a the duration of the interview is a
critical aspect in identifying the critical aspect in identifying the
Test Result
most suitable candidate. most suitable candidate.
Additionally, the Spearman’s rho Additionally, the Spearman’s rho
test has established a negative test has established a negative
correlation with a moderate correlation with a moderate
duration of the interview and duration of the interview and
process. process.
Applicants were asked to respond on bias associated with some form in the hiring decision
process such as bias based on gender, religion, race or ethnicity. Additionally, applicants were given the
option to respond to the situation when there was no bias of any sort in their hiring process. With the
information obtained for that question, the following hypothesis testing is conducted to understand
the significance and correlation of bias being present in some form during the hiring decision process
and the need for employee interview selection process improvement accordingly.
there is sufficient statistical significance to state that bias of some form during the interview is a
critical issue in identifying the most suitable candidate. A Pearson’s Chi Square test results along
with a Kendall’s taub and Gamma’s test results have indicated that irrespective of the applicant being
successful or unsuccessful in the interview process, they would appreciate removing bias in any
form during the interview process. Also, according to the Spearman’s rho correlation test results,
those applicants who encountered bias during the interview process have urged for the need for
improvements in the selection interview process more than those applicants who did not encounter bias
during the interview process. Furthermore, it is noteworthy that there appears to be a comparatively
stronger correlation between the impact of bias in interview with the unsuccessful applicants more
than the successful applicants.
Challenges 2019, 10, 35 18 of 22
Table 9. Applicant Perspective Hypothesis 7—Bias in some form during the interview.

Bias of some form during the interview is not a critical issue in
Bias of some form during the interview is a critical issue in identifying
- There was no bias of any sort in the hiring decision


that unsuccessful applicants feel
that successful applicants feel bias
bias of some form during the
of some form during the interview
interview is a critical issue in
Test Result is a critical issue in identifying the
identifying the most suitable
candidate. Additionally, the
Spearman’s rho test has
established a negative correlation
correlation with a weak strength of
with a moderate strength of
relationship between bias in the
relationship between bias in the
hiring decision and improvement
hiring decision and improvement
to the interview process.
to the interview process.
45
40
35
30
25
20
15
10
5
29 8 34 20 3 7 13 21 4 12 7 13 10 19
0
-5
HS No Intvw Bias % UNS No Intvw Bias %
Figure 16. No bias of any sort in the hiring decision.

Figure 16. No bias of any sort in the hiring decision.
5. Summary of Findings and Discussion
5. Summary
Using theof Findings
test and Discussion
results conducted above for the various critical aspects, the summary of the findings
is presented
Using below
the testasresults
the established
conductedcritical
aboveaspects forvarious
for the this sector
critical aspects, the summary of the
The current study finds that there are seven items from
findings is presented below as the established critical aspects for the applicant perspective and five items
this sector
from the
Thehiring member’s
current study findsperspective
that therethat
are are enlisted
seven items in Figure
from 16 that have
the applicant statistically
perspective andsignificant
five items
values to be
from the accepted
hiring as critical
member’s aspectsthat
perspective of the
areselection
enlisted process.
in FigureIn
16order to improve
that have or enhance
statistically an
significant
values to be accepted as critical aspects of the selection process. In order to improve or enhance an
existing process a thorough understanding of the fundamental or the critical aspects of the process is
essential to make informed and useful improvements.
Interviews differ on many dimensions however the real purpose of the interview for an
organisation is selecting the applicant most suited for the position advertised. Graves and Karren [32]
indicate that employee interviewing requires proper preparation, including full knowledge on the
Challenges 2019, 10, 35 19 of 22
existing process a thorough understanding of the fundamental or the critical aspects of the process is
essential to make informed and useful improvements.
Interviews differ on many dimensions however the real purpose of the interview for an organisation
is selecting the applicant most suited for the position advertised. Graves and Karren [32] indicate that
employee interviewing requires proper preparation, including full knowledge on the job description
and detailed information of the interview questions that are appropriate and legally abiding. Effective
interviewing relies upon the progressive ability of the interviewer team to obtain factual and intangible
details related to the applicant and use the information obtained in a well synthesised manner [33].
The critical aspects listed in Figure 17 appears to be consistent with the discussion in the literature
review presented earlier. These findings suggest that based on the participant’s own individual
personal selection experiences in this sector which involves a wide range of experiences since 1974–2018
(focusing predominantly on those experiences since 2000) their overall expectation of the selection
process in this sector is along the lines of what talent acquisition theories and literature has outlined as
good practices for identifying the most suitable applicant for an organisation. This reflects, to a certain
degree, the steady and ongoing importance given to this process by applicants and hiring members of
an organisation. There is always attention being focused on selection criteria predictors and employee
performance linkage, alongside validity and utility of assessment measures [34,35].
1. Constructive Feedback
2. Equal panel participation
3. Relevant interview questions
Applicant Perspective 4. Organised interview processes
5. Personal bias
6. Prepared interviewers
Critical Aspects of the
7. Duration of the interview
Selection Process
1. Interview training
2. Technological assistance
Hiring Member
3. Structured interviews
Perspective
4. Objective measures - scoring matrix
5. Providing applicant feedback
Figure 17. Critical Aspects of the employee selection process.

Figure 17. Critical Aspects of the employee selection process.
The findings suggest that the processes in the surveyed organisations are conscious and building
The findings
a commitment suggest
towards thethat the processes
enhancement in the
of the surveyed
workforce organisations
selection process.are
Fromconscious and building
the consistent use of
a commitment towards the enhancement of the workforce selection process. From the
panel interviews across all organisations to the introduction of the key selection criteria in the early consistent use
of panel
2000s andinterviews
the current across
highall organisations
dependency to the introduction
on addressing the KSC of bythe
thekey selection
applicant to criteria in theon
the reliance early
the
2000s and the current high dependency on addressing the KSC by the applicant to
submitted KSC by the hiring members there is a trail of evidence presented in the previous chapter the reliance on the
submitted KSC by the hiring members there is a trail of evidence presented in the
with regards to the consciousness of the stakeholders of the selection process in emphasising and previous chapter
with regardsthe
maximising toprocess
the consciousness of thethe
quality to obtain stakeholders
best results of the selection
possible. process
Wilhelmy, in emphasising
Kleinmann and
[36] note that
maximising the process quality to obtain the best results possible. Wilhelmy, Kleinmann
regardless of the type of interview and the duration, it is a renowned fact that interviewers are the [36] note
that regardless
central of the
and crucial type
part of interview
of the and the and
selection process duration, it isthe
thereby a renowned
TA processfact that interviewers
as well [37]. Interviewsare
the central
serve and crucial
as a platform forpart ofthe
both the interviewer
selection process
and theandapplicant
thereby the to TA
getprocess as well [37].about
more information Interviews
each
serve as a platform for both the interviewer and the applicant to get more information about each
other. Summing up the experiences encountered by the interviewer and the applicant and taking into
consideration their perspective of the selection process, Whitacre [38] has mentioned that both parties
are currently involved in hurdling the changing employment landscapes.
This current study also finds that there are no apparent statistically significant differences in the
Challenges 2019, 10, 35 20 of 22
other. Summing up the experiences encountered by the interviewer and the applicant and taking into
consideration their perspective of the selection process, Whitacre [38] has mentioned that both parties
are currently involved in hurdling the changing employment landscapes.
This current study also finds that there are no apparent statistically significant differences in the
thoughts and opinion between a successful and unsuccessful applicant in the context of identifying
the critical aspects of the selection process. These results to some extent conflicts with the discussions
presented in the literature which highlights that based on the situation and outcome of the process
there will be a change in the opinion and views of the applicants in the selection process [39]. However,
these findings also demonstrate in accordance to the above literature that there may be difference
in the strength of the correlation based on the outcome of the process. More specifically, the overall
satisfaction of the selection process by a successful applicant has a rank with a mean score of ‘2-Agree’
which was better than unsuccessful applicant’s rank with the mean score of ‘4-neither agree nor
disagree’. In the case of constructive applicant feedback, the findings reported that both successful
and unsuccessful applicants identify this element as a critical aspect of the selection process, however,
the unsuccessful applicants report the need for such an aspect more than the successful applicants.
Another possible critical aspect based on the results of this study from the hiring member’s perspective
is the interviewer was training. All 50% of the hiring members mentioned they did not get any formal
interview training however most of these organisations have clear policies and procedures documented
some of which are furnished in the appendix for reference. This is a case of having it in theory and
not in practice, where a new interviewer is left to rely on their own judgement and common sense in
making selection decisions. All other elements that resulted as critical aspects have been furnished
summative in Figure 16 above. These results are supported by talent acquisition associated literature
that demonstrates the importance of the employee selection process in an organisation [40].
Overall, based on the engagement with the overarching research aim mentioned previously, this
study has provided key contributions to knowledge related to the employee selection in the TAFE/Dual
sector of the VTA members. A key challenge faced at the beginning of this research was the dearth of
Representative research on the TAFE/Dual sector’s talent acquisition and employee selection decision
processes, particularly in the case of regional campuses.
6. Conclusions and Future Research

This empirical study investigated the critical aspects of recruitment and selection process in the
TAFE/Dual education sector covering both urban and regional Victoria in Australia. In addressing the
first research question of this study, an important contribution is made through providing descriptive
empirical evidence on the various dimensions of the employee selection process followed by the VTA
members operating in Australia. In addition, it has provided an agenda depiction of the process
involving the critical aspects from the perspective of the hiring member and an applicant. This
research contributes importantly to the growing literature on talent acquisition’s employee selection
processes by providing empirical evidence on existing selection operations amongst the VTA members
in Australia.
The following limitations of this study are being acknowledged and these pave way for future
research. The first limitation concerns the cross-sectional nature of this study which describes the
feelings and thoughts of the participants on the selection process at a given time only. Therefore, the
results are based on the emotions of the participant for that period only rather than evidence over a
period of time for all the VTA members. Another limitation is that the findings are presented solely
on the insights of only the participants of this study and therefore represents a partial perspective
on the review of the selection process when taking into consideration all the other employees of the
organisation who did not participate in the study. In this context another limitation is the sample size
were additional data could always enhance and facilitate engaging with the research questions in
a more full-bodied manner. Building on the results of this research, an important implication is to
provide a comprehensive and representative research by involving a greater number of participants
Challenges 2019, 10, 35 21 of 22
from each organisation of that sector. This will greatly enhance the empirical knowledge base on
employee selection as well as provide valuable insights and comparisons into the conceptualisations of
talent acquisition amongst various sectors. Additionally, while increasing the number of participants,
attention can be given to ensuring multilevel key informants from across the various levels of
the organisation is involved to obtain an all-rounded multidimensional information on initiatives
and practices associated with employee selection. This will provide a valuable contribution to the
development of a more comprehensive understanding of talent acquisition and employee selection
in the recruitment process. This paper is an outcome of the first phase of the ongoing research
investigations and would extend further to discuss the dominant factors based on the critical aspects
of the employee selection process identified in this study. Future work will use Exploratory Factor
Analysis for identifying the dominant factors that could contribute towards improving the employee
selection process.
Author Contributions: Conceptualization, S.D.R., S.V. and A.A.; methodology, S.D.R. and S.V.; software, S.D.R.;
validation, S.D.R., S.V. and A.A.; formal analysis, S.D.R.; investigation, S.D.R.; writing—original draft preparation,
S.D.R.; writing—review and editing, S.V.; visualization, S.D.R.; supervision, S.V. and A.A.
Funding: This research received no external funding.
Conflicts of Interest: The authors declare no conflict of interest.
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Challenges 2019, 10, 35; doi:10.3390/challe10020035 www.mdpi.com/journal/challenges

2. Study Background and Approach

2.1. Applicant Attributional-Reaction Theory (AART) Based Frameework

AART appears to be a fitting theoretical framework.

2.2. Demographics of the Data Collected Fairness

Figure 2. Distribution of Personal Experiences.

Challenges 2019, 10, x FOR PEER REVIEW 5 of 21

Figure 3. Distribution in Victoria by region.

Figure 4. Employment Level Distribution.

Table 1. Research Question Mapped with Survey Questions.

# Research Question Quantitative Analysis—Survey Questions

• Did you have any professional training before conducting

• Constructive interview feedback was provided

Table 2. Enlisting Aspects for Hypothesis Test.

4. Analysis of Critical Aspects of the Recruitment and Selection Process

4.1. Hiring Member Perspective

Figure 5. Interview Training by organisation.

Challenges 2019, 10, x FOR PEER REVIEW 8 of 21

Figure 7. Use of metrics.

- HM_Intrwr_ProvidedwithQuestion—Interviewers are provided a set of questions for

4.2. Test Result Outcome

Figure 9. Questions for structured interviews.

4.3. Applicant Perspective

Table 3. Applicant Perspective Hypothesis 1—Feedback.

Successful Applicant Unsuccessful Applicant

- Constructive interview feedback was provided after the interview

Pearson’s chi square test reported

HS Feedback Provided % UNS Feedback Provided %

Figure 10. Constructive interview feedback.

Table 4. Applicant Perspective Hypothesis 2—Panel Participation.

Successful Applicant Unsuccessful Applicant

- All interviewers in the panel participated equally in the interview

HS Panel Participation % UNS Panel Participation %

Figure 11. Panel participated equally in the interview.

Table 5. Applicant Perspective Hypothesis 3—Relevant Interview Questions.

Successful Applicant Unsuccessful Applicant

- All interview questions were relevant to the job

HS Relevant IntQ % UNS Relevant IntQ %

Figure 12. Relevant interview questions.

HS Intvw Process Organised % UNS Intvw Process Organised %

Figure 13. Process was well organised.

Table 7. Applicant Perspective Hypothesis 5—Interviewer’s preparation.

Successful Applicant Unsuccessful Applicant

- The interviewers were well prepared for the interview

Figure 15. Reasonable Interview Duration.

Table 8. Applicant Perspective Hypothesis 6—Duration of the interview.

Successful Applicant Unsuccessful Applicant

- The length of the interview was reasonable

Successful Applicant Unsuccessful Applicant

- There was no bias of any sort in the hiring decision

Pearson’s chi square test reported

HS No Intvw Bias % UNS No Intvw Bias %

Figure 16. No bias of any sort in the hiring decision.

2. Equal panel participation

3. Relevant interview questions

Applicant Perspective 4. Organised interview processes

5. Providing applicant feedback

Figure 17. Critical Aspects of the employee selection process.

6. Conclusions and Future Research

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