This paper relates recruitment, selection, and staffing of employees at all levels with the Kolb Experiential Learning Model. The model has been widely adopted by trainers in designing learning events. Kolb identified four stages of learning, concrete experience, observations and reflections, formation of abstract concepts and generalizations, and testing implications of concepts in new situations. Concrete experience refers to the learner’s personal involvement in something and his/her receipt of feedback regarding his performance. For the experience to be useful, the learner needs to be cognizant of what is happening. In which case, the trainer may provide cues. Reflective Observation (RO) refers to the learner’s analysis and judgment of events. The learner’s RO allows him/her to retain memory of the experience and to generate concepts and generalization. Trainers may stimulate RO by asking questions and facilitating discussion. The learner develops abstract concepts from concepts and generalizations. It allows the learner to apply theory to practice. Active experimentation is the process whereby the learner relates theory and application by planning and implementing application. (Truelove, 1997, p. 45)
The Kolb Learning Cycle has implications for learning and growth, which Kaplan and Norton (2004) defined in terms of three components – Human Capital, Organizational Capital, and Information Capital. Human Capital refers to the training, skills, and knowledge of personnel. Noe, Hollenbeck, Gerhart, & Wright (2003, p. 3) define Human Capital as “an organization’s employee, described in terms of their training, experience.judgement,intelligence, relationships and insight.” Before one could develop Human Capital, one has to acquire it through recruitment and selection. Recruitment refers to “any activity carried on by the organization with the primary purpose of identifying and attracting potential employees” (Noe, Hollenbeck, Gerhart, & Wright, 2003, p. 148). Considering the need of organizations to be productive, which is a critical success factor to their ability to adapt and respond to changing external environment, recruitment need to follow proper policy and procedure to ensure the best candidate is selected for the position.
Human Resource Planning
Job Analysis is the building block of Human Resource planning. It has application in work design, human resource planning, recruitment, selection, training, performance appraisal, career planning and job evaluation (Noe et al, 2003, p. 113). These processes would vary with organizations and their businesses. Human Resource design jobs for industrial efficiency, mental capacity, motivation. and safety and health. Human resource planning anticipates separation of employee and other developments such as company expansion or down sizing and ensure that the organization has the right people at the right time. Planning seeks to balance the out-flow and inflow of personnel in the company. It...