Selection Process for Recruiting Prospective Educators and Education Personnel (EEP)

The success of the recruitment process can significantly influence the smooth implementation and effectiveness of personnel management functions and activities carried out after recruitment. The selection of prospective educators and education personnel (EEP) is a crucial stage of the recruitment process. The pool of applicants who have passed the initial screening consists of individuals who meet the criteria set by the recruiters and are considered suitable candidates for the required positions. The selection strategy also considers the compatibility between the individual and the institution. Therefore, the purpose of this article is to support the development and planning of a selection system to be implemented by every educational organization or institution, ensuring that the lengthy and costly process yields meaningful results.

First, the basic concept of EEP selection refers to the activity of choosing and determining applicants who are accepted or rejected based on the institution's specifications. The aim of the selection process is to recruit EEP who are qualified and potential, honest and disciplined, competent, skilled and motivated, compliant with labor laws, dynamic and creative, innovative, and responsible. Several factors influence the need for a selection process:
a) Managers' performance largely depends on their subordinates' performance.
b) Effective selection is essential due to recruitment and appointment costs.
c) Proper selection is crucial to avoid potential legal implications resulting from improper procedures.

Second, the fundamental principles of EEP selection require that the process be conducted honestly, carefully, and objectively to ensure that the selected personnel are truly qualified for their roles. Indicators or characteristics of a good selection instrument include standardization, objectivity, norms, reliability, and validity. The selection policy should follow both internal and external institutional guidelines so that the process and its results can be legally and economically justified. These guidelines include government regulations, job specifications, economic rationality, and social ethics. Key considerations in the selection process include core competencies, development plans, and work culture.

Third, the choice of selection techniques must consider validity, reliability, cost, and ease of implementation. According to Mangkunegara, there are two main selection techniques: Academic Knowledge Tests and Psychological Tests. Additional methods for selecting EEP include interviews and pseudo-scientific methods (such as phrenology, physiognomy, astrology, pigmentation, and graphology). The selection process typically consists of three stages: First-Level Selection, Second-Level Selection, and Third-Level Selection.
The qualifications considered in EEP selection include:
a) Pleasant personality
b) Empathy
c) Effective communication
d) Job requirements
e) Respect for diverse backgrounds and characteristics
f) Awareness of stereotypes toward women and minority groups.

Evaluation of the selection outcomes is necessary to determine the effectiveness of the selection process.

Fourth, the EEP selection process involves several stages:

1. Administrative requirements screening
2. Written tests, psychological tests, informational, and physical assessments
3. Interview sessions
4. Background and reference checks
5. Realistic job previews
6. Selection decision
7. Issuance of an appointment letter for the selected candidate

The purpose of selecting and determining applicants is to recruit EEP who are qualified and potential, honest and disciplined, competent, skilled and motivated, compliant with labor regulations, dynamic and creative, innovative, and responsible. The selection process must be conducted with honesty, precision, and objectivity. The main methods include interviews and pseudo-scientific approaches. The selection process begins with administrative screening, followed by assessments, interviews, background and reference checks, realistic job previews, selection decisions, and concludes with the issuance of an appointment letter confirming the individual's position as EEP in the institution.

This article is adapted from the teaching module for the Human Resource Management Course, Part 5, by Prof. Dr. H. A. Rusdiana, M.M. (https://digilib.uinsgd.ac.id/96098/1/Bahan%20Ajar-MSDMP%20Segan%20TA%202024%202025%20%281%29.pdf