J. Manage. Hum. Resour. (July - December 2026) 4(2): 1-5

https://doi.org/10.5281/zenodo.21584175

e-ISSN 3091-1850

ORIGINAL ARTICLE

Procedure for the Management of Recruitment and Selection of Personnel

in the Electric Company of Sancti-Spíritus

Procedimiento para la gestión del reclutamiento y selección del personal en la Empresa Eléctrica

Sancti-Spíritus

Received: 25/03/26 / Accepted: 19/04/26 / Published online: 25/07/26

Abstract

This study addresses the shortcomings identified in the recruitment

and selection process at the Sancti-Spíritus Electric Company. It

proposes a structured procedure comprising four stages and ten

steps, based on a literature review, an empirical diagnosis, and

validation through expert judgment. The procedure has potential for

adaptation and application in other companies within the electricity

sector. The study drew on theoretical methods—historical-logical,

analytical-synthetic, inductive-deductive, and

dialectical-materialist—and empirical methods such as surveys,

interviews, document review, the Delphi method, and the Ishikawa

diagram. Its application at the Central Office was associated with

favorable changes in recruitment time, profile-job fit, satisfaction

with onboarding, and staff turnover, supporting the practical

usefulness of the proposal for human resource management.

Keywords recruitment, personnel selection, human resource

management

Resumen

El presente estudio aborda las deficiencias identificadas en el

proceso de reclutamiento y selección del personal en la Empresa

Eléctrica Sancti-Spíritus. Se propone un procedimiento estructurado

en cuatro etapas y diez pasos, fundamentado en una revisión

bibliográfica, un diagnóstico empírico y la validación mediante

criterio de expertos, con potencial de adaptación y aplicación en

otras empresas del sector eléctrico. El estudio se sustentó en

métodos teóricos —histórico-lógico, analítico-sintético,

inductivo-deductivo y dialéctico-materialista— y métodos

empíricos como encuestas, entrevistas, revisión documental,

método Delphi y diagrama de Ishikawa. Su aplicación en la Oficina

Central se asoció con cambios favorables en el tiempo de

reclutamiento, el ajuste perfil-puesto, la satisfacción con la

incorporación y la rotación del personal, lo que respalda la utilidad

práctica de la propuesta para la gestión de recursos humanos.

Palabras clave reclutamiento, selección del personal, gestión de

recursos humanos.

How to cite

(2026). Procedure for the Management of Recruitment and Selection of Personnel in the Electric Company of Sancti-Spíritus.

Journal of Management and Human Resources, 4(2), 1-5. https://doi.org/10.5281/zenodo.21584175

Corresponding author

Michaela de los Ángeles de la Paz Hernández

[email protected]

iD https://orcid.org/0009-0009-9574-1082

Empresa Eléctrica Sancti-Spíritus, Cuba

MichaeladelosÁ.delaPaz

iD

delaPaz,M.delosÁ.

delaPaz,M.delosÁ.(2026).ProcedurefortheManagementofRecruitmentandSelectionofPersonnelintheElectricCompanyofSanctiSpíritus.

JournalofManagementandHumanResources,4(2),15.https://doi.org/10.5281/zenodo.21584175

J. Manage. Hum. Resour. (July - December 2026) 4(2): 1-5 2

Introduction

In the global context, current trends in human talent manage-

ment reflect the influence of digitalization, artificial intelligence,

and accelerated globalization. Reports such as Deloitte (2024) and

Mercer (2025), together with recent academic research on AI-en-

abled recruitment and selection (Hunkenschroer & Luetge, 2022),

highlight challenges related to technological change, ethical man-

agement practices, employee well-being, and the need for up-

skilling and reskilling programs. These transformations have re-

defined the role of human resources departments, which increas-

ingly participate as strategic partners in creating sustainable or-

ganizational capabilities.

These perspectives are complemented by recent research show-

ing that contemporary selection systems must combine efficiency

with fairness, transparency, and evidence-based decision-making.

Studies on person-organization fit emphasize that compatibility

between individuals and organizational contexts remains relevant,

while also warning against simplistic uses of fit in hiring decisions

(Kristof-Brown et al., 2023). Likewise, developments in machine

learning applied to personnel selection illustrate both the oppor-

tunities and the methodological precautions required when incor-

porating data-driven tools into recruitment processes (Campion &

Campion, 2023).

In Latin America, human talent management has become a key

factor in addressing economic and social volatility, and compet-

ency-based approaches have had a notable influence on recruit-

ment and selection practices in the region (Alles, 2016). In Cuba,

the evolution of people management has progressively moved

from traditional personnel administration toward more compre-

hensive approaches such as strategic human resource management

and integrated human capital management. This trajectory is re-

flected in the Cuban system of integrated human capital manage-

ment and in the organizational practices associated with the NC

3000 family of standards (Hernández Darias et al., 2011).

The evolution of recruitment and selection procedures reflects a

shift from foundational approaches focused on the objective as-

sessment of individual aptitudes to contemporary models based on

competencies and organizational strategy. Münsterberg's (1913)

early work in industrial psychology addressed the scientific study

of vocational fitness and worker selection. Later, Dunnette (1966)

systematized personnel selection and placement around the as-

sessment of individual characteristics and job requirements,

providing an important foundation for person-job matching in se-

lection practice.

Spencer and Spencer's (1993) competency model marked a

turning point by distinguishing between different levels of com-

petencies and consolidating a competency-based approach to hu-

man resource practices. This perspective has subsequently been

incorporated into widely used human resource management

frameworks, including those developed by Dessler (2021),

Chiavenato (2017), and the Cuban model of integrated human

capital management.

In Latin America, Alles (2016) operationalized the compet-

ency-based approach through practical methodologies for human

resource management. At the same time, selection research has

continued to emphasize the predictive value of structured assess-

ment techniques and the strategic character of personnel selection

(Salgado & Moscoso, 2008). More recent developments incorpor-

ate artificial intelligence, machine learning, and people analytics

into selection decisions, while stressing the need for methodolo-

gical rigor, explainability, fairness, and human oversight

(Hunkenschroer & Luetge, 2022; Campion & Campion, 2023).

In Cuba, the regulatory and methodological framework for hu-

man capital management includes the Cuban Standard NC

3000:2007 and the labor provisions established in Law No.

116/2013, Labor Code, and Decree No. 326/2014, its implement-

ing regulation. These instruments regulate core aspects of employ-

ment relations and provide the institutional context within which

recruitment and selection are managed. The model developed by

Cuesta (2005) constitutes an important Cuban methodological ref-

erence, integrating competency analysis, recruitment, evaluation,

decision-making, and subsequent integration. Studies on Cuban

human capital management have also examined the implementa-

tion of the NC 3000 family of standards and its systemic orienta-

tion (Hernández Darias et al., 2011).

In summary, the literature indicates that recruitment and selec-

tion should be understood as an integrated process whose effect-

iveness depends on the coordination of planning, attraction, as-

sessment, decision-making, induction, and follow-up. Proper ar-

ticulation of these components can improve the correspondence

between candidate characteristics and job requirements and con-

tribute to organizational effectiveness.

In the most recent international context, human talent manage-

ment has undergone profound transformations driven by digitaliz-

ation, artificial intelligence, and the increasing use of workforce

data. Deloitte (2024) and Mercer (2025) highlight the need for or-

ganizations to combine adaptability, skills development, and

people-centered management. Academic research likewise shows

the growing relevance of workforce analytics for organizational

decision-making and the institutionalization of data-informed hu-

man resource practices (McCartney & Fu, 2024; Cho et al., 2023).

These trends confirm that attracting and retaining talent is increas-

ingly linked to organizations' ability to develop flexible, transpar-

ent, and evidence-informed human resource systems.

In this context, the adoption of selection procedures based on

competencies, scientific evidence, and strategic alignment—such

as the model of Cuesta (2005) in Cuba—is particularly relevant

because it offers methodological coherence with the demands of

integrated human capital management. Consequently, this re-

search adopts Cuesta's procedure as a frame of reference due to its

conceptual, methodological, and contextual relevance, while ad-

apting it to the specific conditions identified at the Sancti-Spíritus

Electric Company.

Thus, the research gap addressed by this study lies not in the

absence of recruitment and selection models, but in the need to

translate existing competency-based and regulatory principles into

a structured procedure adapted to the specific operational condi-

tions of EESSP and capable of incorporating diagnosis, feedback,

and monitoring. This contextual adaptation constitutes the main

practical and methodological contribution of the study.

The design of a recruitment and selection procedure at the

Sancti-Spíritus Electric Company (EESSP) is also relevant to

broader challenges in the energy sector. The International Energy

Agency (2024) reports continuing workforce pressures and short-

ages of skilled personnel in energy activities, which reinforce the

strategic importance of effective attraction, selection, and devel-

opment practices for operational continuity and sustainability.

The objective of this study was to develop a procedure for man-

aging the recruitment and selection process for personnel at the

Sancti-Spíritus Electric Company, aimed at contributing to the ef-

fectiveness and efficiency of human resource management. To

this end, the theoretical and methodological foundations were ana-

lyzed, the current process within the company was characterized,

the stages and steps of the proposed procedure were documented,

and its application at the company's Central Office was assessed.

J. Manage. Hum. Resour. (July - December 2026) 4(2): 1-5 3

Methodology

The research was developed under a mixed approach, integrat-

ing theoretical and empirical methods to provide a scientific

foundation for the proposal and to assess its practical application.

Among the theoretical methods employed, the historical-logical

method was used to analyze the evolution of recruitment and se-

lection processes in Cuba and internationally. The analytical-syn-

thetic method supported the identification and integration of the

main conceptual and methodological foundations of human talent

management, while the inductive-deductive method was used to

organize the analytical categories arising from the diagnosis and

the design of the procedure.

To capture primary data and characterize the current state of the

process at EESSP, surveys were administered to workers and

managers, incorporating Likert-type scales to examine satisfaction

and perceptions related to suitability and integration. These quant-

itative data were complemented by semi-structured interviews

conducted during the diagnostic and evaluation stages. A docu-

mentary review was also carried out, including the Cuban Stand-

ard NC 3000:2007, Law No. 116/2013 (Labor Code), Decree No.

326/2014, collective agreements, and internal organizational regu-

lations relevant to recruitment and selection.

To support the theoretical and practical validation of the pro-

posed procedure, the Delphi method was applied using the judg-

ment of specialists in human resource management. The Ishikawa

diagram was used as a diagnostic tool to identify and organize the

root causes of deficiencies detected in the existing recruitment and

selection process. The different sources of evidence—survey re-

sponses, interviews, documentary information, expert judgment,

and organizational indicators—were then considered jointly

through methodological triangulation.

The quantitative evidence reported in this article is descriptive

and is based on the organizational indicators and survey results

available from the implementation process. Accordingly, percent-

age changes are interpreted as observed variations associated with

the application of the procedure and not as inferential estimates of

causal effects. The available source documentation did not

provide the information required to report inferential tests, confid-

ence intervals, or psychometric coefficients; therefore, no such

statistics are claimed in this study.

The methodological orientation is consistent with current devel-

opments in people analytics and data-informed human resource

management, which emphasize the value of organizational data

while also calling for transparency and responsible interpretation

(Cho et al., 2023; McCartney & Fu, 2024). In personnel selection

specifically, the incorporation of artificial intelligence and ma-

chine learning can support screening and decision-making, but re-

quires careful attention to validity, fairness, and ethical risks

(Hunkenschroer & Luetge, 2022; Campion & Campion, 2023).

Results and Discussion

The designed procedure comprises four stages and ten steps

that logically and sequentially integrate the actions required to op-

timize the recruitment and selection process at EESSP, beginning

with a job needs assessment, followed by the definition of the

competency profile, internal and external recruitment, candidate

pre-selection, evaluation through tests and interviews, final selec-

tion, integration into the position, initial performance evaluation,

feedback and adjustment, and concluding with monitoring and

control.

The application of the designed procedure at the Sancti-Spíritus

Electric Company (EESSP) produced observable changes in in-

dicators related to efficiency, profile-job fit, satisfaction, and staff

turnover. The findings are presented from quantitative, qualitative,

and comparative perspectives.

On the quantitative front, the organizational records reported

measurable changes after implementation of the procedure. The

average recruitment and selection cycle decreased from 40 to 30

days, equivalent to a 25% reduction. The study records also repor-

ted a 30% improvement in profile-job fit, a 20% increase in per-

ceived satisfaction with the onboarding process, and a 15% de-

crease in annual staff turnover, with the greatest reduction in crit-

ical technical areas. These figures should be interpreted descript-

ively, because the source documentation available for this article

does not include the underlying individual-level dataset or the

statistical information necessary for inferential testing. Internal

and external audit observations also indicated an improvement in

perceptions of transparency and objectivity in the revised selec-

tion workflow.

From a qualitative standpoint, the procedure was associated

with organizational changes that extended beyond the reported in-

dicators. The more systematic use of criteria for recruitment and

assessment reduced the space for informal considerations in hiring

decisions and strengthened perceptions of transparency and fair-

ness. The prioritization of interpersonal skills and ethical values

during candidate assessment was also consistent with the object-

ive of improving cultural integration and teamwork. Interview and

survey feedback from managers and workers indicated greater

confidence in the organization of the selection process.

When the EESSP experience is compared with established ap-

proaches to human resource management, several points of con-

vergence can be observed. Cuesta's (2005) model emphasizes the

integration of human resource processes and their relationship

with organizational strategy, while Spencer and Spencer (1993)

provide a competency-based foundation for defining the charac-

teristics associated with effective performance. The procedure de-

signed at EESSP preserves these principles but adapts them to the

specific sequence of diagnosis, recruitment, assessment, integra-

tion, feedback, and monitoring required by the organization.

Looking at more recent international developments, personnel

selection is increasingly influenced by artificial intelligence, ma-

chine learning, and people analytics. Research in this area shows

that data-driven tools can improve the processing and use of in-

formation in selection, while also creating challenges related to

validity, bias, transparency, and ethics (Hunkenschroer & Luetge,

2022; Campion & Campion, 2023). The EESSP proposal does not

depend on automated selection; however, its use of structured dia-

gnostic and validation tools is compatible with the broader move-

ment toward more systematic and evidence-informed human re-

source decisions.

At a more specific level, the reduction in recruitment time ob-

served at EESSP is consistent with the general objective of people

analytics and structured selection systems to improve the quality

and efficiency of human resource decisions (Downes et al., 2023;

Cho et al., 2023). The improvement reported in profile-job fit is

also conceptually consistent with contemporary fit research, al-

though fit should be evaluated carefully and should not be reduced

to subjective similarity between candidates and organizations

(Kristof-Brown et al., 2023; Billsberry & Vleugels, 2023). These

comparisons support the relevance of the procedure while avoid-

ing direct causal equivalence with findings obtained in other or-

ganizational contexts.

The main contribution of the procedure therefore lies in the

contextual integration of competency-based selection, organiza-

tional diagnosis, expert validation, feedback, and monitoring with-

in a single sequence adapted to EESSP. Rather than replacing es-

J. Manage. Hum. Resour. (July - December 2026) 4(2): 1-5

dicatorsrelatedtoefficiency,profilejobfit,satisfaction,andstaff

J. Manage. Hum. Resour. (July - December 2026) 4(2): 1-5 4

tablished selection models, the proposal operationalizes them for a

specific Cuban electricity-sector organization and incorporates

continuous adjustment mechanisms. This feature responds to cur-

rent demands for more adaptive and evidence-informed human re-

source management while maintaining consistency with the insti-

tutional context in which the company operates.

The results at the Sancti-Spíritus Electric Company (EESSP)

suggest that a structured recruitment and selection process can

contribute to organizational efficiency. The reduction in hiring

time, the reported improvement in profile-job fit, and the decrease

in employee turnover support the practical relevance of the pro-

posed approach. Because the analysis is descriptive, these findings

should be interpreted as organizational changes observed during

implementation rather than as proof of causality.

Comparing these findings with classical and contemporary ap-

proaches shows that the procedure combines competency-based

assessment with a sequential and monitored process. This is con-

sistent with the strategic view of personnel selection described by

Salgado and Moscoso (2008) and with current calls for structured,

evidence-informed selection practices. The incorporation of dia-

gnosis, feedback, and monitoring provides the EESSP proposal

with an adaptive component suited to its organizational context.

The discussion is further strengthened by recent research on the

responsible use of technology and analytics in human resource

management. Hunkenschroer and Luetge (2022) stress the ethical

challenges of AI-enabled recruiting and selection, while Campion

and Campion (2023) review the opportunities and methodological

lessons associated with machine learning in personnel selection.

Similarly, workforce analytics research emphasizes that data must

be translated into useful decisions through appropriate organiza-

tional capabilities and responsible interpretation (Downes et al.,

2023; Cho et al., 2023). These developments provide relevant fu-

ture direction for the digital enhancement of the EESSP proced-

ure.

Overall, the procedure implemented at EESSP showed favor-

able descriptive changes in efficiency, satisfaction, profile-job fit,

and retention indicators. Its consistency with the NC 3000:2007

framework, Cuban labor regulations, and the methodological ori-

entation of Cuesta (2005) support its contextual relevance. At the

same time, the absence of individual-level data and inferential

statistical analysis limits the extent to which the observed changes

can be attributed exclusively to the procedure. Future applications

should retain complete datasets, specify sampling and expert-se-

lection criteria, report instrument reliability where applicable, and

evaluate the procedure in additional organizational units and elec-

tricity-sector companies.

Conclusions

Human talent management is a determining component of or-

ganizational performance and sustainability, and recruitment and

selection are central processes for aligning people with job re-

quirements. The four-stage, ten-step procedure designed for the

Sancti-Spíritus Electric Company was applied at the Central Of-

fice and was associated with favorable descriptive changes, in-

cluding a shorter recruitment cycle, improved profile-job fit,

greater satisfaction with onboarding, lower staff turnover, and bet-

ter perceptions of transparency in the process. The proposal integ-

rates competency-based, strategic, systemic, and practical ele-

ments adapted to the Cuban organizational context.

The comparative analysis indicates that the proposal is consist-

ent with established competency-based approaches while respond-

ing to specific organizational needs at EESSP. Its main methodo-

logical contribution is the articulation of diagnosis, structured re-

cruitment and assessment, integration, feedback, and monitoring

in a single procedure adapted to the company. Its practical value

lies in providing a clearer and more systematic basis for personnel

decisions. Nevertheless, the descriptive nature of the available

evidence and the absence of individual-level data for inferential

analysis constitute limitations that should be addressed in future

applications. Further studies should evaluate the procedure in oth-

er organizational units and companies, document sampling and

validation processes in greater detail, and explore the responsible

incorporation of digital tools and people analytics.

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Conflicts of interest

The author declares that she has no conflicts of interest.

Author contribution

Conceptualization: de la Paz Hernández, M. de los Á. Data

curation: de la Paz Hernández, M. de los Á. Formal analysis: De la

Paz Hernández, M. de los Á. Research: De la Paz Hernández, M. de

los Á. Methodology: De la Paz Hernández, M. de los Á.

Supervision De la Paz Hernández, M. de los Á. Validation: De la

Paz Hernández, M. de los Á. Visualization: De la Paz Hernández,

M. de los Á. Writing the original draft: De la Paz Hernández, M. de

los Á. Writing, review and editing: De la Paz Hernández, M. de los

Á.

Data availability statement

The datasets used and/or analyzed during the current study are

available from the corresponding author on reasonable request.

Statement on the use of AI

The authors acknowledge the use of generative AI and

AI-assisted technologies to improve the readability and clarity of

the article.

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