Selection technically starts when applications have been received. Which of the applicants will be chosen, by what process, and by whom? One challenge in selection is that political appointment—a form of patronage—is the primary selection method for most senior government positions. Appointees are often selected based as much on party and personal affiliations as on technical merit. Another irony is that although public sector selection is primarily an open application of merit principles, selection for many positions is determined largely by internally based hiring. Such hiring is said to boost internal morale, increase loyalty, reduce training time, and provide recruiting incentives for strong candidates.
Yet another paradox, or tension, lies in the promotion of merit principles with robust testing and the introduction of more flexibility in testing, sometimes at the expense of thoroughness. Although participation in the selection process has always been a significant role for managers and supervisors, that role has expanded with the dramatic downsizing of human resource departments throughout government.
The challenge is that the scope and depth of responsibilities have grown over the past generation, making the prospect of a “quick and dirty” hiring process more likely.
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