The Consequences of Correct and Incorrect Selection and Placement

Decisions

High • Applicant and employee • Employee performs well.

Performance continue to pay costs of continued
searching, unnecessarily. • Employee receives rewards
associated with good performance.
• Applicant may decide to accept
alternative job that’s less well suited • Employee enjoys work.
to his or her competencies and
• Peers benefit from employee’s
interests.
good performance and high morale.
• Applicants may remain
• Managers achieve their
unemployed unnecessary and
objectives.
forego rewards they could have
earned. Reject a Accept a
Qualified • Customers receive products and
Qualified
services that meet their
• Applicants may file Candidate Candidate
(Incorrect expectations.
discrimination lawsuit. (Correct
decision)
How decision)
Employee • Employees may be required to
Does/Would • Applicant continues toReject
look an Accept an • Employee performs
Perform Unqualifie Unqualifie poorly
for more suitable work. d d
Candidate Candidate • Employee loses self
• Employer continues to (Correct (Incorrect esteem due to poor
decision) decision) performance, and
search for more suitable
forgoes the rewards
employee. associated with good
performance.
• Applicants may decide to get
• Peers suffer consequences of poorly
more training. performing employee.

• Employer may decide to offer • Customers’ expectations aren’t met

more training so that more due to employee’s poor performance.
Low applicants can be accepted.
Performance • Managers fail to meet their
• Customers do not suffer from the objectives.
mistakes of a poor performance.
• Injuries, accidents, and other serious
Do Not Offer Applicant the Open Offer Applicant the Open Position
Position
Employer’s Selection Decision