Introduction to Human Resource Management

Organization – consists of people with formally assigned roles who work together to achieve the
organizations goals.
 Formal group – professional, connected by contract, less intimate (e.g., organization)
 Informal group – less professional, not connected by contract, more intimate (e.g., group of
friends)
Manager – a person responsible for accomplishing the organization’s goals, who does so by managing the
efforts of the organizations people. They are the “think-tank”. They are responsible with controlling and
leading the organization.

KSAO (Knowledge, Skills, Abilities, Other Characteristics) are the attributes required to perform a job;
these are the job competencies.

Management Process:
 Planning – establishing goals and standards; developing rules and procedures; developing plans
and forecasting.
 Organizing – giving each subordinate a specific task; establishing departments; delegating
authority to subordinates; establishing channels of authority and communication; coordinating
subordinates work.
 Role confusion – there is an ambiguity, confusion in your work; employees feel lost
 Role overload – causes burnout; employees are overloaded with workloads
 Staffing – determining what type of people you should hire; recruiting prospective employees;
selecting employees, training and developing employees; setting performance standards; evaluating
performance; counseling employees; compensating employees.
 Leading – Getting others to get the job done; maintaining morale; motivating subordinates.
 Controlling – Setting standards such as sales quotas, quality standards, or production levels;
checking to see how actual performance compares with these standards; taking corrective action as
needed.

Human Resource Management involves acquiring, training, appraising, compensating, health and
wellness, employee relations.

 Job Evaluation – we measure salary (also known as job worth)

 Performance Evaluation – we measure performance
 Job Analysis (work analysis) – a systematic process of collecting all information about a specific
job; the product of this is job description (STEPS OF MAKING JOB DESCRIPTION: identify,
interview, write, evaluate the task then form job description)
o If the job analysis cannot be conducted by the HR, a consultant can do the job on their
behalf
 Job Description – a useful, plain-language tool that explains the tasks, duties, function and
responsibilities of a position
  Job Specification – a specialized job description designed by emphasizing mental and physical
qualifications and special skills required in an operative to facilitate selection and placement of
employees
 Job Matching – the process of matching the right person to the right job based upon the individual’s
inherent motivational strengths
 Job Mismatch – a worker in a job that does not correspond with his/her level of education,
experience, skills, or interests
 Job Classification – define the structure of a job as well as its value to the organization, through a
process of job evaluation, where the value, responsibilities, and impact of each role is reviewed
 Bona Fide Occupational Qualification (BFOQ) – an affirmative defense to discrimination prima
facie. This can be made for national origin, religion, and sex. It recognizes that in some extremely
rare instances, a person’s sex, religion, or national origin may be reasonably necessary to carrying
out a particular job function in the normal operation of an employer’s business or enterprise.

Management Job
 Conducting job analyses (determining the nature of employee’s job)
 Planning labor needs and recruiting job candidates
 Selecting job candidates
 Orienting and training new employees
 Managing wages and salaries (compensating employees)
 Providing incentives and benefits
 Appraising performance
 Communicating (interviewing, counseling, disciplining)
 Training and developing managers
 Building employee commitment

Manager Knowledge
 Equal opportunity and affirmative action – do not be discriminatory; consider, everyone’s rights
 Employee health and safety
 Handling grievances and labor relations

Avoid Personnel Mistake

 Hire the wrong person for the job
 Experience high turnover
 Have your people not doing their best
 Waste time with useless interviews
 Have some employees thinking their salaries are unfair relative to others in the organization
 Allow a lack of training to undermine your department’s effectiveness
 Commit any unfair labor practices

 Hit – Hiring the right person, rejecting the wrong person

 Miss – Hiring the wrong person, rejecting the right person
 1. False positive (Type 1 error) – You hire a person who is not good in performance because you
thought that they are good
2. False negative (Type 2 error) – You did not hire a person who is good in performance because
you thought that they are not good

Improve Profits and Performance

 Effective human resource management can help ensure that you get results through people.
 Getting results is the bottom line of managing, and that, as a manager, you will have to get those
results through people.

You too may spend some time as an HR Manager

 Statistically speaking, therefore, most people graduating from college in the next few years either
will work for small businesses or will create new small businesses of their own. Especially if you
are managing your own small firm with no human resource manager, you’ll have to understand the
nuts and bolts of human resource management.

Authority – The right to make decisions, to direct the work of others, and to give instructions
“The size of the human resource department reflects the size of the employer.”
Examples of human resource management specialties include:
1. Recruiters
2. Equal Employment Opportunity (EEO) coordinators
3. Job analysis
4. Compensation managers
5. Training specialists
6. Labor relations specialists

New Approaches to Organizing HR

 Employers are also offering human resource services in new ways. For example, some organize
their HR services around four groups: transactional, corporate, embedded, and centers of expertise.

1. Transactional HR. Uses centralized call-centers and outsourcing arrangements to provide

support for day-to-day transactional activities.
2. Corporate HR. Focuses on assisting top management in top level big picture issues such as
developing and explaining the personnel aspects of the company’s long-term strategic plan.
3. Embedded HR. Assigns HR generalists directly to departments like sales and production.
4. Centers of Expertise. Specialized HR consulting firms within the company.

The Trends Shaping Human Resource Management

 Globalization and Competition Trend
 Trends in the Nature of Work
 Economic Challenges and Trends
New Approaches to Organizing HR

Employers are also offering human resource services in new ways. For example, some organize their HR
services around four groups: transactional, corporate, embedded, and centers of expertise.

1. Transactional – typical HR, you may focus on different department. General; transactional.
2. Corporate – focuses on assisting top management in top level big picture issues such as developing
and explaining the personal aspects of the company’s long term strategic plan.
3. Embedded – assigns HR generalists (also known as relationship managers or HR business person)
directly to departments like sales and production.
4. Centers of Expertise – are like specialized HR consulting firms within the company for instance,
they provide specialized assistance in area such as organizational change.

The Human Resource Manager’s Competencies

 Talent Managers/Organization Designers

 Culture and Change Steward
 Strategy Architects
 Operational Executors
 Business Allies
 Credible Activist
Equal Employment Opportunity

 Organizations must be fair and non-discriminating.

 EEO is the freedom from discrimination on the basis of protected classes such as race, color, sex,
national origin, religion, age, disability or genetic information.

Prejudice – preconceived opinion that is not based on reason or actual experience. This is just based on the
mind.
Discrimination – the unjust or prejudicial treatment of different categories of people or things, especially
on the grounds of race, age, or sex. It is based on the mind but it’s also manifested through actions.

Guidelines in the Implementation of Equal Opportunity Principle (EOP) in Human Resource

Management (HRM) Systems
 Government has the CSC (Civil Service Commission). Private has DOLE (Department of Labor
and Employment).

CSC Memorandum Circular 24, S.2016

Program to Institutionalize Meritocracy and Excellence in Human Resource Management (PRIME-HRM)
which requires the institutionalization of the Equal Opportunity Principle (EOP) in all areas of human
resource, particularly its core systems on Recruitment Selection and Placement (RSP); Learning and
Development (L&D); Performance Management (PM); and Rewards and Recognition (R&R).
Two types of Civil Service Exam:
1. Subprofessional – entry level. It allows you to take jobs in first-level government positions such
as clerical, administrative work.
2. Professional – professional level. It allows you to take jobs in second-level. People can be
promoted.

* HR is also accredited— may it be in government or private. Accreditation creates a set of quality

standards for all institutions or programs, provides access to state funding, maintains sector confidence, and
makes transferring credits easier.

Four Pillars:
1. Staffing, Talent Acquisition, and Recruitment (STAR)
2. Learning, Engagement, Advancement, and Development (LEAD)
3. Commendation, Awards and Recognition of Employees (CARE)
4. Performance Review, Indicator Management, and Employee Rating (PRIMER)

Equal Employment Opportunity Principle

This policy shall remove all barriers and discrimination in all personnel actions and employment decisions
and sustain an efficient and productive workforce on account of age, gender identity, sexual orientation,
civil status, disability, religion, ethnicity, or political affiliation are recognized and respected, subject to the
agency needs and requirements.
Equal pay is the legal provision on equal pay is contained within the labor code which states that it is
unlawful for any employer to discriminate against any woman employee with respect to terms and
conditions of employment solely on account of her sex.

Person with Disability (Section 5 of Republic Act No. 7277). No person with disability shall be denied
access to opportunities for suitable employment. A qualified employee with disability shall be subject to
the same terms and conditions of employment and the same compensation, privileges, benefits, fringe
benefits, incentives and allowances as a qualified able bodied person.

Covers the Four Core Systems of Human Resource Management

1. Recruitment, Selection and Placement (RSP)
2. Learning and Development (L&D)
3. Performance Management (PM)
4. Rewards and Recognition (R&R)

Recruitment Selection & Placement RSP shall be based on the merit and fitness, qualification, and
competency to perform the duties and responsibilities of the position. There shall be no discrimination in
the selection of employees on account of age, sexual orientation, gender identity, civil status, disability,
religion, ethnicity, social status, income, class, political affiliation, or other similar factors/personal
circumstances which run counter to the principles of equal employment opportunity.
 Publication of Vacancies
 Assessment and Examination
 Human Resource Merit Promotion and Selection Board (HRMPSB) Panel Interview
 Monitoring Mechanism

Learning Development L&D shall align competency programs to agency’s vision, mission, specifically the
agenda to intensify organization’s capacity-building program, its officials and employees.
 Learning and Development plan
 Capacity Building Program
 Competency Programs

Performance Management
 The EOP shall be imposed in the implementation of performance management strategies and tools
such as the Strategic Performance Management Systems (SPMS).
 This distribution of tasks/assignments of personnel should be discussed by the supervisors and
subordinates.
 Assignments/tasks should consider the needs of personnel belonging to specialized groups or those
who are recuperating from life-threatening illnesses, undergoing chemotherapy or radiation,
dialysis, and the like.
 Work areas that will ensure the safety and easy access of personnel who have physical limitations
or health-related conditions must be provided.
 Pregnant officials/employees should be given due consideration of assignments/tasks to ensure
their safety as well as that of their unborn child.
  All employees belonging to the Indigenous People’s group should be given targets and activities
which is compliant with their cultural beliefs and practices.
 The standard rating scale approved by the Civil Service Commission shall strictly apply during
review and evaluation of performance of personnel. Supervisors shall not exercise biases or give
ratings based on the limitations and restrictions considered when personnel belonging to specialized
groups were given assignments/tasks.

Rewards & Recognition shall be based on equal opportunity, merit, performance and accomplishments,
and shall not be based on age, sexual orientation, gender identity, civil status, disability, religion, ethnicity,
social status, income, class, political affiliation or other similar factors/personal circumstances which run
counter to the principles of equal employment opportunity.
 Equal opportunities shall be given to all employees and those belonging to specialized groups. The
agency shall ensure that they should not be left behind because of their limitations and restrictions.
 The PRAISE Committee shall ensure that the nomination and deliberation of CSC Honor Awards
Program and other recognitions shall be in accordance with the EOP

Employee Role
 Employees shall be aware that they can be held legally responsible for their unlawful acts or the
acts of others on their behalf.
 Employees who shall assist or encourage inappropriate acts such as bullying or harassment shall
also be held liable.
 Employees must report any incidents or suspected incidents to their immediate supervisors.
Human Resource Management Strategy and Analysis

A strategic plan is the company’s plan for how it will match its internal strengths and weaknesses with
external opportunities and threats in order to maintain a competitive advantage. The essence of strategic
planning is to ask, where are we now as a business, where do we want to be, and how should we get there?

Outsourcing is to obtain goods or services from an outside or foreign supplier, especially in place of an
internal source.

The logical place to start is by defining one’s current business. Specifically, what products do we sell, where
do we sell them, and how do our products or services differ from our competitors.

*We need to always re-evaluate our strategies since one strategy might not work well in the next situation
because of changes.
 Types of Strategies

In practice, managers formulate three strategies. There is corporate-wide strategic planning, business unit
(or competitive) strategic planning, and functional (or developmental) strategic planning.

A company’s corporate-level strategy identifies the portfolio of businesses that, in total, comprise the
company and how these businesses relate to each other.

 Concentration. Single business strategy.

 Diversification. A corporate strategy implies that the firm will
expand by adding new product lines.
 Vertical Integration. The firm expands by, perhaps, producing
its own raw materials, or selling its products direct.
 Consolidation. Company reduces its sizes (i.e. cost cutting, lay
off employees)
 Geographic expansion. The company grows by entering new
territorial markets.

Competitiveness is how effectively the organization encounters the needs and wants of the customers
relating to other organizations that are also offering the same goods or services.

Market segmentation is a marketing term that refers to aggregating prospective buyers into groups or
segments with common needs and who respond similarly to a marketing action. Only established
businesses, organizations, company can do this since the population already supports their products. New
businesses should focus on concentration.

Cost leadership – means

becoming the low-cost
leader in an industry.

Differentiation strategy – the firm seeks

Focusers – carve out a market niche.
to be unique in its industry along
They compete by providing a product or
dimensions that are widely valued by
service that their customers cannot get
buyers.
from their generalist competitors.
Managers use special scorecard software to facilitate this. The computerized scorecard process helps the
manager quantify the relationships between

(1) The HR activities (amount of testing, training, and so forth),

(2) The resulting employee behaviors (customer service, for instance), and
(3) The resulting firm-wide strategic outcomes and performance (such as customer satisfaction and
profitability)

To carefully monitor this, the following are strategic HR tools that can be used:
Job Analysis and Talent Management Process

What is Talent Management?

Talent Management is the goal-oriented and integrated process of planning, recruiting, developing,
managing, and compensating employees.

A Talent Manager…
 Understands that the talent management tasks (such as recruiting, training, and paying
employees) are parts of a single interrelated talent management process. For example, having
employees with the right skills depends as much on recruiting, training, and compensation as it
does on applicant testing.
 Makes sure talent management decisions such as staffing, training, and pay are goal-directed.
Managers should always be asking, what recruiting, testing, or, other actions should I take to
produce the employee competencies we need to achieve our strategic goals?
 Consistently uses the same profile of competencies, traits, knowledge, and experience for
formulating recruitment plans for a job as for making selection, training, appraisal, and
payment decisions for it. For example, ask selection interview questions to determine if the
candidate has the knowledge and skills to do the job, and then train and appraise the employee
based on whether he or she shows mastery of that knowledge and skills.
 Actively segments and proactively manages employees. Taking a talent management approach
requires that employers proactively manage their employees’ recruitment, selection, development,
and rewards.

Job Analysis is the foundation of almost all human resources activities. JA (or work analysis) is the process
of collecting information about a job in terms of its task, duties, responsibilities and knowledge, skills, and
abilities needed to perform a job. It produces job description and job specification.
 Job description. Task, duties, responsibilities.
 Job specification. Knowledge, skills, abilities.

Importance of JA.
1. Writing Job Descriptions
2. Employee Selection
3. Training
4. Person power Planning (Peter Principle)
 Peter Principle. Promoting someone until they reach the level at which they are no longer
competent.
5. Performance Appraisal – emphasizing performance
6. Job Classification – classifying job
7. Job Evaluation – job worth; salary
8. Job Design – structure how to perform job
 Job enlargement – horizontal; adding tasks
 Job rotation – rotating; exchanging tasks; only feasible to entry level posts
 Job enrichment – vertical; promotion
 Job crafting – employees change their tasks and interactions with others at work
Sacred cow hunt. Which employees look for practices and policies that waste time and are
counterproductive.
1. Paper cow. Forms and reports that constitute unnecessary paperwork and cost the organizations
time, money, and effort to prepare and distribute them regularly.
2. Meeting cow. The length and number of meetings that are held.
3. Speed cow. Unnecessary deadlines.
Poorly written task statement could cause:

1. Role confusion. Being unsure of who you are and where you fit in the job.
2. Role ambiguity. Occurs when employees have insufficient information to perform their jobs
adequately or when performances evaluation methods are unclear.
Once the task analysis is completed and a job analyst has a list of tasks that are essential for the proper
performance of a job, the next step is to identify KSAOs.

 Knowledge. A body of information needed to perform a task.

 Skill. The proficiency to perform a learned task.
 Ability. A basic capacity for performing a wide range of different tasks, acquiring a knowledge, or
developing a skill.
 Other characteristics. Include such personal factors as personality, willingness, interest, and
motivation, and such tangible factors as licenses, degrees, and years of experience.
Personnel Planning and Recruiting
Identifying the Hiring Need.
When do we hire? This need could vary from
filling a vacated position, better managing a
team’s workload, or expanding the reach of
organizational tasks. Positions are, in other
words, either newly formed or recently
vacated.
 Newly formed – expansion of the org.
 Recently vacated – there was someone
who retired.

Device a Recruitment Plan.

How do we recruit? Recruitment is the
strategizing on how to publicize the new or
vacant position, both internally and
externally.
 Internal hiring - the process of filling
vacancies within a business from its existing
workforce. Usually for high level positions.
 External hiring - when a business looks
to fill vacancies from outside. Usually for
file/ranking positions.
 Headhunting. For higher positions. The process of finding the best possible candidates by targeting
those who are not actively seeking a new role, but that match the companies' requirements.

Factors That Affects Recruitment: the recruitment process may sometimes be interrupted or aided by both
external and internal factors.
 External Factors. Factors that exists outside the company, it involves:
a. Supply and Demand. The current situation of supply and demands on specific skill sets or
competencies affects the recruitment process.
b. Unemployment Rate. If the unemployment rate is high, it is most likely to easily attract a
number of people which makes the recruitment process simple.
c. Labor Market. The availability of manpower in a certain location or local area.
d. Political-legal Factors. Policies and laws developed by the state may also affect the recruitment
processes.
 BFOQ. Bona Fide Occupational Qualifications.
 EEOP. Equal Employment Opportunity.
e. Sons of Soil. Preference to local people may affect the recruitment process.
f. Image. The perception of the job seekers about the company may also affect the recruitment
process.
 Internal Factors. Different factors generated within the company, which involves:
a. Recruitment Policy. Sets of different policies developed in order to monitor and avoid unethical
or mischievous recruitment practice.
 b. Human Resource Planning. Manpower and organization considerations.
 Size of the firm – the bigger the size, the larger the number of applicants needed to
acquire.
 Costs – Recruitment processes must stay within budget and minimize costs as much as
possible.
 Growth and Expansion – usually simplifies and increases the recruitment processes for
the company will need to have more employees.

Write a Job Description.

How do we write job description? We first conduct job analysis.
 Job analysis is the process of gathering and analyzing information about the content and the human
requirements of jobs, as well as, the context in which jobs are performed.
 Job description is a useful, plain-language tool that explains the tasks, duties, function and
responsibilities of a position. It details who performs a specific type of work, how that work is to
be completed, and the frequency and the purpose of the work as it relates to the organization's
mission and goals.

Advertise the Position.

How do we advertise? Identifying highly-qualified potential candidates begins internally. Start, therefore,
by notifying current employees of the opening (by posting in boards inside the building of the company).
If, however, you are interested in external candidates, you should include this information when you notify
internally. External publicity will likely consist of utilizing a combination of the company’s website and
social media platforms, job posting sites like LinkedIn, job fairs, industry publications and events, local
newspaper advertisements, and word-of-mouth recruitment.

Writing a Recruitment Advertisement.

 Company Emblem. An emblem of the recruiting company in visible on the advertisement.
 Realistic Job Information. Information about the job were accurate, feasible, and genuine.
 Detailed Job Information. Information about the job must be sufficient.
 Possible Selection Process. The proper selection process was displayed.
*Note: Experienced advertisers use the guide AIDA (Attention, Interest, Desire, Action) to construct ads.

External Recruitment Methods.

 Media/Internet Advertisement
 Respond by calling
 Apply-in-person
 Send resume ads
 Blind Box
 Referrals
 Campus recruitment
 Professional/trade associations
 Open House/Walk-in applicants
 Competitors
  Private employment and executive search firms
 Head hunters
 Direct mail
 Job fairs
 Point of purchase methods

 Situational Wanted Advertisement. Also called as jobs-wanted or position-wanted ads that are
placed by the applicant rather than the different organizations.

Recruit the Position. You are not yet hiring. You are just attracting applicants for the position.

Review Application. Sort resume, evaluate cover letter, and such.

Initial Screening. It is a part of the job selection process used by employers to determine if a candidate has
the qualifications necessary to do the job for which the company is hiring.

Interview.
What are the modes of interview?
1. One-on-one interview.
2. Serial interview. Consists of several interviews that take place in succession.
3. Group interview. An interview technique in which several candidates are interviewed
simultaneously for similar positions.
4. Panel interview. When two or more people interview you at the same time.
5. Group-Panel interview. Instead of meeting with one interviewer, you meet with three to 10 people
who form the interview team.

They are also classified as according to the medium:

1. Telephone interview
2. Video conference interview
3. Written interview

Organization uses different structures of interviews:

1. Structured or Directive interview
2. Unstructured interview
3. Semi-structured interview
4. Stress interview. An interview in which the applicant is made uncomfortable by a series of often
rude question. This technique helps identify hypersensitive applicants and those with low or high
stress tolerance.

An interviewer uses different TYPES of interview questions in order to obtain factual and accurate
information about a certain candidate or applicant.
 Clarifier – includes clarifying questions about the information provided in the resume and
application forms.
 Disqualifiers – includes questions that may disqualify an applicant from a wrong answer.
  Behavioral, Past Focus, or Patterned Behavior Description Interview – considered being the best
predictor of future performance. It focuses on what the applicant has done rather than what they
can do.
 Situational or Future Focus Interview – can tap an applicant’s problem solving ability, experience,
and common sense. A problematic situation will be given and the interviewee would suggest things
that can solve the problem presented.
 Skills, Skill-Level Determiner, or Knowledge Focus Interview – questions that focus on the
knowledge of the interviewee about his/her chosen discipline or career.
 Organizational Fit Focus – designed to assess how an applicant could fit in the organization.

Applicant Assessment.
Advantages of Psychological Tests:
 Improves selection process.
 Provides objectivity.
 Precise quantification of results.
 Provides a great amount of information in a short period of time.
 Valid and reliable tests.
 Types of validity:
a. Face validity – font style, structure
b. Content validity – if the test measures what it purports to measure
c. Construct validity – two types are (a) convergent; (2) discriminant
1. Convergent validity: The extent to which your measure corresponds to measures
of related constructs.
2. Discriminant validity: The extent to which your measure is unrelated or negatively
related to measures of distinct constructs.
d. Criterion validity – (or criterion-related validity) evaluates how accurately a test
measures the outcome it was designed to measure. There are two types:
1. Predictive validity. The ability of a test or other measurement to predict a future
outcome.
2. Concurrent validity. Measures how a new test compares against a validated test,
called the criterion or “gold standard”. Present.
 Types of reliability:
a. Test-retest – a measure of reliability obtained by administering the same test twice over
a period of time to a group of individuals. Practice effect: any change or improvement
that results from practice or repetition of task items or activities.
b. Parallel forms – a measure of reliability obtained by administering different versions
of an assessment tool (both versions must contain items that probe the same construct,
skill, knowledge base, etc.) to the same group of individuals.
c. Interrater – refers to the reproducibility or consistency of decisions between two
reviewers and is a necessary component of validity.
d. Internal consistency – (or split-half) the degree of interrelationship or homogeneity
among the items on a test, such that they are consistent with one another and measuring
the same thing.
Note: a perfect correlation is either positive or negative 1.
  Predictive quality.

Establishing the Usefulness of a Selection Device

 Taylor-Russell Tables. A series of tables based on the selection ratio, base rate, and test validity
that yield information about the percentage of future employees who will be successful if a
particular test is used. Results focuses on test.
 Proportion of Correct Decisions. A utility method that compares the percentage of times a selection
decision was accurate with the percentage of successful employees. It is easier to do but is less
accurate.
 Lawshe Tables. Uses the base rate, test validity, and applicant percentile on a test to determine the
probability of future success for that applicant. Results focuses on examinees.
 Brogden-Cronback-Gleser-Utility Formula. A method of ascertaining the extent to which an
organization will benefit from the use of a particular selection system.

Background check. Consists of researching and consolidating a variety of employment, educational,

criminal, financial, and other records about an individual or organization for the purpose of evaluating that
individual for employment purposes.

Decision. Making the decision of hiring using the following methods:

 Unadjusted Top Down Selection. Selects an applicant in straight rank order according to their test
scores.
 The Rule of Three. The names of the top three applicants were given to the department head.
 Passing score. All shortlisted applicants obtained a passing score for each screening procedure.
 Multiple Cut-off Approach. Multiple tests were administered and if the applicant fails on
one, he fails the whole test. There is a minimum score on each of several selection
instruments in order to be hired.
 Multiple Hurdle Approach. Tests were administered one by one and if the applicant fails
on one, they would not continue to the other tests.

Job Offer. It is an invitation from an employer to work in a specific paid role. Job offers typically include
the following details: Terms and conditions. Role or position.

Hiring. Employing the applicant.

Onboarding. refers to the processes in which new hires are integrated into the organization. It includes
activities that allow new employees to complete an initial new-hire orientation process, as well as learn
about the organization and its structure, culture, vision, mission and values.

*Completing everything from the processes above is just ideal. It still depends on the organization.