BELONGING AND RECRUITMENT

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Applying the Six Critical Elements of a Sense of Belonging to the recruitment process can enhance the prospect of hiring more motivated and committed employees or, for a nonprofit organization, gaining more motivated and committed volunteers. Recruitment efforts should be built to elicit positive responses from those interested in more than a transactional relationship.

1.  A desired and available relationship with a referent is brought to your       consciousness through reflection or a new experience 

The first critical element of a sense of belonging is the awareness that a relationship is possible. Recruitment actually begins with the public awareness and conception of a company or organization. The public response to a job posting or an opportunity for service is predicated by how the company or organization is generally regarded.  

 2.  Realization or initiation of a role between you and that referent 

Some people may just need a job and only care about a transactional relationship, but if a more lasting relationship is desired, a more personal connection is needed. The Job Posting creates awareness that the role of an employee is available and may be desirable to some people. Desirability depends on whether or not the individual feels the role aligns with personal beliefs, values, and goals.

3.  Belief that the role aligns with the your beliefs, values, or goals 

The job posting can tell enough about the employer and the type of work to be done for an applicant to begin to feel the role will align with personal beliefs, values, and goals. But, the job interview is  the opportunity for the organization and the individual to more fully determine if there is such an alignment and assess the probability of success in the relationship. Interviews that predominately stress the ability to do the job and neglect the desirability of doing the job for the specific employer can lead to hiring someone that is still available to the highest bidder.

4.  Belief that the role constructs or maintains self-identity by contributing to       self-esteem, continuity, distinctiveness, (social) belonging, efficacy, or meaning 

Both the organization and the individual must feel the relationship will maintain or construct their identities. Interviewers usually ask questions like "What do you feel you bring to this position?" But, they seldom ask "Besides financial compensation, what do you think this position will bring to you?" Without this type of question, the relationship remains transactional and easily replaceable by  another employer.

5.  Interactions with the referent that remain within the individual’s expected       parameters of the role relationship

Job descriptions are important. They provide the boundary expectations of the relationship. The interview process must clarify and personalize these expectations. When these expectations are not met or are violated, the trust level in the relationship is eroded and may cause either party to reconsider the relationship.

6.  Interactions with the referent that are consistently and continually effective in meeting the individual’s expectations of the relationship

The hiring process needs to be realistic in the presentation of job permanence and career paths. Every effort may be made to build and retain a strong relationship, but a change may occur outside of the relationship that affects its permanence. Neither organizations nor people retain the same beliefs, values, and goals over time and in all circumstances. As an organization evolves and as an individual progresses through life, needs and desires may change and relationships may be modified or lost. 

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