Executive Setting Up a Formal Recruitment and Hiring Process

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Setting Up a Formal Recruitment and Hiring Process

The overall strategy will have an enormous influence on the directions on how recruitment and hiring is done in any organization. In-house recruiters (i.e. those who are employed in the organization) can always follow and pattern their practices with the best practices being done by other organizations, most particularly in the field or industry where the organization belongs or is affiliated.

Terminologies, and the jargon followed will largely differ depend on practices followed, as well as the location of the organization (i.e. local, nationwide, international). Some organizations even call the process “recruitment and selection.” But there is consensus among credentialed HR Practitioners on how to best put in place the most effective recruitment and hiring process to help accomplishing the goals of the organization. The author has also culled from his many years of experience doing HR recruitment and hiring work to suggest steps that he believes would be helpful to those interested in having formal recruitment and hiring process in place.

On the over-all, the following steps are followed when one would like to put in place a formal recruitment and hiring process:

1) First, define the strategy of the organization related to Human Resource (HR) management. This has to be done in order to define the parameters involved in the very dynamic nature of recruitment and hiring. From this strategy, the organization will have more firm ideas and answers to the “what, how, when, whom, where, why” questions most people in the organization about recruitment and hiring. People will always refer to this strategy (some people prefer to use the word “policy” instead) when they would like to clarify what the organization is trying to accomplish when it comes to its HR issues. Please note that this strategy has to come from the top-level leaders and managers of the organization, following the size. For example, if it’s a 1-man business operation, then the strategy would just come the one who runs and also owns the business. For those organizations with bigger number of employees, it is usually comes from the stockholders or stakeholders with consultation with the Chief Executive Officer or the CEO (in consultation with the other top Officers) who will define and clarify what HR strategy will be put in place.

2) There is someone who has to be responsible and to take charge for recruitment and hiring activities in the organization. Depending on the size of the organization, the person will have to be given the authority and be empowered to make decisions related recruitment and hiring. This person has to be a direct report of the CEO (if it happens to be a bigger business concern). Or we can also call him or her the Chief HR Executive in the meantime. There is no getting away from this, or else, the process will always falter and fail.

3) Assign who else will be involved in the recruitment and hiring process. This can be a standing committee of leaders and managers who are also doing other assignments on top of recruitment and hiring. Or this can be a separate group that is tasked at all times to do recruitment and hiring. From this group, the other formal steps of the recruitment and hiring process will be assigned and delegated. Depending on the HR strategy, this group (or committee) will be tasked to help the over-all leader doing recruitment and hiring (the one discussed in number “2”).

4) Come up with position descriptions for each job that exists in the company, and clarify their relation with the other positions found in the organization. Come up also with the corresponding pay grades for each position. These materials are what others refer to as the “organizational chart,” the job descriptions, and the pay scale and its different grades. This is a completely separate process that has to be completed, and beyond the scope of this article. If none exists, the author suggests, and depending on the size of the organization, the leader and manager will have to draw up something similar or recognizable to what is discussed in this part of the recruitment and hiring process.

5) From number “4” the one who is responsible and empowered to do recruitment and hiring will have to identify the vacancies, or the jobs that have not been filled up, or without incumbents.

6) Decide how the vacancies will be filled up. It’s suggested to focus first on the most critical positions that have to be filled up, most particularly those positions that are considered to be providing the continuing flow of lifeblood in the organization. There are a number of choices on how to do this, depending again on the overall HR strategy referred to in number “1.” The Chief HR Executive can decide by using in-house recruitment (i.e. making announcements to others within the organization about job vacancies if they would like to explore and apply for the job vacancies). Or by posting an advertisement, which can be online, in print, or both. Or by hiring another company (a professional recruiter) to help in coming up with the shortlist of candidates.

7) The group referred to in number “3” will then be tasked to accept applications. There is a variety of ways to do this, depending on the type of the organization. There is even a variety of doing this creatively by those with experience in doing recruitment and hiring. But the one tasked to do recruitment will have to account for all applications received. He / She will have to read, evaluate and study all applications received within a certain time frame. It’s suggested to consider candidates who are most qualified and ready to do the job at once. From these applications received, a tentative short list will be made. If recruitment is done in-house the whole time, a tentative short-list will have to be drawn up. This list will be made up of the applicants to be considered for interview.

8) The recruiter will then have to start getting in touch with the tentative shortlisted candidates. Fix a schedule for an initial interview with each one of the candidates, or even do a group interview if the recruiter has experiences doing this. Make sure by confirming (i.e. calling them, texting them, emailing them) that each candidate will show up for the interview schedule.

9) During the interview date, ask the candidates to fill up your application form if you have one (or you may just work in the meantime with the Resume given to you). Conduct the initial interview. Clarify the credentials given to you. Confirm the qualifications. Ask about availability on when to possibly start doing the job. Weed out those you think are not qualified, by making a decision on this. Put emphasis on whether the candidate has good chances of working well as a team member, given the organizational culture. Don’t promise anything yet with the candidate so that this won’t be taken against you in the future. The purpose of the initial interview is just to “get to know each other” the first time with the purpose of feeling out each other if both parties can work together in the organization.

10) The recruiter will then have to decide who among the candidates are worth taking a more serious look. Certain tools can be helpful to firm up your shortlist of candidates. Psychological testing may be conducted in-house (if there are credentialed staff people in the organization who can conduct these tests), or can be farmed out to another organization that specializes on these tests. Or the recruiter can ask the other Managers (or members of the group referred to in number “3”) to meet and interview the candidates. These will then be a series of interviews, the process of which has to be described clearly to the candidates so you will keep their interest (or they may just fly out and accept right away some opportunities they may have with other organizations) and enthusiasm.

11) Come up with a definite short list for final interview, which is usually made up of at least 2 to 3 candidates. Confirm the schedule again to make sure each one of the candidates will show up.

12) If nobody qualifies, or no one can be included in the shortlist, then the recruiter can repeat step number “6,” or study other recruitment options. The recruitment assignment can be farmed out to another company specializing on recruitment. Or announce for referrals of applicants from other employees in the organization. Or put on hold the recruitment process, and continue at a more appropriate time.

13) If there’s a strong shortlist, the recruiter can proceed with the hiring process. Make the hiring decision. This is actually done with approval and finality by the CEO (depending on the size of the organization). But the CEO will make his / her decision depending on the recommendations of the Chief HR executive and the members of the group referred to in number “3” (again, depending on the size of the organization).

14) Make a job offer. Confirm if the candidate will accept the offer. If there’s a negotiation on the compensation package, then this has to be clarified and completed first. Have the successful hiree sign a contract, if you have this in your company. Have the hiree submit the required legal documents to be able to start working with the organization. Agree on which date to start with the job.

15) Make sure the desk or place of work has been cleaned out and ready for the next employee a day or two before the start of employment. Prepare all the tools, office supplies that will be used by the new hiree.

16) Announce the name and relevant job details of the new hiree with the rest of the organization. This is to ensure that everyone has been told about changes that may be brought about by the joining of a new hiree.

17) Make sure you have someone to spend at least two hours with the new hiree on the first day of on the job. Or even spend lunch time or break time with the new hiree, as soon as possible. This can be either the direct supervisor, or even one of the other employees of the organization. He / She buddies up with the new hiree to better explain about the culture of the organization.

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