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Candidates management, Onboarding, and Offboarding

Candidates Onboarding and Offboarding in Human Resources

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Candidates Onboarding and Offboarding in Human Resources

The following article is part of the self-preparation for the modern BVOP® Human Resources Management Professional Certification program.

This chapter explains the concept of Candidates management in the context of BVOP.

  1. Candidates management
    1. Defining job descriptions
    2. Candidates interviews
  2. Onboarding
  3. Offboarding
  4. Leaving and dismissal reasons management

Candidates management

Candidates management may include the following activities that require particular focus:

  • Defining job descriptions
  • Candidates interviews
  • Post-interview activities

Defining job descriptions

Before new candidates are processed, the job descriptions need to be clearly defined and announced with strict and precise responsibilities and desired skills from the candidates. 

The new applicants need to understand if their profiles and skill sets match the position before they wish to apply. A clear understanding of the job descriptions may prevent time waste for applicants and the organization.

Candidates interviews

Before attending an interview, the candidates need to know and understand the entire hiring process. They need to be aware of all interview stages, tasks they may have to do, and all additional information like the participants, the location, the languages used, and the required materials.

During the interview, the Business Value-Oriented People Management (BVOPPM) office representatives ensure that all discussions, test sessions, or demonstrations are relative to the position and are conducted positively and openly.

After the interview, the Business Value-Oriented People Management (BVOPPM) office representatives inform the candidates of when to expect feedback and all potential further processes.

If candidates do not match the criteria, BVOPPM office representatives share with them the reasons why they are not chosen for the position, the areas they lack skills in or specific qualities they have that do not match the organizational needs.


The organization may need to determine the characteristics, skills, behavior, and personality of the desired personnel. The Business Value-Oriented People Management (BVOPPM) office participates in defining these attributes together with other offices and makes plans for hiring needed individuals. 

The BVOPPM office representatives may participate in the following activities related to the new members of the organization:

  • Discussing job descriptions and responsibilities.
  • Providing a proper environment, tools, access to workplace, databases, products, and a tour.
  • Organizing a plan for acquiring specific skills.
  • Organizing knowledge sharing from other offices, departments, teams, or key roles.
  • Assisting in formal, informal, individual, and collective socialization.
  • Presenting and requiring specific behavior aligned with the organizational culture.
  • Presenting regular organizational events, strategies, or plans related to the new members.
  • Presenting possible paths for development and career growth inside the organization.
  • Presenting communication channels with the organizational offices.
  • Presenting the available support from human resources offices and how the members can approach representatives.
  • Presenting social packages and bonus schemes.
  • Presenting principles like proactivity, responsibility, ethics, and need for personal and professional development.
  • Establishing a strong and positive relationship with supervisors and direct managers.


Offboarding is the process of separating the employee from the organization that involves multiple planned steps.

Separation is a sensitive matter, as in some cases, it is related to negative emotions. The BVOPPM office participates fully in managing potential negative emotions from both employees and organizational sides and focuses on positive outcomes for both.

Other activities of the BVOPPM office related to the offboarding may include:

  • Analyzing the reasons for leaving or dismissal  
  • Assist in resignation or dismissal.
  • Sending off-boarding notifications to interested parties.
  • Organizing and assisting in knowledge transfers.
  • Organizing environment, tools, databases, and access resetting.
  • Organizing and conducting an exit interview.

Leaving and dismissal reasons management

The BVOPPM office maintains a list of general reasons for people leaving the organization and dismissal factors. It plans improvements in human resources strategies and participates in improving the strategies of all organizational offices.

The following issues related to chapter "Candidates management, Onboarding, and Offboarding" are included in the certification exam. The sequence of questions is presented in the table.
The data is current as of July 17, 2024, 11:34 pm

ID Issue Time Category
0 Candidates interviews 60 sec HRM
1 Defining job descriptions 60 sec HRM

Comments from the BVOP™ community on “Candidates management, Onboarding, and Offboarding”


Managing candidates involves defining job descriptions, conducting interviews, and post-interview activities. Job descriptions must be clearly defined with specific responsibilities and desired skills to avoid wasting time for both applicants and the organization.

Candidates should be familiar with the hiring process, interview stages, tasks, participants, location, languages used, and required materials before attending an interview. During the interview, BVOPPM representatives ensure that discussions, tests, or demonstrations are relevant and positive. Afterward, candidates are informed of feedback and potential further processes. If not selected, BVOPPM representatives provide reasons for the decision.

The BVOPPM office helps determine the desired characteristics of new personnel and assists in their onboarding process. This includes discussing job responsibilities, providing necessary tools and access, organizing skill acquisition and knowledge sharing, socialization, promoting organizational culture and events, presenting career growth paths and communication channels, and establishing positive relationships with supervisors. They also present principles like proactivity, responsibility, ethics, and personal/professional development, as well as available support and bonus packages.

Offboarding is the process of separating an employee from an organization. It involves planned steps to ensure a smooth transition. The BVOPPM office manages potential negative emotions and focuses on positive outcomes for both parties. They analyze the reasons for leaving, assist in resignation or dismissal, send notifications, organize knowledge transfers, reset access, and conduct exit interviews.

BVOPPM maintains a list of reasons for leaving and dismissal. It improves human resources strategies and helps other offices with their strategies.

Comments on “Candidates Onboarding and Offboarding in Human Resources”

  1. Paul R.

    Guys, this Leaving and dismissal reasons management is a real breakthrough. Nobody does it. I hope these trends, principles and practices are getting more involved in human resources, even in our organization. I will share it with acquaintances and colleagues. Greetings.

  2. Marina Lee

    The management of the employees and their professional life, processes and development is absolutely important just like the management of products and projects. If an organization is not focused on its people, project and business management oriented efforts won't help much. This section highlights very critical factors of people management. I believe they are not optional but absolutely mandatory fields. Onboarding and off boarding should be a prime duty for the entire human resources office.

  3. Benjamin Leblanc

    Many organizations collect information about why their employees are leaving. However, what happens to this data afterward and, most of all, what the organization does with the findings from the data is the question we must ask. It is easy to simulate activity with standard procedures such as exit interviews. Creating a better and productive atmosphere is the hardest but most invaluable goal and mission of any organization.

  4. BVOP

    You raise an important point about the importance of not just collecting data on why employees are leaving, but also taking action based on that data. Organizations must be willing to analyze and act on the insights gained from exit interviews and other feedback mechanisms if they hope to improve employee retention and create a more positive and productive work environment. One effective approach is to use the data to identify patterns or trends in employee turnover, and then take targeted actions to address those issues. For example, if a significant number of employees are leaving due to low pay or lack of career development opportunities, the organization might consider implementing new training and development programs or offering more competitive compensation packages. It is also important for organizations to create a culture of open communication and transparency, where employees feel comfortable sharing feedback and suggestions for improvement. By soliciting feedback from employees on a regular basis and taking action on that feedback, organizations can build trust and engagement among their workforce, which can have a significant impact on employee retention and overall business success. Ultimately, creating a positive and productive work environment requires a commitment to continuous improvement and a willingness to take action based on data and feedback. By prioritizing employee retention and engagement and investing in strategies that support those goals, organizations can create a culture that attracts and retains top talent and drives long-term success.

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