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Recruitment, Selection & Onboarding
With the economy growing and hiring demands increasing, conventional methods of posting jobs and contacting candidates are losing effectiveness. Recruiters are taking ground-breaking approaches to finding talent. Even with the elevated volume of candidates in the marketplace, recruiters are most apprehensive with their ability to find qualified candidates quickly. Technology advancements and social media platforms are providing many opportunities for recruiters, which are seen as one of the most significant topics today. Recruiters and hiring managers are using technology and social media to get around conventional methods of posting jobs so they can unite with passive candidates directly (2010 Recruiting Survey Results the New Age of Recruiting, 2010).
The use of social media communication tools in business is so new that best practices are still emerging. It is no surprise that there appears to be some puzzlement among recruiters about the best ways to leverage these tools successfully. Social media is recognized for its capability to build employment branding, but many see these communities as just another place to post jobs. Candidate engagement and influential social media communications tools like online videos and podcasts are not on the radar screens of the majority of recruiters (2010 Recruiting Survey Results the New Age of Recruiting, 2010).
It is important for companies to recognize the likelihood of resume impression management by the candidate and perceptual biases by the company. Companies must obtain additional data prior to selecting candidates for interviews. Companies are using a mixture of valid selection tools, measuring the success of selection choices, and adjusting processes as needed. Such tools comprise the pre-interview screening of applicants by telephone or the use personality and aptitude evaluations intended to match the candidate attributes to job requirements. Commonly used selection tools include ability tests, knowledge tests, personality tests, and background checks, along with the systematic compilation of biographical data. It should be emphasized that these as well as all personnel selection measures should be authenticated for content, construct, and criterion (Wright & Domagalski, 2010).
Key factors impacting a company's ability to attract and retain talented staff are its image and candidates' first impressions. Prior research supports the significance of firm image to applicant appeal and succeeding job choice choices. Research also supports the longer term effect of bad impressions on later choices to leave or stay. Consequently, first impressions and experiences have a chief impact on both the acceptance and retention choices of workers. Even though it is normally recognized that first impressions are significant, planning for and managing such impressions are not a common practice. First impressions can affect not only the choice to accept a job but ongoing job satisfaction and the choice to stay with or leave an employer (Yamamura, Birk & Cossitt, 2010).
In the recruiting process it is important for companies to not only look at potential candidates' resumes but they must look beyond it and collect other data as well. This ensures that companies hire the most capable people possible. Companies must also make sure that they make a good first impression on potential candidates. This is important not only in the hiring but in the retention of good talent as well.
An interview is, in essence, a twofold buy sell relationship. Both interviewers and interviewees are buying and selling something. Organizations want to buy the right kind of talent for their company, someone who will be a top performer and stay with the company for a long time to come. As for selling, the interviewer wants to make the job and company appear attractive so that the right person will accept the job offer. The interviewee needs information on whether to buy into the job and company as ways to meet their personal and professional needs. If the position looks like a good fit, the interviewee wants to sell themselves and acquire a job offer. For interviewers to attain their own goals, they need to keep both parties' goals in mind when carrying out the interview (Howard & Johnson, 2010).
Predominantly, interviewers need to figure out if a candidate will be a high quality worker. A noteworthy body of research suggests that the way an interview is put together has an important bearing on whether it can predict later job performance. This is the best way to make sure that applicants' answers will aid the interviewer to make an informed buy decision. One of the most significant functions of the interview is to aid interviewers evaluate the degree to which a candidate has the essential skills and competencies to be victorious on the job. These competencies comprise those that are behavioral, such as customer orientation or interpersonal skills, as well as technical, which are mainly important for candidates facing global assignments. When questions are not job related the likelihood of coming away with the best information is reduced significantly (Howard & Johnson, 2010).
Assembling information about a potential employee is part an employer's due diligence. In addition to wanting an employee who will be competent, effective and productive, the employer has to make sure that the hire will not somehow expose it to liability it could have avoided if it had asked a few questions. Employment laws forbid discrimination on the basis of race, ethnic group, nationality, religion, sex, disability and age. Most interviews are smart enough to stay away from direct questions regarding these factors while in a formal interview situation, but regularly, interviews may include meetings outside of the office, where in the course of informal conversation, they might unintentionally ask prohibited questions (Schueler, 2006). Throughout the selection process it is significant for companies to gather as much information as possible to make a good decision. While assembling data it is important that companies adhere to those guidelines that have been set down by employment laws.
Research has shown that successful onboarding makes a big difference. It is vital for a number of reasons. Good onboarding can advance employee performance by up to eleven percent by clearly communicating performance expectations, providing feedback, involving co-workers and peers and providing training. Onboarding also helps evaluate a new hire's strengths and weaknesses, and whether or not they are the right person for the job. Companies that invest in onboarding are found to enjoy the highest levels of worker engagement. Other research shows that effective onboarding programs can advance worker retention by twenty-five percent. This can diminish the cost of turnover, which ranges from fifty percent of the yearly salary of entry-level employees to four hundred percent for specialized, high-level workers (Lavigna, 2009).
New workers who go through complete, structured onboarding become productive faster. One study found that a strong onboarding program helped employees reach full productivity an average of two months earlier than those who did not receive comparable onboarding attention. This is particularly true for jobs that necessitate high levels of knowledge and expertise. But onboarding is not the only answer. A well-structured and complete onboarding program must be incorporated with other HR programs and with strategic goals. Good onboarding will not compensate for a bad hiring process, weak managers, or poor human resource practices. Onboarding also will not work unless managers and supervisors are aggressively involved (Lavigna, 2009).
Four fundamental principles make sure that onboarding is comprehensive, integrated, reflect the organization's needs and, most significantly, leads to positive outcomes. These principles are:
Align to Mission and Vision - onboarding should emphasize how new hires' jobs add to the organization's mission.
Connect to Culture, Mission, and Strategic Priorities -onboarding must paint a sensible picture of culture so that workers understand what they're getting into. Onboarding goals should be built around organizational priorities. If a goal is to decrease turnover, the onboarding program should reflect this in a quantifiable way.
Integrate Activities - while HR is conventionally the…[continue]
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