1. Hiring process
4. Onboarding and Socialization
1. Hiring Process
- ● to hire the best employees
- ● to fill the available positions
Recruitment. The process of generating a pool of qualified candidates for a particular job; the first step in the hiring process.
Selection. The process of making a “hire” or “no hire” decision regarding each applicant for a job; the second step in the hiring process.
Socialization. The process of orienting new employees to the organization and the unit in which they will be working; the third step in the hiring process.
Challenges of the hiring process. The most important of these are:
- ● Determining which personal characteristics are most important to performance. (fit)
- ● Measuring those characteristics. (test)
- ○ Evaluating applicants’ motivation levels.
- ○ ( Performance =Ability +Motivation )
- ● Deciding who should make the selection decision. (roles)
In contemporary HRM theory, Hiring Process is often called Talent Acquisition. Note! That there is competition in the labour market for talented employees. Thus, the company should analyse the market needs, competitor actions and job needs inside the organization. Based on the analysis, the firm develops a unique value proposition for its target employees to get an advantage, and to attract the best talents possible. A strong Employer Brand with a positive perception amount current and prospective employees can strengthen this advantage. Moreover, the applicant-entered approach can improve the applicant perception about the company, and, as a result positively affect candidate retention.
Types of Job Seekers form the employee point of view:
- ● Active Seeker
- ● Passive Candidate
- ● Non-Seeker
The role of Job Analysis in the Hiring Process?
Job analysis helps to identify “selection criteria” to address the company’s objectives and “employee value proposition” to address employee needs.
Selection criteria example, Google https://youtu.be/t9O4usHigKg
Defining the Employee Value Proposition (EVP) is a source of differentiation for the company in the competitive Labour market.
To define successful EVP company should make a list of its strength as an employer (authentic characteristics), define target employee group preferences (relevant characteristics for the differentiation) and identify competitor’s strength (to find out what is the same and identify what may be different).
In the example,
- characteristics A and E represent EVP because A is the authentic strength of the employer which is relevant to the preferences of the target employee group needs and a competitor does not have this strength (different). Same for B.
- B and C are not the best choices even they represent the company’s strength as an employer and are relevant for the target employee group, they are not different from the competitor.
- D is not a good choice, as even being the authentic strength of the company, it is not relevant for the employees, and not different from the competitor’s strength.
Employer Brand to strengthen the company’s positioning and image as an Employer in the Labour market.
Companies may use different sources to generate the “pool of candidates”.
For example, social networks in order to demonstrate an emphasis on the personalization and closer communications with the potential candidates.
The recruitment process may include different stages, such as:
- Personal Interview
- Assessment centre
- Accepted job-offer
Recruitment funnel is used to prognoses the number of Applicants needed to make a final selection and to fill 1 job position.
For example, to get 2 candidates for the final selection, the company needs 2*3/2*2/1*5/1*2/1*10/1 = 600 applications
Candidates Retention is the employment practice that let the company to safe on the future cost related to the requirement, specifically candidate acquisition. The idea is based on the fact that the company cannot hire all suitable candidate during the selection process. Thus, the HR department keeps in contact with those who were not hired to offer them a job when new job offers will be available. Includes several concepts:
- ● Creating Positive Candidate experience through Speed, Transparency, Appreciation
- ● Candidate Segmentation – Candidate Potential and Relevance to.
- ● Candidate Retention – Building relationships with potential future employees.
Applicant–centered recruiting is exactly what it sounds like: a way of hiring that puts the candidate first. Their wants, their needs, their questions. When working with people, a good strategy can be to imagine yourself in different roles. As a company, who need to hire, and, as an employee who wants to be hired.
For example, at the beginning of my managerial career, I was visiting a lot of interviews as a potential candidate to see the other side of the process. This helped me a lot to improve my skills as a hiring manager and improve the candidate impression during the recruitment process.
Candidate Selection tools
- ● LETTERS OF RECOMMENDATION
- ● APPLICATION FORMS
- ● ABILITY TESTS
- ● PERSONALITY TESTS
- ● HONESTY TESTS
- ● INTERVIEWS
- ● ASSESSMENT CENTRES
- ● DRUG TESTS
- ● REFERENCE CHECK
- ● BACKGROUND CHECK
- ● HANDWRITING ANALYSIS
Companies should use – Reliable and Valid techniques for successful candidate selection. Usually, companies apply more than 1 selection technique.
- Reliability. Consistency of measurement, usually across time but also across judges.
- Validity. The extent to which the technique measures the intended knowledge, skill, or ability.
Ex. In the selection context, it is the extent to which scores on a test or interview correspond to actual job performance. Once you are hiring an English teacher, there is no need to test he/she on the level of French.
Interview Vs. Assessment Center
The interview may create “Social Judgement Biases”. The aim of the Assessment Centre is to reduce subjectivity during the selection process.
Example, The general ideas of the interview psychology – «How to impress hiring mangers” – https://youtu.be/pMRO2dl9z3w
Which candidate would you select (candidate 1 or candidate 2)?
The final selection decision is always related to risks. A wrong decision can be costly for the company.
If the final decision — to hire (‘positive’) or not to hire (‘negative’) — is correct (‘right’) or incorrect (‘false’) depends on the ratio predicted/actual performance.
Personnel economics has been defined as “the application of economic and mathematical approaches and econometric and statistical methods to traditional questions in human resources management».
For example, the calculation of odds – a ratio of probabilities – can be applied.
Orientation vs. Socialization
Orientation is a short-time process of informing new employees about what is expected of them in the job and helping them cope with the stresses of transition.
Socialization is a long-term process with several phases that helps employees acclimate themselves to the new organization, understand its culture and the company’s expectations, and settle into the job.
3 Stages of Socialization
(1) anticipatory, (2) encounter, and (3) settling in.
(1) At the anticipatory stage, applicants generally have a variety of expectations about the organization and job based on accounts provided by newspapers and other media, word of mouth, public relations, and so on.
>>>realistic job preview (RJP) Realistic information about the demands of the job, the organization’s expectations of the job holder, and the work environment.
(2) In the encounter phase, the new hire has started work and is facing the reality of the job.
>>> new hires need additional information about policies and procedures, reporting relationships, rules, and so on.
(3) During the settling-in phase, new workers begin to feel like part of the organization.
>> An employee mentoring program, in which an established worker serves as an adviser to the new employee, may help ensure that settling in is a success.