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Unformatted text preview: Personnel Review 31,5 580 Personnel Review, Vol. 31 No. 5, 2002, pp. 580-601. # MCB UP Limited, 0048-3486 DOI 10.1108/00483480210438771 Recent trends and challenges in personnel selection Filip Lievens Department of Personnel Management and Work and Organisational Psychology, Ghent University, Ghent, Belgium Karen van Dam Department of Work and Organisational Psychology, Tilburg University, Tilburg, The Netherlands, and Neil Anderson University of Amsterdam, Amsterdam, The Netherlands Keywords Personnel, Labour market, Technology Abstract The aim of this article is to identify recent developments in personnel selection and to review existing research with regard to these recent developments. To this end, 26 human resource representatives were asked to list current or future trends in personnel selection. In addition, existing academic reviews of recent research in personnel selection were scrutinized. As a result, the following four main trends are identified: labour market shortages, technological developments, applicant perceptions of selection procedures, and construct-driven approaches. Per trend, relevant existing research is reviewed and avenues for future research are discussed. Introduction Recent developments within organisations and within organisational business environments have brought new challenges for personnel selection. Specifically, technological changes, globalisation, social trends, and changes in the organisation of work require that organisations reconsider the modus operandi of their employee selection procedures. Hence, the traditional selection model with its psychometric roots might no longer suffice (Herriot and Anderson, 1997; Iles, 1999). This traditional personnel selection paradigm is based on stable jobs and therefore places high emphasis on individual job performance, job analysis, determination of performance criteria, prediction of work outcomes, and development and evaluation of assessment tools. However, nowadays jobs are often not well defined. Additionally, employees are selected to work in teams on different projects, may frequently change work roles, and may follow diverse organisational career paths. More problematically, at more senior levels of recruitment individuals are being selected into newly created jobs, where no previous job incumbent existed and where it is more challenging to conduct traditional methods of job analysis and person specification. At the same time the selection procedure is becoming more and more a negotiation process. These developments illustrate that, besides the psychometric paradigm, a social process perspective has become relevant (Iles, 1999). This perspective regards the selection procedure as a social process and focuses upon applicant attitudes and the impact of selection procedures (Iles and The research register for this journal is available at http://www.emeraldinsight.com/researchregisters The current issue and full text archive of this journal is available at http://www.emeraldinsight.com/0048-3486.htm Recent trends...
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