Personnel hiring process

Individuals and organizations are involved in a continuous process of mutual attraction. In the same way that individuals attract and select organizations, getting informed and making their opinions about them, organizations try to attract individuals and obtain information about them to decide whether or not there is an interest in admitting them.

Recruitment is a set of procedures aimed at attracting potentially qualified candidates capable of occupying positions within the organization. It is essentially an information system through which the organization disseminates and offers the human resources market the job opportunities that it intends to fill.

To be effective, recruitment must attract a sufficient number of candidates to adequately supply the selection process. Furthermore, the function of recruitment is to supply the selection of basic raw materials (candidates) for its operation. Recruitment consists - based on data on the organization's present and future human resource needs - in activities related to research and the intervention of sources capable of providing the organization with a sufficient number of people who this one needs to achieve its objectives. It is an activity whose immediate objective is to attract candidates from which the future members of the organization will be selected.

RECRUITMENT SOURCES

Recruitment does not always try to cover the entire human resources market looking without precise direction. The fundamental problem of the organization is to establish sources of supply of human resources, located in the market, that specifically interest it in order to focus its recruitment efforts on them. For this reason, the sources of human resources are called sources of recruitment, since they go on to represent the objectives on which the recruitment techniques will affect. As there are innumerable and interrelated sources of supply of human resources, one of the most important phases of recruitment is the identification,the selection and maintenance of sources that can be used appropriately to find candidates who are likely to meet the pre-established requirements of the organization. The identification, selection and maintenance of recruitment sources are one way by which the ARH can:

increase the performance of the recruitment process, increasing both the proportion of candidates / candidates pre-selected for selection, as well as that of candidates / employees admitted; decrease the time of the recruitment process; reduce the operational costs of recruitment, through economy in the application of their techniques.

To better identify and locate the sources of recruitment, within the requirements that the organization will demand of the candidates, external and internal research of the appropriate candidate is needed; if not, you must recruit them through the most appropriate recruitment techniques for the case.

MEANS OF RECRUITMENT

It has already been proven that the sources of recruitment are the human resources market areas explored by the recruitment mechanisms. In other words, the human resources market is diverse and must be established and located by the company that happens to influence them, through multiple recruitment techniques, in order to attract candidates to meet their needs.

The human resources market is made up of a group of candidates who may be employed (working in a company) or unemployed.

The candidates, available employees, can be real (those who are looking for a job or intend to change the one they have) or potential (those who are not interested in looking for a job). Employed candidates, whether actual or potential, are working in a company, including ours. This explains the two means of recruitment: internal and external.

Recruitment is called external when it has to do with actual or potential candidates, available or employed in other companies, and its consequence is an entry of human resources. It is called internal when it involves real candidates or potential employees only in the company itself, and its consequence is an internal processing of human resources.

Recruitment is internal when, when a certain vacancy arises, the company tries to fill it by relocating its employees, who can be promoted (vertical movement) or transferred (horizontal movement), or transferred with promotion (diagonal movement).

Internal recruiting requires intense and continuous coordination and integration of the recruiting unit with the other units of the company, and involves several systems.

Therefore, internal recruitment requires prior knowledge of a series of data and information related to the other subsystems, namely:

Results obtained by the internal candidate in the selection tests to which he / she was submitted to enter the organization: results of the internal candidate's performance evaluations; results of the training and improvement programs in which the internal candidate participated; analysis and description of the current position of the internal candidate and the position that is being considered, in order to evaluate the difference between the two and the other requirements that may be necessary; career plans or planning of personnel movements to verify the most appropriate trajectory of the occupant of the position considered, conditions for the promotion of the internal candidate (he is "about" to be promoted) and replacement (if the internal candidate already has a replacement ready).

Advantages of internal recruitment

The main advantages that can be derived from internal recruitment are:

It is more economical for the company, since it avoids expenses for press notices or recruitment company fees, costs of receiving candidates, admission costs, integration costs of new employees, etc.; It is faster, depending on the possibility of that the employee is transferred or promoted immediately, and avoids the frequent delays of external recruitment, the expectation for the day on which the press notice will be published, the wait for candidates, the possibility that the chosen candidate will have to work during the notice period in their current job, the natural delay in the admission process itself, etc.; presents a higher validity and security index, since the candidate is already known, was evaluated during a certain period and was subjected to the concept of their bosses; in most of the times,It does not need an experimental period, integration or induction in the organization, or extensive information in this regard. The margin of error is greatly reduced, thanks to the volume of information that the company generally collects about its employees; It is a powerful source of motivation for employees, since they see the possibility of progress within the organization, thanks to the opportunities offered to those who present conditions for a future promotion; When a company develops an internal recruitment policy, it stimulates in its personnel an attitude of constant self-improvement and self-evaluation, aimed at taking advantage of opportunities for improvement and also creating them: take advantage of the company's investments in personnel training,that many times it only has its return when the employee moves to occupy higher and more complex positions; develops a healthy spirit of competition among staff, bearing in mind that opportunities will be offered to those who really demonstrate the conditions to deserve them.

Disadvantages of internal recruitment

Internal recruiting has some disadvantages:

it requires that new employees have the conditions of development potential to be able to rise, at least, to some levels above the position they are entering, and sufficient motivation to get there; If the organization does not really offer opportunities for advancement at the right time, it runs the risk of frustrating employees in their potential and in their ambitions, causing various consequences, such as apathy, disinterest, or withdrawal from the organization for the purpose of Take advantage of opportunities outside of it; it can generate a conflict of interest, since when explaining the opportunities for growth within the organization, it tends to create a negative attitude in employees who, because they do not demonstrate conditions, do not perform those opportunities;When it comes to bosses who for a long time do not have any promotion in the organization or who do not have the potential for development to rise beyond their current position, they may move on to trying to occupy subordinate positions with personnel of limited potential, with the purpose to avoid new opportunities in the future or then move on to "stifle" the performance and aspirations of subordinates when they see that, in the future, they might exceed them; when mismanaged, it can lead to what Laurence Peter calls "Peter Principle" to companies, by incessantly promoting their employees, they always elevate them to the position where they demonstrate the maximum of their incompetence; As an employee demonstrates, in principle, competence in some position, the organization,To reward his performance and take advantage of his ability, he is promoted successively to the position in which the employee, for being incompetent, stagnates, since the organization may not have a way to return him to the previous position; when carried out continuously, it can lead to The employees to a progressive limitation of the policies and guidelines of the organization, because they, by living only with the problems and situations of their organization, adapt to them and lose creativity and an attitude of innovation; although the organization may develop efforts aimed at presenting solutions imported from other companies; The fact is that people come to reason almost exclusively within the patterns of organizational culture. It cannot be done globally within the organization;The idea that when the president is absent, the organization can admit a desk apprentice and promote or promote everyone, has already disappeared a long time ago and in this case there is a great decapitalization of the human heritage of the organization, inasmuch as you lose a president and gain a novice and inexperienced desk trainee; In order not to harm the human patrimony, internal recruitment can only be carried out to the extent that the internal candidate for a replacement is effectively able to (at least) equalize the former occupant in the short term.as you lose a president and gain a novice and inexperienced desk apprentice; In order not to harm the human patrimony, internal recruitment can only be carried out to the extent that the internal candidate for a replacement is effectively able to (at least) match the former occupant in the short term.as you lose a president and gain a novice and inexperienced desk apprentice; In order not to harm the human patrimony, internal recruitment can only be carried out to the extent that the internal candidate for a replacement is effectively able to (at least) match the former occupant in the short term.

External Recruitment

External recruitment when a certain vacancy exists, an organization tries to fill with strangers, that is, with external candidates attracted by recruiting techniques. External recruitment affects actual or potential candidates, available or employed in other organizations, and may involve one or more of the following recruitment techniques:

Candidate files that appear spontaneously or come from other recruits; presentation of candidates by company officials; posters or notices on the company door; contacts with unions and trade associations; contacts with universities, schools, unions students, academic directories, company-school integration centers, etc., conferences and talks in universities and schools, contacts with other companies operating in the same market, in terms of mutual cooperation, advertisements in newspapers, magazines, etc.; recruitment agencies; travel for recruitment in other locations.

The aforementioned recruitment techniques are the methods by which the organization focuses and discloses the existence of a job opportunity to the most appropriate sources of human resources. They are also called recruitment vehicles, since they are essentially the media.

Some important considerations

Regardless of the system that is adopted, it is convenient to list the candidates in alphabetical order, considering sex, age and other important characteristics. The fundamental thing is that the company always has open doors to receive candidates who appear spontaneously, at any time, even if it does not have vacancies at the moment. Recruitment must be a continuous and uninterrupted activity, aimed, in effect, at ensuring that there is a pool of candidates for any future eventuality. In addition, the organization must encourage the spontaneous arrival of candidates, receive them and, if possible, maintain occasional contacts with them, so as not to lose their attractiveness or interest. It should be noted that this is the lowest cost recruiting system and that, when it works, it is one of the shortest.

Presentation of candidates by company officials. It is also a recruiting system that has a high cost, high performance and low time index. The organization that encourages its officials to present or recommend candidates is using one of the most efficient mediators with the widest coverage spectrum, since the mediator goes to the candidate through the official who, by recommending friends or acquaintances, feels with prestige before the organization and before the candidate presented and, depending on the way in which the process is developed, naturally he becomes jointly responsible before the company for his admission. Actually, the presentation of candidates by officials reinforces the informal organization and provides these conditions for collaboration with the formal organization. Posters or announcements on the door of the company.It is also a low-cost system, although its performance and speed of results depend on a series of factors, such as location of the company, proximity to places where there is movement of people, proximity to recruitment sources, easy display of posters and advertisements, ease of access, etc. In this case the vehicle is static and the candidate goes to it, taking the initiative. It is often a system used for low-level positions: Contacts with unions and trade associations. Although it does not show the performance of the systems presented, it has the advantage of involving other organizations in the recruitment process, without increasing costs. It serves more as a support strategy or additional scheme than as a main strategy Contacts with universities and schools, student unions,academic directories, company-school integration centers, aimed at disseminating the opportunities offered by the company. Although there are no vacancies at the moment, some companies develop this system continuously as institutional advertising to intensify the presentation of candidates.

The main external recruitment techniques are the following:

Consultation of candidate files. Candidates who present themselves spontaneously or who were not considered in previous recruitments must have a resume or a job proposal duly filed in the recruiting unit. The filing system can be done by position, area of activity or, even, by position level, depending on the type of existing positions and recruitment with the content of communication material with the aforementioned institutions.Conferences and talks at universities and schools, aimed at promoting the company and creating a favorable attitude, describing the organization, its objectives, its structure and the job opportunities it offers, through audiovisual resources (films, slides, etc.). Contacts with other companies that act in the same market,in terms of mutual cooperation. In some cases, these contacts between companies come to form cooperatives or recruitment organizations, financed by a group of companies that have a greater scope of action than if they were taken in isolation. Recruitment trips to other locations. Many times, when the local human resources market is already well explored, the company may appeal to recruitment in other cities or towns; For this, the personnel of the recruiting unit make trips and settle in a hotel, make announcements through the radio and the local press. The recruited candidates must then be transferred to the city where the company is located, through a series of benefits and guarantees and obviously, after a trial period. Notices in newspapers and magazines.The press ad is considered one of the most effective recruiting techniques to attract candidates. It is more quantitative than qualitative, since it is aimed at a general public, sheltered by the media, and its discrimination depends on the degree of selectivity that is intended to be applied. Recruitment agencies. An infinity of organizations specialized in personnel recruitment have emerged in order to serve small, medium and large companies. They can be dedicated to high, medium or low level personnel, or to sales personnel, banks or industrial labor. Some specialize in recruiting engineers, others in data processing personnel and even secretaries and other types of positions. Recruitment through agency is one of the most expensive,even if it is compensated by factors related to time and performance.

Most of the time, these recruiting techniques are used in conjunction. Cost and time factors are extremely important when choosing the most suitable technique or means for external recruitment. In general, the greater the time limitation, that is, the greater the urgency of recruiting a candidate, the higher the cost of the recruitment technique applied. When external recruitment is carried out continuously and systematically, the organization can have candidates at a much lower processing cost.

Advantages of external recruitment

External recruitment offers the following advantages:

It brings "new blood" and new experiences to the organization. The entry of human resources always causes an importation of new ideas and different approaches about the internal problems of the organization and, almost always, a review of the way in which matters are conducted within the company. With external recruitment, the organization as a system is kept up-to-date with respect to the external environment and at the same time as what happens in other companies. It renews and enriches the human resources of the organization, especially when the policy consists of receiving personnel who have suitability equal to or greater than that existing in the company. Take advantage of investments in preparation and development of personnel made by other companies or by the candidates themselves.This does not mean that the company stops making these investments from then on, but that it immediately benefits from the return on the investment already made by others, to such an extent that many companies prefer to recruit externally and pay higher salaries, precisely to avoid additional training and development expenses and obtain short-term performance results.

Disadvantages of external recruitment

It should also be noted that external recruitment has some disadvantages:

It generally takes longer than internal recruiting. The period used in the choice and implementation of the most appropriate techniques, influenced by the sources of recruitment, with the attraction and presentation of the candidates, with reception and initial preparation, destined for selection, medical examinations and documentation, with release of the candidate from! other job or other commitments and with income, it is not small; and the higher the level of the position, the longer that period is. The higher the position, the more anticipation the company must take to anticipate / level the requisition of employees, so that the recruitment unit is not pressured by the factors of time and urgency in the provision of its services. It is more expensive and demanding immediate investments and expenses with press announcements,Recruitment agency fees, operational expenses related to salaries and social obligations of the recruitment team, stationery, forms, etc. In principle, it is less secure than internal recruitment, since external candidates are unknown and come from origins and career paths that the company is unable to verify accurately. Despite the selection techniques and the forecasts presented, companies generally recruit staff through a contract that stipulates a trial period, precisely to guarantee against the relative insecurity of the process.It is less secure than internal recruiting, as external candidates are unknown and come from backgrounds and career paths that the company is not in a position to verify exactly. Despite the selection techniques and the forecasts presented, companies generally recruit staff through a contract that stipulates a trial period, precisely to guarantee against the relative insecurity of the process.It is less secure than internal recruiting, as external candidates are unknown and come from backgrounds and career paths that the company is not in a position to verify exactly. Despite the selection techniques and the forecasts presented, companies generally recruit staff through a contract that stipulates a trial period, precisely to guarantee against the relative insecurity of the process.precisely to have a guarantee against the relative insecurity of the process.precisely to have a guarantee against the relative insecurity of the process.

When you monopolize vacancies and opportunities within the company, it can frustrate staff, as they come to perceive unforeseen barriers to their professional development. Employees may perceive the external recruitment monopoly as a policy of disloyalty by the company towards its staff.

In general, it affects the salary policy of the company by acting on its salary regime, mainly when the supply and demand of human resources are in a situation of imbalance.

Mixed recruitment.

In reality, a company never does only internal recruitment or only external recruitment. One must always complement the other, since when doing internal recruitment the individual transferred to the vacant position must be replaced in her previous position.

If you are replaced by another employee, the retirement produces a vacancy that must be filled. When recruiting internally, at some point in the organization a position always arises that must be filled through external recruitment, unless it is canceled.

Faced with the advantages and disadvantages of internal and external recruitment, many companies have preferred an eclectic solution: mixed recruitment; that is, the one that focuses both internal sources and external sources of human resources.

Mixed recruitment can be adopted in three ways:

a) Initially, external recruitment, followed by internal recruitment, in case the former does not present desirable results. The company is more interested in the input of human resources than in its transformation; In other words, in the short term, the company needs already qualified personnel, and needs to import it from the external environment. By not finding external candidates that are up to expectations, it promotes its own staff, without considering the criteria for the necessary qualifications. B) Initially, internal recruitment, followed by external recruitment, in case it does not present desirable results. The company prioritizes its employees in the dispute or competition for existing opportunities. If you do not find candidates of the expected level, go to external recruitment c) External recruitment and Internal recruitment,concomitantly. This is the case in which the company is more concerned with filling the existing vacancy, either through input or through the transformation of its human resources; Generally, a good personnel policy gives preference to internal candidates over external candidates, if there is a level playing field between them. With this, the company ensures not to undercapitalize its human resources, while creating conditions of healthy professional competition.the company makes sure not to undercapitalize its human resources, while creating conditions of healthy professional competition.the company makes sure not to undercapitalize its human resources, while creating conditions of healthy professional competition.

STAFF HIRING PROCESS:

1. INTRODUCTION

At present, personnel selection techniques have to be more subjective and more refined: determining the requirements of human resources, increasing the most effective sources that allow us to approach the right candidates, evaluating the physical and mental potential of the applicants, as well as their aptitude for the job, using a series of techniques, such as interviews, psychometric tests and medical examinations, etc.

A suitable person is generally the one with experience, attitude and professional training for each particular position; he is also an honest employee with ethical conduct.

RECRUITMENT, SELECTION AND HIRING PROCESS

JOB PROFILE

They are the requirements that people must satisfy, to fill the positions efficiently, it can be said that the vacancy is a missing piece in a machine.

The replacement and the newly created position will be notified through a request to the personnel selection department or the section in charge of these functions, indicating the reasons that are causing them, the date on which the position must be filled, the time for which is going to be hired, department, schedule and salary.

To define the profile, profesiograms can be drawn up consisting of a graphic representation of the requirements or characteristics of a job, indicating them qualitatively and quantitatively.

2. RECRUITMENT

Recruitment: Set of efforts made by the organization to attract and summon the best qualified personnel with the greatest integration possibilities. This must be quick and responsive.

The tools it uses are the following:

ManpowerCedepecaCorn FarryMassive mediaJob exchangesJob fairsPlocation agenciesChambatelInternet (websites, e-mail) Educational institutionsFamily or recommendedDoor to door on the streetOther companies

3. SELECTION

Selection: Process that not only tries to accept or reject candidates but also to know their aptitudes and qualities in order to place them in the position best suited to their characteristics. On the basis that every individual can work.

Often the selection is informal for reasons of speed and economy, although this form is dangerous because it puts in the hands of chance the obtaining of capable, responsible and suitable employees.

For money and time, this PROCESS OF SELECTION OF PERSONNEL from penal or a consultant.

Initial interview Psychometric examinations Psychotechnical and knowledge, Area exam References Medical exam

INTERVIEW

Type of interpersonal communication (interviewer-interviewee)

Whose purpose is to exchange valuable information.

ELEMENT OF THE INTERVIEW

APPLICATION.- It is a tool that will serve as the basis for all other processes since its data is a source of comparable information between the different candidates.CURRICULUM.- Like the application, its role is a source of information in which the candidate can use it expressing each of their achievements or work experiences.

CURRICULUM REVIEW / APPLICATION

Gather a few at a time Make a list of requirements and needs Make a photocopy of this list and complete it as you review the resume Review employment and education foundations - Responsibilities, Titles, etc. Assess spelling, accuracy, written communication.

KIND OF QUESTIONS

Closed.-Limit conversation, used to clarify and confirm Open.-Encourage conversation, used to explore and collect General.-Generic for most applicants and positions Focused-Related to the specific applicant and their position.Provocative.-They are used to go further, for follow-up.Past performance.- Focused on the actual behavior of the applicant.Hypothetical.-They involve an assumed or real-life situation.Auto Evaluation.-They explore the applicant's awareness and objectivity

INTERVIEW STEPS

TYPES OF INTERVIEWS:

E. Free: the interviewer sets objectives about the information he needs to collect, conducts the dialogue freely. Planned: Draw up a rigid plan of questions that the candidate has to answer. Tension: the candidate is put in a bind during the interview to study her reaction. Multiple: a person is interviewed simultaneously by several interviewers. Group: several candidates are brought together and a topic is presented to them so that they can develop in a group and the interviewer can see their reactions. nondirected: The applicant is free to express himself and determines the course of the interview. Profound: Asks questions that cover different areas of the applicant's life, related to employment.

INTERVIATE BEHAVIOR GUIDELINES

Correct physical presence and adapted to the circumstances: hair and style of dress conform to the standards of elegance and sobriety typical of the current selection Greet courteously Punctual attendance at the appointment is essential Take a seat without crossing your knees, sit in The front part The look at the interviewer should be direct Avoid ironic responses, non-constructive criticism, aggressiveness Avoid immediate ambitions without a supporting curriculum and haggling over salary Dismissal within the correction parameters in which the interview was developed.

PROBLEM REQUESTORS

1.- The applicant who cannot speak

Specify time limits. Interrupt when it takes too long and you lead the conversation. Use reflective questions to elicit a response.

2.- The silent applicant

I used the open-ended question type. I used non-verbal motivators, comfortably keep quiet. Try to ask what they think you should know about your abilities.

3.- The Talking Applicant

Use closed questions Use follow-up questions related to errors, problems and areas for improvement Make a partially correct statement to see if you agree.

4.- The Evasive Applicant

Press for details Repeat questions in different ways Emphasize relevant information needs.

5.- The Nervous Applicant

Tell the applicant to take the time it takes. Be warm and personal; Acknowledge tensions with humor. Use open-ended questions focused on success.

6.-The Hidden Applicant

Explore performance and reliability specifications Present a what-if or ask what others would say I used monitoring to test patterns of behavior

PSYCHOMETRIC TEST

It includes the application of certain tests to have a frame of reference on the intellectual potential and personality of the candidate.

Types:

Personality tests Intelligence tests Interest tests Performance tests Aptitude tests

It is important to verify in some way the capabilities of those who have to fill the position.

TEST REVIEW

Speed Accuracy Dexterity Physical Ability Comprehension Calculation / Coding

LABOR INVESTIGATION

It allows us to predict the future behavior of the candidate in the position.

Types:

Work background check Criminal background check Check letter of recommendation Home check

COVERS THREE AREAS

Family aspects of conflicts Type of responsibility and efficiency carried out in previous jobs Check the veracity of the information provided.

STEPS TO ASK FOR REFERENCES

Prepare before the call Introduce yourself and the company Explain your purpose Get cooperation Go from verification to performance, then to potential Get a general impression and ask who else could be consulted Take notes and keep them in readiness from the employee file once you have been hired.

MEDICAL EXAM

It is of basic importance in organizations, to the extent of influencing elements such as quality and quantity of production, absenteeism rates and punctuality.

4. CONTRACTING

It is to formalize the future employment relationship in accordance with the law to guarantee the interests and rights of both the worker and the company.When the parties have already accepted the need to integrate their work file.Hiring will be carried out between the organization and the worker. The duration of the contract will be for an indefinite or determined period. The contract must be signed by the general manager, the direct manager and the worker. It will generate affiliation to the IMSS.

5. INDUCTION

It is to inform the staff about all the new elements, establishing plans and programs, with the aim of accelerating the integration of the individual in the shortest possible time to the position, the boss and the organization. In which the new worker must know everything related to the company.

Induction in the Personnel Department Induction in the position Technical Assistance.

6. TRAINING

Concept: Make someone fit or enable him to do anything.

OBJECTIVES

Adaptation of the person in the position Efficient and improve work Increase productivity Prepare for other levels Promote job security Improve safety conditions at work Promote the improvement of systems Reduce complaints and high morale Facilitate personnel supervision Promote merit promotions Reduce turnover, accident and operating costs.

IMPORTANCE OF TRAINING

Avoid high costs for rework, problems, services and quality Increase in efficiency and effectiveness in work performance Increase in profits Motivated and confident workers

INDUCTION PROGRAM

Induction to employees means providing them with basic background information about the company, the information they need to do business successfully.

This information includes things like payroll, obtaining identification badges, what the working hours are and who the new hire will work with.

People who follow the induction program learn its functions more quickly. In general, it can be said that an induction program achieves its objective by accelerating the socialization of new employees and making positive contributions to the organization.

Induction is actually a component of the new employee's socialization process with the company. Socialization is the process by which an employee begins to understand and accept the prevailing attitudes, values, norms, criteria and patterns of behavior that are postulated in the organization and its departments.

Induction programs are usually the responsibility of the Human Resources department and these can be:

FORMAL: They are those of general interest, relevant to all or almost all employees and those of specific interest aimed especially at workers in certain positions or departments.

INFORMAL: It can be an initiation group or a person from the department assigned for this work. It is he who makes the presentations of the people directly related to the position and presentation of the co-workers. When an area supervisor and a representative from the Human Resources department participate, the induction program is effective.

DUAL APPROACH TO THE INDUCTION PROGRAM

Formal induction programs are usually the responsibility of the personnel department and the supervisor. This dual or multiple-goal approach is common because the topics covered fall into two broad categories:

Those of general interest relevant to all or almost all employees, and those of specific interest aimed especially at workers in certain positions or departments. Those that are included under the headings "Global organization issues" and "Personnel services" are aimed at practically all employees. These two aspects are often supplemented by an employee manual, which describes company policies, standards, benefits, and other related topics. More complex induction programs may include film or audiovisuals on the history of the company, as well as a videotaped message from the directors, who may welcome newcomers, it is common, however,that the bulk of the information comes from the representative of the personnel department in charge of teaching the course.

BENEFITS OF INDUCTION PROGRAMS

One of the main benefits is that it reduces the anxiety level of the new employee. By reducing anxiety, new responsibilities are more likely to be performed well, by feeling better placed, the employee will require less attention from the supervisor. Also, an early resignation is less likely.

INDUCTION MONITORING

The programs include adequate follow-up procedures. This follow-up is necessary because new hires are often reluctant to admit that they don't remember when they are briefed in the first few sessions.

The personnel department may use a questionnaire or a short interview in which the new hire is asked to describe the points that they felt were weak in the induction program. Although the questionnaire can be effective, personal interviews between employee and supervisor are the most important follow-up techniques.

Below is a checklist for supervisors to use in introducing new staff:

1. How you can get to work.

2. Tour of the department.

3. Explanation about:

The work done in the department Marker clock, time card, card holder How to mark entry and exit The importance of keeping the card precisely in its place The prohibition of marking someone else's card Report to supervisor Any errors when marking the card Working hours Dining room How the dining room service operates Time available for eating Nursing and medical services Procedure in case of personal accident or any co-worker Restrooms and toilets Boards and bulletins Where to get tools.

4. Discuss other work conditions.

Payments of wages Overtime How to compute them Income taxes Payment of holidays Day and method of payment of wages Vacation payment Effect of unexcused absences Absences Need to report absences To whom and How to notify in case of absence Safety rules Cleanliness and cleanliness of the work area Personal hygiene Prohibition of gambling, fights, theft Prohibition of intoxicating drinks.

5. Place the new worker on your job.

Relationship of work with previous and subsequent operations Quality standards Work standards

6. Follow the four stages of good training.

Prepare the operator Explain and demonstrate (including safety rules) Test the performance of the trainee Continually inspect the trainee

POSSIBLE DIFFICULTIES

The newcomer should not be overwhelmed with excessive information. It should be avoided that he is overloaded with forms and questionnaires to fill out. It is negative to start with the unpleasant part of his work. He should never be asked to do tasks for which he is not prepared, And in which there is a chance of failure.

WELCOME MANUAL

These aspects are often supplemented by a welcome manual. This manual describes company policies, rules, benefits and other related topics.

Below are the topics commonly covered in new hire induction programs.

TOPICS OF THE GLOBAL ORGANIZATION

Company history Company structure Name and functions of key executives Building and facility structure Test period Safety regulations Description of the production process Policies and regulations

BENEFITS AND SERVICES TO THE STAFF

Understanding and salary policy Vacations and holidays Training and development Career support Individual and group insurance Retirement programs Special medical services Cafeteria and restaurant services

PRESENTATIONS

To the supervisor To the trainers To the co-workers To the subordinates

SPECIFIC FUNCTIONS AND DUTIES

Location of the job. Tasks in charge of the employee. Specific safety rules. Description of the position. Objective of the position. Relationship with other positions.

THE INDUCTION CRISIS

POSSIBLE DIFFICULTIES:

The weakest aspects of the orientation program are often recorded in the performance of the prospective supervisor. Even where the personnel department has designed an effective orientation program and has trained supervisors to do their part, the orientation may not yet be effective. In defense of supervisors it is necessary to say that it is very likely that you have more urgent problems, or that from your point of view, everything looks so familiar that it does not warrant explanations. Supervisors are often more concerned with the immediate problems of the job and tend to view their new employee's orientation problems as much less important than others.

In addition to the danger, always very real, that the supervisor's guidance is very weak, there are other possible difficulties that both the personnel department and the supervisor must take into account:

The newcomer should not be overwhelmed with too much information. Avoid being overloaded with forms and questionnaires to fill out. It is negative to start with the unpleasant part of your job. You should never be asked to perform tasks for which you are not prepared and where there is a chance of failure.

It is likely that a human resources integration program will not operate adequately in practice, due to one or more of the following problems:

Indolence or ignorance of managers and / or the head of human resources about the benefits of a program of this nature Lack of collaboration from other collaborators in supporting newcomers in their adaptation Lack of collaboration of the immediate boss to achieve a effective integration Sometimes a poor integration program is implemented that creates a false image of the organization, causing resentment and frustration of the worker It is a mistake to consider the integration of human resources as a quick process, the person in charge of this function has to be aware that it must carry out a series of gradual activities, directly linked to the organizational culture of the company and that require constant monitoring to guarantee optimal results.

An obstacle to developing a well-developed and productive workforce is that employees are more likely to leave the organization in the course of the first few months of their work than during any other phase of their career. This phenomenon is common. To a certain extent, it can be positive, because among the people who retire after two or three months of work, there are many who realize that they do not fit into the organization.

The difference between what the person hopes to find and reality is called cognitive dissonance. If the level of cognitive dissonance goes too high, people take various actions. For new hires, their action may be to retire.

Another potential cause for cognitive dissonance can be found in the job itself. It is possible that the new employee will not accept the labor regulations, his co-workers, the supervision he receives or several other aspects. It is only after the new person shows up for work that both the organization and the new employee can spot potential areas of conflict.

When the personnel department helps employees achieve their personal goals, individual and collective satisfaction tends to increase, which benefits the organization, among other things, by decreasing staff turnover. The cost of staff turnover is high, it includes not only the costs of recruitment and selection, but also those that originate the opening of records in the personnel department, the establishment of a new account in the payroll, training and - in some other cases - the supply of special equipment, such as uniforms or specially calibrated tools. These costs are not usually included as a specific line in the company's balance sheet at the end of the year; the circumstance of appearing divided into other concepts probably contributesnot getting the attention they deserve.

INDUCTION FLOW DIAGRAM

BIBLIOGRAPHIES

Agustín Reyes Ponce (1971). Personnel Administration Eduardo Leal Beltrán (1998). Recruitment and Selection. American Management Association International - Mexico, AC (1998), How to Interview and Select.

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As a closing and complement, the following video-course is suggested, from the Peruvian Institute of Public Policy, in which the following topics are discussed: planning, recruitment, selection and induction of human resources (7 videos, 2 hours and 28 minutes). Good material to deepen the learning process of hiring personnel in companies.

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