Although the later would be difficult to test in the short term, it is possible to determine some degree of acceptance among users, the reliability of producing similar responses amongst users, and the validity of reproducing the experts' judgments. It is necessary to undertake a systematic analysis of the job and to determine the type of person who can do the job. The information derived from such an analysis can be used to assist with the reliability and validity of the processes used to recruit and select a 'competent' employee, who will be able to do the job at an acceptable level, and will stay. The cost to organisations of using poor techniques and selecting, someone who leaves soon after joining, or worse still, an unsuitable person who stays, is extraordinarily high in terms of morale, cost and potential loss of revenue. Development Recruiting involves the process of attracting a pool of suitably qualified candidates so that the organisation can acquire the personnel it needs.
Selection includes the processes that are used to determine the most suitable person for the job.
It is an expensive exercise that takes time and effort and may be more costly if the wrong person is chosen. The techniques used must be valid in assessing aspects that are necessary for the job, and reliable so as to produce results that are consistent among instruments and also when used by different raters. The challenge is to assist in the collection and use of valid and reliable information about the job and the ideal person for the selection process. The advantage of the forms was that they could be used effectively in a number of ways to interact with the user and present and capture information for later use. The rules were easy to encode because they represented the experts' reasoning in a form that was easy to check and maintain during the building process by adding or pruning where necessary.