The practices in recruiting are changing gradually with time. In recent years, the economy has been growing and the hiring demands with it. For majority of the companies however, the budgets to fund this crucial exercise do not increase at the same rate. The methods being used to post and advertise jobs and calling the candidates are still the same thus losing their effectiveness. Recruiters have started sourcing for more innovative ways to source for talent. Even with the existing high volume of candidates in the job searching market, employers are mostly concerned with finding a way to get the most qualified candidates in the shortest time possible. The most important topics for today’s recruiters, is finding the most appropriate technological advancements and platforms that have social media to increase their opportunities.

The recruiting staff and managers in charge of hiring are applying these social media and technology to place themselves a step ahead of the traditional methods of doing the job. This enables them connect with interested and qualified candidates directly. The best practices to advance the recruitment services are still emerging but the use of social media communication is new. Since the social media sites are on the increase, confusion is arising among the advertisers and recruiters about the best way to use them effectively. However, the social media sites are highly recognized for their ability to build branding in employment though many see them just as locations where job posting can be done. Previously, strong social media websites were not on the priority list for many companies in the search for potential candidates. However, that is bound to change since the needs to succeed by the recruiting departments are increasing gradually. The passive methods of posting job advertisements are fading since recruiters want to employ proactive skills to acquire staff. This means that all means necessary are going to be used to recruit. In my company, social media platforms are being used to post job adverts. These are like Facebook, Twitter and Yahoo (Wright & Domagalski, 2010).


            Since time immemorial, the interview has been the most practiced method of selection. However, the method has had its flaws in that, it did not maintain consistency in results and it had no ability to make a sound prediction of which candidates would be high performers and which would not. Today the regular interviews are still carried out with many of them being unstructured. However, the interviews are highly ineffective and the most bizarre thing is that the interviewers do not seem to realize just how ineffective they are. Interviewers, whether trained or not, seem to be highly confident of their skills and interviewing abilities. In normal interviews, interviewees are said to have experienced quite irrelevant questions that were asked by the interviewers. The interviewees say the questions were not at all related to their professions or the job that was at hand.

Conducted researches have provided no evidence that the interview processes can actually identify the ideal candidates for the job. To ninety percent of interviewers, the interview process is quite crucial in the hiring decision they were going to make though most of them make the decision from their instincts. Management practices nowadays aim to get the best candidate for a job and keep them in the job since job-hopping has become quite common. The best talent management practices therefore, should be based on evidence and not instinct or talent as today’s practices have proven to become. The interview therefore should be transformed from an ineffective process to a competitive hiring tool. Ultimately, the questions asked in the interview, as I experienced in my company, should not include references to irrelevant topics like elephants. Organizations need to train their hiring and recruitment staff highly in order to avoid inappropriate questions and instead seek to identify the best candidate for a job position (Howard & Johnson, 2011).


            After an organization has searched at length for a worthy candidate to fill a position, they finally get one. Most organizations however, make the wrong assumption that a candidate, since they were the most competent, would have the ability to figure out everything there is to know to succeed. The human resource team in charge of recruitment may also be confident in their orientation exercise to deliver motivation, information and insights for the new recruit. They may think that the team leader’s role in the life of the new hire is to slightly guide the new hire and provide post-mistake guidance. These however, are wrong perceptions since the role of the leaders in recruitment is to ensure that any new member in the staff, whether internally or externally hired through promotions, should have appropriate guidance to enable a strong start to their work.

Failure to closely monitor a new hire in the first few months and offer good guidance to them leads to incompetence and most probably the new hire ends up being a statistic in the turnover list. Weak starts to new recruits cost the organizations in many ways. When bringing new staff on board regardless of the level of proficiency of the job, the leadership team should take advantage of the enthusiasm they bring with them on the floor. This should then be cultivated to give the new ensign a strong start in the job. This activity is usually about using the enthusiasm of the ensign, leveraging it and preserving it. Moreover, guidance should be offered to the new hire to give him early job success to make them reach the job proficiency target set sooner. The new hire should also be encouraged to remain engaged to the job and to stay in the firm for the longest time possible. However there still exists an alternative of disengaging employees, that shall result to high and early turnovers and high costs in rehiring. This would not be preferred by any organization and therefore a strong start for a new hire means a win for both the organization and the individual (Byham, 2011).

Training and Development

            The DiSC report describes me well when it says that I am dominant, determined and decisive and a doer. This is because I am a person who likes to get things done, make things happen and I focus on results and activities over feelings and chatting. I have aspects of leadership and management due to the love to see results. I also think that the report was right when it said that I am inspiring, interactive, influential and interested in people. This is because I believe in the power of people and without people, nothing would be done. We, the people are the reason the world is where it is now and I believe we are also the ones who shall be responsible for its destruction. This is also because I like to interact and chat with people while we complete tasks and make results. The report was also right when it termed me a supportive, steady and sweet person that minds his status quo. This is because I like to help others greatly and believe in service above self.

I have memberships to charity groups that believe in giving back to the community since I believe corporate social responsibility is quite important. I like it also when people work together as a team since things are done faster and the proud feeling of accomplishment is shared among the group. Being cautious is also a quality that I have and that the report highlighted. I like calculating my moves before I make them since I hate regrets. Indeed, I am contemplative and quite careful in everything I do since I do not like situations where I have liability for irresponsibility. The report however did not describe that I have a passion in solving problems and creating solutions to problems whether mine or not. I am also highly empathetic, a quality that the report also did not mention.

Plan of Action and Commitment Timetable


I need to work on my desires to want competition and enjoying of challenges since they sometimes it appears arrogant. Arrogance is the act of being unpleasantly proud and acting as if I am more important than any other person is. I also need to work on my obsession with wanting recognition for my efforts. This obsession shall make me not recognize the efforts of my colleagues and shall make me be selfish. The obsession with attention is a trait I also need to work on. This is because if attention is not granted to me I might end up being very disappointed and might affect my self-esteem. Other people see me as rather domineering and overpowering due to my trait. This also needs to be worked on. I need to work on my desire to work alone all the time, this is because my social life might be in jeopardy and my relations with other people might not be developed. My resentment for rules and regulations is another trait I would like to change or possibly work on (Brocato, 2003).

Personal Mission Statement

I would like to be a better human resource assistant manager, who shall be able to deal better with his staff and superiors. This is to enable me develop better relationships in the office with the people, my juniors and superiors alike. I would like to be a manager that shall face his fears and be able to stand up for myself. This is in order to fight for fair treatment for myself and the juniors that I represent. I would like to be a person that shall be able to listen to my inner voice and listen more rather than talk more. This is to enable me become an active listener so that I can be able to offer advice and try to solve most problems brought to me by my staff members. I would like to fulfill all the recommendations and targets I have set for myself in the shortest time possible.


In need to reduce my arrogance. This is because it makes me value people less than I should. I am the main person who is involved in the accomplishment of this goal; however, the people around me are also indirectly involved. This shall take place mostly at my workplace and slightly at home. I shall need to be more of a team player, I shall treat people with more kindness and I shall develop better relationships with them. The exercise shall be difficult since it involves changing my entire personality. I shall need to be giving more time to the people, I deal with and listen more to what they are telling me. The more the people I deal with everyday the better since it shall enable me to develop faster. I shall know I have met my goal when people start preferring to talk to me more. The goal is attainable and can be accomplished in the method stated above. The goal is relevant to my work since my work involves dealing with people. I need to attain this goal within a period of six months.

Change Strategy

Increase the handle time for my staff talking time                 22/06/2011      1/1/2011

Change my tone of voice when speaking to a person.            22/06/2011      1/1/2012

Change my perception of other people                                  22/06/2011       1/1/2012

Minimize my talking and increase my listening.                     22/06/2011      1/1/2012

Learn to question my superiors on decisions they make         22/06/2011      1/1/2012


My company is doing better than how it was one year ago. My staff is quite free with me and our relationship is growing better, stronger and maintains its professionalism. They can open up to me and they take me as their guardian away from home since I show them that I care for them and their needs. The company is improving constantly since the staff feels more appreciated thus are more productive.


Because of positive action, I am beginning to realize that my staff is improving in their productivity since they feel more appreciated, my superiors are also beginning to take me more seriously as a vogue for my staff. The recommendations I make are taken seriously by both the staff and the management and my relationships in the office have changed. My boss is considering giving me a promotion to senior human resource manager.
















Aldrich, C. (2006). 1996-2006 E-Learning in the Workplace. T & D, 60(9), 54-57.

Brocato, R.  (2003).  Coaching for improvement: An essential role for team leaders and managers. The Journal for Quality and Participation, 26 (1), 17-22.

Brooks, W. (2006). Managing to learn. Training Journal, pp. 35-38

Byham, W. C. (2011). Strong Start to Job Success: What Leaders Can Do to Shorten Time to Proficiency, Increase Job Engagement, and Reduce Early Turnover. Retrieved from papers/strongstarttojobsuccess_wp_ddi.pdf?ext=.pdf

Howard, A., & Johnson, J. (2011). If you were a tree, what kind would you be? The surprising truth about interviewing. Retrieved from papers/interviewing_wp_ddi.pdf?ext=.pdf

Wright, E., & Domagalski, T. (2010). Common sense hiring. SuperVision. ABI/INFORM Global.



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