This document relates employee recruitment, selection, and staffing at all levels to Kolb's experiential learning model. The model has been widely adopted by trainers in designing learning events. Kolb identified four stages of learning, concrete experience, observations and reflections, formation of abstract concepts and generalizations, and testing the implications of concepts in new situations. Concrete experience refers to the student's personal involvement in something and receiving feedback regarding his or her performance. For the experience to be useful, the student must be aware of what is happening. In this case, the trainer can provide suggestions. Reflective observation (RO) refers to the student's analysis and judgment of events. The student's RO allows him to retain the memory of the experience and to generate concepts and generalizations. Trainers can stimulate RO by asking questions and facilitating discussion. The student develops abstract concepts from concepts and generalizations. It allows the student to apply theory to practice. Active experimentation is the process by which the student relates theory and application by planning and implementing the application. (Truelove, 1997, p. 45) Kolb's learning cycle has implications for learning and growth, which Kaplan and Norton (2004) defined in terms of three components: human capital, organizational capital, and information capital. Human Capital refers to the training, skills and knowledge of staff. Noe, Hollenbeck, Gerhart, and Wright (2003, p. 3) define Human Capital as “an organization's employee, described in terms of training, experience, judgment, intelligence, relationships, and intuition.” Before you can develop Human Capital, you need to acquire...... half of the document ......mlJenkins, S and Curtin, P. (December 2006) Adapting job analysis methodology to improve the practice of assessment. American Journal of Evaluation. vol. 27 no. 4, 485-494Jones, G. R. (2004). Organizational theory, design and change. New Jersey: Prentice Hall.Kaplan, R.S., & Norton, D.P. (2004, February). Measuring the strategic readiness of intangible assets. Harvard Business Review, 1-13.Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. (2003). Fundamentals of human resource management. Mc Graw Hills Irwin.Singh, P. (June 2008) Job Analytics for a Changing Work Environment. Human resources management review. vol. 18, no. 2 87-99Veroamore, S. (1997). Practical training. Wiley-Blackwell.Whetzel, D. and Wheaton, G. (2007) Applied measurement: industrial psychology in human resource management. Routlege: United States.