Onboarding New Employees and Maximizing Success

 

Onboarding New Employees and Maximizing Success

 

After effective recruitment and selection, strategic use of induction is one of the most important ways for organizations to improve the effectiveness and effectiveness of their skill management systems (Talya, 2010). This should always be a priority for HR departments, as more than 25 percent of the working population in the U.S. experiences professional transitions each year. About 500,000 managers in Fortune 500 companies alone take on new roles each year. Managers start new jobs every two or four years (Talya, 2010). The new employee orientation is to bring people into the organization and help them adapt so that they can perform their tasks effectively, this process goes by many other names, including onboarding, induction, and socialization (Strewart and Brown, 2011).

People are more likely to leave during the first few months of hiring (Gusdorf, 2008). Usually, the job turned out to be something they did not expect, this can be costly for your organization and if you continue to repeat the recruitment process for the same positions and the human resources will be stressed and of course, it will also be stressful for new hires (Gusdorf, 2008). Onboarding is the recognition and acceptance of employees when they join a company and provide them with the basic information they need to settle down quickly and happily and start working (Armstrong, 2014).

Benefits of Onboarding

·         New tenants adapt quickly and smoothly to the social and performance aspects of their new job. (Talya, 2010).

·         Quickly establish a positive attitude towards the organization in the minds of new employees, and then they are more likely to stay (Armstrong, 2014).

·         Receive a productive output from the new employee in the shortest possible time (Armstrong, 2014).

·         Reduce the likelihood that the employee will leave early (Armstrong, 2014).

                                                            Video 1.0 – How to Onboarding New Employee

                                   

                                                                Source: (Gregg Learning, 2016).       

Video 1.0 Shows, Onboarding delivery, onboarding building blocks, levels of onboarding, the process of onboarding success, best practice and onboarding checklist.

 

Way of the onboarding success

Researchers have identified four major levers related to both job roles and social environment that organizations can use to help new employees maximize their onboarding success (Talya, 2010).

 

Figure 1.0 –Way of the successful onboarding.

                                                Source: (Talya, 2010).

 

Self-efficacy: To the degree that a new employee feels confident in doing the job well, he or she will be more motivated and eventually more successful than less confident counterparts (Talya, 2010). 

Roleclarity : how well a new employee understands his or her role and expectations (Talya, 2010).

Social integration: Meeting and starting to work with organizational “insiders” is an important aspect of learning about any organization and new employees need to feel socially comfortable and accepted by their peers and superiors (Talya, 2010).

Knowledge of and fit within an organizational culture: Every company has a unique culture, so helping new hires navigate that culture and their place within it is essential (Talya, 2010).

 

References:

Armstrong, M. (2014) Handbook of Human Resource Management Practice. Thirteenth edition. London: Kogan Page.

Gusdorf, M. (2008) Recruitment and Selection: Hearing the Right Person. First edition. Alexandria: SHRM Academic Initiatives.

Strewart, L. and Brown, G. (2011) Human Resource Management. Second edition. United States: John Wiley & Sons.  

Gregg Learning (2016) How to onboarding new Employee [online video] Available from https://www.youtube.com/watch?v=8CTisexbau8&t=755s [Accessed 25 November 2020].

Talya, N. (2010) Onboarding-New-Employees. First edition. USA: SHRM Foundation.

Selection Methods

 

Selection Methods

After recruitment, the next step is to choose the effective selection method that include reliability, validity, usability, legitimacy, and fairness and acceptance (Strewart and Brown, 2011).

                            Figure 1.0 Factors affected the selection method.

                                                        Source: (Strewart and Brown, 2011)

Reliability: Standardization of the procedure for administering and scoring test results (Dayal, 2015).

Validity: The technology of choice is actually measuring what is intended to measure it (Bratton and Gold, 2000).

Utility: A characteristic of selection methods that reflects their cost-effectiveness (Strewart and Brown, 2011).

Fairness: All selection methods must comply with existing laws and existing legal precedents (Bartram and Kramar, 2014).

Acceptability: About the appropriateness of the selection methods (Strewart and Brown, 2011).

The selection methods described below,

Interviews 

A selection interview is a dialogue initiated by one or more persons to gather information and evaluate the qualifications of an applicant for Employment (Bartram and Kramar, 2014). The interview is the most familiar method of selection and, it is a face-to-face and face-to-face exchange between candidates and interviewers (Dayal, 2015). The most widely used interview techniques are the structured or patterned interview, the non-directive interview, and the situational/problem-solving interview (Gusdorf, 2008).

structured interviews

In a structured interview, the interviewer uses pre-set standardized questions and presents them to all interviewers and it is useful for valid results, especially when dealing with many applicants (Dayal, 2015).

Unstructured interviews

The interviewer asks some questions related to what he or she is looking for but is not able to get a complete picture of the candidate as a person without a specific goal, the questions are often random and not specific (Armstrong, 2014).

 

Tests

Selection test is used to provide valid and credible evidence of ability, attitudes, and accomplishments, and psychometric tests assess intelligence or personality (Armstrong, 2006).

Many people have some fears about any test, and this has caused some confusion about the meaning, use, and value of psychometric tests, which are a general term for technical ranges that attempt to measure a sample of a person's behavior (Bratton and Gold, 2000).

 

                                                     Video 1.0: Type of selection methods and tests

Source : (Techno Creats, 2017)

 Video 2.0 Shows the type of selection methods, factors affected the selection method, characteristic of good test and finally, a way to select the best selection method.

The types of tests described below,

Intelligence tests

This test helps to evaluate traits of intelligence, mental ability, numerical ability, memory, and other aspects can be measured (Dayal, 2015).

Personality tests

Personality tests attempt to assess a candidate's personality in order to predict their behavior in a role.  (Armstrong, 2014).

Ability tests

Focusing on mental abilities such as verbal reasoning and numerical power, but also physical skills tests such as typing speed (Bratton and Gold, 2000).

Aptitude tests

Aptitude tests measure whether an individual has the capacity or latent ability to learn a given job if given adequate training (Dayal, 2015).

 

References:

Armstrong, M. (2006) Handbook of Human Resource Management Practice. Tenth edition. London: Kogan Page.

Armstrong, M. (2014) Handbook of Human Resource Management Practice. Thirteenth edition. London: Kogan Page.

Bratton, J. and Gold, J. (2000) Human Resource Management Theory and Practice. Second edition. North America: Lawrence Erlbaum Associates.

Bartram, T. and Kramar, R. (2014) Human Resource Management. Fifth edition. Australia: Mc Graw Hill Education.

Dayal, A. (2015) Recruitment and Selection Process [Online] Available at: https://www.academia.edu/33291470/Recruitment_And_Selection_Process [Accessed 15 November 2020].

Gusdorf, M. (2008) Recruitment and Selection: Hearing the Right Person. First edition. Alexandria: SHRM Academic Initiatives.

Strewart, L. and Brown, G. (2011) Human Resource Management. Second edition. United States: John Wiley & Sons.  

Techno Creats (2017) METHODS OF SELECTION -1 [online video] Available from https://www.youtube.com/watch?v=VybOdT1CwyE [Accessed 14 November 2020].

Methods of recruitment

 

Methods of recruitment 

Types of recruitment are broadly classified into two different categories. These are the internal sources and external sources (Kapur, 2018). 

Internal sources of recruitment

Recruiting people who are already working for the organization is relatively easy. Internal recruitment is usually done through job postings, where companies share information about job vacancies with current employees using communication channels (Strewart and Brown, 2011). This is an important source of recruitment and provides opportunities for the progress and use of existing resources within the organization. Internal sources of recruitment are the best and stress-free way to select human resources and their qualities are already known to the organization. There are two primary forms of internal recruitment – promotions and transfers (Kapur, 2018).

Promotions – It is the process of transferring an employee from a lower position to a higher position with more responsibilities, pay, facilities, and status (Kapur, 2018). Many organizations use promotion from within as a motivation tool and a reward for good work or longevity with the organization and this the only opportunity for career growth and increased income is to move up within the current organization (Gusdorf, 2008).

Transfers – The transfer is the process of transferring from one job to another without any change in position and responsibilities, it happens usually based on job requirements and employee capabilities (Kapur, 2018). Transfers are also important in giving employees a broader vision of the organization they need for future promotions (Dayal, 2015).

External sources of recruitment

Internal candidates should be the first focus. In addition, it is always worthwhile to try to persuade former employees to return to the organization or seek suggestions from existing employees (referrals). If these approaches do not work, the sources of candidates are online recruiting, social media, advertising, recruitment agencies, job centers, consultants, recruitment process outsourcing providers, and direct approaches to educational establishments (Armstrong, 2014).  Google uses effective recruitment is current employee referrals. Current employees will receive a $ 2,000 bonus for each new employee who assists in employee recruitment. Google works closely with university professors to ensure that they direct their best students to jobs (Strewart and Brown, 2011). Source Description Advantages Disadvantages

Social media and E- recruitment

                                                            Video 1.0 - online and mobile recruitment methods

                                                                    Source - (Techno Creats, 2017)

Video 1.0 Shows the e-recruitment and social media method and way of work and it explain the advantages and drawbacks of e-recruitment and social media.

Social media and e-recruitment use the Internet to advertise or ‘post’ vacancies provide information about jobs and organizations and allow e-mail communication between employers and candidates (Armstrong, 2014). Websites are more effective when they include information about the work environment, benefits, and company diversity (Strewart and Brown, 2011).

Advertising

Many recruiters prefer advertisements because of their broader accessibility, and ads provide job descriptions and information on how to apply ((Dayal, 2015).) The purpose of an ad should be: attract attention, create and maintain interest, and stimulate action (Armstrong, 2006). Print advertising has historically been widely used but is now being replaced by electronic advertising, which includes popular commercial job sites and company websites (Strewart and Brown, 2011). Figure 2.0 illustrates a job Advertisement for Mc Donald UAE (Dubai vacancy, 2020).  However, the job description is not included, which is the main weakness of this advertisement. This advertisement is not effective and will result in a waste of money.

                                            Figure 2.0 -  Example of Job advertisement in McDonald UAE.

                            Source: (Dubai vacancy, 2020).

Recruitment agencies

Most recruitment agencies work with registered secretaries and office staff and usually quick and effective but quite expensive (Armstrong, 2014). Private employment agencies are professional recruiters with extensive networks that help identify job seekers with specific skills (Strewart and Brown, 2011).

Jobcentre Plus

Government-run job centers are primarily useful for manual and clerical staff and sales or call center assistants (Armstrong, 2014). Public employment agencies provide free resources suitable for job seekers and employers (Strewart and Brown, 2011). 

Recruitment consultants

Advertising, interviewing, and producing a shortlist of recruitment consultants. They provide special is knowledge and reduce workload (Armstrong, 2014).

Educational and training establishments

Many jobs can be filled by school leavers. For some organizations, universities, and colleges as well as schools are the main sources of recruitment for training schemes (Armstrong, 2006). This method is also quite expensive and the candidates, in this case, have no experience, so the company will have to bear more cost for their training (Christopher and Assuming, 2018).

A summary of sources and an analysis of their advantages and disadvantages is given in Table 1.0 (Armstrong, 2014).

Table 1.0 - Summary of the source of candidates.

Source: (Armstrong, 2014)

 

References:

Armstrong, M. (2006) Handbook of Human Resource Management Practice. Tenth edition. London: Kogan Page.

Armstrong, M. (2014) Handbook of Human Resource Management Practice. Thirteenth edition. London: Kogan Page.

Christopher, I. and Assuming, J. (2018)  Effectiveness of Recruitment and Selection Practices. European Scientific Journal, 14(13) 203.

Dayal, A. (2015) Recruitment and Selection Process [Online] Available at: https://www.academia.edu/33291470/Recruitment_And_Selection_Process [Accessed 15 November 2020].

Dubai vacancy (2020) Job Vacancy [Online] Available at: https://www.dubaivacancy.ae/mcdonalds-careers-apply-online [Accessed 18 November 2020].

Gusdorf, M. (2008) Recruitment and Selection: Hearing the Right Person. First edition. Alexandria: SHRM Academic Initiatives.

Kapur, R. (2018) Recruitment and Selection. [Online] Available at: https://www.researchgate.net/publication/323829919_Recruitment_and_Selection [Accessed 14 November 2020].

Strewart, L. and Brown, G. (2011) Human Resource Management. Second edition. United States: John Wiley & Sons.  

Techno Creats (2017) E-Recruitment [online video] Available from https://www.youtube.com/watch?v=84KCfGYFc2I [Accessed 15 November 2020].

The Present Process of Recruitment and Selection

The Present Process of Recruitment and Selection

The overall objective of the recruitment and selection process should be to obtain the number and quality of staff required to meet the human resource requirements of the company at the lowest possible cost (Armstrong, 2014).

                                                       Figure 1- The stages of recruitment and selection.

Source - (Armstrong, 2014)

According to Armstrong (2014), the recruitment and selection process contains ten main stages. Based on Figure 1 the Stages of the recruitment and selection process are discussed one by one.

1. Defining requirements

 Formal workforce plans derived from detailed recruitment plans can specify the number and categories required. Requirements are set out in the form of role Profiles and person specifications. Role profiles define the areas of the role overall. It is reporting relationships and key outcomes.

A person specification, also is known as recruitment or job the specification is the knowledge, skills, and abilities (KSA) required performing a role, the types of behaviors expected from the roles, and the education, qualifications, training, and experience required (Armstrong, 2014).

 

2. Attracting candidates

Whatever the image, the organization's commitment to human resource processes are part of its evolving value system and will make it more attractive to the job seeker (Bratton and Gold, 2000).

 Video 1 shows how to attract new employees toward the Nokia.

                                                                    Video 1.0 - How does it feel to work at Nokia?         

Source - (Nokia, 2019)

3. Sifting applications

The purpose of the screening process is to narrow the field. You can spend more time with candidates for formal interviews. Although many applications have been received for the posts, not all candidates will be called for interviews. Imperative for employers to screen candidates to select the most suitable candidates for the interview (Kapur, 2018).

 

4. Interviewing

The interview is actually an oral test for the candidate. However, there is no clear or correct answer like a paper and pencil test. The results are subject to interpretation by the interviewer. The answers given correspond to the questions of the interviewer. Think carefully about the information you want to get from the candidate during the interview. Don’t waste time asking questions that provide the same information found in the app. Use the interview to find out how the person is doing his or her job. Interviews give successful results with a better understanding of the job requirements. Therefore, you should have a complete and accurate job description that identifies critical job skills. These skills become a list of goals that each candidate measures and provide the basis for developing your interview questions (Gusdorf, 2008). In Nokia First, they get the CV from the applicant after the recruitment process and call the applicant for the first interview. This is VIVA-VOCE. The Human Resource Manager, Field Operations Manager, and Coach / Assistant coaches are the members of the interview board. They conduct an interview with the applicant and mainly ask questions and measure the personal presentation and prescribe 25 marks to measure the attitude (Hossain, 2014).

 

5. Testing

Selection tests are used to provide valid and credible evidence of ability, intelligence, personality traits, attitudes, and accomplishments. Psychological tests are measuring instruments, often called psychometric tests. Psychometric is a psychological measure. Psychometric tests assess intelligence or personality. They use systematic and standardized procedures to measure differences in personality traits (Armstrong, 2014). In the Nokia, The applicant will be called for the second interview after the first interview session. This is the WRITTEN TEST. The 25-point questions on the interview board are based on mobile technology and functional knowledge. They have a second written test after inductive training (Hossain, 2014).

 

6. Assessing candidates

Assessment Centers candidates assemble a team and use a variety of assessment techniques over a concentrated period (one or two days) to provide a more detailed and balanced view of the suitability of individual members of the group (Armstrong, 2014, 240). In Nokia, In this step, the applicants who are passed in the first two interviews are called. In this step, they get feedback from their previous two interviews and signed for the 7 days of Induction Training. After the training, they get another feedback (Hossain, 2014).

7. Obtaining references.

Background and investigative testing include Credentials, Qualifying Behaviour, Attitude, Teamwork, Behavioural Patterns, Employment History, Previous Crime Report, Experience, and Performance with a previous employer (Thebe and Waldt, 2014).

8. Checking applications

Unfortunately, applicants often misinform their prospective employers about their educational qualifications and employment records. It is advisable to check with the universities, professional bodies, and previous employers whether the information provided by the applicants are correct (Armstrong, 2014).

 

9. Offering employment

Making an offer to a candidate is the final step in the recruitment and selection process. After the second interview where the benefits are discussed, the employer requests the selected candidate. After both parties sign the agreement, the candidate will be recruited and can begin his work with his new employer (Dayal, 2015).

 

10. Following up.

Newly hired employees need to ensure they are settled and check how well they are doing. If there are any problems, it is better to identify them at an early stage than to let them wake up. Follow-up is also important as a medium for examining the selection procedure. If something goes wrong, it is useful to find out how it happened and improve the procedure. Inconsistencies can be attributed to several reasons; for example, inadequate personal specifications, poor candidate recruitment, poor advertising, poor interview procedures, inappropriate or invalid tests, or prejudice on the part of the selector (Armstrong, 2014).

References:

• Armstrong, M. (2014) Handbook of Human Resource Management Practice. Thirteenth edition. London: Kogan Page.
• Bratton, J. and Gold, J. (2000) Human Resource Management Theory and Practice. Second edition. North America: Lawrence Erlbaum Associates.
• Dayal, A. (2015) Recruitment And Selection Process [Online] Available at: https://www.academia.edu/33291470/Recruitment_And_Selection_Process [Accessed 06 November 2020].
• Gusdorf, M. (2008) Recruitment and Selection: Hearing the Right Person. First edition. Alexandria: SHRM Academic Initiatives.
• Hossain, M. (2014 ) Recruitment and selection Practice of Nokia [Online] Available at:https://www.academia.edu/14693219/Recruitment_and_Selection_Practice_of_Nokia [Accessed 15 November 2020].
• Kapur, R. (2018) Recruitment and Selection. [Online] Available at: https://www.researchgate.net/publication/323829919_Recruitment_and_Selection [Accessed 05 November 2020].
• Nokia (2019) Careers at Nokia [online video] Available from https://www.youtube.com/watch?v=tysivz71xkg&feature=emb_logo [Accessed 15 November 2020].
• Thebe, T and Waldt, G (2014) A Recruitment and Selection Process [Online] Available at:https://www.academia.edu/9166304/A_Recruitment_and_Selection_Process_Model [Accessed 06 November 2020].