Training & Development, Recruitment & Selection in Human Resources

Posted on May 12, 2024 in Psychology and Sociology

Training and Development in Organizations

Training in Universities vs. Organizations

Training in Universities: May not be universally accepted by other organizations. Generally, less specific and more general in nature.

Training in Organizations: Actively teaches and learns skills directly related to job performance. Tailored to specific company and job roles, often resulting in certificates accepted across organizations.

Types of Training

• Technical Training: Specific technical skills required for job tasks and technology.
• Skills Training: How to use software.
• Soft Skills Training: Communication, emotional intelligence.
• Quality Training: ISO Standards.
• Team Training/Virtual Teams: To work efficiently.
• Managerial Training: Develop leadership & managerial skills.
• Safety Training: Safety procedures & safe work environment.

Development vs. Training

Development: Career growth and preparing for future roles within the organization. Aims at broader professional advancement and seeking higher positions.

Training: Job-specific skills and knowledge for current roles. Aimed at improving job performance through learning activities such as instruction, practice, or on-the-job coaching. It’s about gaining a competitive advantage and enhancing human capital for better performance.

Benefits of Training

• Improves performance and organizational effectiveness.
• Aligns employee and organizational goals.
• Improves job-person fit.
• Helps in socialization.
• Boosts retention rates.
• Serves as a tool for career development.

Human Capital Development: 3 Roles of Training and Development

These roles aim to improve performance and reach business goals:

1) Knowledge Management

Involves designing systems to enhance the creation, sharing, and use of knowledge. Focuses on improving existing knowledge and facilitating sharing within the organization. (e.g., Creating an online platform for employees to share expertise, best practices, and resources.)

2) Informal Learning

Learner-initiated and controlled, often through social interactions. Learn from colleagues/clients/meetings. Includes unplanned meetings, digital communication, and informal mentoring. Contributes to acquiring and exchanging tacit knowledge. (e.g., Hosting regular “lunch and learn” sessions for employees to discuss industry trends and exchange knowledge.)

3) Formal Training and Development

Training: Planned effort by the company to provide learning, focusing on teaching relevant knowledge, skills, and abilities (KSAOs).

Development: Similar to training but future-oriented. Involves programs, courses, or events organized by the company, often mandatory for employees. Can include legally required training and personalized learning paths for employees. (e.g., Conducting workshops on leadership skills and providing access to online courses tailored to employees’ career growth).

Recruitment and Selection

Methods of Selection (Substantive Selection)

1) Tests

• Personality: Assesses personality traits relevant to job performance. Most frequently assesses NEO-PR: Conscientiousness (being organized, responsible, reliable in completing tasks), Extraversion (high social skills, enjoy social interactions, outgoing), Agreeableness (being considerate of others’ needs, nice & polite), Openness to Experience (curious, open-minded, willing to take risks), Emotional Stability (having control over emotions, calm).
• Cognitive Ability: Cognitive abilities, verbal/mathematical ability, reading comprehension (predict job performance, verbal ability, multiple choice).
• Emotional Intelligence: Completely true/completely false to completely false 5 boxes (self-awareness, self-regulation, motivation, empathy, social skills).
• Job Knowledge: Measure critical knowledge area, when candidates already have knowledge before entering the job, multiple choice.

2) Interviews

• Problems: Fake-hearing, hiding aspects, brain teasers, math problems, broad questions, misunderstanding, biases.
• Telephone Pre-screen Interview: Initial phone call to assess basic qualifications and interest.
• One-on-one Interview: Traditional interview format with one interviewer and one candidate. Unstructured interviews: No predetermined questions. Structured (behavioral/situational): Questions focusing on specific skills or competencies.
• Panel Interview: 3 or 4 people from the company interviewing one person, different perspectives.

3) Work Samples

Candidates showcase skills through job-related tasks.

4) Assessment Centers

Structured evaluations using simulations of workplace scenarios.

Recruitment Strategy for Seasonal Employees in a Retail Store

Recruitment Sources

• Local job fairs
• Online job boards (e.g., Indeed, Craigslist)
• Social media platforms (e.g., Facebook, LinkedIn) (easier to reach, minimal cost & large amount of info, customize target audience & send messages, build relationships)
• Referrals from current employees (brief interview to meet basic qualifications, better fit, bring attention of job to people initially not looking for a job)
• Organization website (inexpensive, primary recruiting method, a lot of info, e.g., videos)
• In-store advertising

Recruitment Message

“Join our team for the holiday season! Flexible hours, competitive pay, and a dynamic work environment. Apply now for seasonal positions!”

Recruitment Channels

• Flyers posted in-store and around the local community
• Digital advertisements targeting job seekers in the area
• Social media posts highlighting seasonal job opportunities
• Employee referral program incentivizing current staff to refer candidates

Target Audience

• Students seeking temporary employment during winter break
• Individuals looking for additional income during the holiday season
• Retirees or part-time workers seeking temporary employment opportunities

Exam

1) Types of Interview Questions

Behavioral Questions

“Can you describe a time when you had to innovate in your communication approach to solve a problem or achieve a goal?”

Situational Questions

“Imagine you are tasked with introducing a new communication strategy to a team. How would you ensure that everyone understands and adopts it effectively?”

2) Target Categories for Recruitment Campaign in an Engineering Company

Categories of Candidates

• Experienced Engineers: Those with extensive knowledge and industry experience, offering immediate contributions and insights.
• Recent Graduates: Fresh talent with updated skills and eagerness to learn, fostering innovation and long-term growth.
• Mid-Career Professionals Seeking Advancement/Change: Experienced individuals seeking new challenges, bringing diverse perspectives and specialized skills.

Reasoning

• Experienced Engineers: Ensure immediate impact and mentorship. The company ensures that it attracts candidates who can immediately contribute to projects and deliver high-quality solutions. In-depth knowledge of the industry also enables them to identify areas for improvement and innovation within the company’s processes and projects.
• Recent Graduates: Infuse fresh perspectives and energy. They want to learn and adapt, making them valuable assets for long-term growth and innovation within the company. Investing in the development of young talent helps the company build a pipeline of future leaders.
• Mid-Career Professionals: Tap into diverse expertise and attract those seeking growth opportunities. Individuals may have specialized skills or domain expertise that align closely with the company’s needs, making them valuable additions to its workforce.

3) Selection Process for Marketing Interns at a Luxury Hotel Chain

a) Selection Process Phases

1. Applicant Applies: Applicant submits their application.
2. Initial Selection: Decide if applicants meet basic qualifications (applicant forms). If not, then rejected.
3. Substantive Selections: Determine the most qualified applicants (interviews). If not, rejected.
4. Contingent Selection: Final check before offering to the applicant (drug/background test). If they fail, then rejected.
5. Applicant Receives Job Offer: The selected applicant is offered the position.

b) Methods for Each Phase and Reasons

• Initial Selection: Cover letters to assess qualifications and experience, applicant forms.
• Assessment Center: Evaluate candidates’ teamwork, problem-solving, and creativity through group tasks.
• Substantive Selections: Conduct structured interviews with department managers to assess communication skills, knowledge of marketing principles, and cultural fit.
• Reference Checks/Contingent Selection: Verify candidates’ qualifications, experience, and professional conduct with previous employers or academic institutions.