Suncor Energy Company recruitment and selection process





Suncor Energy Company recruitment and selection process















Suncor Energy Company recruitment and selection process

Company Background

Suncor energy is a Canadian company which has focused in the development of sustainable energy (, 2015). It is a major producer of oil where its target is to have the capacity of production of a million barrels of oil per every day. It has however invested in the renewable energy sector where it has invested in wind power programs which have generated power capacity of 295 megawatts (, 2015). The company is also researching on the use of solar energy and other forms of renewable energy with the aim of reducing carbon dioxide emissions to the atmosphere. Due to its large size, the company has a large workforce which is managed by its robust human resource department. For recruitment and selection purposes, the company aims in identifying employees who are highly creative, positive, collaborative and innovative at all times (, 2015). Due to its work in the energy sector, majority of its employee work in the business and engineering fields as the two fields constitute the areas where the company is greatly involved

  • Recruitment and selection process involved in the company

Recruitment and selection process refers to how organizations fills vacancy position either by employing individuals from within the firm or employing individuals outside the firm (Catano, 2005). The recruitment and selection process is an extensive process which involves the identification of gap in knowledge skills and experience with the aim of getting the right individuals to fill such gaps. Recruitment at Suncor energy is carried out and coordinated by the Suncor recruitment team and the departments that have an open position as shown below

  1. Need assessment- this process involve the establishment on whether there is any skills needed to carryout the company processes (Catano, 2005). The departments of the organizations are tasked in identifying an open position in their department and establishing the number of the employees they require. They are then required to notify the recruitment team on the skills which they may find appropriate to fill the open position. A vacancy can either be a new vacancy or a replacement vacancy.
  2. On the basis of the job profile given by any department to the recruitment team, the team is tasked in establishing on whether an internal or external recruitment is required. Suncor energy human resource policy requires the company to give chance to internal employees to fill a position before seeking to get employees from the external sources (Heneman, 2007). In case of an internal recruitment, the position is advertised to employees using their employees’ portal and emails to ensure they have the information regarding the job opening. There is great focus by the company to inform all employees regarding an open position as employees who are not informed may cite such an action as a career discrimination (, 2015). This is against the company policy which aims for non-discrimination on the basis of gender, color, religious beliefs and disability.
  3. The implementation of external recruitment differs on whether the employees required by the firm are for a junior position or a senior position. Suncor defines a junior position as a vacant position where experience of less than two years is required. Junior position may also include the recruitment of fresh graduates who are recruited in every year with the aim of employing new talents to ensure the company has a sufficient employee tool required for implementation of its objectives. New positions whether for senior or junior are usually advertisement on the company website and on traditional and digital media (, 2015). It is hence common for the company to advertise in the newspapers and also to advertise on digital platforms such as the social media accounts regarding a new position.
  4. When the position advertised for is for junior employees, the company will receive a lot of applications and will shortlist the applicants based on their information on the resume. The company has a policy of carrying out physical interviews when the number of applicants who are shortlisted is low. However, when the number is high, it is the principle of the company to carryout telephone interviews with the aim of reaching a large pool of applicants for a short period. During the interviews, different tests such as aptitude tests are carried out with the aim of having qualified and talented individuals to fill the organization positions (, 2015). The interviews for junior position may be few or many depending on the position which is open and the urgency the new employees are required in the organization.
  5. For senior positions which require experience of two or more years, psychometric tests are usually carried out after the shortlisting of the applicants before they are exposed to the interviewing processes. The aim of such tests is to measure the communication skills and to determine whether the applicants can meet the desirable characteristics of innovativeness, creativity and being team players (, 2015). Physical interviews are then carried out by the recruitment committee members where it may be composed by members of the department with the vacant position. It is normal for employees for senior position to attend three interviews where the in the last interview, they are required to make a presentation regarding their area of specialization before an interviewing panel.
  6. The applicant then receive offer or reject emails to inform them on whether they have been successful in the recruitment process. Once one is accepted from the recruitment process, they are given the employment contractor where terms of work and remuneration are negotiated. The recruitment committee then communicates their decision to the department with the open position which is tasked in issuing an appointment letter (, 2015). The process of feeling a junior position usually takes approximately three months while the time taken to fill a senior position takes a period of five months.


The recruitment process used by Suncor Energy can be referred to as an analytical recruitment process as it involve the use tests such as the aptitude and psychometric tests for the different positions which are advertised (, 2015). It is also carried out based on a set down procedure and all employees are assed in accordance with the four aims of finding employees who are inn0vative, collaborative, positive and creative at all times (Werner, 2014). The process is structured and carried out by the recruitment team which consists of professional human resource individuals who have the ability of implementing an objective and straightforward recruitment process.

1.2. Why is the selected method used?

There are different reasons which explain why Suncor Energy Company chooses an analytical selection process rather than using an intuitive selection process. The first advantage of using an analytical method is that it helps the organization to come up with a structured procedure of recruiting and selection process which ensures that only qualified and talented individuals are employed by the company (Catano, Wiesner & Hackett, 2015). By coming up with a structured process, the hiring process is hence clear to all the stakeholders who are involved with the company operations leading to less conflicts arising from the recruitment and selection activity.  A structured procedure also makes it possible for one to validate the findings of the process as a repeat of the process is required to generate the results which were released when the process was carried out at a different time (Werner, 2014).

An analytical selection process is procedural and hence the reason it is favored due to its consistency. Its consistency makes the process uncorrupted y individuals who may wish to employ their cronies or relatives. Its consistency ensures that the recruitment committee can be able to defend the process they have used in recommending an individual to top management and the shareholders of the company (Catano, Wiesner & Hackett, 2015). Consistency also makes the recruitment work faster as one understands what they are looking for in a candidate and they have basis for making their recruitment decisions. Another reason which explains why the method is used is due to the ability of the analytical process to maintain standards. In Canada, there are indiscrimination laws which are required to be adhered to during the recruitment process. Through the use of the analytical process, it is possible for the company to comply with international labor and the Canadian labor standards (Catano, Wiesner & Hackett, 2015). This is due to the way the standards are integrated in the analytical process when coming up with the considerations which are made in making employment decisions.

1.3. Describe the validity and reliability of the selection method.

The use of the analytical selection process has been validated and reliability measured through research which has been carried out among companies of the same size with Suncor Energy Company. The research showed that there is positive correlation between employees who perform well in aptitude tests and their performance. Of the company concentrates on education qualification only, it is likely to lose the opportunity of employing new employees who are likely to be focused and talented in their field of work. Human resource experts have a similar concession that psychometric tests are ideal in disclosing the communication ability, innovativeness and the ability of employees in collaborating with other employees (Catano, Wiesner & Hackett, 2015). The success of behavioral and cognitive tests in the recruitment of qualified employees in the organizations has been tested and researched on where the company found out that employees who were employed based on the intuitive process were less productive in comparison with the employees who were employed using the analytical process.

1.4. Describe the potential advantages and disadvantages of the process

The advantages of the use of the analytical process for recruitment and placement purposes at Suncor Energy Company are shown below. They include

  1. Through the use of analytical process for recruitment and placement purposes, the company can be able to defend its recruitment decisions in case of human rights litigation (Catano, Wiesner & Hackett, 2015). The company can be able to prove its process was free and fair by validating any action and decision which was made during the recruitment process.
  2. Another advantage is that the process enables the company to employ effective employees in comparison with other process used. The analytical process requires the recruitment officers to be objective and hence the reason they are likely to employ the individuals who fit to the organization shared values and who are talented and ready to work for the organization interests (Catano, Wiesner & Hackett, 2015).
  3. The process used by the organization has also enhanced productivity as it prefers internal recruitment before considering the external recruitment (Heneman, 2007). This motivates the employees of the company to work better so that they are considered for a higher open position.

The use of the analytical methods has also some disadvantages as shown below

  1. Lack of flexibility – Due to the way the process is procedural, it may lack flexibility required in dealing with human resource changes that may arise in the organization (Heneman, 2007).
  2. Makes applicants uncomfortable – Some applicants may also be fearful with the tests implemented with the system and hence affect their comfort in being who they are in the organization (Werner, 2014).
  3. Employ individuals who do not fit to the organization culture- The organizations values are subjective in nature and hence the use of the analytical recruitment and selection process may lead to the employment of individuals who do not fit to the organization culture (Heneman, 2007).


The paper discloses the Suncor Energy organization background and its selection process that it utilizes in the employment of its employees. It has also disclosed the reason why the method is used such as consistency and maintaining of the recruitment standards. There is also an explanation on the validation and reliability of the method used. The discussion on the disadvantages of the method shows that despite the benefits the use of the analytical process will bring to the organization, there are some disadvantages such as the flexibility of the process used.















Catano, V. (2005). Recruitment and selection in Canada. Toronto: Thomson Nelson.

Catano, V., Wiesner, W., & Hackett, R.  (2015). Recruitment and Selection in Canada. 6th        Edition, Toronto, ON: Nelson

Heneman, H. (2007). Staffing organizations. Toronto: McGraw-Hill Ryerson., (2015). Students and New Grads – Careers – Suncor. [online] Available at:    [Accessed 29 Sep. 2015].

Werner, J. (2014). Human Resource Development ≠ Human Resource Management: So What Is           It?. Human Resource Development Quarterly, 25(2), pp.127-139.


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