Developing A Recruitment Process For A Small Technical Company PDF

DEVELOPING A RECRUITMENT PROCESS
FOR A SMALL TECHNICAL COMPANY
By
PATRICIA JOANNE VOKEY
A thesis submitted in partial fulfillment of
the requirements for the degree of
MASTER OF ARTS
In
LEADERSHIP
We accept this thesis as conforming
to the required standard
Duncan Townsend, Project Sponsor
Marilyn Hamilton, PhD, CGA, Faculty Project Supervisor
P. Gerry Nixon, PhD, Committee Chair
ROYAL ROADS UNIVERSITY

March 2008
© Patricia Vokey, 2008

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Recruitment Process for a Small Technical Company ii
ABSTRACT
This study examines the factors required to successfully implement a recruitment
program in a small, privately-owned company. The research investigates topics such as
communication, corporate culture, core values, organizational lifecycles, and recruitment
strategies, including personality profiling and values testing. Detec Systems is expanding, and
the organization is hiring new people. Currently, no procedures are in place for the recruitment
of employees, providing a perfect opportunity for the development of a recruitment package for
the organization. The study recommends the implementation of a recruitment program that will
enable the organization to hire more qualified and capable individuals. Recommendations
include: hiring candidates whose core values align with the organization, investigating values
testing, and developing a culture of employee retention and networking. Included in this study is
an example of a recruitment process for a small technical company. Ethical considerations in this
research followed the Royal Roads University (2007) principles on ethical conduct.
Recruitment Process for a Small Technical Company iii
ACKNOWLEDGEMENTS
To Dr. Marilyn Hamilton, for her guidance, assistance, and patience in bringing out the
"highest good" in me throughout the action research process and the writing of this thesis;
To Karen Graham, for her brilliance in formatting, editing, and attention to detail;
To Duncan Townsend, for his sponsorship and continuing support;
To Diana Foster and Ann Garside, my criticalfriends,for their wisdom, insight, and
friendship;
To MALT 2006-2 Cohort, for their energy, laughter, and generous community spirit;
To my participants, for sharing their time and wisdom with me;
To Karen Candy, for her creative design work and her friendship;
To Dr. Margaret Nix and Dr. Molly Nash, for being my inspiration and for believing in
me;
To Millie, Mitch, and Mikey, for their unconditional love; and
To David, for giving me the space to grow.

Recruitment Process for a Small Technical Company iv
TABLE OF CONTENTS
Abstract ii
Acknowledgements iii
List of Figures vii
Chapter One: Focus and Framing 1

Introduction 1
The Research Question 3
The Opportunity 3
Significance of the Opportunity 4
System Analysis of the Opportunity 5
Organizational Context 8
Chapter Two: Literature Review 12

Organizational Culture and Structure 12
Lifecycles of Organizational Culture 12
Hiring Employees to Complement the Organization's Lifecycle and Culture 16
Organizational Structure Related to Organizational Lifecycles 17
Communication Challenges around Recruitment in Organizations 20
Alignment of Culture, Communication, and Recruitment 20
Effective Communication 21
Recruitment Strategies 24
Personality Testing 25
Best Practices for Recruiting 32
Chapter Three: Research Approach And Methodology 38

Research Approach 38
Data Gathering Tools 39
First Focus Group 40
Face-to-Face Interviews 40
Second Focus Group 44
Project Participants 44
Study Conduct 45
Face-to-Face Interviews 46
Data Analysis 50
Interviews 50
Ethical Considerations 52
Respect for Human Dignity 53
Respect for Free and Informed Consent 53
Recruitment Process for a Small Technical Company v
Respect for Vulnerable Persons 53

Respect for Privacy and Confidentiality 53
Minimizing Harm and Maximizing Benefits 54
Researcher-Participant Relationship 54
Chapter Four: Action Research Project Results and Conclusions 56

Study Findings 56
Organization 57
Interview Process 61
Difficulty Finding Qualified Candidates 63
Study Conclusions 66
Organization 67
Creative Solutions for Recruiting Qualified Candidates 71
Scope and Limitations of the Research 74
Chapter Five: Research Implications 75

Study Recommendations 76
Organization 76
Candidates 83
Organization Implications 84
Organization 85
Interviews 86
Candidates 86
Implications for Future Research 87
Conclusion 88
Chapter Six: Lessons Learned 90

Lessons about Research 90
Choose a Topic about Which You are Passionate 91
One Key Stroke at a Time 91
Create a Community 92
Allow for More Time than You Think You Will Need 92
Choosing a Supervisor 92
Celebrate the Successes 93
Lessons about Leadership—Finding Out Who You Are 94
References 96
Appendix A: Invitation to Focus Group Sessions 100
Appendix B: Consent Form for First Focus Group 101
Appendix C: Research Questions for First Focus Group 103
Appendix D: Interview Questions 104

Recruitment Process for a Small Technical Company vi
Appendix E: Sample Telephone Script 105
Appendix F: Telephone Survey Preamble and Informed Consent 106
Appendix G: Telephone Survey Questions 107
Appendix H: Invitation to Participate in Face-to-Face Interviews 108
Appendix I: Research Consent Form for Face-to-Face Interviews 110
Appendix J: Consent Form for Second Focus Group 112
Appendix K: Hiring Program for Detec 114

Recruitment Process for a Small Technical Company vii
LIST OF FIGURES
Figure 1. Detec Systems organizational chart 7
Figure 2. Spiral dynamics systems diagram for Detec 31

Recruitment Process for a Small Technical Company 1
CHAPTER ONE: FOCUS AND FRAMING
Introduction
The purpose of this project is to explore the research opportunity and its relevance in
developing a comprehensive recruitment package for Detec Systems LLC (Detec). Detec is a
relatively new organization and is growing rapidly, but there is no process in place for the
recruitment and dismissal of employees. Originally the hiring was done by the three founders.
This method has not proven to be the best approach, as some people were hired for the wrong
reasons. Some of the people hired were investors. These investors were hired with a clear
strategic thought of their contributions, but not from an operational viewpoint. The thought
behind this method was that as owners in the company, they would be responsible, work hard,
and be willing to be compensated with a combination of shares and salary. This plan helped with
the cash flow in the initial growth period of the company.
Unfortunately, the reality that faced the organization was surprising. Some investors
believed they had entitlement because of their financial investment, thus they did not work.
Some were incompetent and could not do the jobs required of them, while others are working out
well. The founders initially chose to ignore any warning signs, such as the employees taking
weeks of unearned paid vacation. Some investors were frequently taking golf and ski trips during
the week, with no advance notification or discussion with the rest of the team, and expected the
company to pay their expenses. This conduct was often overlooked and ignored by the founders.
They were busy doing the work that needed to be done and had no time to address this
irresponsible behaviour. Sometimes the founders even rewarded poor behaviour and
performance. One example: an investor was given a promotion when he did not perform the job
he was hired to do, which of course infuriated the rest of the team. This decision started to erode
the trust between the remaining employees and the founders.
However, it is not an easy task to dismiss an investor. Over the past two years, I have
been involved in removing six investor/employees. This undertaking has included having
difficult conversations with the founders, alerting them of the insidious problems that these
investors were causing, convincing the founders that something had to be done, and assisting
with the exit strategy for the persons involved. Removing these investors was an emotional
nightmare that had an enormous impact on the founders and the organization. The entire
organization experiences the negative impact that hiring the wrong person has on the rest of the
team, and the time and energy it takes to deal with correcting such a problem. According to the
literature, turnover costs can be as high as 150% of a departing person's annual salary, not to
mention the effects on workload, morale, productivity, and the possibility of further turnover
(Gallagher, 2003; Outlaw, 1998). Dismissing employees takes its toll on everyone involved,
including the person who has been dismissed. Being in an organization where people are not
functioning adequately, for whatever reason, is emotionally draining, and such an environment
diminishes the team spirit. It took valuable time away from the daily operations in order to
prepare for the final conversations. Smart (1989) stated, "Good fit factors do not assure success,
but 'no fit' factors can assure failure" (p. 104).
Although dismissing these employees was the right decision, the situation was delicate,
as they were, and still are, friends and investors in the company. Therefore, their dismissal had to
be handled diplomatically. The challenge was to remove the investors from their positions
without destroying the relationships. Having learned from this experience, the entire team agrees
that guidelines for hiring practices are necessary to assist in future recruitment for the
organization.
The Research Question
My research question was: "How can a small technical organization design a recruitment
process that supports its mission/purpose, its rapid growth and is aligned with its culture and
values?" Sub-questions that were addressed during the process include:
1. How do the roles of the team members influence the hiring practice?
2. What assessment tools bring value to the process?
3. How can Detec assess whether the culture and values of employment candidates are a
good fit with the culture and values of the organization?
The Opportunity
Although dismissing the investors has been challenging and the growth rate of the
company has been hampered, the business is starting to gain momentum. Several new patents are
being applied for, and new strategic partnerships are being formed with developers, engineering
firms, roofing companies, and electrical firms. Our organization is in the process of hiring for
several positions. At the moment, there are few policies or procedures in place, such as employee
manuals or hiring practices. There is no consistent recruitment method currently being used to
measure the competencies of the candidates who are being interviewed for a position with our
company. There needs to be an infrastructure in place to support this rapid growth. The
organization does not currently have many policies and procedures in place or people to create
and define these documents. This deficiency makes decisions difficult at times, because there are
no clear guidelines for employees to follow.

At the moment, policies are often created as a reaction to some occurrence, rather than a
well-thought-out plan. The company is frequently reactive, instead of being proactive. Currently,
the whole team is involved in the hiring process. No one is specifically trained in these
procedures, nor are there any guidelines in place for this process. The company is still too small
to justify hiring an HR person. Having the whole team involved in the interviewing process is
time-consuming and inefficient, as it takes everyone away from the daily work that needs to be
done.
The fact that there is no procedure currently in place to recruit new people provides a
perfect opportunity for the development of a recruitment strategy. Short (1998) stated, "Any
effort to change your organization must begin with you and your specific interactions with
specific individuals" (p. 17). Although I have had no formal training in human resources and I
understand that the project will be a challenge for me, I am excited about engaging in the
process, and I am eager to see the positive impact it could have on the future of my company.
Creating a recruitment process for the company makes the hiring process efficient and
effective, so that every employee will not need to be involved with the interviewing process.
With a successful recruitment program in place, the organization can hire more qualified and
capable individuals. As two of the exit strategies for the organization are either a public offering
or a buy out, having experienced, talented people on board is essential.
Significance of the Opportunity
It is important that this organizational problem be addressed immediately, because the
company is in the process of hiring for its next phase. The performance of these new people will
be critical in moving the company forward. Hiring professional people with specific skills is of
the utmost importance. Everyone in the organization agrees that the original hiring process was
unsuccessful, and the company now needs to hire the right people for the right positions.
In the best organizations, people share a vision of who they are collectively, and they
share a special chemistry. They have the feeling of a good fit, of understanding and being
understood, and a sense of well-being in the presence of others. It is the responsibility of
emotionally intelligent leaders to create such resonant organizations. (Goleman, Boyatzis,
&McKee,2004,p.218)
Identifying the necessary processes required for recruitment will be useful in creating procedures
for the company to implement in the hiring process. Having the opportunity to create a
successful recruitment process will positively impact the future of the organization.
System Analysis of the Opportunity
Detec is a small, privately-owned company that has been in business for three years. The
company provides patented technology in structure monitoring and moisture detection for
residential and commercial buildings. The organization is evolving rapidly, requiring the creation
and implementation of policies and procedures. Detec currently consists of three founders, an
advisory board, approximately fifty investors, and ten employees. The firm is now looking to
hire several new people.
The analysis of the opportunity related to the proposed major project reveals that
challenges affecting the success of the business include: a lack of skilled trades due to the
construction boom, changes in the building codes, tightening of insurance coverage for
developers, and differences with employee benefits in Canada versus the USA. The company
recognizes that a key strategy in addressing these challenges is the design and implementation of
a recruitment plan.
At the present time, the current national building code does not require buildings to be
monitored for moisture intrusion. This specific building code is being reviewed. Insurance
companies are not insuring buildings for moisture intrusion or insuring buildings that have green
roofs.
The trend in roof design throughout the Pacific Northwest is moving towards green roofs.
Green roofs are roofs that are covered with plants. These roofs are environmentally friendly and
aesthetically pleasing. However, it is almost impossible to find a leak in these roofs under the dirt
and the plants, if one should occur. Many of the roofs that are being designed for the Olympic
Village in the False Creek Development area in Vancouver, BC, are green roofs. Several
insurance companies are now considering insuring these buildings, but only if the buildings are
being monitored for moisture detection.
Detec's (2006) business plan has defined the geographic target area for their business as
the Pacific Northwest, which encompasses Vancouver Island, Vancouver—including the lower
mainland, as well as Western Washington, Oregon, and California (p. 13). Currently the Pacific
Northwest is experiencing a building boom with a significant lack of skilled trades. We are
witnessing this threat to operations, and we are finding creative ways to deal with the shortage
through ownership participation. Because Detec is small and unable to pay the higher salaries
and bonuses offered at bigger more-established firms, compensation above the basic salary is
offered in company shares. This compensation option seems attractive to many candidates.
The employees are spread out over several geographic locations, which poses a further
challenge, as there are few procedures or policies in place for employees to reference. Through
my understanding of our organization, I have created an organizational chart represented in
Figure 1. Given the current lack of clarity about some lines of accountability, it appears that it
will be difficult to achieve what Campbell (1998) has suggested is a desirable outcome of
Human Resources policy and implementation. "Clear policies and procedures have a profound
effect on an organization. Systems operate properly. People operate properly. We get all the
information we need clearly and quickly" (p. xi).
Investors
Founder
Victoria Founder
Chief Engineer Tacoma
R&D Exec. Director
Sales and
Marketing
Board
of
Advisors
R&D
Division
Winnipeg Manager of
Canadian
Sales
Sales Person Project Office Office Project Sales Person

Vancouver Manager Manager Manager Manager Tacoma
Victoria/ Sales Sales Tacoma
Vancouver Support Support
Victoria Tacoma
Figure 1. Detec Systems organizational chart

This major project will create a recruitment program that assists the company with their
hiring practices. According to Bolman and Deal (2003), "Strong companies are clear about the
kinds of people they want. They hire only those who fit the mold" (p. 137). As the company is
growing rapidly and is in the process of hiring more people, the successful implementation of a
recruitment package is paramount. If the company is to succeed, the right people have to be hired
for the right positions. Collins (2001) referred to great leaders as getting " therightpeople on the
bus, the wrong people off the bus, and the right people in the right seats—and then they figured
out where to drive it" (p. 13).

Organizational Context
"Detec Systems is the industry leader in cost-effective integrated structure monitoring
systems for moisture detection in residential and commercial buildings" (Townsend & Vokey,
2003, p. 1). The ability to monitor buildings for moisture ingress is changing the building
industry. Detec is making a difference in the way we build and maintain buildings. Monitoring
for early detection of moisture extends the life of the structure and ensures healthier buildings.
Small leaks can be addressed immediately, before causing extensive water damage and costly
repairs.
Detec also has the capability of pinpointing the location of a leak on a roof. Without the
use of this patented technology, the source of the leak can be difficult to find. This service brings
even more value to green roofs, where the entire roof is covered with plants and shrubs.
Detec's mission statement is "to deliver advanced technologies and services to our
customers for monitoring and maintaining building structures against water damage and mold
formation" (Townsend & Vokey, 2003, p. 1). Many schools and hospitals throughout the Pacific
Northwest have been forced to close due to mold growth and the negative issues associated with
mold. This mold is caused by undetected moisture intrusion. Monitoring buildings, for moisture
and being able to correct small water problems that previously went undetected, prevents the
conditions that allows mold to grow in the walls of our buildings.
The patented technology is the invention of one of the organization's founders. The
technology that was originally used in the telecommunication business has been adapted to the
construction industry for addressing the leaky condo crisis. Two of the three company founders
are involved in the organization's day-to-day business. One founder is located in Victoria, BC,
and the other founder is located in Tacoma, WA.

Detec has adopted Joyce, Nohria, and Roberson's (2003) business model. Joyce et al.
introduced the 4+2 formula based on the Evergreen Project. "Evergreen mobilized more than
fifty leading academics and consultants, who used well-accepted research tools and procedures
to identify, collate, and analyze the experience of dozens of companies over a ten-year period
(1986 to 1996)" (p. 6).
The formula that emerged from the evergreen research involves eight management
practices that directly correspond to exceptional corporate performance and sustained business
success. This formula, which is referred to as the 4+2 formula (Joyce et al., 2003, p. 6) is at the
core of Detec's culture. The 4+2 formula divides the eight practices into four primary practices,
all of which must be followed, in the areas of strategy, execution, culture, and organizational
structure, plus any two of the four secondary practices involving employee ability, leadership
and governance, innovation, and mergers and partnerships (p. 14).
As Joyce et al. (2003) suggested, one example of the formula for a successful
organization is to be fast and flat. Detec established a flat organizational model, having every
person in the company reporting to one of the two founders. This method worked well for the
professional, self-motivated employees. Other employees needed more structure. The lack of
management and supervision provided some employees the opportunity to take unauthorized
time off, which ended up with low productivity and little accountability. These employees are no
longer working with Detec.
Detec's organizational chart remains flat, and several managerial positions have been
added, which assist the team in functioning more efficiently. Another component of the formula
encourages forming several strategic partnerships per year. Detec is constantly pursuing and
maintaining strategic alliances with various organizations, such as roofing companies, electrical
contractors, indoor air quality experts, developers, architects, and envelope engineers.
The organization has a substantial engineering department that is generating numerous
innovative patents. Working closely with the national research council, as well as other research
organizations, team members are requested to speak all over the world.
It is an exciting company to work for, as decisions are made quickly. The company is
growing and evolving and is in the process of hiring new people. It is critical that a successful
recruitment package be created to assist with this next phase of hiring. "Hiring drives your
corporate culture. Who joins your team and how you recruit them has perhaps the biggest
influence on who your organization is and how well you ultimately succeed" (Gallagher, 2003,
p. 75). With the construction industry booming, companies are competing for the best and the
brightest candidates. It is essential to have the competencies to recruit the best people for the
successful growth of the company.
Having learned from past experience, the decision-makers in the company agree that
recruitment practices need to change. It is paramount that we hire the right people for the right
positions, as the next people who are hired will be expected to move the company forward at an
accelerated rate. This expectation includes creating and implementing policies and procedures to
assist with the structure of the company.
It is crucial that these new recruits are the right fit for the position, as well as a fit with
the organization's culture. Given that successful recruitment is critical for the future of the
organization, it is essential that a recruitment process be designed to support Detec's
mission/purpose, its rapid growth, and is aligned with its culture and values.
In the following chapter, I will discuss organizational culture and the impact that
recruiting candidates with shared values has on an organization. Organizational lifecycles will
also be explored to discover how the different phases in the lifecycle require candidates with
specific skills. Creative hiring strategies will be examined, followed by best practices for
recruitment.
CHAPTER TWO: LITERATURE REVIEW
The purpose of this chapter is to explore organizational culture and structure,
communication challenges around recruitment in organizations, and recruitment strategies.
Given that Detec is in the process of hiring for the next phase of its growth, it is essential that the
new candidates hired are a fit with the organization. Examining the topic of core values and the
impact those values have on an organization is also an important consideration when recruiting
new candidates.
Organizational Culture and Structure
There are several important topics every organization should consider when recruiting
new candidates. Three of these topics will be discussed in this section: (a) lifecycles of
organizational culture, (b) hiring employees to compliment the organizations lifecycle and
culture, and (c) recruitment strategies. Understanding an organization's culture and where the
organization is in its lifecycle is critical in order to determine what skills are required in a new
candidate. It is equally important to determine if the potential candidate will be a cultural fit with
the organization. Implementing specific recruitment strategies assists in determining if the new
candidate is qualified for the new position as well as fit with the organizational culture
Lifecycles of Organizational Culture
This section is organized into three parts. Part one focuses on defining organizational
culture, core values and the impact the culture and core values have on performance and its
relationship to recruitment. Part two focuses on culture and how core values should align with
the organization's values. In the third part, I discuss the importance of organizational lifecycles,
structure, its impact on performance and culture, and how they provide the context for
recruitment.
Definition
The purpose of this topic is to research organizational culture, understand how it
interrelates with the core values of the people working in the organization, and understand the
affect that culture has on the lifecycle of an organization. According to Schein (2004),
Culture is both a dynamic phenomenon that surrounds us at all times, being constantly
enacted and created by our interactions with others and shaped by leadership behaviour,
and a set of structures routines rules and norms that guide and constrain behaviour, (p. 1)
The creation and management of culture requires an evolutionary vision for the continued
success of any organization. Leadership and cultural evolution is a challenging journey that must
evolve in concert as the organization's demands change. "Perhaps the most intriguing aspect of
culture as a concept is that it points us to phenomena that are below the surface, that are powerful
in their impact but invisible and to a considerable degree unconscious" (Schein, 2004, p. 8).
Core Values
Schein (2004) described four characteristics in defining organizational culture. These
elements include: structural stability, depth, breadth, and pattering or integration. Structural
stability relates to a group identity, which provides meaning to the group and is difficult to
change, and survives even when some group members are gone. Depth is an unconscious deep
permeation of the culture, which increases the cultural stability. Breadth influences how an
organization functions. Patterning or integration combines all of the characteristics to create the
actual culture of the organization. "Such patterning or integration ultimately derives from the
human need to make our environment as sensible and orderly as we can" (Weick, as cited in
Schein, p. 15)
Culture is within all of us and is constantly changing and evolving, as we as individuals
grow and explore new life experiences (Adizes, 2004; Bridges, 2001; Gallagher, 2003; Schein,
2004). Similarly, there is a culture within all organizations that changes and evolves as the
organization progresses through its life-cycle. A deeper appreciation of culture will help us to
better understand differences and disturbing or confusing behaviours in others. Examining
culture more closely enables us to understand ourselves better and to define who we are. As
individuals and as organizations, our culture and behaviour reflect and identify our core values.
Organizational culture takes into consideration the kind of people who are hired, which
behaviours are tolerated, and how performance is rewarded. Culture is formed in two ways. One
way is through interaction in an unstructured group. The group will gradually define norms in
behaviour, which soon becomes the culture. The second way culture is formed is in a more
formal group, where the creator of the group becomes the leader (Schein, 2004, p. 15). An
example of this is an entrepreneur creating a new company. Detec has two founders, from two
different cultures, residing in two countries. One founder is from Canada and the other founder is
from the USA. Although the founders have a common vision, they have somewhat different
values and assumptions on how things should be done. "Culture is ultimately determined by how
you respond to each of the hundreds of business decisions you make every day" (Gallagher,
2003, p. viii).
Organizational Lifecycles
Adizes (2004) described the evolving life cycles of organizations as: courtship, infancy,
the wild years, adolescence, prime, aging, and finally decay. According to this lifecycle
interpretation, Detec is in its infancy and is moving into the wild years. This transition is
evidenced by high energy, lack of managerial depth, few documented policies and procedures,
unclear responsibilities, and the need for organizational structure. In order to successfully
transition to the next stage of organizational development, it is critical that the next candidate
recruited have strong administrative skills with attention to detail. "The development of rules and
policies indicates emerging emphasis on an administrative subsystem and the transition to the
next phase of development" (Adizes, p.64). Detec's culture and core values are starting to
emerge through the actions and the decisions of the founders. According to Gallagher (2003),
The values of a highly entrepreneurial organization—teamwork, self-sacrifice, and

making do with scarce resources—must eventually grow to become those of an
organization with an established position in its marketplace. As you succeed you must
plan to run on excellence rather than on adrenaline, (p. 183)
Successful transitioning through the lifecycles of an organization requires a shift from
visionary thinking into action. This transition can be difficult. According to Adizes (2004), "In
transformation involving two leaders, there is almost always conflict between them: One clings
to the ideal while the second needs to compromise the ideal in order to operationalize it and put it
into action" (p. 36). Although this is an interesting concept that addresses the paradox, it is
through shared core values and mutual respect that both Detec's founders are able to transition
from conception to realization. One founder is the inventor, and the other founder's strength lies
in sales and marketing. In order for the company to grow and succeed, both founders need to
agree on the direction required to move the company forward. Cultures can differ within the
same organization. "On a day-to-day basis, what people perceive about your business can vary
from person to person, from work group to work group, or from location to location" (Gallagher,
2003, p. 13).
As Detec moves through its organizational lifecycle and the company's corporate culture
evolves, recruiting candidates who reflect similar core values is critical. Given that the
organization has two founders with different cultures and values, it is also crucial that both
founders clearly define and exemplify unified core values to the rest of the team. "Your long-
term future is a product of choices that no outside market can make for you. And above all, they
revolve around values that start from within" (Gallagher, 2003, p. 109).
Leadership and culture combine to define an organization's core values. In an
organization, culture defines leadership. Leaders create, define, and change the culture of an
organization to adapt. "The bottom line for leaders is that if they do not become conscious of the
cultures in which they are embedded, those cultures will manage them" (Schein, 2004, p. 23).
Hiring Employees to Complement the Organization's Lifecycle and Culture
The literature suggested that, as organizational lifecycles change, the culture evolves to
reflect the characteristics of these changes. This evolution can have an impact on the behaviour
and performance of the employees. Organizations that implement appropriate recruitment
practices contribute to a high-performance team culture.
Attracting and hiring high-performance individuals who are a cultural fit with the
organization involves choosing candidates who are competent for their positions. According to
Gallagher (2003), "Hiring drives corporate culture. Who joins your team and how you recruit
them has perhaps the biggest influence on who your organization is and how well you ultimately
succeed" (p. 75).
Hiring the right candidate for the right position is only part of the equation. Once the
candidate is recruited, it is the leader's responsibility to provide support to assist the individual in
accomplishing his or her objectives. This support includes providing appropriate training, clear
direction, and facilitating resources to assist with achievement of these goals. "An informative
national survey of managers identified training as a key factor in the success of work teams, and
inadequate training the greatest hindrance to effective team performance" (Sundstrom, 1999,
p. 126). As the organization's lifecycle and culture develop, it is the leader's role to assist the
employee's evolution through the evolving culture. Studies show that organizations with good
strong cultures retain customers and employees longer, spend less on marketing, and have a
higher market value compared to other organizations that do not (Gallagher, 2003, p. 15).
As Detec is currently in the process of hiring for the next phase, finding candidates who
are passionate about what they do and care about doing an excellent job addresses a work ethic
that is a paramount core value. Detec's vision is to change an industry. Monitoring buildings for
moisture and alerting the owners, so that small repairs can be made instead of extensive
remediation, helps save clients millions of dollars. This technology also has a positive impact on
the environment, by preventing tons of waste from being discarded into landfills. Most people
want to be involved with something worthwhile. By nurturing this natural impulse and
harnessing the energy it produces, an environment can be created that transcends normal logic
about productivity, motivation, and work ethic (Gallagher, 2003, p. 161).
The literature suggested hiring the right people, for the right reasons and for the right
positions, contributes to the success of the organization. Recruiting candidates who exemplify
core values that mesh with the organization's culture is also essential. Success begins with
decisions defined by the guidance of strong core values (Gallagher, 2003, p. 161).
Organizational Structure Related to Organizational Lifecycles
As small entrepreneurial organizations transition through their lifecycles, development of
a structural framework emerges. Job descriptions are created, and employee positions become
more defined. This infrastructure is required, in order for the organization to become efficient
and coordinated. Rules for governance become necessary, policies and procedures begin to play
an important role in recruitment practices, as well as measurements for employee performance.

Bolman and Deal (2003) stated, "Structures must be designed to fit an organization's
circumstances including its goals, technology, workforce, and environment" (p. 45).
Detec is transitioning to its next phase, which is evidenced by the creation and
implementation of job descriptions, benefit plans, and career-succession ladders. Systems are
being developed and controls are being put in place to ensure that all team members, including
the founders, are following the same guidelines. According to the analysis by Adizes (2004), one
of the next candidates Detec should be recruiting is an individual with strong administrative
skills. "It must see to it that the right things happen at the right time, with the right intensity, in
the right sequence. That means Administration" (p. 198). The literature argued that the founders
must comply with the rules and policies in order for the organization to succeed. "The founder
must say I am willing to subject myself to the policies of the company rather than have the
company be subject to my policies, which frequently change. I will be bound by the same
policies that bind everyone else" (p. 78). If the founders violate the rules, the organization pays
the price of having ineffective policies that no one follows, which can cause a dysfunction
organization and a loss of control.
Another aspect of lifecycle evolution is a change in the style of leadership. An autocratic
leadership style, which is respected and accepted during the initial phase of an organization,
needs to evolve as the organization develops and grows. "Delegation involves transferring tasks
down the organization hierarchy and creating a sense of commitment for carrying them out"
(Adizes, 2004, p. 66). This transition in leadership style, from autocratic to a delegation of
authority, is essential for the organization to move forward. As the literature suggested, if Detec
creates effective administrative systems and institutionalizes its leadership, the organization
moves to the next stage of development (p. 91). Moving to this next stage of development is also
essential in order for Detec to continue following the guidelines set in the 4+2 formula.
According to Joyce et al. (2003), the four primary practices that must be followed in order for an
organization to succeed include strategy, execution, culture, and organizational structure. There
are also two of four secondary practices that need to be followed. These secondary practices
include employee ability, leadership and governance, innovation, and mergers and partnerships.
The literature suggested that, in order for organizations such as Detec to evolve into the
next lifecycle, several changes need to occur. These changes include: defining and clarifying of
organizational culture, developing an infrastructure, and establishing rules for governance.
Incorporating a recruitment process, to assist in hiring candidates with core values that
compliment the organization's culture, is a critical component in evolving the company to the
next level in its lifecycle. The growth of a company is regarded as a positive evolution, yet the
organization is at high risk during this change. As an organization recruits new candidates, the
culture of the organization changes.
This means that the underlying philosophy behind who you hire, how you expand, and
who leads you has a tremendous influence on what you will become in the future. How
an organization handles the ramifications of growth is one of the more important factors
in its long-term survival. (Gallagher, 2003, pp. 103-104)
In order for Detec to successfully transition through the next phase in its lifecycle, it will
be essential to hire competent candidates who can assist in developing the necessary structure
and guidelines for the organization. It is equally important for the founders to understand that the
guidelines and procedures apply to the entire team, including themselves. Another critical
component in the success of the organization is the leader's ability to evolve their leadership
style to adapt with these changes.
In the next section, I discuss communication challenges around recruitment issues. In
order to determine if the potential candidate will be a good fit with the organization, it is
important to explore the candidate's values. It is also important to determine the skills and
attributes required during each phase of the organization's lifecycle to ensure that the candidate
has the right skill set for the position.
Communication Challenges around Recruitment in Organizations
The purpose of this section is to discuss some of the communication challenges
encountered with recruitment, as well as solutions to improve these challenges. I explore some of
the barriers to effective communication, the importance of defining and communicating the
organization's core values, and recruitment strategies to assist in making successful hiring
recommendations. The value of implementing assessment tools to assist in determining core
values of the candidate is also reviewed.
Alignment of Culture, Communication, and Recruitment
To implement a successful recruitment package for a small company, several topics need
to be researched. The topic of communication is my second focus. In order to find out if a
potential candidate is a cultural fit with the organization, it is essential to communicate the
organization's culture and core values to the individual. To ensure that there is a cultural fit, it is
equally important to find out what the core values of the applicants are. As the literature
suggested, where the organization is in its lifecycle determines what attributes to look for in the
candidate (Adizes, 2004; Bridges, 1990; Gerber, 1995). Communicating the organizational
culture and values is essential in providing the context for effective recruitment.
As an organization progresses, it is through communicating and living these values that
the culture develops.
A unified voice on values results from discovery and dialogue. Leaders must provide a
chance for individuals to engage in a discussion of what the values mean and how their
personal beliefs and behaviors are influenced by what the organization stands for.
Leaders must also be prepared to discuss values and expectations in the recruitment,
selection, and orientation of new members. (Kouzes & Posner, 2002, p. 83)
Organizations in their infancy, such as Detec, have few or no systems in place for hiring.
As Adizes (2004) suggested, "They hire people when the need arises or whenever an impressive
candidate appears. New recruits generally start working right away because Infant companies
more often than not postpone hiring" (p. 37). In order for organizations to successfully transition
from one phase to the next in the organizational lifecycle, it is essential that the individuals
involved in the recruitment process understand which values to look for in a candidate.
As the organization transitions through its lifecycle, it is also critical for the leaders in the
organization to communicate the potential pitfalls and the milestones of each phase to the team
members, for example, communicating the need to develop an infrastructure that includes
creating policies and procedures for the organization. Transitioning into what Adizes (2004)
referred to as the "Go-Go stage" (p. 51) requires that the founders develop and implement the
administrative subsystem and policies that institutionalize integration. This includes
communicating the changes to the team (pp. 71-72).
Communicating this information is critical in order to help the employees understand that
the changes are normal in the evolution of each phase. Communicating specific skills required
for future recruitment helps to ensure the organization's successful transition to the next level in
the lifecycle. "As the organization passes from one phase of its life to the next, different roles are
emphasized, and the different role combinations that result produce different organizational
behaviours" (Adizes, as cited in Bridges, 1990, p. 97).
Effective Communication
Communication is at the heart and soul of all organizations "Research spanning several
decades has consistently ranked communication skills as crucial for managers. Typically,
managers spend 75 to 80 percent of their time engaged in some form of written or oral
communication" (Blalock, 2005,13). Effective communication is a fundamental goal of all
businesses. In order for organizations to succeed, "communicating effectively with employees
not only creates stronger relationships—it may even help improve the bottom line" ("Avoid the
Fallout," 2006, f 2).
According to the 2005/2006 Communications ROI Study effective communication is a

key driver of superior performance because
Employees feel connected to the business and understand how they can support it;
New employees exhibit solid connections to the company culture—starting from their
initial days on the job;
Communication quickly connects employees to changing business challenges, facilitating
faster adjustments to fluctuating market conditions; [and]
Management effectively connects with employees through strong leadership during
organizational change, flj 3-7)
Employees invest a significant amount of time in their workplaces. Much of that time is
involved in some type of communication. Even successful organizations constantly struggle to
find better methods of communicating.
85 percent of organizational success depends on communication and interpersonal

relationships. 80 percent of our working hours are spent in some form of communication.
75 percent of supervisors, sales, and support staff hours are communication related. 70
percent of all organizational errors are attributable to poor communication and listening.
We recall only 17 percent of what is said to us, but we remember 80 percent of the
emotional message. (Lee, 2006, p. 71)
According to Lee, the biggest challenge to effective communication in organizations is fear. Fear
of conflicts, rejection, negative emotions, causing harm, losing a position, failure, confrontation,
and not being liked are some of the reasons that issues are ignored. Ignoring poor behaviour and
substandard performance is not uncommon in many organizations. It is estimated that
approximately 80% of male executives in America are avoidant in times of conflict (pp. 39-40).
Fear can paralyze good intentions, preventing individuals from communicating
effectively. Fear's greatest threat is that it allows difficult issues to go unresolved. These
unresolved issues end up diminishing the quality of the organization and compromising core
values, teamwork, and profitability (Lee, 2006, p. 69). Avoiding difficult conversations and
ignoring poor performance affected the motivation and the enthusiasm of the Detec team. The
team spirit was compromised until the difficult conversations and decisions were completed.
Courageous communication is an alternative to silently and passively living with the high costs
of anxiety and hesitancy caused by unsuccessfully addressing the hard conversations. Looking
inward to identify and confront our fears is the first step toward effective communication (p. 69).
The answer to the question of values will come only when you are willing to take a
journey through your inner territory—a journey that will require opening doors that are
shut, walking in dark spaces that are frightening, and touching the flame that burns. But
at the end is truth. (Kouzes & Posner, 2002, p. 52)
Preparing for and engaging in difficult conversations takes courage and commitment. "To be a
leader, you have to Model the Way for others by demonstrating intense commitments to your
beliefs with each and every action. Doing so begins by finding your voice—by clarifying your
values, and by expressing yourself in unique ways" (Kouzes & Posner, pp. 83-84).
Clear, effective communication influences the calibre of people who are attracted to an
organization and directly affects the daily work environment of the organization. "Your real job
is to get results and to do it in a way that makes your organization a great place to work—a place
where people enjoy coming to work, instead of just taking orders and hitting this month's
numbers" (Kouzes & Posner, 2002, p. 317).
BusinessWeek reports that over the next ten years, 21 percent of top management jobs
across all functions, regions and industries will become vacant. Add to this trend an aging
population, a shrinking workforce, and a growing intolerance for the illegal immigrant
population that provides much of the unskilled labor in the United States today and you
have a talent and labor crisis of enormous consequence across all disciplines. (Kelly,
2007, p. 3)
"In the coming decades we will witness the next great corporate battle—the war for
talent" (Kelly, 2007, p. 3). The potential of all employees and the success of an organization are
intertwined (p. 1). In order to be an organization of which individuals want to be a part, creating
an environment and a culture that is attractive to candidates will be essential. Overcoming
obstacles, facing fears, and committing to effective communication is critical in aligning
organizational values with the values of new candidates. To produce an atmosphere of trust and
cultural alignment, it is essential that leaders confront difficult issues that can no longer be
ignored.
Having the courage to address problems such as inappropriate behaviour or poor
performance is critical in developing an environment and culture that will assist in attracting the
right candidates for the right positions. An organization that has a culture of accountability
translates into attracting new candidates with similar values and promotes deeper and richer
relationships between the team members. "But it is not enough to simply hire the right people.
The ability to attract, engage and retain talent will be the number one strategic objective of every
successful modern leader and organization" (Kelly, 2007, p. 3). Effective communications that
convey these messages will be essential to implementing that strategy.
Recruitment Strategies
Organizations are looking for methods to assist them in making successful choices when
recruiting new candidates. The use of assessment tools is becoming popular. Tools such as
personality profiling or values testing assist organizations in exploring the candidate's
personality profile or core values. This can be valuable information in assessing if the
candidate's personality, values, or both align with the company culture.

Companies are finding it increasingly difficult to attract qualified employees.
Recruitment practices that worked well in the past are not producing the same results.
Organizations are coming up with creative recruitment practices in order to attract competent
candidates.
Structuring the interview process is another valuable tool in assessing whether the
candidate is competent as well as a fit with the organizational culture. This process includes who
to involve in the interview, what questions to ask the candidate, and following up with the
references.
In the next section the benefits of personality profiling and value testing are discussed in
detail. Creative recruitment opportunities are investigated in more depth, and the interview
process is examined to see what options are being successfully implemented.
Personality Testing
Personality-assessment and behavioural tools to improve communication and teamwork
are becoming familiar in many organizations. There are many different methods available, such
as Keirsey's personality types theory, William Moulton Marston's DISC personality theory, and
Katherine Benziger's brain type theory (Chapman, 2007). The literature has suggested that the
Myers-Briggs Type Indicator is the most widely used and accepted personality-assessment
method currently being implemented in many organizations (Feig, 2005). The literature also
suggested that the number of organizations using personality assessments to assist with
recruitment is on the rise (Feig, 2005; Hsu, 2004; Pepper, Kolesnikov-Jessop, & Hermann, 2005;
Shuit, 2003). These assessments are used in recruitment, promotions, and professional
development by a third of US businesses. The Myers-Briggs Type Indicator is taken by an
estimated 2.3 million people each year (Hsu, p. 2).

The Myers-Briggs Type Indicator (Briggs Myers & Myers, 1995) defines sixteen
personality types, based on specific characteristics developed by Katharine Cook Briggs and
Isabel Briggs Myers. This personality profiling evolved from the work of Swiss psychologist
Carl Jung. According to the Myers-Briggs Type Indicator (MBTI), individuals have a preference
for being either extraverted or introverted, intuitive or sensing, thinking or feeling, and
perceiving or judging.
Extroverts usually get their energy from interaction with others. Examples of extroverted
characteristics may include outgoing, social, friendly, energetic, and enthusiastic behaviour.
Introverts usually get their energy through thoughts and ideas, and they enjoy being alone to
recharge their batteries. Examples of introverted characteristics may include reserved, reflective,
and quiet behaviour. "With Extraverts, what you see is what you get. With introverts, what you
see is only a portion of what is really driving their personality. It takes time and trust for them to
open up" (Kroeger, Thuesen, & Rutledge, 2002, p. 32).
The dimensions of sensing versus intuition define how information is gathered. Sensors
value realism and common sense, are detail oriented, and appreciate practical applications.
Intuitives value imagination, new ideas, and tend to be general and figurative. "Sensors have a
great capacity for enjoying the here and now. Intuitives on the other hand, anticipate the future
and agitate for change" (Teiger & Barron-Teiger, 1992, p. 20).
Thinking versus feeling are the dimensions that determine how decisions are made.
Thinkers are seen as more logical, analytical, and detached. Feeling types are seen to be more
subjective, humane, and more involved in the personal side of the decision. "At their best
Thinkers bring objectivity to any decision-making situation, and Feelers bring an awareness of
how that decision will ultimately affect others" (Kroeger et al., 2002, p. 38).
The dimensions of perceiving versus judging characterize the type of environment that
the individual creates around them to function in the world. Perceivers are viewed as less
structured, playful, and spontaneous. Judgers enjoy order, create plans, and are less flexible than
perceivers. "At their respective extremes, Perceivers are virtually incapable of making decisions,
whereas Judgers find it almost impossible to change theirs" (Kroeger et al., 2002, p. 43).
Understanding the personality preferences of new employees can help determine if the
candidate will be a good fit with the people with whom they will be working, as well as with
their job description. Finding a good match can save organizations time and resources.
Differences in types between coworkers can lead to miscommunication and resentment, but this
can be diminished or eliminated when its origin is understood. "Although no job is perfect, it is
easier to accept the imperfections cheerfully if the job gives workers the opportunity to use their
preferred processes" (Briggs Myers & Myers, 1995, p. 150). When used appropriately, MBTI
offers insight and tolerance toward the differences among coworkers, managers, and clients,
which can improve communication and relationships (Briggs Myers & Myers; Hsu, 2004;
Kroeger et al., 2002).
Although Myers Briggs is an extremely popular recruitment tool being implemented by
many organizations, there are some concerns with its use. Some of the literature argued that
personality testing can allow organizations to unfairly label an individual or allow an individual
to rationalize negative behaviour that should be worked on (Feig, 2005; Shuit, 2003).
According to Shuit (2003), "It does have its critics, who say that Myers-Briggs has
limited value, has not been validated by solid science and is subject to manipulation by test-
takers who want to present a certain picture of themselves to employers" (p. 2). Although there
seems to be some controversy regarding the reliability and validity of the Myers-Briggs testing,
there is no doubt that many organizations are using the MBTI as a tool in recruiting new
employees. As organizations grow and become more complex, their survival amid all the turmoil
is linked to the degree with which employees, managers, and clients communicate effectively
with one and other. Being aware of our differences and our preferences helps us understand each
other better and improves communication.
It is so refreshing to look at our personalities in a way that helps us to understand one

another with a credible and appreciative approach to our differences—to focus not on the
right or wrong ways of being or behaving, but rather on understanding how our
individual preferences impact ourselves and others. (Kroeger et al., 2002, p. xi)
Understanding individual preferences and the impact that underlying core values of team
members have on an organization is critical. Some organizations are also rinding tools such as
values testing or change state indicators helpful for recruitment or teambuilding. Beck and
Cowan (2006) introduced an interesting model called Spiral Dynamics©, which is described as a
layered value system that transcends core values, culture, organizations, and world views (p. 4).
Core intelligences, referred to as MEMES, reflect a values system, a belief structure, and
a way of thinking. The Spiral Dynamics system consists of two tiers. The first tier, or old
paradigm, reflects six MEMES, which include survival, kinship, power, purpose, achievement,
and consensus orientations. The second tier, or new paradigm, is beginning to awaken. Emerging
from this second tier are orientations to integrative and holistic MEMES or value systems. Each
MEME reflects a more progressive and complex intelligence and influences the spectrum from
individual human beings to global villages and cyberspace, (p. 44). Each values system is also
categorized with a different colour (Beck & Cowan, 2006, p. 4). The range of colours in the first
tier includes: Beige, Purple, Red, Blue, Orange, and Green. The second tier is evolving, and its
first three colours include: Yellow, Turquoise, and Coral. Beck (2006) described these stages, or
MEMES, through their respective colours. Beige is the most basic MEME, which values survival
(p. 198). The Purple MEME is about kindred spirits, oaths, and bonds. An example of the Purple
MEME in the U.S. is the attachment to the American flag (p. 211). The Red MEME is self-
expressive and ego dominant. Instant gratification and impulsive behavior with no consequences
dominates this stage (p. 216). The Blue MEME reflects life's purpose and meaning. Order and
stability are important at this stage characterized by valuing hierarchical systems, such as
religion, the military, and justice, (p. 232). The Orange MEME values personal achievement,
competition, and materialism. Success through science and technology is important. The ability
to excel at a start up business is an excellent example of a Blue/Orange trait (p. 248). The Green
MEME values feelings, team work, and group consensus. "Entrepreneurism is tempered by
humanity" (p.262).
The Yellow MEME represents the first stage of the second tier, which is a tremendous
leap from the first paradigm. The Yellow MEME is characterized by the ability to clearly flex
and flow throughout the spiral, to repair problems with speed and efficiency, by engaging in
unique solutions that are both highly complex in design and simple in execution. In
organizations, the Yellow MEME can resolve the Orange MEME's concern for growth and
progress with the Green MEME's need for humanity, by seeking an initiative based on
prosperity though people (p. 283). The Turquoise MEME enables vision and interaction at many
levels that have never been possible before. The ego that exists in the first paradigm becomes
nonexistent. "Life is the most important thing there is; but my life is unimportant" (p. 292). The
Coral MEME is on the horizon, and its values are yet to be determined (p. 291).
Given that core values differ not only among individuals, but among different
organizations, cultures, societies and even countries, value testing could bring a better
understanding to organizational leaders on how to mesh specific strategies with the values of the
team members. According to Cowan and Todorovic (2000),
No matter how brilliant the economic and market analysis that underlie a strategy, it's the
people—from the board room to the factory floor—who must understand and implement
the strategy. That only happens when the strategy fits their values, (p. 4)
In summary, incorporating a personality-assessment tool into a recruitment process may be
valuable to help in assessing the individual's fit with the organization and the team members
with whom they would be working. Implementing a method such as value testing could prove
beneficial as a recruitment tool not only to better understand the candidate's core values, but to
enhance the organization's ability to mesh their vision with those of the team members. This
understanding becomes even more critical when the organization has multi-cultural components.
Given that Detec has offices in both Canada and the USA and it is in the process of recruiting,
having an accurate awareness of the fundamental differences in the core values of both countries
is critical in hiring the right people to ensure individual values align with the organization.
Understanding where these differences appear on the spiral and how to support and address these
differences is in the best interest of all team members and the organization. In the Declaration of
Independence, Thomas Jefferson defined American values as life, liberty, and the pursuit of
happiness, while Canada's Father's of Confederation proclaimed values such as peace, order,
and good government (Adams, 2003, p. 5). Three fundamental differences between the U.S. and
Canada are their orientation to religion, government, and founding ideology (p. 114). These U.S.
values are referenced on the spiral by the Blue/Orange MEME, evidenced by economic and
military power, high standard of living, and commitment to technology, science, innovation,
pragmatism, and religious organizations. Canadian values are reflected in an Orange/Green
MEME, demonstrated by values such as peace, order, social programs, and good government.
Becoming aware of the cultural differences between the U.S. and Canada is an important first
step in understanding how both cultures see the world, engage in it, and how they intend to make
a difference with a combined integrated perspective. The Figure 2 summarizes Detec's path in a
Spiral Dynamics framework.
Canada & U.S.

YELLOW
Integral
Meshed Values
Integrated Systems
Values Win Win Win
Turquoise
Yellow
Green
Orange
Canada
GREEN Blue
Post Modern
Communitarian
Win Win Red
United States
ORANGE
Purple Modern
Entrepreneurial
Value Win Win
Beige
Figure 2. Spiral dynamics systems diagram for Detec progressing toward a combined integrated
perspective
Best Practices for Recruiting
As the building boom increases in the Pacific Northwest, employers are struggling to find
the right people for the right positions. Recruiting in difficult labour markets requires employers
to be innovative. The purpose of this literature review is to research the literature on successful
recruiting practices that could be incorporated in a recruitment program for our organization.
According to Outlaw (1998), "It takes time effort and thoughtful planning to find the person who
has the virtues, attitudes, and capability to fit into your organization and to help you meet your
business goals" (p. 8).
Effective recruitment produces successful candidates. "There are five viable options for
advertising a position opening: succession plans, nominations, advertisements, research, and
executive search firms" (Sessa & Taylor, 2000, p. 69). Our organization is in the early stages of
development, and we are looking to expand our team. Succession planning is an effective
recruitment technique for more mature organizations, which the company should consider to
replace key executives in the future (p. 69). Nominations or recommendations from team
members who have a vested interest in the company are a successful strategy for younger
organizations like Detec to recruit candidates. According to Sessa and Taylor, "The best chance
for finding really good people comes from constant networking and from positive contacts
created when recruiting for previous positions" (p. 70). Relationships are built over time, so
staying in touch with valuable candidates for future consideration is important.
Although advertising in appropriate journals and newspapers can reach many potential
candidates, this option is limited, and the quality of the candidates may be variable. The cost of
advertising in journals and newspapers can be expensive, and the target audience is not
necessarily specific to the requirements of the position. Accordingly, it would seem that using
this approach is not the best for hiring high-level candidates for specific job descriptions
(Klinvex, O'Connell, & Klinvex, 1999; Rosse & Levin, 1997; Sessa & Taylor, 2000).
On-line recruiting is the fastest growing recruiting method. "The internet is well on its
way to changing the recruiting world forever. In doing so, it is going to create a powerful new
weapon for those who are determined to win the people wars" (Johnson, 2000, p. 74). The
internet is fast, efficient, and affordable. Competitive firms are taking advantage of recruitment
opportunities using the internet. "A survey by JWT Specialized Communications in the US
discovered that the average online job seeker is 35, has an average income of $57,000 and works
in the service sector" (p. 74).
Research involves seeking out high-profile individuals from reputable organizations. This
can be a successful approach in recruiting talented high-performing individuals. According to
Sessa and Taylor (2000), "In most industries and professions, some institutions are considered to
be premier: most successful, prestigious, and productive. The search committee can proactively
look at these organizations and their top management for outstanding or unique individuals"
(p. 71).
Many organizations are using search firms to assist them with the hiring process. There
are several benefits that search firms bring to organization. Search firms have the expertise, the
time, and a list of candidates from which to draw. There are some concerns in using search firms.
It takes time interviewing and hiring the right search firm for an organization. It is critical that
the search firm has an intimate understanding of the organization' culture, as well as a detailed
and accurate description of the job functions. Search firms are outside contractors, so it is still
critical for the organization to interview the potential candidate to ensure he or she is the right fit.
"Although they may be able to find a pool of qualified candidates, they cannot and should not
take the place of an internal search committee that knows the organization, its needs, and makes
the final selection decision" (Sessa & Taylor, 2000, p. 72). Another concern that employers have
when using search firms is the cost. According to Rosse and Levin (1997), "Fee arrangements
vary, but one-third of a candidate's anticipated first-year salary is common" (p. 69).
A final suggestion on recruitment strategies is to become an employer of choice. People
are attracted to organizations that have a reputation as a good employer and for doing an
excellent job in specific areas. Perhaps the single most important issue in recruitment strategies
is the genuine respect that is shown to the employees (Ball & Ball, 2000; Johnson, 2000; Rosse
& Levin, 1997).
Interview Process
Once the individuals are identified as potential candidates, the next step is the interview
process. Interviews are used by most organizations in the hiring process. If, however, the
interviews are unstructured, they have the lowest validity of any selection process (Rosse &
Levin, 1997, p. 168). "Structured interviews have three critical characteristics that distinguish
them from traditional unstructured interviews: a structured format, job-related questions, and a
method of scoring applicants responses" (p. 168).
One of the most popular techniques many companies are using is called behavioural
interviewing. This type of questioning asks open-ended questions that probe the candidate's past
experience. Past performance is the best indicator of future performance. It appears that this
interviewing method was the most valuable in gathering information on how a candidate would
face obstacles, based on how he or she responded to similar previous situations (Klinvex et al.,
1999; Outlaw, 1998; Rosse & Levin, 1997; Smart, 1990).

The literature also suggested that using the same scripted questions for all candidates is
essential. Taking notes during the interview, as well as incorporating a rating scale to assess the
candidate's attitude, communication skills, enthusiasm, and competencies, is helpful. Preparing
for the interview process to ensure that the candidate is being hired for the right reason and is a
fit with the culture of the organization is paramount. It is also critical that the interviewing team
debrief and discuss their assessment of each candidate after the interview is completed
(Caroselli, 1993; Klinvex et al., 1999; Smart, 1990).
It is critical that the interview questions are job related. The labour law prohibits
employers from asking personal questions that could be viewed as discriminatory. Any
individual involved in the interviewing process must be aware of the list of inappropriate and
illegal questions.
Deciding who should be involved in the interview is important. Even in small companies,
it is beneficial to include the person who will be managing the new employee and, if possible,
someone who has specific knowledge related to the position being filled (Sessa & Taylor, 2000,
p. 33). Allowing several people to interview the candidate at the same time can provide valuable
feedback on each candidate, making it less likely for the selection decision to be influenced by
individual opinions. "Both our studies found that success improved dramatically when the
decision maker consulted with others or when a team made the decision" (p. 33). When
involving a team in an interview, it is important for everyone on the team to understand the job
requirements, the structured interview process, and a list of the questions that they will be
expected to ask the candidate.
Once the final candidates have been selected, a second interview is often considered. The
second interview provides another opportunity to discuss questions that may not have been
answered in the first interview. It also provides an opportunity to discuss more detailed
information on specific, job-related issues with the candidate (Outlaw, 1998; Sessa & Taylor,
2000).
According to Sessa and Taylor (2000), as soon as the hiring decision is finalized, the
successful candidate should be informed immediately. This offer is usually conducted over the
telephone and followed up with a formal letter with the details of the offer. The details include
the start date, salary, and other basic terms and conditions. The offer is subject to verification of
references and employment history. A letter is sent to the unsuccessful candidates as soon as the
successful candidate officially accepts the position.
One of the most important steps in the recruitment process is checking on the candidate's
references. Due to litigation issues, employers are cautious with the information they give out on
former employees. Although the information may be limited, confirming the basic facts can be
helpful. The literature suggested that employers should contact at least five references, including
former employers (Caroselli, 1993; Sessa & Taylor, 2000).
Integration
Once the candidate is hired, it is essential that the individual is given the proper
orientation; support, training, and mentoring he or she needs to succeed in their new position. "In
our interview study, less than one-third of newly hired executives received any sort of integration
or development for their new position. Less than one-fourth received support from their
supervisors" (Sessa & Taylor, 2000, p. 94).
In summary, effective recruitment can start with the implementation of a personality-
assessment indicator, such as Myers Briggs (Briggs Myers & Myers, 1995), or by values testing,
as useful tools for any organization. The literature also indicated that the number of successful
hires increase when organizations have a recruitment process in place that involves a team
approach and a structured interviewing method. An important aspect of the process is an in-depth
orientation and mentoring process to help the new employee succeed in their new position. "No
matter how good the selection process and how perfect the match between the organization and
the executive, the likelihood of failure is much higher unless that individual is properly
integrated into the position and the organization" (Sessa & Taylor, 2000, p. 93).
In order to recruit successful candidates, it is essential not only for the individual to have
the right skill sets for the position, but to have shared values. Assessment tools such as
personality profiling or values testing can offer valuable information in determining if the
individual will be a fit with the culture of the organization. Creative recruitment practices also
assist organizations in finding qualified candidates during times of scarcity. Developing a
structured interviewing process is a critical component in assisting organizations assess whether
the candidate fits with the culture.
The following chapter will review the research approach used in gathering the data for
my action research project. I will also describe in detail the methods implemented while
conducting the research. Ethical considerations are also discussed.

CHAPTER THREE: RESEARCH APPROACH AND METHODOLOGY
I chose an action research approach to answer the research question: How can a small
technical organization design a recruitment process that supports its mission/purpose, its rapid
growth, and is aligned with its culture and values?" The purpose of this chapter is to discuss the
approach and the research methods that I used to implement the research for my project. A
detailed description of the action research approach, data gathering tools, the roles of the
participants, as well as data analysis are included in this chapter. Ethical considerations are also
discussed in this chapter.
Research Approach
My research project involved obtaining recruitment information from other small
technical firms located in the Northwest area of Canada and the USA. According to Stringer
(1999), "Community-based action research seeks to change the social and personal dynamics of
the research situation so that it is noncompetitive and nonexploitive and enhances the lives of all
those who participate" (p. 21). The process of action-based research includes productive
communication and relationship building with different groups of people to achieve various
goals. One characteristic of action-based research that appeals to me is that it takes into account
the impact the research has on the people involved and empowers them to participate in making a
difference. Action-based research provides a course of action that enables people to face
challenges in new ways and offers alternative solutions. Sharing the experience brings
individuals together to make a difference in processes that can change the lives of the people
around them (p. 204).

There is a cyclic framing in action-based research, which is to "look, think, and act"
(Stringer, 1999, p. 19). The structure of action-based research helped to guide my research for
the interview process with the participants.
I selected a qualitative research method for my project. Qualitative researchers interact
and talk with participants about their perceptions. "The researchers seek out the variety of
perspectives" (Glesne, 1999, p. 5). Qualitative action research is an appropriate method to
employ for this project, as I investigated a recruitment process for Detec. Incorporating this
research method allowed the Detec team to engage in the process and become involved in the
outcome. This approach made the journey interesting and exciting for everyone on the team.
Bridges (1990) compared the seven stages in the life cycle of an organization to
Shakespeare's seven stages of man. These stages include the dream, the venture, getting
organized, making it, becoming an institution, closing in, and termination (pp. 98-99). In our
organization, the venture stage is established, and we are transitioning into the getting organized
phase. This stage is characterized by an increase in policies, procedures, and an expansion in
staff. I researched the recruitment procedures of small technical companies that have recently
expanded from the venture stage, through the getting organized stage, into the making it stage.
This research is intended to help identify successful recruitment methods that could benefit our
organization as we move through this transition.
Data Gathering Tools
My action-research consisted of two focus groups, thirty-one telephone surveys, and
eight semi-structured face-to-face interviews. Our organization is small and growing rapidly. We
are in the process of hiring new people to help move the company forward. I have created three
general sections to discuss the data in more detail. These include first focus group, face-to-face
interviews, and second focus group.
First Focus Group
I initiated my action research approach by conducting a focus group within my
organization. The focus group was organized to discuss which elements I should investigate in
developing a successful recruitment program for our company as it transitions into the next phase
of our organizational lifecycle. I sent an email with an invitation, consent form and a list of
questions to seven candidates. A sample of the invitation appears as Appendix A. A sample of
the consent form appears as Appendix B, and a sample of the focus group questions appears as
Appendix C. Five participants were able to attend. I asked each participant to sign two consent
forms, after I verbally reviewed the forms with the participants. I had arranged for two
colleagues from Royal Roads University to facilitate and scribe for the focus group, so once I
introduced my colleagues to the participants, completed the paperwork, and set up the recorder, I
left the room. My colleagues transcribed the data from the recording to my computer to keep the
participants comments confidential. The participants provided valuable feedback that I
incorporated into the interview questions.
Face-to-Face Interviews
I chose to use face-to-face interviews as one of my research methods. I reviewed my
research question and sub-questions in order to consider the themes for creating the interview
questions. "An interview has a direction and a shape; it serves a specific purpose and it involves
both the interviewer and the respondent in a dynamic relationship" (Keats, 2000, p. 5). This
method was an effective approach to gather data for my project. I used a semi-structured design
for the major interview process. I organized the sequencing, phrasing, subject matter, and style of
my questions (see Appendix D).
Berg (2004) described four styles of questions that are required to complete the interview
process. These styles of questions consist of essential questions, probing questions, throw-away
questions, and extra questions. Essential questions focus on gathering specific information.
Probing questions help to draw out more information from the participant. Throw-away
questions are used in developing a rapport with the participant and can be helpful to illicit more
information. Extra questions are used to verify the reliability of the replies (p. 86).
During the process of creating interview questions, I was mindful of using affective
words, such as why, which can produce a negative response from the participant. Participants
sometimes find it difficult to answer a long, complex question, so I tried to keep my questions
clear and concise. In order to create appropriate interview questions, I reflected on what it was
that my research question was trying to answer (see Appendix D).
Berg (2004) discussed the ten commandments of interviewing. These rules include: never
begin an interview cold, remember your purpose, present a natural front, demonstrate aware
hearing, think about appearance, interview in a comfortable place, do not be satisfied with
monosyllabic answers, be respectful, practice, and be cordial and appreciative, (p. 111). I believe
that incorporating these techniques into my interview procedure helped guide me in conducting
successful interviews.
I started to gather information for the interviews by researching technical companies in
technical parks and by talking to friends and colleagues who helped identify appropriate
organizations. I was specifically interested in small, successful companies located in the Pacific
Northwest area of Canada and the USA that had recruitment processes in place. Once
appropriate organizations were identified, I then introduced myself to these companies by
initiating a telephone conversation to determine who was responsible for recruitment in their
organization. A sample of the telephone script appears as Appendix E.
The next step was to initiate a short telephone survey with this individual. A sample of
the survey preamble and consent appears as Appendix F. The questions for the telephone survey
helped to determine which companies would be suitable to interview. These telephone survey
questions were discussed with my supervisor and my sponsor (see Appendix G).
In order to discover what recruitment methods could be useful in our organization, I
identified and interviewed technical organizations that had successfully transitioned beyond what
Bridges (1990) described as the making it stage. Determining which recruitment practices are
useful in other organizations could help Detec as it begins the hiring process for the next phase in
its organizational life cycle.
"Interviewing may be defined simply as a conversation with a purpose" (Berg, 2004,
p. 75). Semi-structured or semi-standardized interviews include some structure, and the questions
may be recorded during the interview. The wording of the questions in a semi-structured
interview is flexible, and the interviewer may answer questions and make clarifications (p. 10).
The interview process focused on small, successful, technical organizations that have a
recruitment process in place. Palys (2003) stated, "Although the interview is common to both
qualitative and quantitative research traditions, the way it 'looks' in a given research setting can
vary considerably" (p. 159). I used a qualitative research method when analyzing the data
collected from the face-to-face interviews.
Interviewing small technical companies, in order to gather information on different
recruitment packages, generated useful data for my project. I conducted all interviews myself,
which ensured that the interviews were completed with the appropriate individual who was
responsible for the recruitment in their organization. As the literature suggested, conducting the
interviews effectively requires people who are familiar with the research objectives, as well as
the phenomenon being studied (Palys, 2003, p. 160). I organized the interview process by
creating an outline. This outline formed the structure from which the interview questions and
scheduling were developed. The sample of my interview questions appear as Appendix D.
Included in the outline was an opportunity to fine-tune the questions. I set up a date and time for
an interview with the appropriate individuals. I sent copies of the list of interview questions (see
Appendix D), the invitation (see Appendix H), and the consent form (see Appendix I) to the
participant to review before the interview. I also brought two copies of the invitation and the
consent form for the participant to review and sign before the interview.
I also informed participants that I would be recording the interview. Recording the
interview allowed me to focus on the participant, rather than on my notes. Although I used a
recorder, I also backed up the recording by writing down some of the key points discussed
during the interview. I quickly found out that some of the companies I contacted were not
interested in participating, and some organizations were too small. So although I had initially
planned to contact fifteen organizations, I actually contacted thirty-one. After the interviews
were completed, I transcribed the recordings and sent them to the participants to review, edit, and
approve before proceeding.
Conducting the research by interviewing individuals face-to-face offers an effective
method of gathering information. Incorporating a narrative inquiry approach to my interview
questions allowed participants to tell me their stories about how they developed their recruitment
strategies. "The interaction of interviewer and respondent also offers benefits that can enhance
the quality of the data gathered" (Palys, 2003, p. 159). Stringer (1999) suggested, "Action
research is based on the assumption that the mere recording of events and formulation of
explanations by an uninvolved researcher is inadequate in and of itself' (p. 7). I believe that
researching the literature, investigating other organizations, and incorporating action research as
my research method brought value to the stakeholders in our organization.
Second Focus Group
After the interviews were completed, I organized a second focus group with my
organization. I sent out a second invitation and consent form by email to seven participants.
Samples of the invitation and consent form appear as Appendices A and J. I also had two copies
of the consent form for each participant to review and sign before the focus group began. Seven
participants were invited to the focus group, and five attended. I facilitated and scribed the
second focus group. As in the first focus group, a recorder was also used. During this focus
group, the recommendations that evolved from the interviews were presented and discussed with
the team. A plan of action was discussed with timelines on when the recommendations would be
implemented. Following the focus group, the recording was transcribed keeping names
confidential.
Project Participants
The action research team consisted of my supervisor, my sponsor, and myself as the
researcher. I invited the Detec team members to participate in both focus groups. Currently, most
team members are involved in the recruitment process at Detec, so it was important for them to
be involved. I had two colleagues from Royal Roads University conduct and transcribe the first
focus group. This focus group assisted in developing the questions for the telephone survey and
the face-to-face interviews. I facilitated and scribed the second focus group. During the second
focus group the team fined-tuned and confirmed my recommendations. I also hired an editor who
assisted me with copy editing and formatting of my report. Stringer (1999) stated, "The task of
the practitioner researcher is to provide leadership and direction to other participants or
stakeholders in the research process" (p. xix). As Stringer (1999) suggested, "Community-based
action research is a collaborative approach to inquiry or investigation that provides people with
the means to take systematic action to resolve specific problems" (p. 17). I discussed
expectations, schedules, roles and responsibilities, scope, informed consent forms, ethical issues,
communication, and deliverables with my supervisor and sponsor. I invited input and feedback
from my sponsor, as my objective was to create a deliverable that provided value to the
organization.
My research goal was to interview eight to ten small technical organizations that have a
recruitment process in place. These target organizations were small technical companies located
in Pacific Northwest Canada and the USA. I researched different recruitment programs and
evaluated how different tools may be implemented to identify the values and the cultural fit of
the potential candidates.
Study Conduct
I began the action research project by outlining and discussing the details of my project
with my supervisor and my sponsor. Their feedback was incorporated into the design of my
research questions. My supervisor and sponsor were also involved in fine-tuning my questions
after the questions were created.
First Focus Group
Initiation of my action-based research approach was evidenced by the invitation of
several Detec team members to join a focus group to discuss recruitment issues. I organized the
details for the initial focus group, which included developing the focus group questions (see
Appendix C), coordinating the dates, and creating the invitation for the focus group (see
Appendix A). "A focus group may be defined as an interview style designed for small groups"
(Berg, 2004, p. 123). Participants signed an informed consent form (see Appendix B) before the
focus group session commenced. In order to ensure there would be no conflict of interest, I had
another colleague from Royal Roads University moderate the initial focus group. "The
moderator's job is to draw out information from the participants regarding topics of importance
to a given research investigation" (Berg, 2004, p. 123). My intention was to create a safe
environment where the participants could be heard and their ideas shared concerning recruitment
practices. I also arranged for a scribe to be present to document the information being discussed.
The information gathered from this fist focus group assisted in forming the questions for
the telephone survey and the interview questions. The telephone survey questions (see Appendix
G) were also tested and fine-tuned before the telephone survey was used in a phone conversation
with potential participants. Analyzing the telephone survey results identified which organizations
would be suitable for me to interview. The next step was to prepare for the interviews.
Face-to-Face Interviews
I initiated cold calls to thirty-one organizations in order to find eight companies that
qualified or were interested in an interview. Conducting face-to-face interviews with the
appropriate individuals elicited valuable information for evaluation. "Perhaps the most serious
problem with asking questions is how to be certain the intentions of the questions have been
adequately communicated" (Berg, 2004, p. 87). My first connection with the organizations was a
phone conversation, to introduce myself and explain the research project to potential participants.
This introduction included requesting their participation and informing them of the consent
forms they would need to sign (see Appendix E). During the phone conversation, I set up a time
for the interview.
I also informed participants that I would be recording the interview. Recording the
interview allowed me to focus on the participant, rather than on my notes. Although I used a
recorder, I also backed up the recording by writing down some of the key points discussed
during the interview. The advantages of face-to-face interviews include: developing rapport with
the participants, being able to clarify questions, reflecting back to ensure accuracy, and finding a
comfortable setting for the interview. The disadvantages of face-to-face interviews include:
creating clear questions that relate to the purpose of the research, and ensuring the reliability of
the recording method used (Berg, 2004; Keats, 2000). If a recorder is being used, technical
difficulties could damage the data that would invalidate the interview. Being present with the
participant during an interview can be difficult if handwritten notes are the chosen recording
method. Some of the dialogue could easily be missed, as it is impossible to capture every word.
Berg (2004) discussed development of a schedule, which includes determining the
objectives of the research and then developing a broad outline of questions. From this outline,
the interview questions emerged (see Appendix D). This process was developed with the
guidance from my supervisor (p. 85).
I worked with my supervisor in fine-tuning the interview questions, and both my
supervisor and sponsor were involved in reviewing each question for validity. The next step was
fine-tuning the questions. In the first focus group, the team also helped to define aspects of the
questions for the interview. This fine-tuning helped to asses how effective the questions would
be in gathering accurate and fitting information. Berg (2004) suggested, "A careful pre-test of the
instrument, although time consuming in itself, usually saves enormous time and cost in the long
run" (p. 91). "Reliability and validity checks should be carried out to show how the items are
behaving" (Keats, 2000, p. 76).
According to Keats (2000), "Reliability in relation to interviewing as a research method
refers to the degree of consistency that the interview has for the person or persons interviewed"
(p. 76). Reliability is an important aspect of interviewing, as it relates to the consistency of the
interview process performed by the interviewer. Keats suggested the use of recording devices,
together with implementing pilot projects and training, would help to improve reliability (p. 76).
As a researcher, I needed to structure the interview questions so they had validity.
"Validity is concerned with how well the research instrument measures what it is intended to
measure" (Keats, 2000, p. 77). Validity relates to the questions aligning with the purpose of the
interview. "Validity refers to the efficiency with which the responses in the interview will predict
future performance on the relevant behaviour" (p. 77).
Following the initial fine-tuning of the interview questions, I took the opportunity to
personally phone my list of potential participants to discuss the details on conducting an
interview with them. Some of the details discussed included the location for the interview, the
time involved, and the subject matter. It was important that the participants understood that the
interviews were voluntary. I followed up this phone call with an invitation letter that identified
these key areas (see Appendix H).
Before engaging in any interview process, I requested the participant sign an informed
consent form (see Appendix I). Through informed consent, potential participants were informed
that participation was voluntary, of any issues that could affect their well being, and that they
were free to stop the interview process and leave at any time (Glesne, 2006, p. 132). I also orally
reviewed the consent form with the participant, to ensure they understood the details and were
comfortable participating.
In order to conduct eight face-to-face interviews in one month, I planned to schedule two
to three interviews per week. After gathering and transcribing the information, I requested
feedback from the participant to ensure the information was accurately recorded. This accuracy
was accomplished by sending each participant a copy of the transcription to review and edit. All
eight candidates verified a confirmation in an email. This one-month time frame allowed time for
me to download and review the data between interviews.
I used a recording device to assist with my interviews. Using a recorder offered more
flexibility for me to observe and interact with the participant. Playing back the recorded
interview provided the opportunity to pick up on verbal intensity, inflictions, and other details
that may otherwise have been missed. I also captured the main points of the interview in writing.
These notes described the highlights of the interview and the essence of the conversation, as well
as provided back up for the recordings.
Second Focus Group
Once my research was completed, I organized, facilitated, and scribed a second focus
group to review the recommendations for an effective recruitment program to present to Detec.
A sample of the consent form for the second focus group appears as Appendix J. The results of
my study were presented and discussed with the intention that the recommended process will be
implemented.
Data Analysis
First Focus Group
After conducting the first focus group, I analyzed the data from the session and designed
the telephone survey and interview questions incorporating the information from the group. The
data collected helped me develop more specific questions and addressed concerns that the group
had about our recruitment process. Having two colleagues from Royal Roads conduct and scribe
the focus group gave the team a safe environment to discuss these concerns openly.
Interviews
Conducting semi-structured interviews as a research method was important for my
project, as I was able to gather and analyze a variety of data from the participants. Keats (2000)
stated, "One of the great advantages of using interviews is that many and varied methods can be
used to obtain and analyze the data" (p. 79). Accessing information by interviewing participants
on their specific recruitment methods provided valuable insight to help determine what the best
practices for our organization would be.
After interviews were completed, the next step was to make sense out of the collected
data. "Data analysis involves organizing what you have seen, heard, and read so that you can
make sense of what you have learned" (Glesne, 2006, p. 147). I looked for information from the
interviews that enabled me to make connections with the data. What is being illuminated? How
does the information connect? What themes and patterns give shape to my data? Coding helped
to answer these questions (p. 152). Coding is a process that helps sort the collected data and
create an organizational framework.
Much of my data were in the form of recordings resulting from the face-to-face
interviews. I created a system to process, store, organize, retrieve, and analyze the data.
Flexibility of the coding system allowed for unexpected responses to be placed in another
category. According to Keats (2000), "As the data are obtained they need to be entered into the
computer ready for analysis. This stage involves coding the responses into categories and
allocating each response with its code value" (p. 78).
I was careful to align my interview questions with the purpose of the interview, in order
to produce information that would be appropriate and valuable. "Care will therefore need to be
taken to select the data most relevant to the research question posed" (Keats, 2000, p. 79). After
the data were collected, organized, and stored, the information needed to be interpreted and
transformed into outcomes. Glesne (2006) stated, "Data transformation, no matter what approach
is taken, is the prelude to sensitive outcomes that describe, make connections, and contribute to
greater understanding" (p. 166).
Hollway and Jefferson (as cited in Glesne, 2006) identified four core questions
researchers should ask themselves as they work with their data. These questions include:
(a) what do we as researchers notice, (b) why do we notice what we notice, (c) how can we
interpret what we notice, and (d) how can we know that our interpretation is the correct
interpretation? This process was referred to in the literature as trustworthiness of our
interpretations (Denscombe, 1999; Glesne, 2006; Stringer, 1999). Often we see what is familiar
and what we know. We may not notice what is unfamiliar to us, which may create blind spots,
causing us to miss additional insightful information, from our using only the pieces we see as
valid data. During my interviews, I was aware and reflected on my own biases and was mindful
of how that could impact the results.
Lincoln and Guba (as cited in Glesne, 2006) described prolonged engagement and
persistent observation as critical in attending to credibility (p. 166). The right balance of time
spent conducting the research and time building solid relationships with the participants reflect
trustworthy data. Knowing that our interpretation is the right one can be confirmed by
incorporating feedback from participants. Obtaining feedback from participants helped to
provide accuracy to the interpretation (p. 167). As researchers, we have an obligation to do the
best work that we can, with the information we have and the tools we use. Revealing the
limitations and the truth of the project is a means for me to demonstrate trustworthiness. I
worked with my supervisor to ensure trustworthiness was demonstrated.
Second Focus Group
After the data from my research were collected, I presented my findings and
recommendations to the Detec team by conducting a second focus group. The focus group was
recorded and transcribed. The recommendations were well received by all participants. A
schedule was set up to initiate time lines for several important recommendations that focus group
participants approved for implementation. A copy of my completed project will be available to
all interested participants.
Ethical Considerations
This project abides by the ethical requirements of Royal Roads University (2007),
including eight ethical research principles described in the policies of the Interagency Advisory
Panel on Research Ethics (Canadian Institutes of Health Research, Natural Sciences and
Engineering Research Council of Canada & Social Sciences and Humanities Research Council
of Canada [Tri-Council], 1998). As I conducted my research project, I used these ethical
principles as guidelines. These eight principles include respect for human dignity, respect for
free and informed consent, respect for vulnerable persons, respect for privacy and
confidentiality, respect for justice and inclusiveness, balancing harm and benefits, minimizing
harm, and maximizing benefits (p. i.5).
Respect for Human Dignity
Respect for human dignity is regarded as the cardinal principle of research ethics and
refers to exercising thoughtful actions, in all interactions to protect the welfare and integrity of
human beings (Tri-Council, 1998, p. i.5). During the process of my research project, I treated all
people respectfully. According to Palys (2003), "We have a humanistic obligation to treat people
with dignity and to safeguard their interests" (p. 81). Protecting every person's dignity is of
utmost importance to me.
Respect for Free and Informed Consent
I was open and honest by informing the participants of my research strategy. I respected
the opinions and the rights of each person involved. I also honoured the rights of people who
refused to participate, as having respect for free and informed consent was essential.
Respect for Vulnerable Persons
At this time, the guiding principle of having respect for vulnerable persons is not
pertinent; however, I understand the significance of this ethical issue. At this time "no children,
institutionalized persons, or others who are vulnerable" (Tri-Council, 1998, p. i.5) are involved
in the organization. If this situation would have changed, I would have conducted myself
appropriately as I am aware of this ethical consideration.
Respect for Privacy and Confidentiality
Building trust with the participants was paramount. I have kept all participants'
information private and confidential. In order to promote full cooperation and participation, I
provided a safe environment for participants. "In discussions of the rights of research
participants, privacy is generally the foremost concern" (Glesne, 2006, p. 138). I also keep the
data confidential and stored in a safe locked file cabinet. "Researchers must take intentional
precautions to ensure that information does not accidentally fall into the wrong hands or become
public" (Berg, 2004, p. 67).
Minimizing Harm and Maximizing Benefits
Respecting human dignity also includes balancing harms and benefits. I was considerate
of psychological and emotional issues that could cause harm to the participants. "When
participants are volunteers who are participating only because we entered their lives and asked
them to do so, our obligation only increases to ensure that no harm should come to them" (Palys,
2003, p. 81).
I was concerned that the final results of my research may have an impact on some of the
people who work in our organization. I was aware of this, and I was respectful and honest when
delivering the recommendations. Given that I am the wife of one of the founders, I eliminated the
perception of undue influence by requesting that a colleague from Royal Roads University
facilitate the initial focus group. I was interested in following where the research would lead me,
and my intention was to minimize the harm and maximize the benefit to the organization.
Researcher-Participant Relationship
Another potential ethical dilemma that required my attention to was my relationship with
the participants. As a researcher, I encouraged friendly relationships with participants. There was
a possibility that the relationship could evolve into a friendship and as the researcher, I could
have gained access to confidential information based on the friendship.
There was also the possibility that a friendship with the participants could promote
special considerations. "The closer the relationship between researcher and research participants,
the more special obligations and expectations emerge" (Glesne, 2006, p. 144). Being aware of
these pitfalls was helpful in defining boundaries with the participants during the research period.
"Consequently, researchers must consciously consider and protect the rights of participants to
privacy" (p. 138).

CHAPTER FOUR: ACTION RESEARCH PROJECT RESULTS AND CONCLUSIONS
Organizing two focus groups within my organization, conducting an environmental scan
that included thirty-one telephone surveys, and completing eight interviews created sufficient
information from participants to answer my research question: "How can a small technical
organization design a recruitment process that supports its mission/purpose, its rapid growth and
is aligned with its culture and values? This chapter reveals my research findings and conclusions
based on the data and subsequent analysis of the information I received while conducting this
action research project. The scope and limitations of the research project are also discussed in
this chapter.
Study Findings
The first focus group was organized to get feedback from the team around the recruitment
challenges facing Detec. The information generated from the initial focus group helped to craft
the questions for the telephone surveys and the interviews. By analyzing the responses from the
telephone surveys, I was able to target organizations that were ahead of Detec in their lifecycle.
Interviewing participants from eight organizations provided me with information that I then
examined. These findings were identified by repeatedly reviewing the information and
categorizing the words and sentences of the participants until patterns started to emerge. In order
to complete this process, these key findings were then listed under specific headings. The second
Detec focus group was organized, where the findings and conclusions were delivered to the
Detec team in the form of recommendations to complete this action research project. The
information that I gathered and analyzed evolved into eight specific themes or key findings.
Themes of the eight key findings identified were:
1. Organizational culture
2. Core values
3. Meshing the core values of the candidate with those of the organization
4. Personality-assessment and/or value testing tools
5. Determining who to involve in the interview process
6. Crafting the interview questions
7. References
8. Difficulty finding qualified candidates
These specific eight themes will be discussed in more detail, and I will include samples of my
data to support my findings and conclusions. I have included comments from interview
participants. Words or themes repeated by one participant were counted as one theme or finding.
If eight instances were counted, then it was discussed by eight different participants. I have
organized the eight key findings under three general headings. These headings include
organization, interview process, and difficulty finding qualified candidates.
Organization
Organizational Culture
Defining the culture of an organization is important, in order to help understand if the
potential candidate will be a fit with the organization. Participants from all eight organizations
were clear and knowledgeable about their organizational culture.
The culture is a fairly informal, midsize company. The philosophy is to build a great
company that is a nice place to work, where the employees are treated fairly, have a good
working environment, and where the benefits are generous. (A3)
Another interview participant agreed,
It is really exciting. People believe in what we are doing from an environmental and a
social responsibility perspective. We are making the world a better place. There is a
personal identity with what we are doing which is highly motivating to people. That is
part of our culture. (A5)
Another interview participant added,
I like to think of culture as the environment. What our office environment is like and how
we treat people. Service is very important. Service to each other and service to our
clients. Having a high quality service, treating each other with respect, looking at
people's strengths and what they are doing well is important. It boils down from the top
to everyone else. A part of our culture is that we care about each other. (A8)
Core Values
It is paramount for the entire team to understand what the core values of their
organization are and to communicate those values to potential candidates and to each other. All
eight participants clearly communicated the core values of their organization. An interview
participant stated, "We are ultimately striving to be industry leaders. Our logo is Pursuit of
Excellence. We are always trying to do a better job" (A2). Another participant responded,
A major value is commitment. We expect our team to be fully psychologically engaged

in what is going on and present all the time. We can't have tourists. They need to be
curious, interested and wanting to learn. We are always refining and changing our
product so we need people to be flexible. We also expect people to have the discipline to
complete things on time. Values such as tenacity and a professional work ethic are
important. (A4)
Another participant added, "Our core values include a strong team environment. Our company is
built on integrity, ethics, and respect. We are inclusive; no one has a title here" (Al).
One interview participant mentioned that their organization is in the process of evolving
espoused values into modeling these values:
Because of our product we are seen as a green company. The challenge we have is being
able to live up to that. We use being a green company as a recruiting tool and it is part of
our branding, but when you dig deeper we are not living and breathing the green brand
just yet. It is where we want to be but we are not quite there yet. (A5)
Meshing the Core Values of the Candidate with those of the Organization
In order for the core values of the organization to mesh with the values of the potential
candidates, core values need to be clearly understood and communicated to everyone involved.
The importance of shared values was expressed by all eight participants as a critical component
of the recruitment practice. One interview participant indicated,
We reflect our core values through the questions we ask the candidates and we can see if
they are a fit by their answers to those questions. We live our core values. People are
attracted to that. You have to walk the talk. (Al)
A second interview participant added,
Our vision is a world of courageous endeavours. We use approaches which are servant-
leader like and facilitative but which have disciplined project management rigor behind
them so that all our projects are well managed, on budget and on time. We are clear with
the candidate about being a fit with these values during the interview. (A4)
Another interview participant stated, "We look for people that are confident, fun and can take
criticism without getting upset. The culture here supports lessons learned, growth and
accountability versus blame and making people wrong. We look for mature accountable people"
(A7). In another interview, a participant added, "It is important that the personality of the
candidate fits in with the group. Personality is a big piece in the hiring decision" (A6).
Personality-Assessment or Value-Testing Tools
Personality-assessment or value-testing tools are becoming increasingly popular methods
for screening candidates to determine if these individuals will be a cultural fit with the
organization. Organizations that hire candidates with shared values outperform other firms by
significant margins, so it is important to establish if the candidate will be a fit before he or she is
offered a position (Kouzes & Posner, 2002, p. 80). In the past, Detec has recruited individuals
who have not been a cultural fit, and the company has been negatively impacted by these poor
hiring decisions. Participants in the first focus group suggested incorporating some type of
screening tool in the recruitment process to assist in making more informed hiring choices. One
focus group participant stated, "Personality is as important as skill set. You are dealing with
personal integrity and how do you know in one hour what type of integrity people bring?
Personality testing such as MBTI may be something to look into" (034).
Out of the eight organizations I interviewed, only one organization is currently using
value testing for a recruitment tool. One interview participant stated, "We use a company that
uses a tool to assess the individual's personality" (Al). Both the company and the client receive
copies of the assessment. The interview participant continued, "It is similar to Myers Briggs, but
more practical for business. This assessment is done within the first three months of being hired,
so after they are hired, but before their probationary period is up" (Al). Another interview
participant argued,
We did do testing for a short time when we were hiring for a specific position and we
were looking for certain attributes but we are not using any personality profiling now. We
stopped using it because it was not that helpful at the time. (A6)
Another interview participant agreed,
What I have noticed with companies that have used personality testing is that it loses its
momentum after awhile. Once you could look at the personality of an individual's
behavior profile and the objective was to coach them on the areas they were not strong in,
now some of the research says that you play to people's talents rather than trying to
develop their weaknesses. (A5)
Six of the interview participants agreed that using personality profiling or value testing may
bring greater value to the organization if used to improve team building or communication. "We
have done some personality testing recently with communication courses for management
training which we found helpful" (A6).
Two organizations are investigating the philosophy of capitalizing and concentrating on
an individual's strengths or talents and delegating the tasks that the individual is not particularly
good at, rather than coaching them to help improve in the areas they need to work on. This
philosophy includes conducting values testing on new candidates (Buckingham & Clifton, 2001).
One interview participant added,
We have talked about other principles taking the test just to see where we are at, because
that is what we like to focus in on. What are people's strengths, where are they going to
fit, are they going to fit within our culture and our environment? I think it starts with our
leaders. (A8)
Interview Process
Determining who to Involve in the Interview Process
Choosing which team members to include in the interview process was a topic that had
varying results from all eight companies. In all eight organizations, the principals were involved
to some degree in the hiring process. In three organizations, the HR person screened the potential
candidates, but was not involved in the interviews. Seven of the organizations either included
other team members in the process or walked the candidate through the office to meet the team.
"They are interviewed by the founder and another senior executive. Then they walk through the
organization and everyone is involved as the candidate walks through the office" (A2). A
principal in one organization schedules two other people in the organization, with opposite
personality styles, to participate in the interview.
If the candidate is being hired for an administrative role I ask my senior bookkeeper to
join is. She is a black and white person and I will ask my senior office administrator. She
is a grey person, so I have a nice mix. (Al)
Seven out of eight interview participants involve the potential candidates in at least two
to three separate interviews. There is an initial screening, then a one-on-one interview with the
manager or principle. The results from the interviews are then discussed with the appropriate
individuals, followed by a panel or group interview.
I go through the resumes and do the initial screenings. I interview them one-on-one. The
direct reports then meet with them. Then what we do is circle back and collectively
interview the candidates. Typically a manager, a team member and the HR person will
interview the candidates. (A5)
Another interview participant indicated, "I do the initial screening. I then send the resumes to the
hiring manager or director. The first interview consists of me and the managing director. The
second interview involves me, the hiring director, and the president" (A8).
In all eight organizations, the potential candidates meet with the principals, and in seven
organizations, the candidates end up meeting with other team members. The feedback is then
discussed and a decision is made. Although the team is involved in the interview process, the
final recruitment decision is made by the principals in seven of the companies. An interview
participant added, "The employees who are involved in the interview do not become decision-
makers, but do give amazing input" (Al). Another interview participant argued, "The hiring
manager, the president and I discuss salary, possible fit, and other details on all candidates before
we offer them the position" (A8).
Crafting Interview Questions
Seven of the eight interview participants specifically design their interview questions for
the individual candidates being interviewed and for the particular position. One interview
candidate added, "I have a set of questions for the interview that I build using the trimetrix
system. Trimetrix interviewing is a system that I was involved with an organization that was
trying to build competency based job descriptions" (Al). Five of the participants interviewed
specifically design interview questions that reflect the organization's core values. One interview
participant stated,
During the first interview, we are able to ascertain whether the candidate has a lot of
these core values as we talk about their passion, interests, and how they have handled a
situation. Most of the time we have been successful. (A8)
References
Although all eight interview participants agreed that checking references on potential
candidates was seen as part of the recruitment process, three of the eight interview participants
did not routinely check the potential candidate's references. Out of these three organizations,
references were checked if something unusual or disturbing came up during the interview. Four
interview participants did not check references on candidates who were recommended by a
colleague or client. One interview participant stated, "It depends on the situation. If we know the
candidate or if the candidate has been recommended to us, then we do not necessarily check their
references" (A2). Another interview participant checks references on all candidates "After the
interview, I do the reference checks. I like to do the reference checks, so I can hear their voices"
(Al).
Following up with the references is critical, but in order to get the most from the
references, it is crucial to ask the right questions. It is unlikely that any candidate would give out
references who would not shed a positive light on the candidate's performance and background.
It is critical for the person checking these references to dig deeper, by asking probing questions
and by listening to the tone of voice in which the questions are answered. One interview
participant stated,
I usually call the oldest reference first, because the things they will remember about the
individual are the things that are important for us to know. Some of the questions that are
important to know are questions such as, what were some of the candidate's strengths,
how did they accept criticism, were they punctual, and was their work consistent? (Al)
Difficulty Finding Qualified Candidates
Many organizations are struggling to find qualified candidates. According to the
literature, this situation is going to become more challenging over the next decade (Ball & Ball,
2000; Johnson, 2000; Kelly, 2007). Creative recruitment solutions are being initiated in an effort
to address this concern. The type and location of advertising is changing. Industry-specific job
boards are increasing, employee retention is becoming a critical component, organizations are
exploring innovative strategies in order to attract new candidates, and recruiting candidate's who
are aligned with the core values of the organization is more important than ever before.
One of the key concerns expressed by all eight interview participants was the increasing
difficulty finding qualified people to recruit. With the baby boomers beginning to exit the
workplace, the number of qualified candidates is diminishing. One participant stated,
Some of the younger candidates expect high salaries but they don't have the skill sets to
back it up. Some of the older people are not as technically literate as the younger
candidates are. Although the younger people are great on computers they are not good
with spread sheets, word, or PowerPoint presentations. (A4)
Another interview participant added, "It used to be that if someone became unhappy and left the
company it was not difficult to recruit a new candidate. Now we manage each individual
employee so carefully, so they don't have a reason to leave" (A6).
In order to find the right applicant, it is essential to know what options are available to
effectively advertise for a particular position. Placing a posting on a job board may work for one
position, but advertising in industry specific journals may be more effective for another. Seven of
the eight participants mentioned that they did not use a large job board such as Monster (2008),
as it was too expensive and did not illicit qualified candidates for specific positions. Three of the
interview participants mentioned using Craigslist (2007) for junior or general office positions,
while seven participants use industry-specific job boards or advertise in journals for hiring
middle to senior management. Seven organizations use their web site for recruiting, and all seven
stated they had good results. One interview participant stated, "Probably 50% of our resumes
come from people applying through our website" (A6).

All eight interview participants agreed that posting or communicating a detailed job
description was essential in helping to find the right candidate. Two of the interview participants
discussed bonus incentives that are offered to employees who refer candidates to their
organization. An interview participant agreed,
We also do a referral bonus for employees that specifically bring in architect or

engineering candidates that we end up hiring. It is $1000 split. We offer the first half
when we hire the candidate and the second half after the person has been with the
company for six months. (A8)
Six interview participants talked about the importance of networking to constantly search
for qualified people. All interview participants agreed that promoting their organization as a
place where people wanted to work was one way to network. "We are seen as the leaders and
one of the best in the country, so people will come and email in resumes" (Al). Another
interview participant added, "They are finding us. That is part of our company culture as we are
trying to set ourselves up to be a company-of-choice" (A6). Another interview participant stated
the importance of "building that relationship through the recruiting process, so even though you
may not have a position for the candidate right now, you can keep the relationship going until the
right position becomes available" (A5).
All interview participants mentioned that employee retention is becoming a critical part
of the recruitment process. One interview participant stated, "Initially my role was a recruiter and
then within a couple of months my job completely changed to focus on employee retention and
employee development" (A5). Another interview participant agreed, "In the past several years
our focus has been on retention of our employees. The institutional knowledge that is built up
with each employee is important and we have learned to appreciate that so much" (A6).
Supporting and coaching employees to help find a successful fit is another approach used by one
organization. An interview participant added,

A lot of what we do is look at employee's skills, gifts, passion before any type of ending
employment would take place. We look to see if there is something else they could be
doing that would be a better fit. We look to see if there is a better fit with another
department or if they would work better with different mentor. We really try to go above
and beyond with employees and try to make it a successful situation for them. (A8)
All interview participants discussed creative ideas to attract new candidates. One
organization offers hiring bonuses in order to entice new recruits. An interview candidate
confirmed, "We've seen a need to do more hiring bonuses in order to get people in the door.
Occasionally we give the entire bonus up front but we are looking for a commitment to be sure
they can do what they say they can do" (A8).
Another interview participant stated, "Appealing to individuals instead of the masses. It's
that individual identity with who we are as a company. Aligning the branding with the candidate
so the candidate knows that this is the company they want to work for" (A5). Another interview
participant agreed, "Build a better informal network of people that share the same values, and
through that community learn about each other. If there is a fit that is great" (A4). Another
interview participant stated, "We get people interested because we are a very well known
company and we have a good reputation. We have a broad network across the country" (Al). All
eight interview participants mentioned that having a great reputation as an organization is
essential in attracting the right candidates. Organizations modeling and communicating their core
values are more likely to attract candidates with similar values than organizations who do not.
Study Conclusions
The previous findings were valuable to assist me in identifying key research answering
the research questions posed in this action research project. Incorporating the information
gathered from my literature reviews and from the eight interviews brought clarity to the
conclusions. The primary goal of this study was to answer the research question: "How can a
small technical organization design a recruitment process that supports its mission/purpose, its
rapid growth, and is aligned with its culture and values? The first sub-question asked: How do
the roles of the team members influence the hiring practice? The second sub-question asked:
"What assessment tools bring value to the process?" The third sub-question asked: "How can
Detec assess whether the culture and values of employment candidates are a good fit with the
culture and the values of the organization?" I organized these conclusions under the same
categories that I used for my findings.
The seven conclusions include:
1. Mesh candidate's core values with the organization's values.
2. All organizations have lifecycles.
3. Values testing brings value to the organization.
4. Involve team members in the interviewing process.
5. Create interview questions to determine candidate's skill sets and core values.
6. Follow up interviews with reference checks on all candidates.
7. Develop a culture of employee retention and networking.
Organization
Mesh Candidate's Core Values with the Organization's Values
The interview participants and the literature support the conclusion that aligning the core
values of the organization with values of the candidates is critical for success. Organizations that
are aware of their culture and core values, and the correlation that modeling these values have on
attracting potential candidates with similar values, are more likely to recruit suitable candidates.
Tremendous energy is generated when individual, group, and organizational values are in
synch. Across a wide range of companies and industries, people whose personal values
match those of their company feel significantly more strongly attached to their work and
organization than do those who see little relationship in values. (Kouzes & Posner, 2002,
p. 78)
The research confirms that organizations that mesh their core values with that of team
members significantly outperform other companies. "Their revenue grew more than four times
faster, their rate of job creation was seven times higher, their stock price grew twelve times
faster, and their profit performance was 750 percent higher" (Kouzes & Posner, 2002, p. 81).
There is no doubt that shared values can create a significant difference in the workplace, attract
new candidates with similar values, and have a powerful impact on the success of the
organization (Ball & Ball, 2000; Gallagher, 2003; Johnson, 2000; Kouzes & Posner, 2002;
Phillips & Connell, 2003).
All Organizations have Lifecycles
There are specific milestones and benchmarks that identify each phase as an organization
transitions through its lifecycle (Adizes, 2004; Bridges, 1990). All eight organizations
interviewed for this action research project were more advanced than Detec in their lifecycles.
Detec is transitioning to what Bridges refers to as the "Getting Organized" (p. 98) phase, or the
"Go-Go" (p. 51) phase according to Adizes. This phase is characterized by lack of managerial
depth, few systems in place, and management by crisis.
The literature confirmed that Detec and the challenges it faces with the lack of structure,
policies, and procedures is not so different from any other organization transitioning through this
phase. During this phase, the development and implementation of policies and procedures are
essential in order to communicate the culture, values, and direction of the organization.
Values Testing Brings Value to the Organization
The literature and the research findings provided answers to the sub-questions, which
asked: "What assessment tools bring value to the process?" Although only one of the eight
organizations currently uses assessment tools, all eight participants commented on the
importance of personality and attitude being an important fit for the organization. According to
Outlaw (1998), "Looking for a positive attitude during the hiring process is imperative because
you can't make employees pretend to be positive once they're hired" (p. 7). Hiring a candidate
with a pleasant personality not only has a positive affect on co workers, but attracts and
maintains constructive relationships with clients and other potential candidates (Ball & Ball,
2000; Outlaw, 1998; Kouzes & Posner, 2002). The literature supports the conclusion that
implementing a personality assessment tool or values test during a new employee's probationary
period could bring value to any organization.
Interview Process
Involve Team Members in the Interviewing Process
The interview participants provided answers to the first research sub-question, which
asked: How do the roles of the team members influence the hiring practice? Interview
participants had variable answers to the question of who to involve in the interview process. All
agreed that the manager of the potential candidate should be involved in the interview process.
Team members who will be working with the candidate should also be involved to some degree
in the interview process. It is helpful to involve employees skilled in the specific job function, as
they can help determine the competency of the potential candidate.
It is also important for the team to participate in the recruitment process, as each new hire
plays a role in the future success or failure of the organization.
No longer is recruiting left in the hands of the company recruiter and the hiring manager
alone. Increasingly, we are seeing members of the candidate's potential team join the
effort, especially those who can create a close bond with the candidate. (Ball & Ball,
2000, p. 8)
The research supports the literature to conclude that the HR person, the hiring manager, and the
team members who will be working with the candidate should all be involved in the interview
process. The second conclusion based on this research is that there should be multiple interviews
(Ball & Ball, 2000; Kaye & Jordan-Evans, 1999; Outlaw, 1998; Phillips & Connell, 2003).
Creating the Interview Questions
The interview participants and the literature provided answers to the third sub-question:
How can Detec assess whether the culture and values of employment candidates are a good fit
with the culture and the values of the organization? Although there is not a fool-proof method to
determine if the values of the candidate will mesh with the organization, creating specific
interview questions provides an opportunity to discover the candidate's skill sets as well as core
values. If the questions reflect the core values of the organization, the interviewer can gather
valuable information about the core values of the candidate.
The questions should align with the job description, to ensure that the candidate is the
right fit and has the qualities required to succeed in the position for which he or she is
interviewing. Outlaw (1998) agreed, stating, "Once you know what values you want your
employees to bring to the job, then you can create interview questions to tap into these areas"
(pp. 6-7). The questions should also reflect the values of the organization to reveal how the
candidate relates or aligns with those values. "In order to get a more complete picture of how
well the person fits the job, you need to directly assess the applicant's interests and motivations
as well as his or her skills and abilities" (Klinvex et al., 1999, p. 122). The research supports the
conclusion that creating interview questions to determine if the core values of the candidate mesh
with the organization is paramount (Ball & Ball, 2000; Gallagher, 2003; Kouzes & Posner, 2002;
Outlaw, 1998).
Reference Checks
Checking references on all potential candidates is essential to confirm that the
information the candidate has provided is accurate. "An inquiry conducted by a congressional
subcommittee discovered that over 30 million people had gained employment by falsifying
information on their resumes or applications" (Klinvex et al., 1999, p. 153). In order to provide
the organization with the best possible candidate, it is essential for follow-up to be done on each
and every candidate.
Conducting due diligence includes contacting the list of references, to ensure that the
information is correct and to investigate any possible issues with the candidate's work history
that were not brought to light during the interview. Conducting reference checks on all
candidates is essential (Ball & Ball, 2000; Kaye & Jordan-Evans, 1999; Klinvex et al., 1999).
Creative Solutions for Recruiting Qualified Candidates
Finding qualified employees is becoming increasingly difficult. The literature supports
the statements of seven participants who agreed that, in order to address this challenge,
organizations have to become creative with their recruitment methods. Keeping employees
happy and engaged in their work is a topic under intense discussion. Phillips and Connell (2003)
agreed:
Managing retention and keeping the turnover rate below target and industry norms is one
of the most challenging issues facing businesses. Employee retention will continue to be
an important issue for most job groups in the first decade of the 21st century, (p. xi)
In order to keep employees engaged, organizations are experimenting with and
implementing many attractive options. Several interview participants discussed a variety of
options that their organizations were implementing, such as flexible hours, enabling employees
to work from home, offering employees referral bonuses for bringing in qualified candidates,
attractive salary and benefit packages, personal coaching services, and arranging outings with
their team several times a year to engage in some enjoyable activities. Kelly (2007) stated, "Most
effective leaders and managers will be those who find ways to advance a company while at the
same time helping employees to advance personally and professionally" (p. 146).
Another decision being made by many organizations is to position themselves as an
organization of choice. This was a goal mentioned by six participants and already achieved by
one organization interviewed. According to Phillips and Connell (2003), "Organizations strive to
be the 'best company to work' for because that statement translates directly into lower rates of
turnover. Organizations included on these lists often use this recognition in print ads, recruiting
literature, and other communications" (p. 3).
Continuous networking and maintaining a list of qualified candidates is another creative
recruitment method used by several organizations. This method provides the organization with
pre-screened candidates to contact when the right position comes along. Three interview
participants discussed how networking is assisting their recruitment process during these difficult
times. The interview participants and the literature supported the conclusion that developing a
culture of networking and employee retention is essential in order for organizations to attract
qualified candidates (Gallagher, 2003; Kaye & Jordan-Evans, 1999; Kelly, 2007).
In summary, the preceding findings capture a wealth of information relating to the
questions asked during the focus groups and interviews. The analysis of the data and
identification of key findings enabled me, as the researcher, to answer the research questions
raised in this action research project. Reflecting on the information gathered during the process
of the literature reviews, common themes and key findings became clear. Detec and the
recruitment challenges it faces is not so different from other organizations as it transitions
through this phase in its organizational lifecycle.
The information gathered in the literature review and the data from the interview
participants indicated that as the team members at Detec become more aware of their culture and
core values and are able to model these values, Detec will become more attractive to candidates
with similar values (Kouzes & Posner, 2002). This cultural awareness is already emerging and
affecting different aspects in the recruitment process. New questions are being crafted for the
potential candidates that reflect core values as well as skill sets. These new questions will help to
determine the candidate's cultural fit with Detec.
One of the issues brought up in the first focus group was concerning who to involve in
the interview process. It became apparent that involvement of specific team members in the
interview process is critical. The key findings brought a clear understanding of who to involve in
the process and how many interviews to conduct with each candidate. One focus group
participant agreed: "Multiple interviews are a good thing. I think we are finally doing our
interviews right" (12).
During the initial focus group the topic of Detec implementing assessment tools was
discussed. Although only one organization is currently using an assessment tool, others agreed
that it brings valuable insight as to the candidate's core values. The literature supported the
argument that using a values testing tool would be of greatest value to Detec.
Two participants in the initial focus group voiced concerns on how Detec could align
values of potential candidates with the organization. In order to assess the cultural fit with the
candidate, Detec has to first identify and determine what their values are. Once this is
established, the team will be better equipped to assess whether the potential candidate would be a
fit. Establishing organizational core values, modeling those values, implementing value testing
tools, creating interview questions to reflect core values, conducting in-depth reference checks,
and involving key team members in the interview process are critical steps in assessing whether
the candidate is a good fit with the organization. Participants in the focus group supported this
finding. One focus group participant stated, " Each individual on the interview team brings a
different and fresh perspective during the interview. We are already doing a great job on
reference checking" (13). Another focus group participant added, "Continuing to craft our
interview questions, and continuing to check the references is helping to weed out the people that
would not fit with us" (14).
The interview participants and the literature review answered my research question and
the sub-questions. Although the preceding responses briefly answer these research questions,
more detailed and in-depth responses appear in the next chapter presented in my
recommendations.
Scope and Limitations of the Research
Even though detailed consideration and frequent discussions were involved while
designing the research methods and implementing the research, there remain some
considerations about the scope and limitations of the research. My goal was to interview eight to
ten organizations in Canada and in the U.S. It was more of a challenge to find organizations in
the U.S. that agreed to an interview then originally anticipated. Although I met my scope in
numbers as eight interviews were completed, cultural representation was not reflected, as only
one interview was successfully completed in the U.S., while the other seven interviews were
conducted in Canada. Therefore, the limitation for applying this research is probably more
applicable in Canada in the specific company of Detec or one very similar to it.
CHAPTER FIVE: RESEARCH IMPLICATIONS
In this chapter I describe study recommendations based on the research findings and
conclusions. I review the implications to Detec for implementing these recommendations, the
implications for future research, and provide a conclusion.
As my research unfolded over the past four months, Detec has continued to recruit new
candidates. A parallel path emerged during the recruitment process, where decisions were being
made using new techniques and a shift in thinking. The recruitment team has begun to assess
new candidates, with the intention that the new candidates fit with the company's culture. The
entire team has also made decisions to not hire candidates with a culture dissimilar with our
company's culture. I have already observed significant positive changes in the hiring process
resulting from this change in thinking. The team is excited and engaged in refining the interview
questions. Suggestions, such as improving the questions currently being used to screen
candidates, are being offered and incorporated into the hiring practice. Topics such as core
values and organizational culture are frequently discussed.
Bringing awareness of a candidates' cultural fit is a new concept for Detec and a shift in
the philosophy. The recruitment team is also continuously redefining and improving the
questions for the candidates, to better reflect the organization's values and culture. These
changes in awareness are a result of the action-research approach of this study.
Some of the following recommendations are already being implemented, and several
recommendations are a reminder for Detec to continue performing in areas where we are already
doing well. I am aware that some of my recommendations are complete, some are in the process
of being developed, and some will be initiated or revisited for future consideration. These
recommendations include that Detec forms a Human Resource Policy Manual.

Study Recommendations
These recommendations answer the research question: "How can a small technical
organization design a recruitment process that supports its mission/purpose, its rapid growth and
is aligned with its culture and values? The following recommendations are based on the research
findings and conclusions:
1. Define Detec's culture and core values
2. Investigate personality profiling and value testing tools
3. Design an interview process
4. Develop a culture of employee retention and networking
Organization
Define Detec 's Culture and Core Values
Addressing the ongoing issue of recruitment at Detec has been of primary importance
over the past few years. Feedback from the Detec team members who were involved in the first
focus group indicated a concern with hiring the right person for the right position. While
researching this issue, the topics of culture and core values emerged.
A consistent theme from interview participants and the literature review was the
significance of organizational culture and core values and the essential role these values have in
the recruitment process. The research suggested that values and attitudes are essential elements
to investigate in each candidate. Ball and Ball (2000) agreed:
These are beliefs about other people, about the world, about business; they are the values
that individuals bring to a job on both a personal and interpersonal level. If the
candidate's attitudes and values match the organizations then there is likely to be a good
fit. (p. 116)
In order to answer the research question: "How can a small technical organization design
a recruitment process that supports its mission/purpose, its rapid growth and is aligned with its
culture and values," it is essential for the team to identify what the organization's culture and
values are. According to Kouzes and Posner (2002),
Leaders must engage their constituents in a dialogue about values. A common

understanding of values comes about through that dialogue; it emerges from a process,
not a pronouncement. After all, if there is no agreement about values, then what exactly is
the leader—and everyone else—going to model? (pp. 81-82)
Engaging the Detec team in a session to discuss and determine the organization's culture
and values would be the first step in this process. Every organization has a culture. "Its values
are unspoken, but they exert a powerful influence on the behavior of those who choose to be part
of that organization" (Gallagher, 2003, p. 3). Organizational culture takes into consideration the
kind of people who are hired, which behaviours are tolerated, and how performance is rewarded.
The opportunity to determine the importance of shared values is necessary in order for
the team to experience the power that these shared values have on themselves and on the
organization. This recommendation is supported by Kouzes and Posner (2002), who stated,
"Shared values are the result of listening, appreciating, building consensus, and practicing
conflict resolution. For people to understand the values and come to agree on them, they must
participate in the process: unity is forged, not forced" (p. 83).
My recommendation is to set up a date for the Detec team to meet, in order to define the
organization's culture and core values. This recommendation is supported by the interview
participants and Kouzes and Posner (2002). "High-performance values stress the commitment to
excellence, caring values communicate how people are to be treated, and uniqueness values tell
people inside and outside how the organization is different from all others" (p. 84). A proposed
agenda for this meeting is included in Appendix K.
Once the organization's culture and values are identified, it is paramount that these values
are modeled and communicated by each team member. In order for the values to have any
meaning, it is of utmost importance that the leaders walk the talk and communicate these values
particularly during difficult times. This concept is well documented in the reviewed literature
(Gallagher, 2003; Kouzes & Posner, 2002; Lee, 2006; Outlaw, 1998; Schein, 2004). Although
our organization has not formally defined its core values, there is a conscious awareness of the
organizational culture. Interview questions are now being developed to determine if the potential
candidate will be a fit with our organizational culture. Depending on the position being applied
for, some of the specific questions differ; however, the questions reflecting values are similar for
each candidate (Klinvex et al., 1999; Outlaw, 1998; Sessa & Taylor, 2000).
Examples of these questions include:
1. What interests you about working for Detec?
2. Given what you know about Detec, how do you see yourself fitting in with the team?
3. After you have had your training, what can you tell us about your first week on the
job?
4. Tell us about a time you made a decision that you later regretted. What did you do
then?
5. If money was not an issue, how would you spend your time?
6. What was the most difficult decision you have ever made?
7. What do you do for fun?
8. What makes you angry?
9. Tell us about your core values.
These questions are constantly being evaluated and improved. Once Detec formally defines the
organization's core values, the interview questions will be reviewed and changed in order to
elicit more specific information from the potential candidates.

Investigate Personality Profiling and Values Testing Tools
The second sub-question asked: "What assessment tools bring value to the process?" The
information I gathered on personality profiling and values testing during my literature review
indicated that using such assessment tools for recruitment was a well-accepted screening method,
and its implementation was increasing in many organizations. When compared with the
consequences of hiring the wrong person for a decision-making position, there is little doubt that
incorporating some type of assessment instrument would bring value to Detec. Given that Detec
has offices in Canada and the U.S. and the value systems are fundamentally different between
the two countries, my recommendation is to conduct a more in-depth investigation to research an
assessment tool or tools that would bring a global solution to mesh and cultivate the cultures of
both countries (Adams, 2003; Beck & Cowan, 2006).
Of the thirty-one organizations I contacted, only one company is currently using such a
tool for recruitment. Although only one organization is currently using an assessment tool, six of
the participants interviewed agreed that an assessment instrument is a valuable method to assist
organizations in determining if the new recruit will be a fit.
Two of the organizations that I interviewed are currently investigating the details on
implementing an assessment tool for their organization. The literature strongly supported this
conclusion.
One's personality preferences play an integral role in the development of one's ethics.
Each personality type has its own unique value system. None is more or less ethical than
the others, but they differ widely in their approach to ethical issues. (Kroeger et al., 2002,
p. 214)
The importance of personality profiling or values testing was well documented in the
literature review (Feig, 2005; Hsu, 2004; Kroger et al., 2002; Pepper et al., 2005; Shuit, 2003).
Outlaw (1998) concurred: "Being able to index or measure the strength of these values is
especially critical when the position requires independent thought. Today almost all positions in
smaller organizations require independent thought and initiative" (p. 130). Based on what I have
learned to date some of the assessments, I would recommend investigating are MBTI,
CultureSCAN, and Values test.
Interview Process
Design an Interview Process
As the literature review suggested, Detec is moving through a phase in its organizational
lifecycle where development of processes and procedures is urgent. Equally critical is the fact
that the company is in the process of hiring individuals for key positions. In order to achieve our
intention of hiring the right people for these positions, it is crucial to have a process in place for
recruitment. The first important aspect in this process is related to the first sub-question. The first
sub-question asked: "How do the roles of the team members influence the hiring practice?" This
question was answered in part by the interview participants and in more depth with the findings
in the literature review (Klinvex et al., 1999; Rosse & Levin, 1997; Sessa & Taylor, 2000).
The research findings from all eight interview participants varied somewhat when
answering this question; however, the literature review helped to clarify the process in more
detail. My recommendation is determined by incorporating these findings into what I think
would be the best approach for Detec. I propose that Detec involve the HR person, the hiring
manager, and the team members who will be working directly with the potential candidate in the
interviews. The interview process should include an initial screening and two separate
interviews. Outlaw (1998) agreed:
There is no one simple procedure called "The Interview". Effective interviewing is a

process that takes time—no matter what position you are trying to fill. From the person
who cleans your office to the person you trust with important business decisions, all
positions should be filled with care. It only takes one weak link in your employment
chain to affect the strength of your entire business, (p. 118)
A detailed description of the initial screening and interview process is addressed in Appendix K.
Design the Interview Questions
Creating the interview questions is another critical piece to the interview process. Outlaw
(1998) added, "The use of effective questions is the core of a successful interview" (p. 115). In
order to extract as much valuable information from the potential candidate as possible, it is
imperative to create the right questions. Creating questions to reflect the candidate's skill sets, as
well as Detec's core values, is essential. Developing questions to determine the potential
candidate's values, attitude, and capability takes time and careful consideration. Understanding
what values are important for what position is also critical. Outlaw concurred, stating, "Looking
for certain intrinsic values in a job applicant may seem a bit picky or idealistic, but in fact, it's an
employee's values that keep businesses afloat" (p. 6).
The questions should also be an accurate reflection of the job description, in order to see
if the candidate has the necessary competencies for the position. A critical element in the
recruitment process that perhaps is not emphasized enough is checking the candidate's
references. "Research suggests that as many as one out of five applicants falsifies information on
a resume or application" (Klinvex et al., 1999, p. 153).
Reference Checking
This brings me to my next recommendation. It is essential that an in-depth check of all
references be conducted on all candidates before they are offered a position with Detec. The
literature review supported this recommendation (Caroselli, 1993; Sessa & Taylor, 2000).
Although reference questions can vary depending on the relationship the individual has with the
potential candidate, there are specific questions that need to be addressed in order to verify that
the information on the candidate's resume is accurate. These questions include exploring details
on the position held by the candidate, confirmation of employment dates, and reasons for
leaving. In addition to verifying the information on the candidate's resume, this is an opportunity
to investigate other information about the candidate. Sharing a brief summary about the
organization and the specific position for which the candidate is applying can be useful in order
to give the reference a better idea on how the candidate will function in the new position based
on their past performance. Asking specific reference questions may also shed some light on the
candidate's values. Some specific examples of Reference Checking questions that we
incorporated based on this research and that we are currently using include:
1. Given the position that the candidate will be hired for ... what kind of support do you
think they will need?
2. How did they fit with the team?
3. Where do they shine?
4. Were they punctual?
5. How did they accept criticism and feedback?
6. Was their work consistent?
7. How do they work under pressure?
8. Tell us about any concerns or surprises.
9. Would you hire them again?
The interview participants and the literature provided answers to the third sub-question,
which asked: "How can Detec assess whether the culture and values of employment candidates
are a good fit with the culture and the values of the organization?" Even though there is no
single, proven method to ensure that potential candidates will be a cultural fit with the
organization, designing a recruitment process that includes organizing a recruitment team,
creating questions to determine if the core values of the candidate mesh with the organization,
conducting multiple interviews, and following up with in-depth reference checks will provide
Detec with the tools needed to hire people whose values align with the company (Caroselli,
1993; Gallagher, 2003; Klinvex et al, 1999; Outlaw, 1998; Schein, 2004; Sessa & Taylor, 2000).
Candidates
Developing a Culture of Employee Retention and Networking
The increasing challenge in finding qualified candidates was a common theme among
seven out of the eight interview participants. This key finding was also supported in the
literature. Phillips and Connell (2003) noted, "Employee turnover is not a new issue. It is
relevant today and its importance will be even greater in the future. Many analysts believe that
there may be 20 million jobs unfilled by the end of 2008" (p. 1). Employee retention has become
a critical issue in many organizations and has become a major focus in business and professional
publications. In order to cope with this challenge, organizations are creating competitive
incentives in order to try to retain their employees and keep them engaged and committed.
Incorporating a culture of employee retention and networking could assist Detec in
finding new candidates, as well as keeping the current team engaged and committed. "Many
researchers who have studied retention agree on what satisfies people and therefore influences
them to stay: meaningful, challenging work, a chance to learn and grow, fair compensation, a
good work environment, recognition, and respect" (Kaye & Jordan-Evans, 1999, p. 9).
Becoming an organization of choice is a topic that was mentioned by several of the
interview participants and is also supported in the literature. "The concept of employer-of-choice
has intensified in the last decade. Employees want to work for the best employers" (Phillips &
Connell, 2003, p. 3). Promoting Detec as an innovative organization with unique and patented
technology may be a beginning in the process of marketing our company as an organization of
choice. Providing employees with shares in the company may offer an attractive benefit to
candidates who have an entrepreneurial spirit. Investigating the criteria for the top 50 technical
employers in Canada and the U.S. may be another approach for Detec to become a contender as
an organization of choice.
Another recruitment method that some organizations are initiating is continuous
networking. Several interview participants agreed that networking with individuals who have
shared values was one way to keep qualified candidates engaged until an appropriate position
become available. My last recommendation for Detec is to develop a culture of employee
retention and networking. The first step would be to assign a Detec team member the
responsibility for keeping the list of potential candidates up-to-date. This individual would also
be involved in keeping in touch with the potential candidates to keep them interested and
engaged until an appropriate position became available.
Detec has a unique, innovative culture that attracts curious, technically-minded
individuals who want to learn and grow. Implementing the above recommendations will help
attract qualified, talented candidates who want to share in the future success of the organization.
Becoming a company-of-choice is an achievable goal (Ball & Ball, 2000; Johnson, 2000; Kelly,
2007).
Organization Implications
The purpose of this section is to discuss the implications of my recommendations for
assisting Detec in designing a recruitment process that supports its mission/purpose, its rapid
growth, and is aligned with its culture and values. The recommendations in the previous section
include three general headings: organization, interview process, and candidates. Each of these
headings has specific implications and is discussed in more depth below.
Organization
My research and literature review have demonstrated that organizations that recruit
candidates with the same core values tend to be more successful and the employees are more
engaged and committed to their work (Kouzes & Posner, 2002; Schein, 2004). Values fuel the
decision-making process, and these values can ultimately lead far beyond the point where most
business processes leave off (Gallagher, 2003, p. 161).
In order for an organization to recruit potential candidates with shared values, the people
in the organization need to understand what those values are. Scheduling a session for the entire
team to discuss and define Detec's culture and core values is a critical component that needs to
be implemented immediately. Implementation of any other recommendations will be of little
value without this fundamental commitment.
Although the literature supports the importance of implementing an assessment tool to
assist in the recruitment of new candidates, it is clear that more research needs to be done in
order to find the right assessment instrument for our organization. The next step is to conduct
more research to see which assessment tool will bring the most value to the company. It is
important to initiate this research immediately and bring the recommendation back to the
organization. The significance of using an assessment tool to help identify if the new candidate's
values mesh with Detec is well documented in my literature review (Beck & Cowan, 2006;
Cowan & Todorovic, 2000; Feig, 2005; Hsu, 2004). If assessment tools are not implemented to
assist in the recruitment process, the challenge to find potential candidates whose values mesh
with the organizations will increase. This could have a significant negative impact on the
financial growth of the organization, which is well documented in the literature.
Interviews
Detec is transitioning to its next phase of development in its organizational lifecycle. The
company is also in the process of hiring key decision makers. In order to attract and recruit
candidates who are a fit with the company, the implementation of a recruitment process is
essential. Having a process in place incorporates structure into the interviews and adds
consistency to the interview process. "Attracting the very best talent demands a high level of
commitment and focus from everyone on the interview team. Great candidates have great
antennae" (Ball & Ball, 2000, p. 28).
Organizing the recruitment team, creating the interview questions, screening the
candidates, scheduling the interviews, and checking references are all essential components in
the design of a recruitment process. The importance of implementing a recruitment process is
critical, in order for Detec to successfully recruit qualified candidates who fit with the corporate
culture and values. The significance of implementing a recruitment process is discussed in detail
in the literature review (Ball & Ball, 2000; Gallagher, 2003; Johnson, 2000; Klinvex et al., 1999;
Kouzes & Posner, 2002; Rosse & Levin, 1997; Schein, 2004; Sessa & Taylor, 2000). If a
recruitment process is not implemented at this stage in Detec's lifecycle, recruiting the right
people with the skills required to move Detec forward could be severely compromised. This may
have a devastating effect on the organization's future, as documented in the literature.
Candidates
Creating a culture of employee retention and networking is essential in order to compete
in today's competitive world. Ball and Ball (2000) stated,

The role of the hiring manager and the interviewing team has become more complex, not
only because of the difficulties in attracting talent but also because there is no reason to
believe that we will see a lessening in global competition, (p. xvi)
Attracting and keeping good employees is critical to the organizations success, as well as
communicating the culture and core values of the organization to the new recruits. The
importance of networking as a recruitment tool is evidenced by the research findings from
several interview participants (Al, A4, A5, A8).
Without awareness and an agreement to embody a culture of employee retention and
networking, the organization will be challenged by a lack of qualified candidates. If management
does not support the current team, employee turnover could quickly become a concern. The
implementation of a successful recruitment program will enable the organization to hire more
qualified and capable individuals and assist in keeping the current employees engaged and
interested about the important work they are involved with at Detec.
Implications for Future Research
Action research is a spiral activity. Look, think, and act is a constant sequence that
continuously reflects, modifies, and moves to the next cycle. "As participants work thorough
each of the major stages, they will explore the details of their activities through a constant
process of observation, reflection, and action" (Stringer, 1999, p. 19).
After reflecting on the recommendations from my action research project, clearly I have
only scratched the surface. It is obvious to me now that there is so much more to investigate and
discover. As our organization prepares for its first session to define our culture and core values,
the spiral of observation, reflection, and action is beginning another cycle. Once Detec has
defined these core values, the next step will be to discover how to walk the talk. Modeling and
reflecting our core values will be critical in order to bring meaning to the process (Kouzes &
Posner, 2002; Lee, 2006).
My suggestions and recommendations for future research include: (a) assist with the
facilitation to ensure that these documented recommendations and issues are resolved, (b) ensure
that Detec's core values and culture are well documented and well communicated within and
without the organization, (c) revisit the organization's core values and culture in several years,
and (d) implement a training program at different locations.
Conclusion
Implementation of a recruitment process is not the only goal. "Community-based action
research seeks to formulate ways of living and working together that will enhance the life
experiences of the participants" (Stringer, 1999, p. 214). I am optimistic that I can use this
project as a baseline for potential opportunities as Detec successfully moves on through future
phases in its organization's lifecycle.
Currently no procedures are in place for the recruitment of employees, providing a
perfect opportunity for the development of a recruitment package for the organization. The
implementation of a successful recruitment program will enable the organization to hire more
qualified and capable individuals. Hiring the right people who align with Detec's culture and
core values will assist in the future success of the organization.
In summary, my recommendations include, scheduling a session in order to define
Detec's culture and core values, investigating further information on personality profiling and
values testing tools, designing an interview process, and developing a culture of employee
retention and networking. I also discussed the implications to the organization if the
recommendations were not initiated. Future considerations were reviewed which include,
following through to ensure the recommendations are resolved, documenting and communicating
Detec' core values and culture, revisiting these values in a few years, and implementing a
training program for each location. The conclusion reveals that in order to successfully assess if
candidates are qualified for the position and fit with the culture, a recruitment process needs to
be implemented immediately.
In the following chapter I reflect on some of the lessons that I have learned during the
past two years. I discuss some issues that worked well and some areas that needed improvement.
My intention is to prevent future researchers from struggling with some of these same issues by
sharing some of the lessons I have learned on this journey.

CHAPTER SIX: LESSONS LEARNED
The purpose of the final chapter is to review the lessons that I have learned about
Research and Leadership while conducting this action research project, identify what could have
been improved upon, and help future researchers avoid similar challenges. As an active
participant, I have gained a tremendous amount of insight from this research process during this
two year journey.
As I reflect on my journey over the past two years, I would like to share some of the key
issues that I have learned along the way. Hopefully, these results will help future researchers
with their projects and help them avoid some of the pitfalls on the path. The following list is a
small sampling of the lessons I have learned and the insights I have gained as I navigated
through the process.
Lessons about Research
Initially, I developed what I thought was a perfect schedule to follow for conducting my
research project, which included timelines and dates for completion. As I started to execute my
plan, I found that several unforeseen circumstances emerged, forcing me to deviate from my
perfectly planned schedule. Although these detours initially elicited feelings of anxiety and
frustration, navigating through the unplanned chaos provided me with some of my largest
lessons. One of these lessons involved making the decision to rewrite my first literature review.
After reading the literature review that I had originally completed months before, I found that the
information was not as relevant as I had initially thought. I also noticed a remarkable
improvement in my writing skills since I had written the first review. Although a difficult task, I
ended up with a deeper understanding of my values and a product of which I can be proud.
Another lesson for me was the challenge in finding eight qualified participants to
interview. In my initial schedule, I proposed contacting about fifteen organizations in order to
find eight participants. This was much more difficult than I had anticipated, and I ended up
making thirty-one cold calls, which was far more time consuming than I had originally scheduled
for. Even after many telephone calls, I was able to interview only one organization in the U.S.,
which limited the scope of my research.
Choose a Topic about Which You are Passionate
Once you choose your topic, you will be thinking, reading, researching, discussing, and
writing about that topic for two years. If it is not a topic that excites you, then it will be a long
two years. Although I was not passionate about my topic, I was interested in how I could develop
a recruitment process for my organization. As I began to dig deeper, the subject became more
exciting and even more interesting.
I am grateful to have found a topic that I am still interested in exploring further, even
after two years of researching and studying. Now that I see the positive changes occurring in my
organization because of my research project, I am eager to see what emerges next in the
organization, as the second spiral in the action research cycle begins.
One Key Stroke at a Time
Initiating a new chapter can be overwhelming. Organizing all the information from the
literature reviews and the research is not an easy task. At times, I found it difficult to sit still,
focus, and write down my thoughts, and sometimes it seemed like I had no thoughts to write
down. The lesson I learned was to sit and start to write anyway, one key stroke at a time.
Somehow words turn into sentences, and sentences turn into chapters. In the end, it is about
initiating an effort to start the process, and the project will come together.
Create a Community
During the course of the program, we were asked to pick several individuals who would
be our critical friends. We were to provide a support group for each other. I can not emphasize
enough how important my critical friends have become to me. In times when things seemed
confusing, impossible, and overwhelming, my critical friends were there to help bring clarity,
hope, and comfort. This was a lesson in collaboration, communication, and teamwork. My
critical friends have played such an important role in my life these past two years that I know our
friendship will continue, as the bond we share is extraordinary. I found that having a core group
of friends was essential in order to succeed, as the journey can be long and lonely.
Allow for More Time than You Think You Will Need
The amount of time that I have spent to complete my project has taken much longer than
I had anticipated. Triple the time you think you will need to complete the project, and you may
be closer to reality than I was when I first estimated my time. Although I tried to enjoy the
journey and balance my life, it did not work out as well as I had planned.
Many nights I ended up working into the wee hours of the morning in order to get caught
up on my project. Almost every weekend was taken up with writing. Life happens, plans change,
people become ill, interviews get cancelled or postponed, and so in the end, what seems to be a
great schedule needs to be revised. My friends and family hardly recognize me now, and I faintly
remember what the outdoors look like. Travel was put on hold, unless it was a trip to the library.
Choosing a Supervisor
One of the most important decisions to be made during the entire program is choosing a
supervisor to assist you with your thesis. I can not emphasize the importance of interviewing
several candidates before making your final decision, to ensure that the supervisor is a match
with your style and personality. It is essential to find someone who you can connect with and
who will help to steer you in the right direction when you start veering off course. The last year
is a long journey through uncharted waters, so you want to choose someone you can trust to
guide you when the going gets rough, because it will. I am grateful to have had a supervisor who
provided firm and gentle direction, while guiding me successfully through the process. Some of
my colleagues were not as fortunate and ended up floundering at sea.
Celebrate the Successes
Completing each phase of the program should be savoured and celebrated. At the
conclusion of each course, literature review, phase of the research project, and chapter, there is a
reason to reflect on each specific accomplishment and celebrate the success. Reflecting on these
accomplishments was a terrific feeling of satisfaction for me.
Over the course of the past two years, I have noticed a significant improvement in my
writing and verbal communication skills. My computer skills have also remarkably improved. I
now am able to perform certain computer functions with a new level of confidence that used to
elicit feelings of frustration and aggravation.
Observing the positive changes in our organization brought about by my action research
project has been a tremendously satisfying experience. The recommendations were received with
enthusiasm, and the team appears eager to incorporate many of the ideas into action almost
immediately. In the end, being able to make a difference for my company and for the people with
whom I work brings me an enormous feeling of accomplishment. We are now beginning to
celebrate the successes in our organization, which is a new and energizing experience.
Lessons about Leadership—Finding Out Who You Are
I think that one of the most meaningful lessons for me was learning more about who I
am. Finding out how I learn, how I lead, how I interact with others, and how I show up in a team
were important pieces in determining who I am. Defining my core values, confirming what is
important to me, and understanding what I am willing and unwilling to sacrifice in order to
uphold those values is also essential in knowing who I am. Discovering the answers to these
questions provided some of the most difficult and invaluable lessons learned, and the process
was often times surprising and humbling for me. Occasionally feedback confirmed and validated
my values and ideas, while other times new information opened up innovative possibilities that I
had not previously considered.
One example of my learning was the confirmation of how important it is for me to deliver
on my promises, in order to feel comfortable with myself and the decisions that I make. This is
one of my deep core values that helped guide me through my life and a value that I also look for
in others. Through journaling, I have learned to become more self- reflective and have improved
my ability to become a more flexible leader.
Another lesson for me was a new awareness and understanding of learning cycles, such
as Taylor's model (as cited in MacKeracher, 2004, p. 64). Taylor considered the states of anxiety
and confusion as a normal phase of learning. This information was invaluable to me, as there
were many times throughout the last two years when I felt overwhelmed, anxious, and confused.
Understanding that these emotions are part of a normal learning process helped me to
successfully navigate through the process from confusion through exploration, reorientation to
equilibrium (pp. 64-67).

Leadership is a way of being in the world, in which my values, commitments, and actions
are congruent with what I care about. It is a skill developed through constant practice. I am living
my legacy by living my life in service to others. I feel that effective leadership integrates the
timeless principles of authenticity, integrity, trust, reliability, vision, and being of value to others.
Discovering these insights and understandings has definitely been worth the journey. In
order to be an effective leader, you need to "take a journey through your inner territory—a
journey that'll require opening doors that are shut, walking in dark spaces that are frightening,
and touching the flame that burns" (Kouzes & Posner, 2002, p. 52).
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APPENDIX A: INVITATION TO FOCUS GROUP SESSIONS
To be sent via email
Hi team,
I am looking for your assistance and expertise. I am inviting you all to participate in a
focus group for my school project. In order for me to complete my Masters Degree in Arts in
Leadership, I am conducting an action research project. My project is on developing a successful
recruitment process for Detec.
I will ask the group to meet twice - once at the beginning and once toward the end of the
project. Please let me know if you can attend this focus group at the noted day and the noted time
above so I can arrange a place to meet.
Confidentiality: First off you should be aware, that because of conflict of interest I will
not be present at the first Focus Group. All participants will complete an informed consent form
prior to participating. This research is bound by the Royal Roads University Ethical Guidelines.
All data shared will be kept confidential. At no time will specific individual data be linked with a
participant without the individual's consent being obtained before hand. Participation is the
project is completely voluntary and participants can choose to not to take part or to confidentially
withdraw from the research at any time.
The focus group will be interactive, fun and will draw from your experience. Due to
conflict of interest issues I will arrange for a colleague from RRU to facilitate the first meeting.
Attending the focus group will take about one hour of your time and will be held at the Detec
office. There will be refreshments provided. If you have any questions please contact me
directly.
Thank you,
Pat
APPENDIX B: CONSENT FORM FOR FIRST FOCUS GROUP
This document constitutes an agreement to participate in a research project undertaken by
Pat Vokey, as part of the requirement for a Master of Arts in Leadership from Royal Roads
University. My credentials with Royal Roads University can be established by telephoning Linda
Coupal at xxx xxx-xxxx ext. xxxx.
The objective of this research project is to develop a recruitment program for Detec.
Information will be recorded in hand-written format and/or audio taped, and where appropriate,
summarized, in the body of the final report. I plan to provide partial anonymity and
confidentiality by requesting the participants not to speak about the discussions outside of the
group. At no time will any specific comments be attributed to any individuals unless specific
agreement has been obtained beforehand. All documents will be kept strictly confidential.
In order to ensure there is no conflict of interest I will not be present during the focus
group. I will arrange for a colleague from Royal Roads University to facilitate the focus group. I
will also arrange for a scribe to be present to document the information being discussed. I will
request the facilitator and the scribe to remove identifying names from the transcriptions.
Online access to the final report will be publicly available from the Royal Roads
University Library and from Library and Archives Canada.
You are not compelled to participate in this research project. If you do choose to
participate, you are free to withdraw at any time without prejudice. Similarly, if you choose not
to participate in this research project, this information will also be maintained in confidence. The
length of time required for the focus group will be approximately one hour and the group will
meet at the Detec office.

By signing this letter, you give free and informed consent to participate in this project.
Name: (Please Print):
Signed:
Date:
APPENDIX C: RESEARCH QUESTIONS FOR FIRST FOCUS GROUP
Questions for Focus Group #1
Ql. What challenges do we face with our current recruiting process?
a. Why isn't it working?
b. What are some ways we could improve on our recruiting process?
Q2. If resources were not an issue, describe what processes you would like to see
implemented when recruiting new people.
Q3. Tell me about the core values you value most in our organization and why?
Q4. In a perfect world, if you could change three things to improve our organization's
alignment with our core values what would that be?

APPENDIX D: INTERVIEW QUESTIONS
Q1. Tell me about your organizations recruitment process. What works and why?
Q2. How has it changed as your organization has grown?
Q3. Tell me what personality assessment tools are used in your organization.
Q4. Tell me about the culture of your organization.
Q5. Tell me about the core values of your organization.
Q6. Tell me how you determine if the core values of the potential candidate mesh with
the culture and core values of your organization.
Q7. If you could create an ideal recruitment program for your organization what would
that look like?

APPENDIX E: SAMPLE TELEPHONE SCRIPT
Hello, my name is Pat Vokey, and I am conducting a research project which is part of the
requirement for a Masters Degree of Arts in Leadership at Royal Roads University. My
credentials with Royal Roads University can be established by telephoning Linda Coupal (xxx)
xxx-xxxx ext. xxxx.
The objective of my research project is to implement a successful recruitment package

for my organization. In addition to submitting my final report to Royal Roads University in
partial fulfillment for a Master of Arts in Leadership, I will also be sharing my research findings
with Detec. Detec is a small technical company that detects and monitors moisture in buildings,
and is not in competition with your company.
This part of my research project will consist of an telephone survey and is foreseen to last
approximately 5 minutes. The foreseen questions will include questions about the number of
employees, and recruitment practices in your organization.
Your name was chosen as a prospective participant because I am researching small

technical companies in the Pacific Northwest that have successfully moved through the venture
phase of their business.
Information will be recorded electronically, and, where appropriate, summarized, in

anonymous format, in the body of the final report. All documentation will be kept strictly
confidential.
A copy of the final report will be published. Access and distribution will be unrestricted.
Online access to the final report will be publicly available from the Royal Roads University
Library and from Library and Archives Canada.
You are not compelled to participate in this research project. If you choose not to
to participate in this research project, this information will also be maintained in confidence.
Would you be interested in participating in the project?

APPENDIX F: TELEPHONE SURVEY PREAMBLE AND INFORMED CONSENT
My name is Pat Vokey, and this research project, Developing a Recruitment Program for
Small Technical Organization, is part of the requirement for a Masters of Arts in Leadership at
Royal Roads University. My credentials with Royal Roads University can be established by
telephoning Linda Coupal at (xxx) xxx-xxxx, ext. xxxx.
The research will consist of this survey and is foreseen to take 5 minutes to complete.
The foreseen questions will refer to recruitment practices and company culture. In addition to
submitting my final report to Royal Roads University in partial fulfillment for a Masters of Arts
in Leadership, I will also be sharing my research findings with Detec. Detec is a small tech
company that detects and monitors moisture in buildings, and is not in competition with your
company.
The purpose to which the research data will be used is to create a recruitment package for
my organization. Online access to the final report will be publicly available from the Royal
Roads University Library and from Library and Archives Canada.
The information you provide will be summarized, in anonymous format, in the body of
the final report. At no time will any specific comments be attributed to any individual unless
your specific agreement has been obtained beforehand. All documentation will be kept strictly
confidential.
Your completion of this survey will constitute your informed consent.

APPENDIX G: TELEPHONE SURVEY QUESTIONS
Survey Research Questions
Ql. How many employees are in your organization?
Q2. Does your organization have a recruitment process in place?
Q3. Does your organization use an HR person to assist with recruitment?
Q4. Does your organization use personality indicator testing with your employees?
Q5. Does your organization use organizational character index assessment tools?
Q6. What are the core values of your organization?

APPENDIX H: INVITATION TO PARTICIPATE IN FACE-TO-FACE INTERVIEWS
Dear [Prospective Participant],
I would like to invite you to be part of a research project that I am conducting. This
project is part of the requirement for a Master's Degree of Arts in Leadership, at Royal Roads
University. My name is Pat Vokey and my credentials with Royal Roads University can be
established by calling Linda Coupal at xxx xxx-xxxx, ext. xxxx.
The objective of my research project is to develop a recruitment program for Detec
Systems. In addition to submitting my final report to Royal Roads University in partial
fulfillment for a Masters of Arts in Leadership, I will also be sharing my research findings with
Detec Systems
My research project will consist of an interview with open-ended question and is foreseen
to last about one hour. The foreseen questions will include: questions on company culture, core
values, and assessment tools used by your organization in the recruitment process.
Your name was chosen as a prospective participant because of your organizations size,
success, and geographic location. I am specifically interviewing organizations in the Pacific
Northwest.
Information will be recorded in handwritten and audio recorded format and, where
appropriate summarized, in anonymous format, in the body of the final report. At no time will
any specific comments be attributed to any individual unless your specific agreement has been
obtained beforehand. All documentation will be kept strictly confidential.
A copy of the final report will be published. A copy will be housed at Royal Roads
University, available online through UMI/Proquest and the Theses Canada portal and will be
publicly accessible. Access and distribution will be unrestricted

Please feel free to contact me at any time should you have additional questions regarding
the project and its outcomes. If you are interested I will be happy to share my findings with you
and your organization.
If you would like to participate in my research project, please contact me at:
Name: Pat Vokey
Email: pat.vokey@xxxxx.xx
Telephone: xxx xxx-xxxx or cell xxx xxx-xxxx
Sincerely,
Pat Vokey
APPENDIX I: RESEARCH CONSENT FORM FOR FACE-TO-FACE INTERVIEWS
My name is Pat Vokey, and this research project is part of the requirement for a Masters
of Arts in Leadership at Royal Roads University. My credentials with Royal Roads University
can be established by telephoning Linda Coupal at xxx xxx-xxxx, ext. xxxx.
This document constitutes an agreement to participate in my research project, the
objective of which is to develop a recruitment program for Detec Systems.
The research will consist of an interview using open-ended questions and is foreseen to
last about one hour. The foreseen questions will refer to questions on company culture, core
values, and assessment tools used by your organization in your recruitment process.
In addition to submitting my final report to Royal Roads University in partial fulfillment
for a Masters in Arts in Leadership, I will also be sharing my research findings with Detec
Systems. My intention is to implement a recruitment package for the organization.
Information will be recorded in hand-written format and audio recorded, where
appropriate, summarized, in anonymous format, in the body of the final report. At no time will
any specific comments be attributed to any individual unless specific agreement has been
obtained beforehand. All documentation will be kept strictly confidential.
A copy of the final report will be published. A copy will be housed at Royal Roads
University, available online through UMI/Proquest and the Theses Canada portal and will be
publicly accessible. Online access to the final report will be publicly available from the Royal
Roads University Library and from Library and Archives Canada.

Signed:
Date:
APPENDIX J: CONSENT FORM FOR SECOND FOCUS GROUP
This document constitutes an agreement to participate in a research project undertaken by
Pat Vokey, as part of the requirement for a Master of Arts in Leadership from Royal Roads
University. My credentials with Royal Roads University can be established by telephoning Linda
Coupal at xxx xxx-xxxx ext. xxxx.
The objective of this research project is to develop a recruitment program for Detec.
Information will be recorded in hand-written format and/or audio taped, and where appropriate,
summarized, in the body of the final report. I plan to provide partial anonymity and
confidentiality by requesting the participants not to speak about the discussion outside of the
group. At no time will any specific comments be attributed to any individuals unless specific
agreement has been obtained beforehand. All documents will be kept strictly confidential.
As my role in Detec is involved with recruitment I do not see a conflict of interest. I will
facilitate and scribe the second focus group and I will remove identifying names from the
transcriptions.
Online access to the final report will be publicly available from the Royal Roads
University Library and from Library and Archives Canada.
to participate in this research project, this information will also be maintained in confidence. The
length of time required for the focus group will be approximately one hour and the group will
meet at the Detec office.

Signed:
Date:
APPENDIX K: HIRING PROGRAM FOR DETEC
Set a Date for the team to discuss and define Detec core values and organizational
culture. This agenda includes a discussion on what these values mean, how personal beliefs or
behaviors can influence these values, and how incorporating these values will influence our
positions and contribute to the success of the organization. The goal is to have consensus on five
core values that the group would support, align with, and make decisions based upon.
Once these core values are established and the group agrees, the HR person can start to
investigate different values tests for the team to evaluate and implement. The values test would
be taken by all employees and would be required to be taken by new employees before their
probationary period is completed.
Guide for a Hiring Program for Detec
A. Initial Screening of all Candidates
After the resume is reviewed and the candidate looks like a potential fit, the candidate is
called to set a time for the screening.
Sample questions for the screening:
1. Tell me about yourself?
2. How did you hear about Detec?
3. Why do you think you would be a good fit with the job description?
4. Review specific questions that came up from reviewing their resume such as their
education. Did they actually complete a degree or is it incomplete? Why did they leave
past positions?
5. Why are you looking for a job?

B. If the candidate passes the screening then the interview process beings. This process
includes two separate interviews. One interview is with the US team and the second interview is
with the Canadian team. The details on organizing the dates and times for the interviews, as well
as travel arrangements for the candidates are made by the HR person. The HR person and the
hiring manager are involved in both interviews. Depending on the job description, a team
member who is experienced in the field is included in at least one of the interviews. One of the
principals is also included in one of the interviews. There are two to three team members at each
interview. Depending on the position, the candidate may be asked to write a paragraph to a
potential client introducing themselves. This paragraph will enable the team to review the
candidates written communication skills.
Sample questions for the interviews:
1. What interests you about working for Detec?
2. Given what you know about Detec, how do you see yourself fitting in with the team?
3. After you have had your training, what can you tell us about your first week on the
job?
4. Tell us about a time you made a decision that you later regretted. What did you do
then?
5. If money was not an issue, how would you spend your time?
6. What was the most difficult decision you have ever made?
7. What do you do for fun?
8. What makes you angry?
9. Tell us about your core values.
10. Tell us about your last job.

11. How would you describe your performance at your last position?
12. Tell us about the kind of customer contact you have had. Describe a typical day.
13. How did you get the job at your last company?
14. How do you set goals and manage your time?
15. Who do you admire and why?
16. How do you establish working relationships with new people?
17. Describe an ideal supervisor
18. What do you expect from your employer?
19. What are your strengths and areas that you may need support?
20. What is the biggest challenge you have ever faced?
21. Describe an experience when you were asked to do something you were not trained to
do. How did you handle it?
22. How did you handle a recent situation where the direction from above was unclear
and circumstances were changing?
23. What are your salary expectations for this position?
The team has a discussion after each interview to discuss their views and comment on the
candidate. After the second interview, if the candidate is accepted, the candidate is called and
offered the position subject to the references being checked. The candidate then receives a
written offer, which includes their job description, salary, and probationary period, benefits, and
start date.
C. Following the second interview the HR person is responsible for checking the
candidate's references.
A sample of questions for the reference check:
1. Given the position that the candidate will be hired for.. .what kind of support do you
think they will need?
2. How did they fit with the team?
3. Where do they shine?
4. Were they punctual?
5. How did they accept criticism and feedback?
6. Was their work consistent?
7. How do they work under pressure?
8. Tell us about any concerns or surprises.
9. Would you hire them again?
D. The candidate then receives a written offer, which includes their job description,
salary, and probationary period, benefits, and start date.

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DEVELOPING A RECRUITMENT PROCESS

FOR A SMALL TECHNICAL COMPANY

PATRICIA JOANNE VOKEY

A thesis submitted in partial fulfillment of

the requirements for the degree of

We accept this thesis as conforming

to the required standard

Duncan Townsend, Project Sponsor

Marilyn Hamilton, PhD, CGA, Faculty Project Supervisor

P. Gerry Nixon, PhD, Committee Chair

ROYAL ROADS UNIVERSITY

© Patricia Vokey, 2008

Published Heritage Direction du

395 Wellington Street 395, rue Wellington

Your file Votre reference

The author retains copyright L'auteur conserve la propriete du droit d'auteur

In compliance with the Canadian Conformement a la loi canadienne

While these forms may be included Bien que ces formulaires

This study examines the factors required to successfully implement a recruitment

program in a small, privately-owned company. The research investigates topics such as

communication, corporate culture, core values, organizational lifecycles, and recruitment

To Duncan Townsend, for his sponsorship and continuing support;

To my participants, for sharing their time and wisdom with me;

To Millie, Mitch, and Mikey, for their unconditional love; and

To David, for giving me the space to grow.

List of Figures vii

Chapter One: Focus and Framing 1

Chapter Two: Literature Review 12

Chapter Three: Research Approach And Methodology 38

Respect for Vulnerable Persons 53

Chapter Four: Action Research Project Results and Conclusions 56

Chapter Five: Research Implications 75

Chapter Six: Lessons Learned 90

Appendix A: Invitation to Focus Group Sessions 100

Appendix B: Consent Form for First Focus Group 101

Appendix C: Research Questions for First Focus Group 103

Appendix D: Interview Questions 104

Appendix E: Sample Telephone Script 105

Appendix F: Telephone Survey Preamble and Informed Consent 106

Appendix G: Telephone Survey Questions 107

Appendix H: Invitation to Participate in Face-to-Face Interviews 108

Appendix I: Research Consent Form for Face-to-Face Interviews 110

Appendix J: Consent Form for Second Focus Group 112

Appendix K: Hiring Program for Detec 114

Figure 1. Detec Systems organizational chart 7

Figure 2. Spiral dynamics systems diagram for Detec 31

CHAPTER ONE: FOCUS AND FRAMING

the cash flow in the initial growth period of the company.

the trust between the remaining employees and the founders.

but 'no fit' factors can assure failure" (p. 104).

The Research Question

values?" Sub-questions that were addressed during the process include:

2. What assessment tools bring value to the process?

good fit with the culture and values of the organization?

no clear guidelines for employees to follow.

or a buy out, having experienced, talented people on board is essential.

Significance of the Opportunity

It is important that this organizational problem be addressed immediately, because the

System Analysis of the Opportunity

hire several new people.

being monitored for moisture detection.

my understanding of our organization, I have created an organizational chart represented in

information we need clearly and quickly" (p. xi).