Recruitment, selection and induction of new employees

SUMMARY

This is a procedure that every entrepreneur could use successfully. The work offers the reader a concrete and effective way of organizing the recruitment, selection and reception of new employees. It does not seem necessary to insist on the competitive advantage this implies.

It provides a well-structured know-how, proven in various types of business organizations, user-friendly records and meets the requirements of ISO 9001: 2000. It translates at a practical level an important part of the theoretical universe associated with the activity of recruitment, selection and induction. It is ultimately an attempt to share knowledge and experiences in order to optimize our management.

The fundamental premise of the procedure is its applicability, "making it easy" without losing scope and rigor. It constitutes a flexible framework that can be improved and can be quickly implemented in any organization.

1. OBJECTIVES AND SCOPE

The procedure establishes the guidelines and necessary requirements in order to ensure that the “Recruitment, Selection and Induction” activity makes it possible to incorporate, transfer and / or promote the most suitable personnel. Applies to the entire organization level.

2. DEVELOPMENT OF THE PROCEDURE

2.1. Determination of Human Resources Supply Needs

The determination of workforce needs will usually present two variants: PROACTIVE and REACTIVE.

PROACTIVE VARIANT: Planning of Human Resources Needs

In this case, it is a matter of anticipating future human resource needs (new personnel, transfers, promotions) as a basis for developing the alternatives that make it possible to supply them in a timely manner and with the required quality.

To this end, the Human Resources Department will objectively consider the following aspects:

Future job creation Projected organizational redesigns Planned promotions Potential internal moves Coverage of reserves for key positions Potential fluctuation Predictable licensing Aging of the workforce Human resources market situation

From the analysis of these elements it will be possible to plan the future needs of the workforce. This analysis will be carried out at least once a year and its result will be reflected in R-01: Need for Human Resources (see annexes)

REACTIVE VARIANT: Emerging Human Resource Needs

This variant consists of the inevitable approach to new and unforeseen human resource needs that escaped previous planning (deaths, accidents, fluctuations, etc.)

In this case, the interested area will inform the Human Resources Department of its need for supplies, also making use of R-01: Need for Human Resources.

2.2. Recruitment

Recruitment is aimed at attracting potentially qualified candidates capable of filling the job openings within the organization.

Recruitment discloses and offers the Human Resources Market (inside and outside the company) the job opportunities that we intend to cover. The Human Resources Department must consider the following points:

Description of the Job to be Recruited

All recruitment begins with the precise description of the job since this document allows us to know what we are looking for. The documentation of the positions will remain as a permanent and irreplaceable tool throughout the entire activity described in this procedure.

Attractiveness of the company's job offers

The interest in the positions offered, salaries, image of the entity, etc. will be taken into account. This will affect the interest of possible candidates, the level of demand for the position and, finally, the quality of the recruitment in question.

Situation of the Human Resources Market

The recruiter should consider whether or not there is a shortage of human resources based on the offers available and decide which segments of the labor market are of specific interest to him in order to focus his recruiting efforts on them.

A segment of the labor market is defined by those we search for. In this way, we prefer to focus, for example, on a certain professional specialty or trade, on residents of a particular area, on a certain age or gender range, etc. The criteria for segmenting are decided by the recruiter in order to optimize the search for candidates.

Recruitment type

As a general rule, Mixed Recruitment is established as the most suitable. It means that Internal and External Recruitment will be used, launching the call inside and outside the organization simultaneously. The company's workers and their development aspirations will always be given priority. If no candidates of the expected level are found, the external applicants are considered. Internal recruitment must generate a motivating effect among company personnel.

Means or Sources of Recruitment

Any recruitment action will use the following means or sources:

1. File of Candidates. This file, also known as the Job Bank, will be gradually formed after each recruitment action.

A standard registry is not prescribed in order to manage the Candidate File but, at least, it will contain all the contact details of possible candidates, as well as previous evaluations if they were made, curriculum vitae and as much information as is considered useful to illustrate the worth. of an aspirant.

2. Presentation of candidates by managers, officials and other workers of the organization.

3. Posters and notices located in suitable places in order to attract attention inside and outside the entity (the content and design of these posters is of special importance)

4. Contacts with other companies (exchange of candidate files in terms of mutual cooperation) and talent hunting consultants

5. Conferences, talks at universities or other training centers (medium-term effects)

6. Notices in newspapers, radio spots, etc.

These media or sources will be used intelligently with a criterion of opportunity, assessing cost-benefit, and with a strong advertising sense: CALL ATTENTION, AWAKE INTEREST. The creativity of the recruiter is essential.

Each recruitment action, upon completion, must have a report or summary that reliably illustrates how the recruitment in question took place. This will make it possible to learn from past experiences, and to exchange these experiences with other business units. All those responsible must demonstrate in audit, if required, the performance of their recruitment actions by means of said report.

Recruitment date, position in the call, number of recruits, files of recruits that remained in the Candidate File, means of recruitment used; are mandatory aspects in this report and can always be requested in activity controls.

2.3. Selection

The objective of the selection of human resources is to clarify and choose the most suitable candidates to satisfy the needs of the organization. It constitutes a process of comparison between the demands and requirements of the position and the characteristics of the candidates who are presented, as well as a comparison of several candidates with each other with the clear intention of choosing the most suitable. It is emphasized that this activity is carried out by virtue of the job description held by the coach.

2.3.1. Stages of the Selection

2.3.1.1. Preliminary Interview

It is a short interview (at most fifteen to twenty minutes) carried out by the recruiter, it is carried out with each candidate who responds to our recruitment action. The objective is to quickly discard those uninteresting applications (internal or external) that at first glance do not meet the necessary requirements for the position. It does not hurt to recognize the importance of being very careful when we make this first encounter because it is easily misleading.

The preliminary interview will be used additionally to give additional information about the job offer and the characteristics of the organization (case of new income). In this way, we work to enhance the corporate image of the entity. A friendly and observant interviewer is what is required at this time.

All candidates will have their personal and contact details.

Candidates who seem interesting and reaffirm their interest in the position after the preliminary interview, if they do not bring their curriculum vitae with them, they will be requested at this time with the express orientation of making it arrive as soon as possible (time limits may be established). of candidates for less complex positions will be able to present a simpler summary of their work trajectory (work centers, tasks performed, years of work, results achieved, etc.) that would come to function as a substitute for that. They will indicate in both cases, the people who can give references and ways to contact them.

By joining the result of the preliminary interview, analysis of the Curriculum Vitae or work history and the references collected, it will be decided which candidates go to the next stage.

Applicants eliminated in the preliminary phase will receive a formal communication (preferably a letter with the company's seal or, failing that, a phone call) where they will be informed that they could be considered in future selection processes, that their interest is appreciated. and participation. A part of these will nourish, when the organization is interested in this, the aforementioned Candidate File.

2.3.1.2. Psychological Assessment

The psychological assessment of the candidates is appropriate and should always be applied as a way to make each selection an objective and reliable decision. Company workers who were previously evaluated in all aspects required by their possible new position are exempted from this psychological assessment. If they lack a particular exam, only this one will be carried out (see table below)

Lines to Evaluate	Proposed instruments	Types of positions or People involved
INTELLIGENCE	Progressive Matrices Test Domino Test Analog Instruments	Directors and officials
PERSONALITY	16 PF Projective Techniques Analog Instruments	All positions in the company
SPECIFIC CAPABILITIES	Communication Style Management Style Potential Entrepreneur	DirectorsReservations

This study can only be carried out by a professional of Psychology.

At all times, only and exclusively that associated with the interests of the work will be admitted as pertinent information, not clinical or private data, ethically counterproductive and irrelevant to the process.

The results of this will be reflected in R-02: Results of the Psychological Assessment. Classified information is considered

At the end of the psychological evaluation, one or more applicants may be discarded. These will follow the same procedure as in the preliminary interview, keeping R-02: "Results of the Psychological Assessment" of those candidates that, it is estimated, it is convenient to keep registered with a view to other recruits. These would become part of the Candidates File.

2.3.1.3. Knowledge or Skills Tests

Optionally, and with those candidates approved in the previous stage, if a finer distinction seems necessary (in the case of very similar candidates, positions with high strategic value, or because the very nature of the work activity so advises), it is possible to resort to knowledge tests or skill gauges prepared in the organization.

The knowledge tests will collect the central topics that constitute relevant KNOWLEDGES in correspondence with the matrix of the competencies of the position. They may have a questionnaire format with closed questions that facilitate grading. They will be prepared and qualified by experts in the field and will be permanently preserved as evidence of their performance.

The skills tests, on the other hand, may refer to those real and more typical activities of the position that pose important demands or refer to simulated situations capable of highlighting the ability or ineptitude of the candidate. The evidence that this option has been contemplated and implemented will be a descriptive guide that sufficiently clarifies what it consists of and its objectives. It will also be prepared and qualified by experts in the field and will be kept as a unitary part of the entire candidate selection process.

Both tests must include an explicit grading guide.

The Human Resources Department will recommend the use of these tests to those who agree and will provide advice when appropriate in order to perfect their construction.

It is highlighted that the use of these tests increases the certainty of a correct selection by 40%.

2.3.1.4. "Deep" interview

This interview will be carried out by the Technical Specialist responsible for the correct selection of candidates. In the case of not having professional training, you will need training that enables you to use this technique.

The interview is considered essential, it complements the previous data and is assisted by them. It will be practiced only to those candidates who successfully arrive at this stage. It makes it possible to “touch with our hands” the data we receive through previous reports (Curriculum Vitae, references, psychological evaluation, etc.). Its duration is estimated to be no less than one hour and no more than two.

It is a semi-directive interview, because even when the applicant can express himself freely, the interviewer will try to address each and every one of the topics that he brings prepared (see Annex: Selection Interview Guide) It is necessary that the interview addresses all these points.

The behavior of the interviewer, to be effective, must be distinguished by at least the following attributes:

Start the interview with expressions of sincere appreciation and without fostering false expectations Create a private space without interruptions Sell the idea to the candidate that there is nothing better than to open up ("interview without negative aspects is unreliable") Let the interviewee speak, occupy the middle of the scene Asking indirectly, for example: “Well, what could you tell me about…”; "I wonder how this relates to what you were saying to me a moment ago", etc. Manage the tone of voice, inflections, seek eye contact with the applicant Receive unfavorable information without making judgments or gestures of displeasure.A good interviewer is not surprised Focus attention on what the candidate says and how he says it Maintain a distance that does not allow you to fall into cronyism or overconfidence Close the interview in a warm and respectful way

Immediately after dismissing the candidate, a summary of what was collected and the impressions that the interviewer has formed should be made. This summary is kept (signed by the interviewer) as a source of information for decision-making and evidence of conducting the in-depth interview, an irreplaceable tool in any selection process. It will necessarily contain the aspects covered in the Selection Interview Guide.

As a conclusion to the entire process described, it is expected that we will have at least two finalist candidates.

2.3.1.5. Presentation to the immediate future boss

The Human Resources Directorate will present to the immediate future boss the two or more finalist applicants corresponding to this, after interviewing them, the responsibility of recommending (or arranging if so established) the acceptance of the candidate (s) that best fit the your preferences (R-03: Opinion of the Immediate Future Boss)

The prior process must guarantee that the finalist candidates are equally eligible and therefore a presumably good selection (this is applicable to cases of incorporation to the company, internal movements and promotions)

2.3.1.6. Presentation to the Entrance Committee

In cases where this or another advisory body exists, when deemed necessary, it may assist in making the final decision.

Your coordinator will receive the proposals of the finalist candidate (s) with the results that support the selection made. The documents that will serve as endorsement are (as a CANDIDATE RECORD)

Description of the position being called Curriculum Vitae or background summary for less complex positions References or verifications Results of the Psychological Assessment Results of knowledge and / or skills tests (if any) Summary Selection Interview Opinion of the Immediate Future Boss

Using all this information, the Entrance Committee will issue its criteria as a recommendation and in accordance with its operating principles by means of R-04: Entrance Committee Assessment.

It should be clarified that when it comes to internal movements, the Entrance Committee will also consider the following two aspects:

Results of previous work (Performance Evaluation) Criteria of the current boss

4.3.1.8. Final decision

The final decision is the responsibility of the President or CEO. He can delegate authority in this regard if he considers it feasible.

The decision will be made on the basis of considering all the data and recommendations indicated above. The person responsible for making this decision will express their criteria and sign in R-05: Final Assessment of the Candidate.

2.4. Induction

Induction, also known as Reception, Incorporation or Accommodation, is intended for the worker to learn more about the company and its functions, to integrate into his job and the human environment in which he will spend his working life.

A well executed Induction forms the basis of all the expectations and implicit commitments (psychological contract) of the worker. This person poses a series of important questions about the organization and the environment that is "breathed" in it and they must be answered as quickly as possible. A failed Induction represents the failure of all the activity we have already described.

2.4.1. General Induction

The Human Resources Department is responsible for providing the newcomer (this kind of induction applies only to new recruits) accurate information about the following aspects:

History and evolution of the organization, its current state, objectives and positioning Job position to be filled, characteristics, functions, relationships with other positions, means of work used, development expectations, salary (delivery of a copy is recommended of the job description) Existing regulations, codes and instructions

This action will be evidenced through R-06: General Induction.

It is recommended, when the conditions exist, take advantage of the occasion to give the new worker an item that stimulates their identification with the company. This action costs very little and generates a lot. THE SPIRIT OF INDUCTION MUST BE OF CELEBRATION.

2.4.2. Specific Induction

The specific induction applies to newcomers and to all internal movements (transfers and promotions). The immediate manager will execute this induction through the following actions:

Presentation among colleagues Show the workplace Work objectives of the area, strategy, etc.Ratification of the functions of the position and delivery of necessary resources Forms of performance evaluation Personal relationships in relation to the work environment, customs, hierarchical relationships, etc. Diagnosis of Learning Needs Management methods and styles used Other relevant aspects of the position, area or work team Show main company facilities

It is favorable to provide this information despite the fact that some of them are already known by the worker, since the boss can expand them and at the same time reaffirm his direct responsibility in relation to the new worker. This action will be reflected through R-07: Specific Induction. Each boss will keep this record permanently.

Both, the General and Specific Induction will be completed within the first 30 days of work, it is known that if it consumes more time than necessary it will cease to be effective.

The quality of the Induction will be evaluated by the Technical Specialist who attends the activity. Ignorance on the part of the worker of its constitutive aspects will be used as a criterion of Insufficient Induction.

2.5. Diagram of the Recruitment, Selection and Induction activity

3. ANNEXES

Annex 1: Selection Interview Guide

A good selection interview should cover all the important areas of the candidate's life: work, family, partner, personal and free time. The objective is to try to "observe" the candidate's values, her reactions, her style of conduct; All these information are extremely valuable to know if it will be a good choice for the company and that psychological tests usually do not provide.

This guide presents the areas for the interviewer to explore and their order.

The interviewer should begin, after the reception, by:

1. Clearly explain the objective of the interview: Get to know the candidate better in order to make the best decision for the company and for him; If the candidate is not the most suitable person to fill the position, his selection far from helping him could create deep displeasure and stress in the future.

2. Explore the LABOR AREA: This is the subject of the interview and it is logical (the candidate expects it) to start talking about the curriculum, background, main experiences, what the position should have to make you feel good, how It would have to be your supervisor, what work regime best suits your characteristics, what your work style is like, what are your strengths and weaknesses, etc. This is the FIRST TOPIC OF THE INTERVIEW

3. Explore FAMILY AND COUPLE AREA: It is a somewhat more personal area that will reveal a lot about the candidate's personality, their predispositions, beliefs, typical reactions. Inquire about the family, its components, childhood anecdotes, relationship with parents, if they still have a lot of weight in the candidate's decisions. Existence or not of children, future plans in this sense, family health, family livelihoods and economic situation. All this will allow us to get to know the candidate better and form an idea about the correctness or not of hiring him. This is the SECOND TOPIC OF THE INTERVIEW

4. Explore FREE TIME: This is a field that will indirectly tell us how active the candidate is, what is the diversity of their interests, what are their relationship styles (solo hobbies or with groups) what is the candidate's culture, values. Very interesting data can be obtained by asking about the candidate's hobbies. This area prepares the interviewee to enter the next, the most personal area. Therefore, free time is the THIRD TOPIC OF THE INTERVIEW

5. Explore PERSONAL AREA: Because it is the area where the candidate's most intimate issues are found, it is left until last when there is greater trust (remember to maintain seriousness without excess confidence with the candidate, only a sincere and professional appreciation). possibly more than any area will reveal to us about the personality, the character of the candidate. Our objective will be to inquire about the experiences lived by the candidate in his life, his best and worst moments, his dreams, ideal people, future projects, conflicts, important frustrations. What are your most intimate feelings. This will be the most difficult area for both of you as it requires a lot of skill and confidence, therefore it will be the FOURTH AND LAST TOPIC.

Appendix 2

<Logo>	QUALITY REGISTER "NEED FOR HUMAN RESOURCES"	R-01
Human Resources Need EVENTUAL () PROJECTED () (1)
Job Title	Amount of required workers	Cause of need of the Human Resource	Optimal date to make the movement effective
(two)	(3)	(4)	(5)

Signed: __________________________________

Name and surname. Professional position

(1) It will be marked with an X in correspondence with the case, eventual or projected need

(2) Identify the job position (official name in the staff) that poses a need for human resources

(3) Number of workers that are necessary to cover the job needs

(4) Clearly state the causes of the need. See section 2.1 procedure

(5) Date on which the incorporation of new personnel should be carried out, or the promotion or internal movement carried out

Place of conservation: Human Resources Department

Conservation Time: Permanent.

Annex 3

<Logo>	QUALITY REGISTRY "RESULTS OF THE PSYCHOLOGICAL ASSESSMENT"	R-02
Name (s) and surname of the candidate: ________________________________________________
Position to which you aspire: ____________________________________________ Location: _______________________________________________	Day of exam:____ / ____ / ____
Name (s) and surname of the psychologist evaluating: _______________________________________ Institution to which it belongs: ________________________________________________________
Intelligence (1)
Personality (2)
Specific Capabilities (3)

Signed: _____________________

Psychologist

(1) It will refer fundamentally to the candidate's intellectual capacity, his learning possibilities, proportion of abstract and concrete thinking.

(2) It will refer especially the most typical traits of the candidate's personality, their strengths and weaknesses, possible motivators at work and possible ideal supervisor (boss). Capacity of integration to work teams

(3) It will refer to the level of development that the capacities in question present, the real possibility of their development in the candidate. Only for the positions contemplated in the procedure, the rest will receive the label "Not applicable".

Place of conservation: Human Resources Department.

Conservation Time: Permanent.

Annex 4

(1) Mark with a cross the final opinion as a possible immediate boss where, in your criteria and based on the preceding results, you approve or disapprove of the candidate

Place of conservation: Human Resources Department

Conservation Time: Permanent.

Annex 5