Hiring Process
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Hiring Process
Introduction
Recruitment refers to the process appointing for a vacant position and selecting the most
suitable applicants for the post regardless of their background. An organization that is active in
its employment processes harvests the benefits of increased revenue, productivity, long-term
growth and general success. To achieve all this diverse employment of the applicants should be
ensured that is, the objective is to make the race, religion as well as sex is irrelevant during the
recruitment process (Walsh, 2013). The organization should abide by the set policies concerning
hiring processes. To ensure efficiency in hiring, retention as well as ensuring consistency and
compliance in hiring process effective decisions needs to be made. As the Human Resource
Manager in my organization i recommend the following steps to be used as the guidelines to be
followed throughout the recruitment process.
Step 1: identifying the position and evaluation of the needs
Employment gives a chance to organization to line up staff expertise to achieve
set objectives and goals. Careful planning and analysis of the need will lead to hiring the
right employees for the role and team. When it is ascertained a new position is required, it is
significant to consider strategic goals of the company as well as those of the departments,
identifying upcoming changes that may influence this role (Walsh, 2013).. Besides, an analysis
of core competencies will be conducted so as to fill any gaps in core competencies that are
missing in the departments.
Lastly, is conducting a job analysis that will assist in identifying the gaps. In the event of
attrition, replacement of the role is the most logical step to fill the vacancy. In this case the
following considerations should be taken into account; firstly, evaluate if there any changes
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required in the position such changes include level of competency needed to perform the task.
Secondly, change f functions performed by the previous employee, working hours among other
changes (Walsh, 2013).
Step 2: Developing Position Description
The position description is fundamental to a successful recruitment process. It is useful to
formulate interview questions, interview evaluations as well as reference check questions. A
well-developed position description should (Caruth & Handlogten, 2013):
i. Give first impression of the organization to the candidate.
ii.
Precisely communicate responsibilities and qualifications to captivate the best-suited
candidates.
iii.
Provides a chance to communicate clearly the value proposition for the position.
iv.
It acts as documentation to assist prevention against any form of discrimination
complaints. It provides written proof that recruitment decisions were based on rational business
requirements.
v.
Enhances retention since turnover is excessive with newly appointed employees. In most
cases, employees have a tendency of being dissatisfied whenever they are discharging duties they
were not initially appointed to execute.
vi.
It makes efficient use of search engine results by ensuring job postings rank high in
candidate search results when searching on-line
vii.
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It is utilized to map to the appropriate Payroll Title
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viii.
Pinpoint tasks, workflow, and accountability, therefore enabling the department to
strategize how it will run and grow
ix.
Help in developing performance objectives
Prior to the development of the job description, the recruitment manager must identify the
following: general information, a purpose of the position, key functions, minimal requirements
and preferred qualifications. General information includes determined primary position and
payment information that help in developing the description of the job as well as classification.
Job purpose describes the functions of the department, unit, and organizational functions.
Essential job functions tell of the duties and responsibilities of a job. A position function is
considered essential when the execution of the role is the purpose for the post.
Typically, critical function occupies a crucial amount of time of the employee’s time and
requires specialized expertise to discharge. By careful recount the essential duties of the job, job
applicants will have a clear comprehension of the role and expectations for performing them.
The minimal requirements refer to qualifications or criteria that the potential candidates must
meet. Essential skills of the applicant should be relevant and relates to the duties and
responsibilities of the position. It also includes experience, core competencies such as
communications and computer skills. Preferred qualifications include skills and experience
preferred besides to minimal criteria and is typically used to narrow down the pool of applicants.
Step 3: Developing Recruitment Plan
Every job needs a documented Recruitment Plan that is accepted by the organizational
unit. A conscientious structured recruitment plan maps out the strategy for attracting and
appointing the best qualified applicant. It also assist to ensure an applicant pool will include
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Hiring Process
women and marginalized groups including veterans and individuals with disabilities as well as
ethnic groups. Furthermore, the position’s placement goals the plan contains advertising
channels to be used to attain these objectives. The recruitment procedure is usually established
by the appointing manager together with the Departmental HR Coordinator. Elements included
in recruitment plan are posting period, placement goals, advertising resources among others.
Step 4: Selecting a Search Committee
Selection committee should be formed to make certain applicants chosen for an
interview and final consideration are assessed by more than one individual to curtail the potential
for personal bias. Hiring manager will recognize a team of members who will directly and
indirectly interaction with the candidates in the course of their job. During selection at this step,
the hiring manager should make efforts to appoint a search committee that represents various
cross sections of the staff (Deckop, 2006). Appointment of committee members is an affirmative
action and compliance liaison that monitors the positive action features of the search committee.
Through this committee, underrepresented groups and women will have equal chances to serve
on search committees and special endeavors must be made to motivate participation. If the
organization or the departments lack diversity in their staff, appointing personnel outside the
organization or departments can be considered so that the perspectives of the committee are
widened. The selected panel undergoes training.
Step 5: Advertising and job posting
Active channels for advertising should be considered for posting the position so that the
pool of applicants is not restricted. The chosen media for advertising must have the ability to
reach diversified group and on time. The various advertisement channels include but not limited
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Hiring Process
to the following: social media such as Facebook, Twitter, and LinkedIn, Print Advertisement
such as newspaper, magazines among other publications. Diversity Agencies as well as resume
banks. To help identify the broadest and talented candidate pool, sourcing and outreach activities
should be engaged. Passive candidate sourcing is an activity that can be conducted throughout
this phase in the recruitment process (Taylor & O'Driscoll, 1998). The most distinguished
sources of recruitment are:
i.
Present employees where the organization informs the current employees about the
position opening before recruiting from other sources. This source is considerably cheap.
ii.
Referrals from the current employees. Reducing labor turnover in the organization
iii.
Former employees both laid off or seasonal employees.
iv.
Use of employment agencies,
v.
Recruiting college students.
Step 6: application and screening
Once the position has been posted, potential candidates will apply for the post. They
include their resumes and cover letter and other documents supporting their qualification. All the
candidates’ applications are carefully reviewed and given consideration. In case, an application
is made after the initial application period it’s considered as an expression of interest and as such
not reviewable by the search committee. It is advocated that all search committee members have
an opportunity to review all applications to make sure more than one person assesses their
qualifications and that opinion or biases are avoided (Deckop, 2006). Every board member may
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Hiring Process
give comments to each Applicant’s qualifications as they outline the minimum requirements of
the vacancy (Taylor & O'Driscoll, 1998).
Phone screen may be performed to acquire information such as availability, salary
requirements, and unique position requirements such as capability to perform shift work,
determine minimal requirements and other preparatory information to help the search committee
with their evaluation
Upon the search committee’s analysis of the applicants, the Chair evaluates all search
committee comments and creates the short list. If the short list is regarded to constitute enough
diverse applicant tools it is approved and the shortlisted candidates are contacted for an
interview.
Step 7: Conducting Interview
The interview is a significant step in the selection process. It is the chance for the
employer and probable employee to learn more about each other and substantiate information
issued by both. It allows the company to evaluate the skills and competencies of the applicants.
Therefore, Preparing for the Interview is necessary to ensure proper decisions are made during
the selection. Preparation involves developing the interview questions that will help clarify any
issues that were identified when analyzing applicants resume as well as gauge the personal
values and skills possessed by the applicant (Doepke, 2012). During interview preparations
some things determined include; submission of work sample, questions to be asked, which
interview committee member will ask a particular question and the beginning date for the job.
Method of interviewing such as the virtual interview or in-person interview may be considered.
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Hiring Process
When developing the Interview Questions, it should be ensured they are relevant to the
position and look out for information on specific expertise and capabilities to execute the job.
Interview questions based on competency are highly suggested since they allow evaluation of
applicant’s potentials to perform duties and responsibilities of the position (Doepke, 2012).
Step 8: hiring and verification process
On completing the interview process, members of the selection committee complete
evaluation tools and forward to the Committee Chair along with any interview comments. After
completion of the interview, the next process is the selection process. The selection process
ascertains the general quality of the organization’s human resource. Careful selection should be
done because wrong appointing decision may result to havoc in the body leading to high labor
turnover. Employers must ensure that tests and selection procedures are properly scrutinized for
the job and purposes for which they are utilized. The selection procedure should be job-related to
the position and its outcomes suitable for the employer's use. Examples of selection methods
may include requesting work samples and presentations (Deckop, 2006).
The selected candidates are hired, and last check i.e. verification processes are done to
ensure the employee is actually qualified for the job. Some of the things done at this stage
include looking at past job history, criminal and financial background. Reference checks
Reference checks are generally used to access the following information:
i.
Employment dates
ii. Assessment of an applicant’s assertion against the major selection criteria
iii.
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Estimates of an applicant’s job performance capabilities
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iv.
Employer’s willingness to re-hire the applicant.
Professional referees such as previous employer must be contacted to issue information
on the applicant. If a candidate fail to include professional referees and does not
have permissible rationale, this could be an indication of issues around
the applicant previous experiences. It is preferable to inquire the reasons as to why previous
employers’ details are not included.
Phone reference checks are the most successive applied utilized technique of
reference scrutinizing. This technique has a few numbers of benefits: high rate of return,
allows examination of reference by asking follow-up questions for clarification, it is not
expensive to perform and speed.
A structured strategy to scrutinize references adds value. A standardized questionnaire
that needs referees to rate the applicant’s standing on a number of position relevant features with
a descriptively anchored response format should be used.
Mandatory checks such police checks are an important part of the recruitment and selection
process. These checks must be added into the recruitment and selection process as relevant to the
organization.
Step 9: making a selection decision
It is common throughout organizations to make subjective judgments to assess an
applicant’s suitability for the role. This does not align with identified best practice. Best practice
is to use a scale to rate each assessment and then combine all ratings for each assessment activity
for each applicant throughout the recruitment and selection process to provide the basis for a
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decision. This is a good method when more than one selection technique is used. This approach
means the selection decision is more objective, removing the risk of bias or “gut feeling” which
is not backed up by evidence.
Step 10: induction and orientation
Induction/orientation facilitates a new starter’s adjustment into an organization. Effective
orientation is an investment in employee morale, productivity, and retention. Industry best
practice suggests induction/orientation should involve: conducting a structured induction process
that covers tactical and administrative issues, using a buddy system obtaining formal feedback
from new starters after a specified time in the new role monitoring and managing probation
(Caruth & Handlogten, 1997).
Step 11: Evaluation
Collecting accurate information is essential to not only understanding what is taking
place, but also to ensure correct interpretation of the facts. A gap analysis assessment tool has
been developed to provide a resource for the sector to assess recruitment and selection processes
against those defined as best practice (Caruth & Handlogten, 2013). The tool is a questionnaire
based on the following dimensions: job analysis and key selection criteria, short-listing,
interviewing and additional assessment, induction/orientation the process. This tool can help the
sector identify areas where they can improve their implementation of best practice and also
measure their improvement over a number of years through annual assessments.
Ethics in recruitment and selection process
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Hiring Process
It’s Important to consider ethics in recruitment and selection processes. Ethics refer to the
principles the acts as guideline in day to day operation of the organization in accordance with the
set corporate values. The set standards offer a wide range of organizational integrity, involving
strategy, goals and objectives of the organization, policies as well as activities. Ethical issues in
recruitment process as suggested by (Ployhart & Schneider, 2006).
i.
Streamlining has resulted in downsizing of the organization. Those employees who
are left behind often mistrust management and feel insecure about their jobs.
ii.
Organization comprises of employees who need to be respected.
iii.
Legislative requirements such as workers compensation Acts and Regulation.
iv.
Discriminatory recruitment practices that inhibit the success of women or people
from minority group as well as older applicants.
During the hiring process employers should abide by the following codes of ethic; treat all
the applicants equally, ensuring there no discrimination that might be based on race, origin,
religious or political view, gender sexual orientation. Employers should not ask the applicants to
include their photos on the resume or application letter (Ployhart & Schneider, 2006). Lastly,
when making hiring decision employer should only rely on relevant and position related
information.
On the hand, the job seekers have a role to play as far as ensuring the process of hiring is ethical.
As an applicant one must ensure the resume is very accurate, should accept and expect
employment historical verification and assume an individual obligation for publishing resume,
picture and other.
Conclusion
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Hiring Process
As it can be noted from the discussion, the process of hiring is very critical that requires
effective decision making since it is a very complex when broken down for the hiring
organization. From pre-application phase, the advertising phase, the application phase, the
preparing of interview and qualification phase, the interview phase, the verification phase, and
extending offer phase, the hiring process is very intricate, demanding and very hard on the hiring
firm. A poor recruitment and selection process increases the probability of a poor hire, and this
can have a significant impact on the organization financially and non-financially.
The financial cost of hiring a poor recruit extends beyond the costs involved in
appointing the person. It also extends to the ongoing salary costs of the person and, where a
probation period is not managed efficiently or where a position turns out to be quite different to
the position that was advertised, legal costs. A poor recruitment decision can also have a
demoralizing effect on staff as their roles may be affected while time, money and effort are spent
bringing the recruit up to standard, impacting the motivation to carry out their own roles and
possibly the productivity of the organization.
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Work Cited
Walsh, D. J. (2013). Employment law for human resource practice. Mason, OH: SouthWestern Cengage Learning.
Doepke, D. (2012). The part-timer primer: A teen's guide to surviving the hiring process
and landing your first job. Sammamish, WA: Timbrewolfe Publishing.
Deckop, J. R. (2006). Human resource management ethics. Greenwich, CT: Information
Age Pub. Inc.
Taylor, P. J., & O'Driscoll, M. P. (1998). Structured employment interviewing. Aldershot,
Hampshire, England ;Brookfield, Vt., USA: Gower.
Caruth, D. L., & Handlogten, G. D. (1997). Staffing the contemporary organization: A
guide to planning, recruiting, and selecting for human resource professionals. Westport, Conn:
Praeger.
Bechet, T. P. (2008). Strategic staffing: A comprehensive system for effective workforce
planning. New York: American Management Association.
Mayo, D., Goodrich, J., & Public Library Association. (2002). Staffing for results: A
guide to working smarter. Chicago, Ill. [u.a.: Public Library Association.
Ployhart, R. E., Schmitt, N., & Schneider, B. (2006). Staffing organizations:
Contemporary practice and theory. Mahwah, NJ: Lawrence Erlbaum Associates, Publ.
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