Introduction
Selecting and recruiting god employees for an organization is indeed one of the most crucial and critical aspects of running an organization as the decisions so taken to this respect can either take the organization to the heights of success, or a mistake or wrong decision in the same can altogether destroy the organization. In this respect, it must be borne in mind that each individual has a valuable contribution, irrespective of the position or status of the employee in the respective organization. In the correct age of information and the equally competitive business environment, it would be somewhat of a futile exercise to select and recruit an employee simply upon the selector's gut feeling, the handsome appearance, or even the fast talking candidate trying to show that he or she knows everything needed for the respective position for which she or he is applying for. Hence, the importance given to the various checks and measures for selecting and recruiting good employees, and where possible the adoption of scientific processes, even though all the checks, measures, and precautions taken for selection and recruitment may prove to be wrong and may even possibly damage the company's reputation. Then there is the important, yet equally crucial element of rising number of candidates for each job or vacancy, compared to the number of job openings, and the difference seems to be rising every year with graduates and post-graduates entering the job market not by the hundreds, but by the thousands. This then calls for selection and recruitment measures that are truly beneficial for the organization, even though the best of techniques can prove an employer's hiring decision as being wrong (Sirbasku, 2002).

1st Case study of an Uncertainty Element
An example to this respect is of an individual with excellent credentials including confirmation from previous employers that the applicant had proven skills of being one of the exemplary employees, all except for drawback. This drawback was that he had been an alcoholic, but as of now the applicant was on a rehabilitation program. The excellent credentials and equally sound references allowed the applicant to be hired. It was only six months later that the same employee with excellent credentials and references reverted to his drinking habits and had to be laid off. In such a situation, the human resource manager could not be blamed entirely for the hiring decision, as the individual's personal conduct led to his own dismissal, hence the element of uncertainty in both selecting and recruiting.

2nd Case Study of Uncertainty Element
In yet another instance, there is the case of an individual with excellent performance for two consecutive years with equally rising sales figures for the respective salesman's region. However, after two years, the sales figures for the same salesman begin to witness a significant drop, in turn alerting the human resource manager and making him worry about the individual. The human resource manager dutifully enquires about any problems about which the salesman may need assistance. The salesman response is that he is having some domestic problems, and that the same would be resolved. A couple of months later the organization discovers that the salesman's wife has left him, in turn worsening the sales figures of the same individual. With no end to the problems, the organization had no choice but to relieve the salesman of his duties permanently. Once again the situation here remained truly uncertain, as the organization had no control on the domestic or other affairs of the respective employee.

Although there are a number of other factors as well for making a good decision in both the selection and recruitment of good employees, some of the salient aspects which should be considered and taken into account are briefly mentioned in the following part of the paper.

Being Specific When Advertising
One of the most important aspects is the use of correct definitions and the position for which the vacancy is advertised for in the newspaper. The more clarified the position and the responsibilities are in the advertisement, there will be little explaining and complications at the stage of interview. In turn, the better will be chances for selecting and recruiting a good employee.

Careful Analysis of Resumes
Second only to a good advertisement is the detailed and careful analysis of the resumes received for the advertised post. It is common to find similar pattern in resumes, thus the object of distinguishing a truly good choice is to pick out a resume that stands out from the rest. For example, a resume that has creativity, and has held a job for at least three years. Though these two aspects may not altogether prove that the applicant is truly a god choice, nevertheless they serve as positive measures when selecting and recruiting a good employee.

Making A Connection With the Applicant
One of the most important aspects to be practiced for selecting and recruiting a good employee is learning aspect on the part of the applicant, as much as the human resource manager would want to learn both the applicant. This can best be observed when an applicant asks questions about the nature of the job, as well as the organization which more than proves the interest and good communications skills, indeed one of the vital aspects in hiring a new employee.
In spite of all the precautions and necessary measures taken to hire a new employee, it is highly likely that the hiring manager may have made a mistake due to situations that are beyond the control of the either the organization of the human resource manager, as also reiterated in the above provided case studies. The best proposition is such a case would be to rectify and accept the mistakes, and an immediate replacement is the perhaps the only choice left for the respective human resource manager, and the organization (Vinocur, 2003)