Human Resource Evaluation for the 1990s and the Workforce 2000

Selection systems have been viewed as relatively static screens which eliminate less desirable job candidates. In an environment of scarcity this ceases to be an appropriate model. Instead, employers will use person‐focused approaches, which identify individual abilities, capitalise on those abilities, and circumvent the individual′s limitations through training, job assignment or reallocation of tasks within the work group. As a consequence, a shift is required from an emphasis on selection to a broader span of diagnostic procedures which yield information which others in the organisation will use to govern how (not if) they will work with the individual. In addition, characteristics of the diagnostic procedures must be adapted to new job and workforce conditions. Evaluation of skill development and employee qualification throughout one′s career will become the norm.