Abstract
“Today’s knowledge-based economy relies heavily on the value created by an organization’s human resources. In this highly competitive environment, organizations are beginning to pay significant attention to the recruitment and selection process, as employees are their primary asset. However, the critical factors involved in the employee selection process have not been well researched. Previous studies on the recruitment and selection process have primarily focused on employee performance and the appropriate criteria for attracting the right talent, thereby improving employee retention and organizational efficiency.”(Rozario et al., 2019). “Competing globally and expanding channels and opportunities abroad and at the global level are crucial for increasing productivity and maximizing organizational or company profits. It is also crucial to ensure a solid and strong management level to compete efficiently and effectively in the globalized environment and integrate the workforce.” (Sharhan & Yazdanifard, 2014). Like the National Development Agency, the Timor-Leste Public Institution (ADN, I.P.) is a public institution established in 2011 with the aim of accelerating the country’s infrastructure development process. In addition to accelerating, ADN, I.P.’s purpose is to serve as a specialized body to verify, evaluate, and certify the implementation of state infrastructure projects to maintain the quality and effectiveness of national development.The division and placement of employees are based on their areas of specialization and, in response to national-scale development, each employee is placed across all 13 districts, but remains headquartered in Dili. This also facilitates the work process of verifying, evaluating, and certifying project payments effectively. In recruitment at AND, I.P. in Timor-Leste, job vacancies for Public Functions are typically announced through newspapers, radio, and also posted on bulletin boards in district offices. While new technology has been implemented, “there is still no guarantee that all prospective applicants have internet access. Therefore, the publication process relies on more traditional methods.” After the announcement, there is a ten-day deadline for those interested to submit applications. However, this depends on the institution’s management policy; the publication and acceptance time for applicant documents can be reduced depending on the number of positions and the number of workers recruited. If there are fewer than five people, it can take less than 10 working days.
Introduction
The National Development Agency, Public Institution of Timor-Leste (ADN, I.P.) is a public institution established in 2011 with the aim of accelerating the process of developing the country’s infrastructure. In addition to accelerating, the purpose of establishing ADN, I.P. is as a special body to verify, evaluate and certify the implementation of state infrastructure projects in terms of maintaining the quality and effectiveness of national development.
In the regulation of DECRETO-LEI Nº. 11/2011 of 23 de maret Agência De Desenvolvimento Nacional of the Fourth Government of Timor-Leste with the aim of promoting a series of initiatives aimed at establishing, reforming and strengthening the organic structure of the Public Administration, with the aim of making it more aligned with national objectives and giving it a greater capacity to contribute effectively and efficiently to the economic and social development of the Country, both at the national level, as well as at the district and local levels.
After fourteen (14) years of its establishment, ADN, I.P. has employed 247 people in various fields or departments, especially in the field of road and building construction, as well as irrigation and bridges, with 125 professional staff in each field.
And 89 people are involved in non-technical administration. The rest (21) are National and International Assessors. With the experience gained during this time, the current Government intends to continue to renew and revitalize the National Development Agency, maintaining it with existing goals and missions to stabilize the country’s development process.
Of the workforce above, the majority of ADN employees are stationed throughout Timor Leste’s 13 districts. However, in its operations, all work and work orders are controlled by the head office and AND branches. IPs in each district only carry out tasks that have been divided according to existing SOPs. Because the Division of Labor is considered very important in all aspects of life.
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The Division of Labor can improve work harmony within the organization. Conversely, if the Division of Labor is ineffective, coordination will be disrupted and result in disruptions in the process of achieving company targets and objectives. (Pahlepi et al., 2023).
The placement of ADN and I.P. employees in all districts aims to streamline the verification and evaluation process, as well as direct monitoring to ensure the quality of infrastructure project implementation.
Furthermore, it facilitates the certification process for project payments based on verified progress.The allocation of employees by unit or director, based on their areas of specialization and work functionalization, also supports structured and efficient work implementation. This refers to how organizations and work units respond to existing work responsibilities, ensuring that targeted work results are achieved in accordance with their functions.
The following is a diagram of the division of employees according to work units at AND, I.P.
Figure 3. Division of work according to work unit
The legal basis for the establishment of AND, I.P.
- DECRETO-LEI Nº. 11/2011 de 23 de March ESTATUTO AGÊNCIA DE DESENVOLVIMENTO NACIONAL;
- DECRETO-LEI N.º 60 /2020 de 25 de Novembro ESTATUTO DA AGÊNCIA DE DESENVOLVIMENTO NACIONAL;
- A Lei 8/2004, de 16 de Junho, que aprova o Estatuto da Função Pública.
Theoretical basis
Human resource quality standards in developing industrial competitiveness need to be improved and addressed. Competent and qualified human resources are crucial for contributing to an institution and helping it achieve its goals (Hesti Kusumaningrum et al., 2024).
This refers to organizational goals, lines of coordination, and effectiveness in supporting the achievement of institutional or organizational goals. If the opposite is true, it usually has a negative impact on the organization and leads to failure in achieving the organization’s initial goals.
The importance of good coordination also has a positive impact on the individuals within the organization. It also motivates the development and empowerment of existing human resources within the organization.
Human resource management is crucial for the effective utilization of human resources within an organization. Its goal is to provide an effective work unit for the organization to achieve its objectives.
Business management research focuses on how companies can develop, deploy, and retain employees in a consistent quality and quantity (Hesti Kusumaningrum et al., 2024).
In the process of organizational and institutional development, the organizational process generally aims to obtain competent and experienced workers. However, many organizations prefer to focus on fresh graduates because what is needed is energy and knowledge, so that work experience, which is one of the criteria, becomes only an additional factor in the recruitment process.
This may be considered a barrier in itself, but in the context of human resource management, it is a strategy that is worth applying to advance the organization.
Problems
1. How is the recruitment process carried out?
2. What are the rules governing the recruitment process at AND, I.P.?
Writing Method
Referring from the type of data, the research approach used in this study is a qualitative approach with a literature review in this study. The literature review is used to search for articles or journals related to innovation and the selection process in finding human resources with superior talent.
The literature study used in this study by searching for previous literature related to the theme to be presented, which is then collaborated with the author’s thoughts to find a form of conceptual understanding that can provide information for the wider community in general and for the author in particular about the theme discussed.
Considering relevant prior literature is crucial for all research disciplines and all research projects. When reading an article, regardless of the discipline, the author begins by describing prior research to map and assess the research area, motivate the research objectives, and justify the research questions and hypotheses.
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This is commonly referred to as a “literature review,” “theoretical framework,” or “background of the study.” However, for a literature review to be an appropriate research methodology, like any other research, proper steps must be followed and measures taken to ensure the review is accurate, precise, and trustworthy.
As with all research, the value of an academic review depends on what has been done, what has been found, and the clarity of its reporting (Snyder, 2019)(Snyder, 2019).
Discussion
Referring to Article 16 of the RDTL Constitution on universality and equality, Timor-Leste adheres to the principle of equality and the absence of distinctions in terms of race, ethnicity, language, and social status. Therefore, the recruitment process emphasizes non-discriminatory behavior, despite being selective, but respectful of every job applicant. Must be appreciated and respected.
The recruitment is the main function of HR department and the recruitment process is the first step towards making the competitive quality and the recruitment strategic advantage for the association(Hamza et al., 2021).
In generally, the recruitment process in government agencies is carried out using two types: internal recruitment and external recruitment. Internal recruitment is an institution or organization’s strategy for opening job openings specifically for employees already working at the institution or organization.
Furthermore, internal recruitment is also used as a motivational tool for employees to build and improve the performance of each employee within the agency.
Employee screening or selection before assigning work is a company’s first step in securing employees with the required skill level. After securing qualified employees, the next step is to determine the division of labor that aligns with their skills.
A proper and appropriate division of labor will result in efficiency in terms of time, cost, space, manpower, and so on. (Pahlepi et al., 2023).
I. Internal Recruitment
A. Advantages of Internal Recruitment
Internal recruitment has several advantages, such as:
1. Saving on recruitment costs
In internal recruitment, An internal recruitment is cost efficient, to support employee satisfaction and moral, (Hamza et al., 2021) institutions or organizations can leverage existing human resources within the organization, thus saving the costs and time required to search for candidates from outside the institution or organization.
Recruitment processes such as job postings, reference verification, and initial training are eliminated because internal employees are already familiar with the organization’s systems and culture.
2. Shorten the Recruitment Process
The recruitment process is typically quite time-consuming. By conducting internal recruitment, institutions or organizations no longer need to market or promote job openings because existing employees are already familiar with available positions and promotion opportunities.
Furthermore, institutions or organizations no longer need to conduct reference checks and background checks because existing employees have already gone through these processes. This shortens the time required to verify a candidate’s credibility and allows management to conduct the review directly.
Employees already in the institution or organization have a track record of work and performance that can be used as a basis for decision-making.
3. Improving Employee Skills and Quality
By filling vacant positions through internal recruitment, institutions or organizations can promote employees who are already experienced and possess sufficient skills, eliminating the need for intensive training.
Employees promoted internally are also already familiar with the procedures, culture, and values of the institution or organization, thus accelerating the adaptation process.
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4. Strengthening the Institution’s or Organization’s Culture and Values
Employees promoted from within an institution or organization are naturally familiar with its culture and values. By promoting internal employees, the institution or organization can strengthen its culture and values, thereby creating a harmonious and stable work environment.
5. Increase Employee Loyalty
Employees promoted from within an institution or organization will feel valued and given opportunities for career development within the organization. This can increase employee loyalty to the institution or organization and minimize the risk of losing qualified employees.
B. Disadvantages of Internal Recruitment
While internal recruitment has many advantages, there are several disadvantages that institutions or organizations should be aware of. These disadvantages include:
1. Triggering Social Jealousy
Employees who perceive themselves to possess superior skills and qualities than those promoted may feel a sense of injustice if they are not selected for the position.
This can lead to employee disappointment and dissatisfaction, which can impact their performance and motivation within the institution or organization. It also contributes to social jealousy and triggers unhealthy competition, potentially leading to a loss of work quality and motivation among competent employees who are not promoted, leading many to choose to leave or resign from the institution or organization.
2. Creating Vacancies in Certain Positions
Internal recruitment can create vacancies in certain positions previously held by promoted employees. If the promoted employee already holds the position, the vacant position requires another candidate.
The institution or organization may require external recruitment, seeking candidates outside the institution or organization to fill the position. This can negate the benefits of internal recruitment in reducing recruitment costs and time.
3. Triggering Work Culture Stagnation
Existing employees within an institution or organization share similar backgrounds, experiences, and knowledge, thus reducing variation and diversity within the institution or organization.
This can impact innovation and creativity within the institution or organization, as employees in the same work environment tend to share similar thoughts and ideas.
II. External Recruitment
External Recruitment is the process of recruiting prospective employees from external sources of institutions or organizations, and have never worked at the relevant institutions or organizations.
According to (Snell and Bohlander; 2013) external recruitment methods include advertisements, applicant resumes if needed, the internet, job fairs, recommendations from employees, institutions or organizations providing executives, educational institutions, professional associations, labor unions, public employment agencies, private employment agencies and credible worker rental parties.
Selection is the process of selecting qualified applicants to fill positions required by an institution or organization. Essentially, selection is a crucial process for a human resources manager, determining whether or not to accept an applicant. A well-targeted selection process can have a positive impact on both the company and the employee occupying the position.
Therefore, the selection process is crucial (Snell and Bohlander; 2013). Since the founding of AND, I.P., both recruitment processes have been implemented and deemed highly effective and efficient in terms of individual motivation and character development, as well as institutional development. Furthermore, the organization has been able to achieve its stated goals and targets.
In the recruitment process at AND, I.P. in Timor-Leste, job vacancies for Public Functions are usually announced through newspapers, radio, and also published on bulletin boards in district offices.
The use of new technology has been implemented, but still “there is no guarantee that all prospective applicants have internet access. Therefore, the publication process relies on more traditional methods.” After the announcement, there is a ten-day deadline for those interested to submit applications.
However, this depends on the institution’s management policy, the publication time and receipt of applicant documents can be reduced according to the number of positions and the workforce recruited. If there are fewer than 5 people, it can take less than 10 working days.
The selection process for future employees consists of several phases. First, a panel of judges analyzes the documents submitted by candidates to ensure they meet all required requirements. The list of selected candidates is published, announcing the date of the next step: a written exam, which takes place five days later in Dili.
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To respect the rights of unsuccessful applicants, this five-day period typically allows not only those on the shortlist to learn of their selection and schedule a written exam, but also those not on the shortlist to file a protest. Candidates who score above 60 percent will pass the written exam phase.
The third stage of the selection process is the interview, where candidates must also obtain at least a 60 percent score. “In recruitment, each stage is an elimination, meaning that anyone who does not meet the documentation selection stage will not advance.
The same applies to written exams and professional interviews. This rule aims to guarantee the qualifications of future employees.
The following is a structural series of processes carried out through the following procedures:
- Recruitment Planning. At this stage, the institutional management, consisting of high-ranking officials (institutional officials),
- The recruitment plan is proposed as an annual program and submitted together with the national development budget plan, which is discussed and approved by the government and presented to the national parliament for ratification and approval by the President of the Republic as the government’s annual plan.
- After approval, at the specified time, the AND, I.P. conducts the recruitment process.
a. The recruitment program application submitted by the division head is submitted to the Executive Director for approval.
b. After approval, a Special Recruitment Commission consisting of three or more members (odd-numbered) is formed.
c. The formation of a special recruitment secretariat committee, which is directly supervised by the Institution’s Human Resources.
d. Preparation of recruitment documents, Terms of Service (TOR), and administrative publication documents for the recruitment process.
e. Publication of job vacancy announcements, online and offline (posted on bulletin boards and in local newspapers).
f. Applicant acceptance process.
g. The shortlisting process, conducted by the recruitment secretariat, is carried out according to established standards.
h. After the shortlisting process, the shortlist results are announced (online and offline).
i. After the announcement, a written test is administered.
j. After the written test,
k. Evaluation of the written test.
l. Results are published (online and offline).
m. Interview process. At this stage, a panel of judges (a special recruitment committee) interviews candidates who have passed the written test.
n. After the interview, and after selecting a strong candidate who meets the existing criteria, the interview results are reported to the agency leader for approval, and the recruitment results are published.
o. After that, the employment contract is signed between the successful candidates and the agency leader. - Provisioning for new employees. This stage is usually conducted one week before official employment. The purpose of this provisioning is to introduce the scope of work, objectives, and working mechanisms of the institution.
The recruitment process above must and must comply with applicable and valid regulations and laws. This serves as a basic reference to protect, regulate, and control the recruitment process, ensuring fairness and the absence of any form of intervention, as well as ensuring transparency.At AND, I.P., the recruitment process must be based on applicable regulations and laws.
“Legal Framework for Fixed-Term Employment Contracts in Public Administration, Government Decree No. 6/2015 of November 18th “Legal Framework for Fixed-Term Employment Contracts in Public Administration” Article 9 “Management and supervision of Fixed-Term Employment Contracts”.
“Public Administration bodies or institutions must ensure efficient management of fixed-term employment contracts, through the creation of a Permanent Commission for the Recruitment of Contracted Workers (CPRC) with the following responsibilities”.
Public Administration organs or institutions must ensure the efficient management of fixed-term employment contracts by establishing a Permanent Commission for Contractor Recruitment (CPRC) with the following duties:
- Approving the Terms of Reference for positions to be recruited;
- Reviewing and approving the selection process;
- Evaluating probationary period reports and performance reports;
- Evaluating requests for contract extensions;
- Evaluating termination reports upon contract expiration;
- Providing regular reports to the relevant hierarchical authority of the Public Administration agency or institution. The CPRC shall consist of at least three members appointed by the highest authority of the Public Administration agency or institution, taking into account the principles of integrity and gender balance, for a minimum term of one year. In addition to the CPRC, each Public Administration agency or institution must involve the following services in the management of specific contracts:
- Human resources services;
- Procurement services.
Obstacles in the recruitment process
Generally, the barriers to the recruitment process are the timing and method of publication. This is because the short publication window affects the information received by interested applicants.
Furthermore, document preparation time is also a constraint, and most complexly, excessive requirements generally affect job seekers’ interest.Another obstacle is the relatively short recruitment process, indicating a lack of transparency in the recruitment process, leading many applicants to be skeptical of the recruitment process, especially since the selection process and results typically take longer than the publication and receipt of applicant documents.
Human resource scarcity is also a major factor in the failure of a recruitment process. Generally, every recruitment process sets criteria for new employees that align with the position and existing capacity.
However, the lack of educated human resources in the desired area of specialization negatively impacts the recruitment process. This is influenced by inadequate educational facilities and a reliance on overseas educational facilities. Economic constraints also contribute to human resource development in Timor-Leste.
Although the government has attempted to provide subsidies to the public to pursue higher education, the lack of interest in self-development and limited access to information also pose obstacles.
Many prioritize their existing jobs without considering investing in professional careers, leading to reliance on external human resources as an alternative solution, despite the higher costs.
Intervention by stakeholders requires attention and control. Interventionist behavior generally has a negative impact on institutions and reduces trust in institutions and state officials.
Conclusion
Since ADN’s founding, I.P. has employed 246 employees, with more technical duties and functions (focused on state infrastructure projects), creating crucial positions and roles within the state and government.
This is crucial for ensuring quality national development, in line with the primary objectives of national development, based on valid laws and regulations.
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Employees are recruited to carry out their duties and functions in accordance with applicable regulations and meet criteria and requirements consistent with the institution’s functions and objectives. Therefore, in carrying out their work, they always correspond to the institution’s primary objectives.
Recommendation
In the process of institutional development and human resource development at the ADN Institution, I.P. needs to implement a recruitment process that is: Efficient, transparent, and requires improvements in the quality of human resources to support institutional development and positively impact the provision of more adequate job openings.
The recruitment process of less than 10 days, from the publication stage to the acceptance of job applications, is also a constraint due to inadequate infrastructure, which can make it difficult for applicants. It is hoped that consideration will be given to extending the publication and acceptance periods for applicant documents.
It’s necessary to reduce the generally difficult-to-achieve criteria in the recruitment process. This means that the recruitment process can select candidates who meet the existing criteria, and during the work process, briefings can be provided to employees who pass the selection process.
Although this is inefficient, it is at least a temporary solution to the problem of human resource scarcity.It’s necessary to increase controls to minimize intervention by stakeholders to ensure public trust in institutions and their apparatus.
Penulis: Ratnofianos Sani Antonio Usfinit NIM: 202430107
Mahasiswa Program Studi Magister Manajemen Universitas Sarjanawiyata Tamansiswa (UST)
Dosen Pembimbing: Dr. Syamsul Hadi, S.E., M.M.
Editor: Ika Ayuni Lestari
Bahasa: Rahmat Al Kafi
Reference
Hamza, P. A., Othman, B. J., Gardi, B., Sorguli, S., Aziz, H. M., Ahmed, S. A., Sabir, B. Y., Ismael, N. B., Ali, B. J., & Anwar, G. (2021). Recruitment and Selection: The Relationship between Recruitment and Selection with Organizational Performance. International Journal of Engineering, Business and Management, 5(3), 1–13. https://doi.org/10.22161/ijebm.5.3.1
Hesti Kusumaningrum, Jihan Zalika Rachman, & Mahesa Rangga Maulana. (2024). Proses Rekrutmen, Seleksi dan Penempatan Talenta Karyawan Terbaik di Lembaga Pendidikan. DIAJAR: Jurnal Pendidikan Dan Pembelajaran, 3(2), 220–230. https://doi.org/10.54259/diajar.v3i2.2459
Pahlepi, R., Gaol, R. A. L., Setiawan, A. A., Dewi, A. S., & Josiah, T. (2023). PENGARUH PEMBAGIAN KERJA TERHADAP KINERJA KARYAWAN PADA UNIT DEPARMENT OPERASIONAL INBOUND PT. JNE CABANG BANDAR LAMPUNG. SENTRI: Jurnal Riset Ilmiah, 2(12), 5324–5340. https://doi.org/10.55681/sentri.v2i12.1929
Rozario, S. D., Venkatraman, S., & Abbas, A. (2019). Challenges in Recruitment and Selection Process: An Empirical Study. Challenges, 10(2), 35. https://doi.org/10.3390/challe10020035
Sharhan, N. A., & Yazdanifard, R. (2014). Implying an International Strategic Recruitment and Its Impact on Local Workers. American Journal of Industrial and Business Management, 04(03), 134–140. https://doi.org/10.4236/ajibm.2014.43020
Snyder, H. (2019). Literature review as a research methodology: An overview and guidelines. Journal of Business Research, 104, 333–339. https://doi.org/10.1016/j.jbusres.2019.07.039
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