The Aspects of Corporate Social Responsibility in the Job Candidates’ Recruitment and Selection Processes in a Teal Organization
2. Theoretical Background
2.1. Corporate Social Responsibility and Its Relation to HRM
2.2. The Concept of a Teal Organization
- Self-management (for example, A.J. Blikle believes that the term “self-management” is not adequate in reference to teal organizations. Within these organizations, a team decision-making process concerning task sharing is applied, so a more suitable term to be used is “self-organization” )—the structure of an organization is flat and flexible, which enables quick reactions to changes in the surrounding environment. These organizations lack managers, or to say it more precisely, every employee is kind of “a manager”, to the best of their abilities, experience and competencies. In this way, the power of the authority in such an organization multiplies when it is distributed to all its employees, not only to its managers. The managing functions, such as planning, organizing and controlling work, are assigned to teams. Relationships at work are based on trust and honesty. There are no managers, but there are leaders, whose role is to be a coach or a mentor. Furthermore, leaders coordinate teams’ work or cross-panel teams’ work, and they also cultivate the values and the pillars of a teal organization;
- Evolutionary purpose—teal organizations are seen as living organisms, living systems, which have their “soul”, their own purpose of existence, which is evolving together with the organization development. Hence, the members of an organization listen carefully to which direction the organization wants to follow and they do not enforce its further direction of development. What is important, is that the evolutionary purpose is sought by all the organization employees, not only by the chosen group, i.e., the owners of the organization. Besides that, teal organizations do not foresee and control the future, but they pay full attention to listening to what is happening “here and now”, and respond to the present, simultaneously trying to build-up the future. They aim at understanding what the organization wants to become and what aims it wants to fulfil. Teal organizations also do not analyse the actions taken by their competitors, they do not try to destroy them, catch up with them or even outrun them, etc.;
- Wholeness—teal organizations see the employee as wholeness; they are fully aware that there is no possibility to employ only knowledge, skills, or even the experience of a given man. The man will also bring to an organization emotions, spirituality, values, intuition, etc. In this way, the employees might be authentic in their work, and they are able to use their strengths fully, without putting on the masks of professionals and pretending to be someone who they are not. Such an approach frees a lot of energy from the employees, which might be used for the good of the whole organization. Wholeness also enables the employees to find their own unique place in the organization, suitable for their talents and potential, thanks to which they might undertake activities important to the organization and to themselves.
2.3. Recruitment and Selection in Teal Organizations
- Selection is the most significant, next to training and development processes, key element of a personal function, which originates from the foundations (et. self-management, wholeness, evolutionary purpose) on which teal organizations are built up ,
- These organizations seek candidates whose level of self-consciousness is higher and who, first and foremost, align with the company values, which in turn make up the basic foundations of their actions.
3. Materials and Methods
- interviews (direct interviews carried out with the teal organization owner and two specialists);
- documentary analysis (magazines, internal company documents, the company website);
- analysis of audio–visual materials (video recordings).
4. Object and Subject of Research
4.1. Object of the Research—Marco Ltd. in Gliwice
4.2. The Subject of Research—The Recruitment and Selection Processes in Marco Ltd.
- The starting point is to examine the actual recruiting needs;
- On the website, the features expected from job candidates who are willing to join Marco team, are placed. In this way, the first autoselection of the candidates is conducted. Among the expected features, the company lists:
- Proactivity—initiating activities and being out of line, suggesting the ideas which aim at constant improving and streamlining of the company;
- Self-improvement—continuous self-education (e.g., Theoretical Academies (for years, the company’s owner has been meeting regularly with employees at the Theoretical Academies, which he runs himself. These are cyclical meetings with the entire team, during which the current problems, decisions and steps the company is facing are discussed. On the one hand, these are information meetings, but on the other hand, much attention is paid to people who do not have the right to vote in many companies, e.g., employees of the production department, cleaning department, company canteen or warehouse)), raising one’s awareness, upgrading one’s qualifications and broadening one’s mind;
- Open mind—being open and having positive approach to innovative ways of thinking and acting;
- Flexibility while taking actions;
- Willingness to take responsibility for one’s decision-making process;
- The ability to analyse problems from different perspectives;
- Empathy and social sensitivity—help for the needy, sharing success;
- Humbleness and modesty;
- Honour and corporate social responsibility—whenever making a decision, keep in mind the companies interest in order to build the company’s value, and as a result the common welfare of all the company employees;
- Next, the candidate fills in the recruitment (application) form and a CV. In the application form the candidate is asked not only to fill in the post they apply for, their level of foreign languages proficiency, etc., but also to list the values that are of key importance in their life, and they is also asked to present the visions and missions important in their life. “We want them to write something about themselves, straight from their heart, not using the template found in the Internet” —so that the whole person can emerge from the CV, not only their knowledge and skills;
- The next step is the assessment of the candidates based on the content of their application documents, conducted in accordance with the criteria specified for the particular recruitment process ;
- The preliminary selection video chat takes place via Skype and lasts for about 30 min. It is conducted in Polish;
- Language preselection is performed in a chosen foreign language (English or German) and lasts for about 15 min. During this interview, the candidate’s language fluency is checked—this rule is applied only to the chosen (recruitment) processes in the organization;
- A visit to the organization (mainly related to the production departments)—the leaders of the departments for which the recruitment processes are carried out present the principles and organizational culture of Marco, talk about the opportunities and challenges related to working in the company, and show the specificity of work in production areas.
- Inviting of one or two candidates to take paid work trial days—this period allows both parties the mutual process of getting to know each other better, and to observe if the features of a given candidate and the long-term vision and mission of the company are coherent;
- An individual interview with a representative of the company management board;
- Lunch with company representatives;
- Employment decision and feedback;
- A survey assessing the recruitment process by the candidate.
- The search for the candidates who possess the following values: inter alia, high level of awareness, high social sensitivity level, the will for helping people in need, people who want to and are able to share things with others. All of these make up the basis that allow for undertaking actions in the area of CSR;
- Carefully prepared and diligently conducted job candidates’ recruitment and selection processes. Such action is a confirmation of the declaration placed in the company documents and its website, saying that people are the most important capital of Marco Ltd. (Edenbridge, UK) (“the ones who can dream and consequently realize their dreams” ). These processes are run with full respect for basic human rights and human dignity, which makes up the foundation of all the norms of social responsibility;
- Realization of the job candidates’ recruitment and selection processes carried out in a transparent way, with the use of open (public) recruitment criteria. The basis of these processes is the respect for job candidates and a subjective approach to them, honesty/righteousness, justice, lack of discrimination (“both the employees, as well as job candidates are treated as family members or friends” ) and there is no discrimination (the condition for passing the recruitment is meeting the required criteria, regardless of age, sex, nationality or degree of disability);
- During the selection stage, the job candidates are informed in a transparent way that when becoming Marco employees, according to the binding internal social contract, they will be donating 1.5% of their salary to charity and they will also commit themselves to undertaking 16 h a year of voluntary social work;
- The making of a conscious decision by both sides concerning future cooperation is the culmination of the recruitment and selection processes. This decision is based on reliable data and information, which is obtained thanks to respect, mutual openness and honesty characteristics of these relationships (the leader of the department to which the process is conducted talks about our organizational culture, principles as well as positive and negative sides of working at Marco);
- Not employing the job candidates who do not match the company organizational culture, even though they might have suitable substantial competencies required in a given post, and hiring them seemed to be a fully logical step.
- be one of the most innovative and influential companies in the world from the point of view of global progress and development;
- design and provide unique, high-quality products, which positively influence human life and entrepreneurships development;
- change the worldview of businesspeople toward innovation, professionalism and social corporate responsibility;
- solve social problems and have a positive influence on the natural environment.
- Firstly, the processes of recruitment and selection in Marco Ltd. (Edenbridge, UK) are, as a general rule, long and extended (in order to check the candidate’s match to the organization values, including corporate social responsibility), which results in the fact that it must be begun relatively early;
- Secondly, such a recruitment and selection process generates higher costs. Hence, it requires a lot of involvement, time devotion and attention of the team members, which in turn results in the necessity to join their everyday duties with the tasks connected with a new employee recruitment and selection processes (sometimes after a few months it turns out that none of the candidates from a given group is chosen ). Nonetheless, as Marta Legut summed up: “taking into account the fact that we are usually bound to the chosen people for long years, at the same time limiting the cyclic repeatable recruitment process as it is done in other companies, globally our process generates financial and time savings”;
- Thirdly, the recruitment and selection processes are individualised, which demands the organization to carry out preparations each time. (‘Effectiveness of the recruitment process depends mainly on the preparation of both sides to it. […] The company really cares about finding a person, who will bind himself/herself to it for a long time, will be motivated and involved. While the candidate cares about the job that will induce his/her personal growth, raise his/her qualifications and will, which is obvious, provide safety and stabilisation”) ;
- Fourthly, the company does not use so-called job recruitment agencies, as all the processes of recruitment and selection it runs on its own. This allows, despite all, to make some savings and contributes to the selection of candidates who match the company the best, as they are diagnosed by Marco Ltd. (Edenbridge, UK) Employees.
Institutional Review Board Statement
Informed Consent Statement
Data Availability Statement
Conflicts of Interest
|CEO/owner||What was important to you as the person who founded Marco in 2000? What values were the foundations of the company? |
At what point in the company’s activity did you include CSR and why?
In what areas of the company’s operations is CSR disclosed?
Why is the company run in accordance with the teal organization concept?
How are the company’s employees involved in the creation of the company’s organizational culture and in the implementation of the company’s vision and mission?
What kind of job candidates is Marco looking for? What employee competencies are most important to the company?
What is your role in the recruitment and selection of candidates for work at Marco?
|Specialist 1||You have set standards in the area of recruitment and selection of candidates for work for teal organizations in Poland. Why is these processes so important at Marco? |
The recruitment and selection processes have evolved in your organization. So what stages do these processes currently consist of?
The knowledge and skills of job candidates are relatively easier to check than their values. So how does Marco measure the values of job candidates in the selection process?
CSR plays a significant role at Marco. So, how is the willingness of job candidates to join CSR activities checked? When and how are job candidates informed that Marco is involved in CSR activities?
Why are CSR aspects included in the recruitment and selection of job candidates for Marco?
|Specialist 2||How do the members of the recruited team participate in the recruitment and selection process of job candidates for their team? What are the team members’ rights in this process? |
How is the interview with the job candidates and who is participating on behalf of Marco?
Who makes the final decision on selecting a candidate?
What are the challenges Marco is facing in the process of recruiting and selecting job candidates?
Does the company use the help of external companies in the process of recruiting employees?
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|The Name of the Interviewer||The Position in the Organization||Subject of Speech|
|Marek Śliboda||CEO/owner||According to the interview protocol (Appendix A)|
|Daniel Niewiński||Executive Assistant to the President||According to the interview protocol (Appendix A)|
|Marta Legut||Public Relations Specialist||According to the interview protocol (Appendix A)|
|Selected Elements of Recruitment and Selection||Aspects of CSR|
|The actual recruiting needs||Marco is looking for employees in response to a diagnosed recruitment need. It is important not to employ a person who could in any way threaten the stability and security of employment of the current employees of the department to which the recruitment is carried out. It is a pillar of an organizational culture based on CSR.|
|Features sought in the job candidates||The candidates who are sensitive to the concept of CSR and want to develop it in their workplace, are looked for. This is expressed, for example, by identifying the set of features sought in candidates, such as empathy and social sensitivity (help for the needy, sharing success).|
|E-recruitment (E-recruitment is the most dynamically developing form of recruitment. It is a form which is characterised by unlimited location, minimum time of access, relatively low unit cost, a great flexibility and online updating of the data collected ): recruitment (application) form||The recruitment (application) form contains standard elements such as the name of the post, self-assessments of foreign language fluency and the elements characteristic of CSR and Marco Ltd. (Edenbridge, UK), e.g., candidate’s values, and also their vision and mission. |
Among the candidate’s values, vision and mission, the ones that correlate with the company values are looked for, e.g., “Widely understood respect for people. Solving social problems and respect for natural environment”.
|E-recruitment: job offer||In job offers, next to the scope of responsibilities and substantial requirements, the following expectations are established: “professional ethics”, which involves loyalty, humbleness, honesty, respect for other people, active involvement in projects, e.g., run for the local community, impeccable manners. |
When it comes to requirements connected with the company values, candidates who are skilled at identifying and smoothing conflicts, and also at reaching compromises, are looked for. The condition of positive verification of the recruitment process is fulfilling the criteria mentioned in the job offer, independently of candidate’s age, sex, nationality, racial background, religion, or degree of disability, which means equal treatment of all the employees.
|Selection: the assessment of the recruitment form and application document’s content and the choice of a preliminary group of candidates||In this stage, the company identifies whether the candidates’ values and what is important to them in everyday professional life correspond to the organizational culture of the company, which is based on the CSR concept “Organization development with the simultaneous respect for natural environment and active involvement in promoting ‘green way of thinking”.|
|Selection: video chat (preliminary) with the selected candidates||During the interview, preassessment of the candidate’s values is conducted and values corresponding to company values are looked for. The values corresponding to CSR, which refer both to the local community initiatives and also the initiatives supporting company employees, are also taken into account.|
|Selection: the actual job interview||During the actual job interview, the final verification of whether the values declared by the candidate correlate with the organization values is performed, especially in the CSR field, and it is checked whether they are the authentic values which the candidate follows and practises in his life. The level of job candidate’s awareness is also diagnosed. |
At this stage, the candidates are informed that the employees of Marco Ltd. (Edenbridge, UK) are obliged to perform 16 h of voluntary work for the local community and donate 1.5% of their salary to social purposes.
|The decision in favour of one or two candidates||The choice of one or two candidates who share the same approach to the CSR area as Marco Ltd. (Edenbridge, UK) and identify with the company organizational culture, e.g., “Exceptional approach to charity activity and work for the local community”.|
|Inviting one or two candidates to take paid work trial days||The company tests in practice if the candidate matches the company organizational culture and if they are willing to get involved in company actions in the CSR area. |
The company also gives the candidate the chance to get to know the organization “from inside” and its organizational culture based on the concept of CSR. It is a form of respect for these people so that their final decision of taking the job was a conscious one and based on real experience.
|Individual interview with the representative of the company management board||During the interview with the representative of the company management board, whether the candidate is a suitable person to work for the company which is socially responsible, and also their intuition and experience, are finally verified.|
|The decision on employing the candidate/defining the terms and conditions of employment contract||The company employs only the people who not only meet the substantial requirements defined in a given job offer, but first and foremost, who act according to the work ethics and whose values correspond to Marco Ltd. (Edenbridge, UK) values. |
The decision on employing the candidate, thanks to, inter alia, multistage processes of recruitment and selection and the paid work trial days, is based on reliable information, both about the organization and about the candidate, and out of respect for each person who participates in these processes.
All the company employees, in accordance with the binding internal social contract, donate 1.5% of their salary to help realize the goals of the MarcoPomaga Foundation. What is more, they are obliged to engage in, annually, 16 h of voluntary charity work. They are also encouraged to initiate their own actions within CSR.
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Pisarska, A.M.; Iwko, J. The Aspects of Corporate Social Responsibility in the Job Candidates’ Recruitment and Selection Processes in a Teal Organization. Sustainability 2021, 13, 13175. https://doi.org/10.3390/su132313175
Pisarska AM, Iwko J. The Aspects of Corporate Social Responsibility in the Job Candidates’ Recruitment and Selection Processes in a Teal Organization. Sustainability. 2021; 13(23):13175. https://doi.org/10.3390/su132313175Chicago/Turabian Style
Pisarska, Aneta Maria, and Joanna Iwko. 2021. "The Aspects of Corporate Social Responsibility in the Job Candidates’ Recruitment and Selection Processes in a Teal Organization" Sustainability 13, no. 23: 13175. https://doi.org/10.3390/su132313175