<abstract xmlns="http://www.w3.org/1999/xhtml">

<p>The selection process in any domain embraces different principles and various strategies but has the same ultimate target: acquiring the best-equipped candidates for the envisaged jobs. In Intelligence (not exclusively), the personnel selection is centered on the applicants’ skills and traits, personal and professional background, transversal expertise, or technical abilities, as well as development potential – with an outlook on further professional development. Recruitment and talent retention in the military (including Intelligence organisations) reflect the trend of civilian (un)employment. It means motivation and job attractiveness (competing with the civilian job market) are critical elements in selection and performance quality, with variables related to the characteristics of the target audience and/ or the employment’s features. This article provides an assessment of the current approach in the human capital policy in Intelligence and makes a parallel with the competing civilian organisations’ efforts to make use of the best prepared and reliable human resources.</p>
<p><bold>Disclaimer</bold>: This paper expresses the views, interpretations, and independent position of the author. It should not be regarded as an official document, nor expressing formal opinions or policies, of NATO or the HUMINT Centre of Excellence.</p>
</abstract>

The selection process in any domain embraces different principles and various strategies but has the same ultimate target: acquiring the best-equipped candidates for the envisaged jobs. In Intelligence (not exclusively), the personnel selection is centered on the applicants’ skills and traits, personal and professional background, transversal expertise, or technical abilities, as well as development potential – with an outlook on further professional development. Recruitment and talent retention in the military (including Intelligence organisations) reflect the trend of civilian (un)employment. It means motivation and job attractiveness (competing with the civilian job market) are critical elements in selection and performance quality, with variables related to the characteristics of the target audience and/ or the employment’s features. This article provides an assessment of the current approach in the human capital policy in Intelligence and makes a parallel with the competing civilian organisations’ efforts to make use of the best prepared and reliable human resources.
Disclaimer: This paper expresses the views, interpretations, and independent position of the author. It should not be regarded as an official document, nor expressing formal opinions or policies, of NATO or the HUMINT Centre of Excellence.

Considerations on the Selection Process and Professional Development in Intelligence Organizations

International conference KNOWLEDGE-BASED ORGANIZATION

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 3.0 License.

The selection process in any domain embraces different principles and various strategies but has the same ultimate target: acquiring the best-equipped...

Considerations on the Selection Process and Professional Development in Intelligence Organizations

Online veröffentlicht: 05. Juli 2022

Seitenbereich: 204 - 213

DOI: https://doi.org/10.2478/kbo-2022-0031

Schlüsselwörter
Intelligence, selection, professional development, human capital

© 2022 Alexandru Kis, published by Sciendo

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 3.0 License.

Considerations on the Selection Process and Professional Development in Intelligence Organizations

Online veröffentlicht: 05. Juli 2022

Seitenbereich: 204 - 213

DOI: https://doi.org/10.2478/kbo-2022-0031

SchlüsselwörterIntelligence, selection, professional development, human capital

© 2022 Alexandru Kis, published by Sciendo

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 3.0 License.

Schlüsselwörter
Intelligence, selection, professional development, human capital