The Right way to Recruit and Select the Right Talent in Trinidad and Tobago
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Recruitment and Selection in Trinidad is no different than any other country except for the fact that ...
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Plus de Janel P. Phillip, SHRM - SCP, MSc, NLP
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The Right way to Recruit and Select the Right Talent in Trinidad and Tobago
- 2. Desired Outcomes Provide a guide to Planning, Recruiting and Selecting the “right” human Resources to match your organisation Provide a guide to the right selection tools for your organisation and make sure you get the right ‘fit’ Laying the groundwork for employee retention
- 3. Types of Contemporary Organisations Functional/Tall Structure Flat Structure Matrix Structure Egalitarian Structure Blended/ Flexible Structures
- 5. Flat Organisation Structures Flat organizations have relatively few-- sometimes just one--layers of management. Unlike the tall structures common to many businesses, flat structures have a short chain of command and a wide span of managerial control. Span of control, originally a military term, refers to the number of subordinates that directly report to that manager. In a flat structure, more subordinates report to a single manager. Due to the reduced number of management layers, small organizations get the most out of flat structures.
- 6. Matrix Organisation Structures The matrix organization structure is a more complicated structure in which the firm is divided both according to functions and products/services. For instance, a firm that manufactures consumer goods might have three product divisions: foods, personal care and cleaning products. It also might be divided into three functional divisions, such as research and development, marketing and distribution. Each person within the firm serves two divisions, one functional and one product. For example, a person might be a member of both the marketing division and the foods division.
- 7. Egalitarian Organisation Structures In the tradition hierarchical corporate structure, each employee operates under a specific job description. Each employee also reports to a superior who monitors his progress and issues instructions. Egalitarian-style companies eliminate most of this structure. Employees in an egalitarian company have general job descriptions, rather than specific ones. Instead of reporting to a superior, all employees in an egalitarian company work collaboratively on tasks and behave as equals.
- 8. Blended/Flexible Organisation Structures Though egalitarianism is becoming a popular management for small and medium companies, few companies that implement it are purely egalitarian. Most companies use a blend of egalitarian and hierarchical philosophies. Instead of eliminating boundaries altogether, a blended management style makes boundaries more flexible. With flexible boundaries, employees know the tasks they must complete but aren't restricted to performing only those tasks. Flexible boundaries also allow employees more freedom to collaborate with coworkers and introduce their own ideas while still remaining under the direction of a supervisor
- 9. What is Staffing Determining HR Needs in Org Ensure Org has “Right” quality and quantity of staff Ensure Org has employees with the “Right” talent and competencies Ensure employees are the “Right” “Fit” for the organisation.
- 10. How Do You Rate Your Existing Staffing Process?
- 12. Successful Staffing Starts With…… A PLAN: If you fail to plan…..you plan to fail Strategic planning : Business plan HR plan R&S plan Knowing: – What you want from your new recruit/Incumbents – When and where you want it – How long you want it for – The costs you are prepared to sustain
- 13. Staffing Components PHASE 1 PHASE 2 Job Analysis and Design Human Resource Planning Recruiting Selecting Performance Planning and Appraisal Career Planning Staffing Plan Effectiveness Alignment of Staffing Components Competency Evaluation Engagement Checking
- 14. Staffing – Internal/External Environment Staffing- Internal Factor • ? • Unions • Company Structure • Business Plan/Strategy • Core Values • Org Mission Staffing- External Factors • ? • Technology • Competitors • Customers • The Economy • Workforce/Labour Market • Political/Legal
- 15. HR FORECASTING External Net migration into and out of the area Individuals entering and leaving the workforce Individuals graduating from schools and colleges Changing workforce composition and patterns Economic forecasts for the next few years Technological developments and shifts Actions of competing employers Government regulations and pressures Factors affecting persons entering and leaving the workforce Internal Current Staffing Anticipated Losses – Normal Attrition Terminations Retirements Lateral Transfers out Promotions out Demotions out – Changing in Staffing Reductions in Positions – Anticipated Gains New Hires Increase in Positions
- 16. HR STAFFING FORECASTING - METHODS ZERO BASE FORECASTING “Current staffing level as starting point to determine future needs” – Correlation and Regression Analysis – Simulations e.g. “what if sales increase” – Pro Forma Org Structure “staffing based on perceived need” – Benchmarking
- 17. Human Resource Planning & Forecasting Process BUSINESS STRATEGY HUMAN RESOURCES PLANNING REQUIREMENTS FORECAST Creation of New Jobs Elimination of Existing Jobs No Changes in Jobs Decreases in Positions Increases in Positions Normal Attrition AVAILABILITY FORECAST INTERNAL EXTERNAL
- 18. Human Resource Planning Process BUSINESS STRATEGY HUMAN RESOURCES PLANNING DEMAND = SUPPLY NO ACTION DEMAND < SUPPLY REDUCE SUPPLY Restrict Hiring/Hiring Freeze Reduce Hours Early Retirement VSEP Retrenchment DEMAND > SUPPLY INCREASE SUPPLY Compensation Incentives Expand Benefits Development Incentives Reduce Selection Standards Creative Recruiting
- 19. Know What You Want – Additional Factors to Consider How many positions do you wish to fill and on what type of employment contract – e.g. permanent, temporary, full time, part time When do they need to start Where are the jobs to be located What is your recruitment budget How will the culture of the organization/department/work team influence the selection of a ‘best fit’ What caused the turnover in the position?
- 20. Talent Management Considerations “Lack of the right talent can be a major competitive disadvantage” “More organizations are becoming aware of their need for - and lack of - talent, and are putting increasing energy and money into the recruitment of capable, bright people.” – Michael Williams, ‘The War for Talent’ “Today’s high performers are like frogs in a wheelbarrow: they can jump out at any time.” Manfred Kets de Vries
- 21. Recruitment and Selection - A New Perspective “Talent”…… – Consistently high ability – and performance – over either a wide range of activities and or within a particular area of expertise – High ability in areas of activity that strongly indicate transferable and comparable capability, in other fields of endeavor, even though the individual may not have yet had experience of the latter
- 22. What is Recruitment and Selection? Recruitment – – The process of actively soliciting applications from potential candidates, internal or external, to meet the identified needs of the organization Selection – – The process of identifying the potential candidate who is the best fit for the organization and who mutually selects the organization as a best fit for them
- 23. The Recruitment and Selection Process Know what you want – – The job profile and person profile Attract the right candidates – Identify your target pool – Choose your recruitment method Select the best fit – Plan the assessment stages – Identify the selection tools for each stage Finalize the selection – Making the offer
- 24. The Recruitment and Selection Plan Structured HR/Recruitment plan Imagine you are the candidate Map out your goals for each stage Prepare well in advance Legal implications – recruit fairly Enable your candidates to show their potential
- 25. Know What You Want - Developing the Job Analysis The job title The job purpose – why does the job exist? How does it benefit the organization? The job scope – who will the job report to? How many people will the job holder manager? How large is the job holder’s budget? The job duties – what are the key tasks and responsibilities of the job?
- 26. Know What You Want - Developing the Person Profile What personal attributes are essential and desirable for good performance? – Attributes = experience, qualification, knowledge, skills or competencies – Essential = must have, any candidate lacking this will be rejected – Desirable = nice to have, can use this to distinguish between candidates meeting all the essential requirements
- 27. Know What You Want - Developing the Person Profile Essential Desirable Experience gained Knowledge Qualifications Skills/ competencies
- 28. Know What You Want - Developing the Job Profile Group activity 1 For your case study company develop the job profile for the position included in the package. Identify one person in the group to present.
- 29. Attract the Right Candidates – Identify Your Target Pool At what level in the organization is the position? Where is the position located? Where are potential candidates most likely to be found – Labour market (internal or external) – Local or regional (CSME) – Direct entry from education How often do you recruit for this position and what is the cost (money, time, opportunity)?
- 30. Attract the Right Candidates – Elements of A Good Advertisement Targeted Reflective Attractive Clear Keeping focused
- 31. Attract the Right Candidates – Recruitment Method(s) Internal job posting Word of mouth National press Professional association newsletters/journals Company website Internet job sites Recruitment agencies ‘Headhunters’ / search consultants
- 32. Attract the Right Candidates – Recruitment Method(s) When would you expect ‘word of mouth’ to be an effective recruitment method? What are the pros and cons of these different types of recruitment methods? What are the pros and cons of using ‘anonymous’/unbranded advertisements
- 33. Attract the Right Candidates – Identify Your Target Pool and Recruitment Methods Group activity3 Identify the recruitment PLAN you would use for this position. Why have you selected these particular recruitment methods for this position? What may be the drawbacks against which you should mitigate?
- 34. RECRUITMENT PLAN See handout
- 35. Select the Best Fit – Plan the Assessment Stages Each stage acts as a filter to screen out candidates who fail to meet key criteria for the role. Stage One – information gathering and initial short - listing Stage Two – face to face meetings and other assessments Final Stage – fine–filter selection methods to make fine distinctions between the best candidates and support final decision
- 36. Select the Best Fit – The Selection Tools Available ?
- 37. Select the Best Fit – The Selection Tools Available The CV vs. the application form The Interview – – Technical – Situational – Behavioral – Biographical Psychometric Tests – – Aptitude and/or personality
- 38. Select the Best Fit – The Selection Tools Available (2) Assessment Centers – Work sample exercises – Presentation exercises – Group discussion and role play – Technical assessment – In-tray / in-basket exercises Other methods – e.g. graphology, phrenology
- 39. Select the Best Fit – Common Problems with Interviews Expectancy Self-fulfilling prophecy Primacy Stereotyping Prototyping Halo and horns Contrast Negative information bias Similar to me Personal Liking Information overload Fundamental attribution error Temporal extension
- 40. Select the Best Fit – So Why Interview? Predict future job performance and behavior Focus on aspects of behavior and performance that cannot easily be addressed by other means Supply information to the candidate Persuade suitable candidates to accept job offered and join the organization Create goodwill for the organization
- 41. Select the Best Fit – Guidelines for Interviewing Sequence – – Establish technical abilities before concentrating on the more complex process of assessing their competencies and fit with your organization – Telephone based interviews can be very effective if candidates are widely spread geographically
- 42. Select the Best Fit – Guidelines for Interviewing (2) Format – – One on one interviews allow for greater rapport but have greater potential for interviewer bias – Panel interviews (multiple interviewers) can be fairer but are harder to manage and can be very formal and intimidating to candidates – Telephone-based interviews can be more convenient but are harder to build rapport Be consistent with the choice of interview type, format or sequence used for each stage of the selection process
- 43. Select the Best Fit – Guidelines for Interviewing (3) Key Interviewing Skills – – Note taking – Objectives – Preparation – Questions – Rapport – Structure – Time Management – Unbiased
- 44. Select the Best Fit – Conducting a Professional Interview – If a panel interview, have a pre-interview meeting to identify the chairman, set the ground rules and plan the flow of the interview and questions. – Start on time and welcome the candidate – Introduce yourself and explain the interview and recruitment process – Provide an overview of the company and role – Keep a written reminder of your prepared questions, and stick to them
- 45. Select the Best Fit – Conducting a Professional Interview (2) – Avoid confrontational body language – Listen politely and show interest in the candidate’s responses but avoid showing specific approval or disapproval to the candidate’s responses – Summarize to check your understanding of key points – Ask good questions and take good notes using a standard format (such as an interview form); these will be important for making the final decision
- 46. Select the Best Fit – Conducting a Professional Interview (3) – Manage the time to ensure that you cover all the questions you need – Ask the candidate if they have any questions – Conclude by thanking the candidate for their time and interest in the role and advise them when they will hear about the outcome. – Evaluate the results of the interview against the person profile using a rating scale (An example of a rating scale is found on page 88 of the Managing recruitment Pocketbook included with your course material)
- 47. Interviews Role Play The Good The Bad The Ugly The absolutely Ridiculous
- 48. Select the Best Fit – Guidelines for Selecting and Using Psychometric Tests Always ensure that tests selected are: – relevant to the person profile – at the right level for the job – reliable and valid and do not discriminate unfairly on grounds of gender, ethnicity or disability Anyone selecting and administering tests, evaluating results or giving feedback is properly trained and certified to do so Feedback from tests should be given to all candidates concerning their performance
- 49. Select the Best Fit – Guidelines for Selecting and Using Psychometric Tests (2) Tests users must maintain the highest standards of confidentiality, with results made available only to those with a genuine need to know No selection decision should be based purely on a psychometric test result. They should always form part of a wider selection process, with inferences backed up by data from other sources. Test results should not be used as a basis for making decisions based on preference for a particular character type
- 50. Select the Best Fit – Guidelines for Using Other Selection Tools Make sure that the exercises are relevant to the person profile Tell the candidates in advance what they can expect Use exercises which are fair and can be assessed consistently and objectively Integrate the results of each exercise with other information you have gathered about the candidate before making a balanced final decision
- 51. Select the Best Fit – the Assessment Stages and Selection Tools Group activity 4 Outline the assessment stages you will use for your selection process – identify the timelines and the persons who would be involved What selection tools would add most value and how would these contribute to your final candidate selection?
- 52. The Final Selection Allow quality time to review the evidence on each candidate as soon as possible after completion of the process. Evaluate candidate against the person profile based on the results of all selection tools used Ensure that your selection is fair, transparent Identify your best candidate and second or third runner up Make an offer
- 53. The Final Selection – Unsuccessful Candidates Prompt notification of the final outcome A personalised letter sensitively phrased, acknowledging their time and effort and thanking them for their interest Offer to keep their details on file only if there is a real chance of a future role A named contact should they wish more comprehensive feedback on their performance Sensible suggestions on what could improve their chances next time
- 54. The Final Selection – Making the Offer Make the offer as quickly as possible subject to reference and/or medical checks Make the package clear – make sure the candidate is fully informed about the full range of benefits on offer Invite them to discuss any questions or queries they may have Make it easy to accept – enclose a copy of the offer and a reply paid envelope
- 55. The Final Selection – How to Handle a Counter Offer Consider whether you wish to entertain a counter offer – how much value do you anticipate this candidate will add? Can you match the counter offer? Does this fit with your organization culture? What will the effect of the counter offer be on internal relativity with existing staff and their motivation?
- 56. The Final Selection – The Value of Reference Checking To mitigate against misrepresentation by candidates To confirm historical facts presented during the recruitment process – – Qualifications – Experience – Job tenure and reason for leaving The certificate of good character and related reference checks
- 57. Will You Win the Talent War?
- 58. The “War for Talent” in Trinidad and Tobago Is there a war for talent in Trinidad and Tobago? What are the characteristics of the local war for talent? What factors may be intensifying this situation?
- 59. Recruitment and Selection and the War for Talent Why would talented people want to join your organization? – Employer brand / reputation – Compensation – Development or promotion opportunity
- 60. Identifying Your Employer Brand/Reputation 1. At your worst, how would your organization or team be described? 2. When you shine, how would your organization or team be described? 3. What does your organization or team represent? 4. What makes your organization or team stand out from your competitors? 5. What is the public image of your leadership team?
- 61. Managing the Psychological Contract ‘…the perceptions of the two parties, employee and employer, of what their mutual obligations are towards each other' These obligations are – informal and imprecise – inferred from actions and statements made by the employer…during the recruitment process
- 62. R&S Processes To Bond New Talent to Your Company Involve your team in the process – talented people want to know who will help them realize their potential Provide an honest preview of the job – the talented thrive on a challenge Set the bar high – profile the company’s successes and strengths so that talented people can see what they will learn
- 63. R&S Processes To Bond New Talent to Your Company (2) Explore and share values and motives – the greater the overlap the stronger the bond Know your company’s talent predictors – what your best people have in common – and look for evidence in the interview Treat people well at recruitment – actively manage expectations and show as realistic a picture as possible.
- 64. The Importance of the Induction Process Last phase of R&S, first phase in employee retention Pre-employment phase helps manage expectations and thus avoid disillusionment Regular semi-formal meetings with supervisor provide opportunity to ask questions, voice concerns/difficulties and have them handled sympathetically A learning experience to allow newcomer to reach the required level of performance as quickly as possible
- 65. The Importance of the Induction Process (2) Employee expectations from induction: – Performance efficiency – People – Politics – Language – Goals and values – History Chao et al (1994)
- 66. R&S Processes To Keep Existing Talent Explore alternatives to permanent replacement to broaden the accountabilities Search the talent pool – based on specific aspirations and track record to identify ‘hidden ‘ talent outside your own team – to consider alongside talent within your own area Talk to your talent champions – those people who excel at finding hidden talent and helping them thrive
- 67. R&S Processes To Keep Existing Talent (2) Advertise all new and replacement roles internally and externally Consider evidence of personal development a positive indicator for selection and be prepared to take a nearly ready candidate and help them develop Ensure rigorous assessment of track record and potential at recruitment stage
- 68. Managing the Generation Mix Schwarzkopfers – born before 1946 Baby boomers – born 1946 –1964 Generation X - born 1965 –1977 Generation Y – born 1978 - 1990
- 69. Desired Outcomes Identifying your target pool and setting up methods that can be sustained Know the right selection tools for your organisation and make sure you get the right ‘fit’ Laying the groundwork for employee retention
- 70. Thank You! Facilitator – Janel P. Phillip jphillip@powergen.co.tt
Notes de l'éditeur
- What are some of participants expectations and challenges which they hope to have addressed through this programme?
- Participant input , then definition – two distinct management activities Recruitment – The process of actively soliciting applications from potential candidates, internal or external, to meet the identified needs of the organization : it is a positive activity requiring employers to sell themselves in the relevant labour markets to maximize the pool of candidates from which they have to choose Selection – The process of identifying the potential candidate who is the best fit for the organization’s goals and culture and who mutually selects the organization as a best fit for them Recruitment and selection is very much a question of supply and demand – supply of qualified labour and demand for that labour, supply of jobs and the demand for those jobs.
- Increasingly the focus of organisations is not just on attracting and retaining people qualified to do the job, but on attracting and retaining ‘talented” people. Today when we say Talent we will be using the definition …. Talent is therefore high ability, giftedness and/or high potential.
- “Lack of the right talent can be a major competitive disadvantage” “More organizations are becoming aware of their need for - and lack of - talent, and are putting increasing energy and money into the recruitment of capable, bright people.” “High caliber people are becoming increasingly discriminating, selective and mobile in their search for what, to them, currently represents the ‘right’ company, right job and right career move” So attracting and retaining the best available people is likely to become even more challenging as the competition for high-performers and high-potential employees intensifies. Getting the recruitment and selection process right is therefore a powerful tool in the arsenal of any organization wanting to obtain and keep the best employees.
- How Do You Rate Your Existing Recruitment and Selection Process Is it a hit and miss affair? A roll of the dice? A shot in the Dark? Or are you catching the stars?
- Audience participation – what do they think is the starting point of a successful recruitment process
- Every successful recruitment and selection process starts with planning Business plan (org goals and targets; what products or markets?when? Bottom line) rolls out to the HR plan (what human resources will be required to reach the business goals? What jobs, how many, what skill levels, where, when, for what length of tenure?) R&S plan – must be designed to attract the type and number of candidates in the right locations and select those who best fit the criteria identified and are most likely to be successful in their roles – identifying What do you want from your new recruit? - When do you want it? How long do you want it for?
- Remember the planning process is SIMPLE Structured recruitment plan Imagine you are the candidate Map out your goals for each stage Prepare well in advance Legal implications – recruit fairly Enable your candidates to show their potential
- Remember the planning process is SIMPLE Structured recruitment plan Imagine you are the candidate Map out your goals for each stage Prepare well in advance Legal implications – recruit fairly Enable your candidates to show their potential
- Don’t assume that the job description is still valid especially if it is old. Be clear on what the job actually entails
- Each group has been provided with a case study package for a fictitious Company – this contains the company profile
- See Managing Recruitment Pocketbook pages 15 to 17
- Hand out sheets to each group containing this additional information for the case study Turnover should be considered at this point – info from exit interviews etc – to identify why people are leaving. This will help in drafting an effective advertisement and will highlight areas in the R&S process that may need to be improved eg job preview, selecting for culture fit not just qualifications and competencies which underpin ability to retain new employees
- What factors would you need to consider to identify your target pool? Why are these importance considerations.
- See pocket book page 46, 51 Targeted Reflective Attractive Clear Keeping focused on bringing the right candidates in to the start of the selection process And reducing the number of unsuitable applications received
- Compile list by group participation.
- Items for discussion – When would you expect ‘word of mouth’ to be an effective recruitment method? What are the pros and cons of these different types of recruitment methods? (Assign each group one or two to present if there is time)
- Dependent on time use class participation to identify and outline what each type is
- Expectancy Self-fulfilling prophecy Primacy Stereotyping Prototyping Halo and horns Contrast Negative information bias Similar to me Personal Liking Information overload Fundamental attribution error Temporal extension See Employee Resourcing pgs 128, 129 - handout
- In spite of the problems associated with interviewing, interviews are still one of the most effective ways of accomplishing the following 5 objectives - Predict future job performance and behavior Focus on aspects of behavior and performance that cannot easily be addressed by other means Supply information to the candidate Persuade suitable candidates to accept job offered and join the organization Create goodwill for the organization So how do we use interviews to accomplish these objectives without falling into the common pitfalls? Let’s look at some guidelines for interviewing
- Key Interviewing Skills – Note taking Objectives Preparation Questions Rapport Structure Time Management Unbiased
- What would some of the ground-rules be? What types of questions are inappropriate for selection interviews?
- What determines whether a question is a ‘good’ question? Open – starts an area for the interview and encourages the candidate to provide more info – tell me about…….; give me an e.g. of……, who, what, where, why, when Probing – use to dig under responses and explore in more detail – what happened next?….how did you deal with… Closed – used selectively to clarify specific info and control interview Limit use of closed questions Avoid leading questions or multiple choice Be concise, avoid marathon questions that go on and on ……
- There are two main types of psychometric tests – those which test ability (mental, cognitive, numeracy, literacy, critical reasoning, give evidence of trainability) and those which measure personality.
- Make sure that the exercises are relevant to the person profile Tell the candidates in advance what they can expect Use exercises which are fair and can be assessed consistently and objectively Integrate the results of each exercise with other information you have gathered about the candidate before making a balanced final decision
- Refer to your pocketbook pages 92 to 104 for more details on selection tools.
- Treat unsuccessful candidates professionally – your reputation depends on it
- When asking for a reference act FAST Focus on verifiable , factual information Ask questions directly related to the person profile or role Seek more than one reference for each candidate Treat non-factual information with a healthy degree of scepticism and use it with care.
- Insert graphic – start of section laying the ground work for employee retention
- Participant discussion
- The quality of a recruitment and selection process determines whether it will attract or repel ‘talent’, and sets the foundation for employee retention. When we are designing our recruitment and selection processes it is therefore important to keep in mind not just getting the best person for the job, but how we plan to keep that person for as long as we can. And remember too that recruitment is not limited to taking on new employees from outside the organization, but also includes internal recruitment – between departments, locations and teams.
- Are you describing an attractive employer people would want to be associated with? What score out of 10 would you realistically give yourself? The lower your score the more likely you are to have to buy or grow your own talent, and the more challenging to retain them. To reduce this likelihood and expense what can you do to manage your employer brand/reputation?
- The psychological contract may have implications for organisational strategy in a number of areas, for example: Process fairness: People want to know that their interests will be taken into account when important decisions are taken; they would like to be treated with respect; they are more likely to be satisfied with their job if they are consulted about change. Managers cannot guarantee that employees will accept that outcomes on eg pay and promotion are fair, but they can put in place procedures that will make acceptance of the results more likely. Communications: Although collective bargaining is still widely practised in the public sector, in large areas of the private sector trade unions now have no visible presence. It is no longer possible for managers in these areas to rely on &apos;joint regulation&apos; in order to communicate with employees or secure their co-operation. An effective two-way dialogue between employer and employees is a necessary means of giving expression to employee &apos;voice&apos;. Management style: In many organisations, managers can no longer control the business &apos;top down&apos; - they have to adopt a more &apos;bottom up&apos; style. Crucial feedback about business performance flows in from customers and suppliers and front-line employees will often be best able to interpret it. Managers have to draw on the strategic knowledge in employees&apos; heads. Managing expectations: Employers need to make clear to new recruits what they can expect from the job. Managers may have a tendency to emphasise positive messages and play down more negative ones. But employees can usually distinguish rhetoric from reality and management failure to do so will undermine employees&apos; trust. Managing expectations, particularly when bad news is anticipated, will increase the chances of establishing a realistic psychological contract. Measuring employee attitudes: Employers should monitor employee attitudes on a regular basis as a means of identifying where action may be needed to improve performance. Some employers use indicators of employee satisfaction with management as part of the process for determining the pay of line managers. Other employers, particularly in the service sector, recognise strong links between employee and customer satisfaction. But employers should only undertake surveys of employee attitudes if they are ready to act on the results.
- Audience discussion: - What is induction? What should an induction include? A process rather than an event that begins before the employee joins and continues for some weeks (or months) after until he is working at full capacity in the new job
- What do new employees expect to gain from their induction process and given these expectations consider how effective is your organization’s process: study by Chao et al (1994) Performance efficiency (job requirements and the knowledge and skill to perform effectively) People (how to establish effective and satisfying work relationships) Politics (who are the influential people and how organizational politics work) Language (acronyms, slang and jargon unique to the organization) Goals and values (the organization’s purpose and current direction) History (the origin of organizational structures, customs , myths, rituals etc.)
- Who gets the promotion and how the decision is made can make or break confidence in how you manage your existing talent.
- What are some of participants expectations and challenges which they hope to have addressed through this programme?