Recruitment and Selection Process of Huanghai Property Management Company in Qingdao Shandong, China
Basis for Program Development
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The study aimed to assess the extent of implementation of recruitment and selection process at HuangHai Property Management Company in Qingdao, Shandong, China. The study found that the company effectively implemented its recruitment process, creating a candidate pool for job offers using both internal and external methods. However, gaps were identified, suggesting the needs anticipation for more staff observations and managers' perceptions of job analysis. To better understand the job's complexity, context, responsibilities, and practices, the company should conduct proactive analysis of futu...
The study aimed to assess the extent of implementation of recruitment and selection process at HuangHai Property Management Company in Qingdao, Shandong, China. The study found that the company effectively implemented its recruitment process, creating a candidate pool for job offers using both internal and external methods. However, gaps were identified, suggesting the needs anticipation for more staff observations and managers' perceptions of job analysis. To better understand the job's complexity, context, responsibilities, and practices, the company should conduct proactive analysis of future demands, continuously evaluate potential candidate pools, and generate periodic forecasts of needs. Moreover, the investigation revealed that the company's selection process was effectively implemented, with a successful assessment procedure indicating a candidate's fit for the role and company culture. The onboarding process was methodical and orderly, aiming to encourage commitment and job satisfaction. However, there are still gaps in the data gathered, and the company should focus more on deal closing, particularly signing employment agreements with highly qualified candidates. Additionally, the study found that, when respondents were categorized based on their profiles, there was a substantial difference in the assessments provided by the two groups of respondents (managers and staff) regarding the extent of the recruiting and selection process's implementation. This suggested that, in order to conduct a specific intervention based on differences in observation applicable to each category of variables, a significant difference in the respondents' observations regarding the extent of the implementation of the recruitment and selection process should be employed. The outcomes of the study served as a foundation to formulate a proposed program development to improve the effectiveness of recruitment and selection process that could be utilized by the involved company.
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