THE INFLUENCE OF THE RECRUITMENT PROCESS "EMPLOYEE HIRING" ON THE ORGANIZATIONAL CULTURE

Modern conditions leave an imprint on the interaction of the organization's employees, and consequently on the company's organizational culture. Individual characteristics of employees, in particular their value orientations, have a great influence on the stability of basic principles shared by the employees. An employee in an organization should be not only a professional in his field, but also be able to perceive the organizational culture and accept its changes if necessary. One of the main factors on which the quality of personnel depends is employee hiring. It is at this stage that the expectations of the individual and the ones of the organization regarding each other can be joined in order to prevent possible conflicts in the future. A competent recruitment and selection concept will give the organization the opportunity to be provided with highly qualified personnel focused on the main organizational goals and values in a timely manner. In this regard, the personnel recruitment process is one of the most significant in the organization. In the course of the research presented in the article, the main priorities of the value orientations for various workers categories – workers, employees, managers were identified. Based on the analysis, the authors formulate the conclusions on existence of certain organizational problems that arise as a result of the discrepancy between the value orientations of an individual employee and the organizational culture of the company as a whole. Based on the results of the identified problems, the authors give recommendations regarding organizing the recruitment procedure in order to provide the company with the maximum number of employees who will share the main organizational values, without putting their own opposite values as a counterbalance to them, since the strength of the organizational culture depends on it.

INSTITUTIONALIZATION OF RECRUITMENT AND SELECTION PROCESSES: THE CASE OF A SMALL FAMILY BUSINESS

The present study aims to analyze the institutionalization of personnel recruitment and selection processes in a small family business. In order to achieve the proposed objective, a case study was carried out in a company in the food trade branch located in the northwest of the state of Rio Grande do Sul. As a data collection technique, a semi-structured interview and observation of the location was used. The data were analyzed using Bardin's content analysis. The results demonstrated that the institutionalization of the recruitment and selection processes of people is directly related to the performance of the owner of this enterprise, being that he is responsible for coordinating the actions that define the requirements for the vacancy, the form of disclosure and the interview of selection. The standards implicit in the company are typical of the small family business, where family members assume the role of managing different areas of the organization. It was suggested that further research be carried out in small companies in other Brazilian locations, in order to expand the discussions addressed by the present study. Key-words: Institutional theory; People management; Human Resources.

THE COMPANY's PERSONNEL RECRUITMENT SYSTEM: THEORY AND PRACTICE

The definition and essence of hiring personnel, the process of searching, selecting and hiring employees are revealed. A comparative analysis of the points of view of different authors on the recruitment procedure is carried out. The historical foreign experience of different countries in the field of recruitment formation is considered. It is indicated what makes the process more efficient, the need for the correct choice of technologies and selection methods, their adaptation is noted. The main focus is on the process of forming the hiring procedure, its features and objectives. The main goal is considered - to find a person who meets the characteristics and criteria for the vacant position. The technology of hiring personnel of the enterprise is highlighted, which consists of a set of repeatedly reproducible and interrelated procedures, as a result of which a pre-programmed result is guaranteed to be obtained. The necessity of the correct organization of the recruitment procedure is emphasized, the purpose of which is to reduce the turnover of personnel at the enterprise, save time on the search, selection and hiring of candidates, as well as saving the organization's money. The analysis of statistical data of a specific organization is carried out before and after the introduction of the recruitment procedure. Reasonable conclusions are drawn about the need to develop a competent recruitment procedure for the successful development of the enterprise.

AI-Enabled E-Recruitment Services Make Job Searching, Application Submission, and Employee Selection More Interactive

Personnel recruitment and selection is changing rapidly with the adoption of artificial intelligence (AI) tools. This chapter looks at how job applicants perceive AI in recruitment. The results show that AI tools encourage a larger number of quality application submissions and for two reasons. First, AI entrains a perception of a novel approach to job searching. Second, AI is perceived to be able to interactively tailor the application experience to what the individual applicant expects and has to offer. These perceptions increase the likelihood the user will submit a job application and so improves the size and quality of the pool from which to recruit personnel.

Research on Enterprise Management Training Based on Cluster Computing

Objectives: Based on the cluster calculation, in this paper, the implementation of the training of enterprise personnel recruitment management was studied, starting with the employment recommendation form as the starting point. Methods: First of all, making rational use of previous employment data of college graduates and concludes with a Sensitive-Personal Rank algorithm to calculate the sensitivity of graduates interested in the historical recruitment data of each enterprise. Results: Furthermore, sensitivity to the current graduates and the graduates of the existing correlation between the calculation methods was optimized; finally, it was similar to the previous graduates to the recent graduates to recommend, so as bringing effective employment reference and guidance. Conclusion: The experimental results showed that, RBSI had a relatively high recommendation accuracy and satisfaction.

Implementation of Decision Support Personnel Recruitment System for Laguna State Polytechnic University-San Pablo City Campus

The Laguna State Polytechnic University-San Pablo City Campus viewed the hiring of possible employees as a major problem in the university because it takes time for the human resource department to facilitate the process of recruitment. The main objective of the study is to implement a web-based decision support personnel recruitment system that can screen qualified applicants, assist the human resource personnel in ranking the applicants and generate reports. The system was developed using PHP, CSS, Java Script and XHTML as programming platform and MySQL as database engine. The system design, testing and evaluation procedures were presented. Test results show that the project is secured and can be best viewed in Google Chrome, IE7+, Mozilla Firefox and Opera Mini using personal computer, laptop, tablet and mobile phone. Two questionnaires were distributed - ISO 9126 Software Quality Matrix and acceptability survey to determine whether the implementation was successful. Based from the results of evaluation conducted, the project was rated as excellent with an overall mean of 4.52. The users also agreed that the system was acceptable in terms of interface, operability, security and portability. It was recommended that the system should allow multiple applications for different job vacancies and the ranking of applicants with the same points should be tie regardless of who submitted the application first.

Using Generalizability Theory and Many-Facet Rasch Model to Evaluate In-Basket Tests for Managerial Positions

Purpose: This study aimed to analyze interview data collected from a series of in-basket tests during managerial personnel recruitment in a local Chinese company, taking advantage of the use of combination of Generalizability theory (GT) and Many-facet Rasch Model (MFRM), rather than the Classical Test Theory (CTT).Design/Methodology/Approach: Participants included 78 candidates (Mage = 37.76, SD = 6.36; 35.9% female) interviewed for eight managerial positions in a local Chinese company. Data were collected based on a series of 10 in-basket interview tests, and a 20-item rating scale (the in-basket test rating scale; IBTRS) was developed and piloted, and five expert raters rated the participants on their performance in five aspects (planning, communication and coordination, capital operations and management, analysis and problem solving, and empowerment and controlling). The data were analyzed using a crossed design of p × i × r, where p represents person, i represents item, and r represents rater. Effects of candidate (person), test item, rater, and the interaction of item and rater were examined.Findings: The use of the combination of GT and MFRM was able to provide accurate, comprehensive information over the process of in-basket interview tests. Specifically, GT analysis showed good generalization coefficient and reliability index (0.893 and 0.871, respectively), and the variation of candidates explained most of the total variance (53.22%). The candidates scored high in the dimension of empowerment and controlling. There were differences in the severity of raters. Three raters should be sufficient to ensure good scoring stability.Originality/Value: This study used the combination of GT and MFRM to assess the interview data instead of using a CTT approach.

An ounce of prevention is worth a pound of cure: considerations for pharmacists delivering the National Diabetes Prevention Program

Prediabetes is highly prevalent in the United States affecting over 88 million adults. In 2010, the Centers for Disease Control and Prevention (CDC) established the National Diabetes Prevention Program (NDPP), an intensive lifestyle program consisting of a 16-lesson curriculum focused on diet, exercise, and behavior modification, with the ultimate goal to reduce progression from prediabetes to diabetes. Despite tens of millions of adults potentially qualifying to participate in the program, the uptake of the NDPP has been exceedingly low. As a result, the CDC has focused its efforts on engaging with local health departments and community partners, including community pharmacies, across the United States to scale-up enrollment in the NDPP. In this commentary we discuss factors affecting implementation of the NDPP in community pharmacies and other settings where pharmacists practice, including training, space, personnel, recruitment and enrollment, retention, and sustainability.

Digital Transformation of HR Technologies

This article involves a study of the personnel management technologies digitalization degree based on the results of the SAP, Deloitte and Hays report, published in 2019. The analysis demonstrated HR automatization dependence on the size and specialization of organizations. The larger the company, the more complex personnel management processes are. The article defines four digitalization levels from the paper approach to the active use of artificial intelligence systems. Industries with the highest automatization percentage are identified. The article takes a closer look at personnel recruitment, selection, adaptation and training practices performed with the use of appropriate tools and programs. Among the most laborious recruitment functions stand communication with potential candidates, testing and interviewing, especially in cases of mass recruitment. Specialized programs that process CVs, build ratings, conduct video interviews and online testing to optimize recruiter’s work. The advantages of chatbots and messengers for adaptation digitalization are pointed out. Most executives have a positive attitude to the transition to new automated HR methods. The role of e-learning and software training is outlined, and the advantages of webinars, test constructors, and distance learning implementation are analyzed. It is noted that one third of Russian companies are actively automatizing employee training and development technologies. The article also highlights the most important personnel management processes that demand digital transformation in the first place. The automatization necessity of management accounting, effectiveness analysis of the current HR system, and benefits calculation is justified. Gamification advantages are outlined, as they are used in adaptation, training and personnel assessment processes. Senior management, HR executives and information services role in moving to a new level of personnel management is emphasized. VTB, VTB 24 and Sberbank spendings on automated HR systems are reasoned. Conclusions on the need to invest in digital transformation of HR processes are drawn. Keywords: personnel management, technologies, digitalization, process