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<td valign="top" width="213"> <b>Selection </b></p>
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<td valign="top" width="213"> Structured interviews </p>
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<td valign="top" width="213"> situational judgment tests</p>
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<td valign="top" width="213"> <b>Retention</b></p>
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<td valign="top" width="213"> integrity tests</p>
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<td valign="top" width="213"> Physical ability tests</p>
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<h2>Preparation</h2>
<p align="justify">It is the first step in the selection process. In preparation process Recruiting Manager needs to think about the job purpose, responsibilities and experience that the organization is looking for. (Roi, 31st July 2013) The recruiting manager also needs to consider if any changes need to be made to an existing job to ensure that the job is fully effective. The preparation process includes setting for job description, Job specification and many other particulars. Jamaica consultancy has a well defined job specification for a vacancy, but needs to clearly define what type of experience and candidate profile it wants for the position. This step is internal to the organization and does not involve any tests.</p>
<h2>Attraction</h2>
<p align="justify">It is the second step in selection process where the organizations attract candidates for the position. There are different ways to attract candidates like advertising the position in newspapers, social media or they can organize job fairs or can go to different universities for attracting the candidates. (Roi, 31st July 2013) Jamaica consultancy attracts the candidates through a job advertisement, employee referrals or online web pages.[sky]</p>
<p align="justify">While attracting, general mental ability and job knowledge tests should be given. General mental ability approach is effective at predicting future performance in every type of job and is cheap and does not require any complex process. Job knowledge test at this stage will help to consider only those candidates in the future who have required knowledge and will help to reduce future costs.</p>
<h2>Selection</h2>
<p align="justify">This is the third step in selection process where the actual selection of successful candidate takes place. This step takes place after the successful tests, interviews and other formalities. As mentioned Mr. Robinson wants to hire high performance employees who are strategic in their approach and have critical technical skills and competencies. So after successful selection process a desired candidate would be selected from the pool of applicants. (Christian, 2010)</p>
<p align="justify">Structured interviews and any situational judgment tests can be given to candidates to determine who are actually qualified for the job position. Structured interviews would help to know the candidate profile and his expectations from the job, whereas judgment tests would help us to know how the employee will perform in the Jamaica consultancy if any particular task is given to him.</p>
<h2>Retention</h2>
<p align="justify">This is the last step in selection process that involves retaining human workforce. As we know that Recruitment is an expensive process and the aim should be to attract and then retain the best talent possible. (Pulakos)</p>
<p align="justify">At Jamaica Consultancy, retention should be encouraged to staff engagement, making people feel like they are valuable contributors to the business and showing them that their career development is considered important. If an employee feels that there are opportunities for progression then, not only will their talent be retained, but they will work hard to stay motivated, engaged and productive. (Gatewood, 2011)</p>
<p align="justify">Retention process would include tests like integrity tests to check the employees attitudes and experiences that are related to an individual’s honesty, trustworthiness and dependability. Physical ability tests with time to time can also be taken place to determine whether the employee is keeping pace with Jamaica consultancy. </p>
<h2>Bibliography</h2>
<p> Christian, M. S. (2010). Situational judgment tests: Constructs assessed and a meta-analysis of their criterion-related validities. Personnel Psychology .<br />
Gatewood, R. D. (2011). Human Resource Selection (7th ed.). South-Western Publishing .<br />
Pulakos, E. D. Selection Assessment Methods. SHRM Foundation.<br />
Roi, N. (31st July 2013). The Three Satges of Recruitment-Attraction, Selection and Retention. Buisness Zone .<br />
Schmidt, F. L. (1998). The validity and utility of selection methods in personnel psychology: Practitheoretical implications of 85 years of research findings. Psychological Bulletin . 
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