Once human resources and line managers have identified a pool of qualified applicants, they needs to gather the balance of information necessary to make a selection decision.

  • Analyzing application forms - After recruitment has occurred, the first filter under selection involves analyzing the candidates' application forms and/or resumes and identifying applicants who fit the minimum selection criteria. Another use of the application form or resume is to provide a source of questions for the interviewer as well as a source for reference checks. Efficient prescreening by HR management at this stage means that the line management's time can be spent interviewing only qualified candidates.
  • Selection Interviewing - is designed to probe areas of interest to the interviewer in order to determine how well the candidate meets the needs of the organization. Organizations tend to rely on interviews for qualifying candidates more than any other procedure in the selection process. Therefore, it is important that interviewers are properly trained in interviewing techniques and skills. Attention to this area will undoubtedly improve the validity of the selection process. The courts and the EEOC consider the interview a selection device.
    • Prescreening interviews - are useful when an organization has a high volume of applicants for a job and face-to-face interviews are needed to judge prequalification factors. These interviews are usually conducted by someone in HR.
    • In Depth Interviews - In-depth interviews are generally conducted by line management. Some organizations require several in-depth interviews by both line managers and potential colleagues. HR may also conduct in-depth interviews, depending on the level of the open position.                                                                   
  • Testing and background investigation- Some organizations test applicants before in-depth interviews, others afterward, and many don't test at all. Because of EEO concerns, many employers of litigation on the grounds that the tests discriminate against minorities, the disabled, or other applicants if improperly conducted. The HR professionals think that, if properly conducted, nondiscriminatory formal tests can be of great benefit in identifying candidates.  Many organizations wait to verify information on application forms and check references until it is decided the applicant is a good candidate for the job. Assuming that the best indicator of future performance is past performance, it is important to check references carefully and especially for executive-level positions, check references early to avoid burdening top management by interviewing less-than-fully qualified candidates.  
  • Contingent job offer- Employers may require a member of tests or other requirements before or after a conditional offer of employment has been made. They may include:
    • Tests to determine current use of illegal drugs.
    • Physical agility tests, which measure ability to perform job tasks.
    • Physical fitness tasks such as running and lifting, as long as they do not include exams that could be considered medical, such as measuring blood pressure or heart rate.
    • Tests that evaluate an employee's ability to read labels or distinguish objects as part of a demonstration that the applicant has the ability to perform job functions.
    • Psychological tests that measure personality traits such as honesty, preferences, and habits.
    • A conditional offer may also depend on verification of Immigration Reform and Control Act (IRCA) documents.
  • Employment offer- should immediately follow the final decision to hire a formally communicated through an offer letter. Orgainzations need to handle this phase of the hiring process just as carefully as the events leading up to it. Mishandling this part of the process can result in losing the candidate to another organization or can give the employment relationship a bumpy start even if the candidate comes on board.