This document summarizes a study that analyzed the recruitment and training practices of Google and Cisco, two large Silicon Valley tech companies. It finds that both companies provide extensive pre-recruitment resources on their websites to inform potential applicants about openings and company culture. Google and Cisco's recruitment processes are rigorous and selective. The study recommends the companies provide more detailed information about their training processes while maintaining easily navigable websites.

1. Recruitment and Training: A Best Practices Analysis on
Silicon Valley Technology Companies
A Senior Project
presented to
the Faculty of the Recreation, Parks, & Tourism Administration Department
California Polytechnic State University, San Luis Obispo
In Partial Fulfillment
of the Requirements for the Degree
Bachelor of Science
by
Seth Lagrosa
June, 2016
© 2016 Seth Lagrosa

2. ii
ABSTRACT
RECRUITMENT AND TRAINING: A BEST PRACTICES ANALYSIS ON
SILICON VALLEY TECHNOLOGY COMPANIES
SETH LAGROSA
JUNE 2016
Human resource departments are used throughout the business world. Though the ones in
the Silicon Valley are managed differently due to the areas fast paced nature. The
purpose of this study was to investigate the best practices in human resources
management for selected Silicon Valley technology companies. The researcher compared
Google Inc. to Cisco Systems, Inc. in their pre-recruitment resources, recruitment
process, decision process, and adoption into company, from recommendations found in
the review of literature. The instrument used for the comparison was a checklist looking
at the selected company’s practices. The results showed that websites can be a major
resource for employment for potential applicants to learn about company background and
processes. The researcher recommends that the companies increase the specific details
shared about training processes while still keeping the sites easy to navigate.
Keywords: human resources, recruitment, training, HR, Silicon Valley, technology

3. iii
TABLE OF CONTENTS
PAGE
ABSTRACT........................................................................................................................ii
TABLE OF CONTENTS...................................................................................................iii
Chapter 1 INTRODUCTION AND REVIEW OF LITERATURE.................................... 1
Background of Study ...................................................................................................... 1
Review of Literature ....................................................................................................... 2
Purpose of the Study....................................................................................................... 7
Research Questions......................................................................................................... 7
Chapter 2 METHODS......................................................................................................... 8
Description of Organizations .......................................................................................... 8
Description of Instrument ............................................................................................... 9
Description of Procedures............................................................................................. 10
Chapter 3 PRESENTATION OF THE RESULTS........................................................... 11
Pre-Recruitment Resources........................................................................................... 11
Recruitment Process ..................................................................................................... 12
Decision Process........................................................................................................... 14
Adoption into Company................................................................................................ 14
Chapter 4 DISCUSSION AND CONCLUSIONS............................................................ 16
Discussion..................................................................................................................... 16
Conclusion .................................................................................................................... 18
Recommendations......................................................................................................... 19
REFERENCES ................................................................................................................. 20

4. iv
APPENDIXES .................................................................................................................. 24

5. 1
Chapter 1
INTRODUCTION AND REVIEW OF LITERATURE
Background of Study
Human resource (HR) management has long been how organizations successfully
lead and organize their people. In large scale corporate culture, HR management is
essential for companies to keep and retain employees to their company. HR has been
identified as one of the main sources of competitive advantage by many organizations in
today's economy (Verma & Dewe, 2008). This couldn’t be more true than in the Silicon
Valley. The work that comes from these businesses all have one thing in common,
technology. The competition that’s seen in the Silicon Valley stems from the regions
technology focused companies that range from grassroot startups to global tech giants.
Though technology unites them, there is still a range of characteristics that contrast each
from the other. Overall these companies need the management from their HR
departments to not only manage the people in the organization, but to keep policies and
maximize employee performance.
How a company attracts its potential employees is important because they are the
life blood that makes the organizations function. Human resource recruiters manage the
employment process from screening resumes and scheduling interviews, to processing
new employees. Training develops the new employees to form a strong relationship
within the company. Becker and Huselid (1998) found that firms with the greatest quality
of HR practices that reinforce performance had the highest market value per employee.
Therefore, effective recruitment and training practices are essential for long term

6. 2
retainment of employees. This not only ensures higher personal success, but higher
success that benefits the company through their better employee quality, efficacy, and
fulfillment of the organizational goals. The Purpose of this study was to examine the HR
practices in recruitment and training amongst Silicon Valley technology companies.
Review of Literature
Research for this review of literature was conducted at Robert E. Kennedy
Library on the campus of California Polytechnic State University, San Luis Obispo. In
addition to books and other resources, the following online databases were utilized:
ABI/INFORM COMPLETE, Academic Search Premier, Business Source Premier, and
Google Scholar. This review of literature contains an introduction into human resources,
recruitment and training overview, and insight into technology sector human resources.
Businesses of all sectors have continually found the need for human resource
departments. However, HR is more than just another sector of an organization. Roehling
et al. (2005) described it as both a department and a multitude of activities that has now
come to be known as HR. Additionally, Buckingham (2015) described HR as being a
balance of different operational types. In one aspect there is implementation and system
design to create the better performance of individuals. While also there are the challenges
of dealing with people’s daily struggles, frustrations, and successes. HR is as much
logistical and to the books as it is being able to work person to person. It’s critical to
every organization because in order for the business to be ran properly, there must be
systems of checks and balances that maintain a proper work environment for the overall
company. Therefore, departments like HR should be responsible for handling internal

7. 3
personnel matters. HR is most commonly and simply defined as how an organization
manages it employees. So these departments make them their organization's most
precious asset in hiring and developing employees whose skills and abilities match the
organization's needs (Morton, 1996). With that, it is essential that businesses take in and
instruct new persons into their companies to not only do their assigned jobs efficiently,
but be aligned with company goals, values, and culture as well.
The objective of any organization is to fulfill its mission, and the only way to do
that is to have members that are supportive and qualified to do so. Successful businesses
must find these candidates to work for them, and how these employees are best equipped
for their specific roles is through recruitment and training. The recruitment and selection
process is the first step for an organization to jump ahead of their competition by seeking
out the best potential out there. Aravamudhan and Krishnaveni (2015) reported “the
companies that are successful in attracting quality applicants and selective in their hiring
decision, can leapfrog the competition and enjoy decisive edge over their rivals” (p. 58).
With competitive sector jobs being in high demand, this makes the applicant pool much
larger because these businesses are more attractive. The effect of this makes the selection
process even tighter, employers have more options to pick out the individuals that fit their
organizations best. A system of HR procedures that has repeatedly been seen to show a
positive relation effecting business performance is called high commitment HR practices.
Allen, Ericksen, and Collins (2013) described high commitment HR practice as “high pay
contingent on performance, greater autonomy and the use of teams, enhanced
opportunities for training and development, and selective staffing focused on
organizational fit” (p.154). In essence what this “high commitment HR practice” is

8. 4
saying is that there is a higher standard for employee performance. This is first shown
while employees are undergoing the recruitment process, with its high rigor and
competiveness. With this form of practice, not only can businesses have more competent
employees but also happier ones that get compensated by how well they perform. When
potential applicants see that businesses run this sort of recruitment strategy, the
organization becomes more attractive to them to apply for.
Once the recruitment process is finalized and applicants accept employment,
training for their specific job is next. Vidal-Salazar, Hurtado-Torres, and Matías-Reche
(2012) described the importance of training companies aiming to obtain lasting
competitive advantages. These companies must be aware of their abilities that
differentiate the company from its competitors. They infer that personnel training may
stimulate the development of certain capabilities related to the company. This could then
support this differentiation and the desired competitive advantage. By choosing the right
type of training, it ensures that employees possess the right skills for the business.
According to Jayakumar and Sulthan (2014) training involves a combination of skills
development, knowledge transfer, and support of understanding. This gives new
employees the awareness of rules and procedures to guide and prepare their performance
for their future role. These different aspects of training give importance for both the
employer and the employee. When companies spend money and time into new recruits,
the employee can feel better prepared and competent for their new job if their training is
done correctly. The end product should be the company benefiting from the employee’s
efficient work.

9. 5
Another large influence that companies have in their recruitment and training
process is their brand. Known commonly as “employee attractiveness”, companies are
using the leverage of their brands to get the best applicants to their doorstep. Russell and
Brannan (2016) state that “in order to attract better employees, firms recently started
using branding principles and practices in the area of human resources” (p. 336). This
combined approach of marketing into human resources is a newer development in the
world of recruitment. Though it crosses two different aspects of business into one, it’s
still very much HR. This attractiveness shows the “envisioned benefits that a potential
employee sees in working for a specific organization” (Berthon, Ewing and Hah, 2005, p.
156). This new approach has been dubbed “employer branding”, and is very applicable to
technology driven companies. Employer branding is about building an image in the
minds of the potential labor market. Sullivan (2004) describes this type of recruitment
branding as a strategy for employers to manage awareness, perceptions, and beliefs about
their organizations. The benefits of this go beyond just attracting more talented applicants
than in the recruitment process. Company attractiveness also influences already current
employees within origination as well. Russell and Brannan continually describe the
positive benefits for retaining talent, reducing turnover, building trust in company
leadership, and strengthening bonds within the workforce. Furthermore, it can even
reduce recruitment costs by improving the recruiter’s performance. It was also shown that
there are different aspects for employer attractiveness which applicants look for in
companies, depending on what they value, socially, by interest, economically, or
organizationally. The authors research show attractiveness of an employer that were seen
to be most important to applicants were “appreciation from management”, “good

10. 6
relationships with colleagues”, and “above basic salary”. These aspects are what HR
professionals should have in mind about their company’s recruitment process. Their
applicants will have these preconceived values in their heads while applying to work for
their organizations. This type of recruitment branding style comes inherently along with
technology sector companies because of their well-known reputations. Many of these
prominent companies in which lie in the Silicon Valley.
In General, Silicon Valley recruitment and training practices follow how other
large technology companies manage and operate their employees. Though to better
understand human resources specifically to the Silicon Valley, we must look at how
companies there differ than other regions. There is a distinctness that is important to
highlight what types of employees are in the region. Jolly (2005) explained that high
technology companies face environments that are fast paced, uncertain and often
changing. Because of the nature of competition between companies, there can be strong
pressures to perform in front of colleagues and for the company itself. Of companies in
this sector, a majority of the human capital that is employed are highly skilled and
educated. A large proportion of the staff in the industry being made up of scientists,
engineers, and technicians. Another important distinction of Silicon Valley workers that
Alarcon (1999) pointed out “is a much larger concentration of foreign-born engineers and
scientists in Silicon Valley than in other high-technology regions of the United States”
(p. 1381). These immigrants play a crucial role in this knowledge-based industry because
they could have much higher levels of education than their native colleagues. This
predominantly pertains to the Indian and Mexican engineers and scientists that find
employment in the technology companies of Silicon Valley. This situation is depicted as

11. 7
“brain drain” from developing countries, by which foreign born intellect is attracted to
the regions high paying jobs and opportunities for growth. These two distinctions make
the Silicon Valley unique. The regions technology HR departments keep these
characteristic in mind as they manage their companies work forces. These influence
company culture and therefore the attractiveness of how their companies are seen and
represented outwardly to potential employees.
Purpose of the Study
The purpose of this study was to investigate the best practices in human resources
management for selected Silicon Valley technology companies.
Research Questions
This study attempted to answer the following research questions:
1. How do technology companies share information regarding their employment
process?
2. Where can potential employees look for resources prior to recruitment?
3. Through these resources, is recruitment or training focused upon more for the
applicant to know about?
4. What are the ways in which companies create a better workplace environment
once new employees are hired?

12. 8
Chapter 2
METHODS
The purpose of this study was to investigate the best practices in human resources
management for selected Silicon Valley tech companies. This chapter includes the
following sections: description of organizations, description of instrument, and
description of procedures.
Description of Organizations
The best practices of human resources management for Silicon Valley technology
companies were evaluated for the following organizations: Google Inc. and Cisco
Systems, Inc. Google’s (2016) mission is to organize the world’s information and make it
universally accessible and useful. Since their founding in 1998 they have come to serve
millions of people around the world. Google offers targeted search results from billions
of web pages and those results are based on a proprietary algorithm started by its
founders. Their People Operations team (known elsewhere as human resources) and
administrative staff live by the mantra "find them, grow them, keep them," and are
dedicated to staffing, development, and a distinct and inclusive climate. People
Operations is made up of equal parts HR professionals, and former consultants and
analysts. They are known within Google for the companies’ colorful culture. Not only do
they handle recruiting, but also develop company core programs. Because of the
interesting mix of People Operations staff, they bring a data-driven approach to their
companies HR field. Google handles a total workforce of over 61,000. They are also a

13. 9
subsidiary company of Alphabet Inc. Both of which have headquarters located in
Mountain View, CA.
Cisco Systems was founded in 1984 by two Stanford University graduates.
Cisco’s (2016) mission is to shape the future of the internet by creating unprecedented
value and opportunity for customers, employees, investors, and ecosystem partners. Their
Hoover (2016) company profile describes them as a dominant force in the market for
internet protocol-based networking equipment. The company makes and sells routers,
servers, security devices, internet conferencing systems, and other networking equipment
to businesses and government agencies. Cisco also provides consulting services and
offers products for a growing array of household, industrial, medical and other gadgets
that connect to the Internet. They sell their products primarily to large enterprises and
telecommunications service providers, but also markets products designed for small
businesses. Cisco is a publically owned company, with corporate headquarters located in
San Jose, CA. They manage over 71,000 employees across the globe.
Description of Instrument
The instrument utilized in this study was a checklist. This list would compare the
best practices that was developed by the researcher (see Appendix A). The checklist was
developed after gathering information about recruitment and training aspects through the
literature review. The instrument was developed to allow the researcher to analyze the
best human resource practices on the selected Silicon Valley companies. The instrument
was designed to include qualitative data.

14. 10
A pilot study was conducted on a local technology company (Mindbody) with
similar characteristics to both selected companies. From the pilot study, the researcher
altered the instrument to best analyze what methods would better the list in regards to
recruitment and training. This was done by adding other questions to the instrument after
seeing how the pilot study developed. An additional comments section was added to the
survey for any information which would further benefit the study in other aspects.
Description of Procedures
The best practices of human resources management for Silicon Valley technology
companies were evaluated for the following organizations: Google Inc. and Cisco
Systems, Inc The instrument utilized in this study was a checklist. This list would
compare the best practices that was developed by the researcher (see Appendix A). The
research for the study took place during in a two week period in May 2016. The
researchers looked at the websites of both companies under their respected human
resource branches to find information regarding recruitment and training for potential
employees looking for information regarding company processes. Google’s main online
source was under their Google Careers page which served to educate prospective
employees. Information regarding Cisco derived from their companies “about us” page
which also directed prospective employees to job resources. At both sites the researchers
dove into the specifics of Google and Cisco procedures regarding employment.

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Chapter 3
PRESENTATION OF THE RESULTS
The purpose of this study was to investigate human resources management for
selected Silicon Valley technology companies. A best practices approach was utilized to
examine Google Inc. & Cisco Systems, Inc. This chapter includes the following sections:
pre-recruitment resources, recruitment process, decision process, and adoption into
company.
Pre-Recruitment Resources
The nature of the technology sector is competitive. This pressures applicants to
research companies to find information on their application process. With this, there is
also the need to be educated on company history, achievements, processes, and products
to be best prepared for the interview. The selected company’s websites have resources in
which potential applicants can find information about the companies.
For Google Inc., their human resources department is known as People
Operations. Google has a careers page that is central to applying for their company. There
potential applicants can search through their nine fields of work, look at various locations
of company offices, see what the hiring process is like, and search through all job
positions posted. Their website offers many specific resources to help potential applicants
learn about their company and be best prepared for applying for a position, including a
page specific to students. Google’s hiring page is broken up into three categories: apply,
interview, & decide. Each of these sections of the page give a detailed step-by-step

16. 12
explanation of how each process will go. There is even a Frequently Asked Questions
(FAQs) portion to answer any questions possible applicants may have.
Cisco Systems, Inc. has homepage for jobs and careers. Beyond the explanation
of company background, their resources include a career exploration option, a section
devoted for students at the university level, what life at Cisco is like, and a hiring page.
Each of these sections goes more in depth about how to support applicants in their search
of company processes. Very specific details and tips are given to applicants of how to
apply for positions within their company. There’s also an option to chat with a live Cisco
representative if you have questions.
Recruitment Process
For Google’s People Operations, their goal is to look for individuals who can
bring new perspectives and different life experiences to their teams. Google applications
are uploaded through a Google+ account. Applications are then reviewed by the
qualifications listed in the job description and are read by recruiters. These recruiters are
both experts in interpreting resumes and familiar with all Google jobs, not just the one the
applicant is applying for. This allows recruiters to direct candidates across the entire
company. If there’s no current match available, they’ll make note to follow up with the
applicant about future opportunities. If their recruiters find a potential match they’ll
schedule a call to learn more about the applicant’s skills and experience. There are two
types of interviews in the Google hiring process. Between each round recruiters gather
feedback from interviewers to determine the next steps. For phone/google hangout
interviews they suggest to bring questions as an opportunity to learn more about the

17. 13
potential role. These interviews last between 30 and 45 minutes. Types of questions
asked range from behavioral, hypothetical, or case-based questions that cover role-related
knowledge.
The next step is an onsite interview. These usually involve a meeting with four
current “Googlers” for 30 to 45 minutes each. Candidates from outside of engineering
should highlight 4 different areas of strength in which Google is looking for, general
cognitive ability, leadership, role related knowledge, and “googleyness.” The company
suggests that during the process applicants ask interviewers for clarification to fully
understand questions, they as well should bring questions about the team applying for &
company culture.
The goal of Ciscos Systems Inc. is to look for people who take smart risks, thrive
in diverse environments, inspire colleagues, and are committed to having an impact on
the world. The recruiting process starts with the application. After an applicant finds a
desired position through their jobs page, they apply by creating a profile. The candidate
will then receive an email confirming if they successfully applied for the position. Their
resume and profile will then be viewed by the recruitment team. For selection of
interviews, the recruitment team then reaches out to applicants if there is a match for the
desired position. When going to an onsite interview, applicants are advised to arrive 15
minutes early to check in as a visitor. Online and phone interviews also occur and happen
through a WebEx connection. Advice regarding the interviews are listed on their hiring
page and include: researching Cisco and the interviewers through online platforms,
reviewing job description, being able to apply strengths that are applicable to
employment, being able to explain resume credibility, answer relevant questions, and

18. 14
dressing to impress. Feedback is also associated with the recruitment process as well. The
final decisions are based off the feedback provided by the interview team. Depending on
the number of applicants being considered there could be a delay in receiving feedback.
Decision Process
For Google, once interviews are completed, the independent hiring committees
made up of Googlers review the candidate’s packet. In this packet includes interview
feedback and scores, resume, references, and any work samples submitted. These hiring
committees help make sure Google is holding true to their hiring standards. If a
committee recommends hire, the panel’s feedback is then added to the candidate’s packet
and sent to a senior leader. Googles screens every successful applicant before they get the
offer through their leadership. Lastly, once the senior leader approves the candidate’s
packet, it goes to an executive review for a final approval before the applicant gets their
offer.
Prior to Cisco’s offer, a background check will be conducted then the applicant
will be contacted to start the offer process. The recruitment team will call them with the
offer details and next steps. The candidate will then need to formally accept the offer
according to country of work regulations.
Adoption into Company
Google finds it important to educate employees on how to make their companies
climate more comfortable for everyone. They do this by teaching employees about
inclusive culture. Google strives to maintain an open culture often associated with startup

19. 15
companies, in which all employees feel they’re a hands-on contributor and comfortable
sharing ideas and opinions. Though Google hires people from a variety of backgrounds,
they try to reflect the global audience they serve. By fostering a fair and inclusive
climate, they aim to raise awareness around unconscious bias and foster an environment
where every employee can work well. Overall Google encourages the celebration of
diversity and inclusion. Their passion on this subject extends even more so through the
creation of employee resource groups that connect people to a network who share their
values of supporting diversity.
Cisco has a new employee orientation program which they walk through with
their hires to make them feel more comfortable before joining the company. They have
an opportunity to network with other new employees and get all pertinent questions
answered prior to their arrival at their office. After the initial training process Cisco still
offers a variety of other certifications they’ll train their employees in. Some of those
certifications included are: collaboration, network programming, operating system
software, security, IT, sales, and social media. Cisco also mentions their culture and
inclusion efforts when describing what life at Cisco is like. They have Employee
Resource Organizations which are global, virtual organizations focused on diverse
communities. Company conversation around these organizations has evolved from
joining the group "to which you associate yourself", to ones that you are actively
engaging in the community that supports employee passion and interests.

20. 16
Chapter 4
DISCUSSION AND CONCLUSIONS
This study examined the best practices in recruitment and training for Silicon
Valley technology based companies. This concluding chapter will include the following:
a discussion of the findings, limitations, conclusions based on research questions,
implications of the findings, and recommendations for future research.
Discussion
A finding of the study was that pre-recruiting resources are essential in preparing
new hires during their application process for job placement. Morton (1996) notes that
departments who hire can find employees whose skills and abilities match the
organization's needs best. When company websites offer resources prior to the
application process, applicants have the opportunity to be prepared for the desired
position, and companies can place them in the position best fit. This transparency benefits
the applicant because they have clearer steps in which they apply for employment.
Overall it helps save time to create an easier process that usually can be tedious and
delayed.
Also found was that the further ahead an employee is educated on company
processes, the more prepared they can be for it. With the competitive nature of
technology sector business, the importance of training is invaluable. Vidal-Salazar et al.
(2012) described the importance of training in companies aiming to obtain lasting

21. 17
competitive advantages. These resources offered to educate these potential employees
were seen on both company’s websites. Cisco had all the adequate information an
applicant would want, but it was complicated to navigate through their portal. For
Google, their website offered little information that’s public regarding training processes
prior to the application. As one of the world’s most well-known companies involved in
technology, they should offer more detailed insight on how their employees are trained.
This also has the opportunity to inform new hires on how training adds to the company’s
culture.
Furthermore, companies whose human resource departments offer efforts to show
inclusion and diversity add more employee value. There are more foreign-born engineers
concentrated within the Silicon Valley than any other technology sector in the United
States (Alarcon, 1999). With that being said, the efforts of companies who are doing this
are adding to their employee experience. The opportunities and advantages, as well as
some problems that can inherently come with the mixing of different people are being
addressed and recognized in ways that help create better community within these
companies.
Though this project was done to the best of the researcher’s abilities, there are still
some implied limitations that could be associated with the study. Some weaknesses could
have impacted the outcomes shown through research and analysis. The use of strictly
online sources could have limited the findings. Not all information regarding all the
processes of recruitment and training could be listed through company websites. These
websites used for research could also be biased because they originate from the
companies themselves. They control what information is being publically released, and

22. 18
would most likely only put out material that brings a good brand image. Also the
researcher only used two companies to infer the processes about the technology sector as
a whole. Other human resource branches may or may not hold similar practices or values
beyond these selected in the Silicon Valley.
Despite these limitations, this report was valuable because it contributed to the
knowledge of recruitment and training for the technology sector. The information
gathered from Google and Cisco can further enhance the sectors approach to HR
practices. The study showed how prepared applicants can appropriately placed through
pre recruitment resources. Training also shows that it can be a competitive advantage
when it comes to finding the best in the Silicon Valley. These companies that also
implement diversity programing within their offices create better sense of belong in their
corporate culture. Overall, the study results highlighted best practices in recruitment and
training which helped form recommendations for Silicon Valley companies.
Conclusion
Based on the findings of this study, the following conclusions are drawn:
1. Technology companies utilize their own websites to give prospective
applicants information regarding the employment process.
2. Company websites are valuable resources offered for potential employees in
which they can learn about hiring, and current company practices.
3. Specific training information is not as openly highlighted as recruitment
processes are.

23. 19
4. Companies look for and help promote education in the workplace regarding
diversity and inclusion.
Recommendations
Based on the conclusions of this study, the following recommendations are made:
1. Technology companies should continue to promote information regarding
their employment process through their main web portals.
2. Cisco should increase efforts to have a website that organizes information in
an easier fashion that’s more understandable to navigate.
3. Googles website should be better developed on what the training process of
their company is like to further educate potential applicants.
4. Because of the sectors variety of employment background, companies should
continue to highlight diversity and inclusion programing to better corporate
culture by creating a non-stigmatized environment.
5. Further research should inquire about retention rate of new employees and
what factors affect their experiences at their company.

24. 20
REFERENCES

25. 21
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Accounting,12(2), 102 123. doi:http://dx.doi.org/10.1108/14013380810889547

28. 24
APPENDIXES

29. 25
Appendix A
Instrument

30. 26
INSTRUMENT
1. Is company background and history available?
2. Is there any way for a potential applicant to look into how their recruitment process
works?
3. Who and how does the hiring process work, is it different by department?
4. With what should applicant be prepared for during the process?
5. Are interview questions based on finite skills, experiences, intellectual flexibility,
various?
6. How does compensation and benefits play a role in recruitment?
7. Are there training programs that each newly hired employee goes through?
8. How do new recruits get incorporated and trained on company culture and policies?
9. Do their respected HR branches have efforts to diversify workforce?
Notes: