Selection & On-Boarding Process

Dr. Elijah EzenduFIMC, FCCM, FIIAN, FBDI, FAAFM, FSSM, MIMIS, MIAP, MITD, ACIArb, ACIPM,

PhD, DocM, MBA, CWM, CBDA, CMA, MPM, PME, CSOL, CCIP, CMC, CMgr

Organizational Entry Path

Recruitment Selection On-Boarding

Key Factors of Job Characteristics

Source: Elijah Ezendu, Recruitment & Selection

Selection

Selection is the second stage in a normal organisation entry scheme and starts at the end of recruitment. It involves identifying candidates who meet key requirements through a battery of tests and purposeful interview; then picking the cherry.

Selection Policy

The selection policy of an organisation determines the procedures that should be utilized in picking the right person for available job opening therein. In it’s absence, selection would depend on the whims and caprices of the managers.

Typical Selection Process

The purpose of drilling candidates through the selection process is to ascertain competency and degree of commitment. While the former can be easily effected, the latter demands deep scrutiny. Even so, commitment can become eroded due to environmental or psychographic changes.

Competency

“A competency is an underlying characteristic of a person which is causally related to effective or superior performance in a job or role.”

- Evarts

Types of Selection Tests

• Personality Tests• Proficiency Tests• Cognitive Abilities Tests

Personality TestsThis is used for uncovering the personality

characteristics of applicants, thereby assessing their relationship with the performance of a specified job. The personality traits of a person depict ability to develop interest in other people, and strength of focus to work with them. Certainly, this is a strong determinant of environmental adjustability and tendency to operate without overbearing cloud of phobia. Other personality traits that can be appraised are emotional stability, motivational system, openness to experience, conscientiousness, gregariousness, amiability and introversion.

Examples of Personality Test

• Personality Attribute Inventory• Cross-Cultural Adaptability Inventory• Personality Adjective Checklist

Advantages of Personality Test

(i) It facilitates identification of people with the interpersonal traits required for jobs.

(ii) It can aid discovery of the intrinsic abilities of applicants.

(iii) It is a vital tool for overall assessment of a person, when combined with other assessment tools.

Disadvantages of Personality Test

(i) The cost of test administration may be very high.

(ii) The result of the test may not reflect reality, due to the tendency of applicants to behave as if they have certain traits that are needed for job performance.

(iii) There could be difficulty in measuring some personality traits.

(iv) If all the applicants have the same personality traits, it can lead to lack of diversity.

Proficiency Tests

Another name of proficiency tests is achievement tests, and they are used for measuring an applicant’s knowledge or skills, in relationship with the ones needed for a particular job.

Types of Proficiency Tests

• Knowledge Tests• Work Sample Tests

Knowledge Tests

These tests usually involve questions aimed at discovering the depth of an applicant’s knowledge about certain tasks and responsibilities as contained in a specific job.

Work Sample Tests

These tests require applicants to perform tasks, which are similar to that of a particular job. The use of these tests is based on the fact that observed work behaviour of applicants under standard job situations, are appropriate indicators of their most probable performance ratings, when placed in such capacities.

Examples of Work Sample Tests

• Simulation of Events• Work-Sample Tests of Traininability

Advantages of Work Sample Tests

(i) Applicants can not easily pretend to have high proficiency, because it’s a practical orientated assessment.

(ii) It has a high reliability and validity.(iii) The content of the test is similar to that of

the actual job.(iv) The equipment used in administration of the

test is similar to the one used on that particular job.

Disadvantages of Work Sample Tests

(i) The administration of these tests is costly, especially if equipments would be used.

(ii) It’s not effective in measuring the aptitude of applicants, because it focuses on ability of applicants.

(iii) It’s only useful for jobs that can be completed within a short time, since it can not be used for assessing applicants on jobs which require days or weeks for completion.

Cognitive Abilities Tests

These are assessment tools used for measurement of intelligence and aptitude of applicants. They are the most widely accepted selection tests used in industries.

Types of Cognitive Abilities Tests

(i) General Intelligence Test.(ii) Aptitude Test.

Types of Aptitude Tests

(i) Test of Verbal Ability(ii) Test of Abstract Reasoning(iii) Test of Clerical Aptitude(iv) Test of Perceptual Ability(v) Test of Spatial Ability(vi) Test of Numerical Ability(vii) Test of Mechanical Aptitude(viii) Test of Creativity(ix) Test of Dexterity

Qualities of a Good Test

(i) The right selection decisions can be made from results obtained.

(ii) The ability of the test to measure what it was set out to measure.

(iii) There is consistency in the measurement system of the test.

(iv) It must have a high degree of job relevance.

Validity of Test

Validity refers to the extent which a test measures the specific characteristics which it’s supposed to measure, and the quality of measurement. It shows whether a test can be used for effective prediction of job performance. In fact, it defines the nature of linkage between performance in the test and job performance. Hence, showing if there is an acceptable correlation, that can justify its applicability and usefulness for that selection.

Types of Interviews

• Individual Interview• Panel Interview• Selection Board

Interviewing Approaches

• Man Specification Based Interview• Biographical Based Interview• Structured Behavioural Competency

Based Interview• Structured Psychometric Interview• Structured Situational Based Interview• Performance-Based Interview• Stress Interview• Depth Interview

Reference Check

Its a process of verifying the information given by applicants. Records of qualifications, employment and achievement provided by applicants on a resume, the application blank and during interview would be investigated, in order to confirm rightness.

Medical Examination

It’s used for assessing how well applicants satisfy the physical requirements of specific jobs. This examination is useful in identifying people who would be able to perform the physically demanding aspects of a job, and those whose conditions are too adverse for employment in certain capacities.

Offer of EmploymentThis is the last stage of selection process, and

can only be done after decision must have been concluded based on applicant’s performance in the selection process. Normally, the decision is established by Human Resource Department in accordance with criteria pinpointed by the department of that targeted job opening. Sometimes an external consultant may be required to take the final decision.

On-Boarding

“On-boarding involves integrating and acculturating new employees into the organisation and providing them with the tools, resources, and knowledge to become successful and productive, from accepted offer to end of first year.”

(Source: US Department of Defence)

On-Boarding Process

Placement Orientation Induction

Employee Engagement Propagation

Mentorship Development

Relationship Reinforcement &

Review

Source: Elijah Ezendu, Selection and On-Boarding

Placement

This involves specific positioning of new employee on a defined job role after he or she must have accepted the offer of employment and endorsed the statement of job description which highlights key performance areas.

Orientation

Orientation is a social function which serves as a familiarization programme provided to new employees. It’s not actually structured to be a training programme. It stands as a ‘getting to know us’ programme.

“Orientation involves processes and programs that normally begin on the first day of employment and extend from one day to several weeks; On-boarding provides a more in-depth and comprehensive assimilation process that normally extends from three months to one year. This additional time can be used to connect the employee to the job, team and organizational values.”

- Barbara Richman

Topics for an Orientation Programme

• Overview of organisation• Employee and Union• Compensation and Benefits• Organizational Chart and Company Facilities• Department Functions• Assigned Duties and Responsibilities• Policies, Procedures, Rules and Regulations• Health, Safety and Environment• Tour of Facilities

Content of Orientation Kit

• Copies of Performance Appraisal Forms• Policy and Procedures Handbook• Copy of Organizational Chart• Career Path Manual• Independent Development Plan• Health, Safety and Environment Manual• Staff Telephone and Email Brochure• Copy of Company Newsletter

Induction

This is a structured training programme aimed at infusing key knowledge, skills and abilities into new employees, so as to sharpen and fine-tune them for effective positioning.

Key Topics for Induction Course

• Work Ethics• Emotional Intelligence• Esprit De Corp• Software & Technology• Service Excellence• Performance Management• Relationship Management• Effective Communication• Culture

Mentorship Development

At this stage, a mentor would be assigned to each new employee for developing and administering institutional and experiential guidance, which nurtures talent and promotes the bond between mentor and protégé, in that way giving the employee a sense of belonging and room for growth as well as expertise development.

Employee Engagement Propagation

Herein clearly structured engagement programmes must be deployed for improving the rapidity of bonding between a firm and its new employees; wherefore providing the right platform for optimizing productivity through individual empowerment.

Employee engagement programmes aid in influencing employees to adopt an organisation’s brand and stand in that identity with a measure of loyalty, which reduces staff turnover rate thereby enhancing retention.

“We embarked on consciously building Virgin into a brand which stood for quality, value, fun and a sense of challenge. We also developed these ideas in the belief that our first priority should be the people who work for the companies, then the customers, then the shareholders. Because if the staff are motivated then the customers will be happy, and the shareholders will then benefit through the company’s success.”

- Richard Branson

Employment Engagement Equation

Source: The Collin Baer Group, Employee Engagement

Measuring Elements of Employee Engagement• Do you know what is expected of you at work? • Do you have the materials and equipment you need to do your work right? • At work, do you have the opportunity to do what you do best every day? • In the last seven days, have you received recognition or praise for doing good

work? • Does your supervisor, or someone at work, seem to care about you as a

person? • Is there someone at work who encourages your development? • At work, do your opinions seem to count? • Does the mission/purpose of your company make you feel your job is

important? • Are your associates (fellow employees) committed to doing quality work? • Do you have a best friend at work? • In the last six months, has someone at work talked to you about your progress? • In the last year, have you had opportunities at work to learn and grow? (Source: The Gallup Organization)

Relationship Reinforcement & Review

The ensuing relationship between employees and that organisation must be managed and reviewed for improvement in order to optimize goal congruency. The Human Resource Department plays this role either through an employee relationship manager or onboarding manager.

On-Boarding Approaches

Learning

Relationships

Performance

Organisational

Support

Delivery on Expectations

Information Resources

Organisation Approach

The organisation deliverslearning opportunities, resources, and tools to ensure the new hire is properly integrated to impact their performance.

Individual Approach

The new hire is responsible For ensuring that his/herIntegration into the newCompany is a success byLearning as much as He/she can, building theRelationships needed, andUltimately performing to Meet expectations of His/her new organisations.

Holistic Approach

The holistic approach involves a combination of the above with clear measures on these key areas: role, relationship, culture and critical stakeholder involvement.

Role

Relationship

Culture

Critical Stakeholders

Source: Mercer Delta Consulting, Executive On-Boarding

Strategic On-Boarding Model

Source: US Department of Defence

TurnerSTEP ONE: We want new employees to feel a part of our team right from the start.

The Welcome Guide is the first step. It’s an introduction to Turner and explains how to get ready for the first day. See the Paperwork section for a list of items new employees need to read and/or complete, sign and return to Turner in advance of their first day.

STEP TWO: Within the first few days as a Turner employee, new employees will receive a comprehensive Getting Started Manual. This manual is designed to provide valuable information to help new employees feel at home and productive on their first day at work. Also, at on-boarding, new employees will find out more about Turner, about people they will meet, items they will receive, things they will learn about, and resources they can take advantage of as a Turner employee. For example:

• First-day checklists to help make the most of the resources available • A high level overview of Turner’s culture, philosophy, policies and procedures • Information about the work group • Places to know

Turner ContinuedSTEP THREE: An important step in the on-boarding process is receiving a

more detailed introduction to Turner by taking the following learning courses on the Turner Knowledge Network (TKN) within the first two months of employment:

• On-Boarding: Getting Started at Turner • Understanding Turner – On-Boarding for Experienced Hires • Turner History and Culture • Century of Excellence • Career Counseling • Business Meeting Etiquette STEP FOUR: While the first month at Turner is significant in any career, we

think that life after on-boarding is even more critical. We plan to stay in touch, and show new employees ways to manage their career at Turner. Staying connected is important, so new employees need to get to know colleagues within their business unit or job site, meet with various department heads and reach out to a mentor.

Adapted from Turner

Exercise1. Develop a suitable onboarding model for

junior managers.2. List 10 effective questions for conducting

onboarding reviews.3. What are the differences between

onboarding and orientation?4. Review the use of GMAT as the only selection

hurdle.5. List 10 selection tests and mention areas of

applicability.

Dr Elijah Ezendu is Award-Winning Business Expert & Certified Management Consultant with expertise in HR, OD, Competitive Intelligence, Strategy, Restructuring, Business Development, Sales & Marketing, Interim Management, CSR, Leadership, Project & Programme Management, Cost Management, Outsourcing, Franchising, Intellectual Capital, eBusiness, Social Media, Software Architecture, Cloud Computing, eLearning & International Business. He holds proprietary rights of various systems. He is currently CEO, Rubiini (UAE) and Hon. President, Worldwide Independent Inventors Association. He functioned as Chair, International Board of GCC Business Council (UAE); Senior Partner, Shevach Consulting, Nigeria; Chairman (Certification & Training), Lead Assessor & Council Member, Institute of Management Consultants, Nigeria; Lead Resource, Centre for Competitive Intelligence Development; Lead Consultant, JK Michaels; Technical Director, Gestalt; Chief Operating Officer, Rohan Group; Director, Fortuna, Gambia; Director, The Greens; Director of Programmes & Council Member, Institute of Business Development, Nigeria; Member of TDD Committee, International Association of Software Architects, USA; Member of Strategic Planning and Implementation Committee, Chartered Institute of Personnel Management of Nigeria; Adjunct Faculty, Regent Business School, South Africa; Adjunct Faculty, Ladoke Akintola University of Technology, Nigeria; Editor-in-Chief, Cost Management Journal; Council Member, Institute of Internal Auditors of Nigeria. He holds Doctoral Degree in Management, Master of Business Administration and Fellowship of Several Professional Institutes in North America, UK & Nigeria. He is an author & widely featured speaker in workshops, conferences & retreats. He was involved in developing Specialist Master’s Degree Course Content for Ladoke Akintola University of Technology (Nig) and Jones International University (USA). He also works as Adjunct & Visiting Professor of Universities and holds Interim Management Assignments on Boards of Companies.

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