assignment on recruitment and selection

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4.1 The Recruitment Process

Learning objectives.

• Discuss the need for forecasting human resource needs and techniques for forecasting.
• Be able to explain the steps to an effective recruitment strategy.
• Be able to develop a job analysis and job description.

The recruitment process is an important part of human resource management (HRM). It isn’t done without proper strategic planning. Recruitment is defined as a process that provides the organization with a pool of qualified job candidates from which to choose. Before companies recruit, they must implement proper staffing plans and forecasting to determine how many people they will need. The basis of the forecast will be the annual budget of the organization and the short- to long-term plans of the organization—for example, the possibility of expansion. In addition to this, the organizational life cycle will be a factor. Organization life cycle is discussed in Chapter 2 “Developing and Implementing Strategic HRM Plans” . Forecasting is based on both internal and external factors. Internal factors include the following:

• Budget constraints
• Expected or trend of employee separations
• Production levels
• Sales increases or decreases
• Global expansion plans

External factors might include the following:

• Changes in technology
• Changes in laws
• Unemployment rates
• Shifts in population
• Shifts in urban, suburban, and rural areas
• Competition

Once the forecasting data are gathered and analyzed, the HR professional can see where gaps exist and then begin to recruit individuals with the right skills, education, and backgrounds. This section will discuss this step in HR planning.

Recruitment Strategy

Although it might seem easy, recruitment of the right talent, at the right place and at the right time, takes skill and practice, but more importantly, it takes strategic planning. In Chapter 2 “Developing and Implementing Strategic HRM Plans” , development of staffing plans is discussed. An understanding of the labor market and the factors determining the relevant aspects of the labor market is key to being strategic about your recruiting processes.

Based on this information, when a job opening occurs, the HRM professional should be ready to fill that position. Here are the aspects of developing a recruitment strategy:

• Refer to a staffing plan. This is discussed in Chapter 2 “Developing and Implementing Strategic HRM Plans” .
• Confirm the job analysis is correct through questionnaires.
• Write the job description and job specifications.
• Have a bidding system to recruit and review internal candidate qualifications for possible promotions.
• Determine the best recruitment strategies for the position.
• Implement a recruiting strategy.

The first step in the recruitment process is acknowledgment of a job opening. At this time, the manager and/or the HRM look at the job description for the job opening (assuming it isn’t a new job). We discuss how to write a job analysis and job description in Section 4.1.2 “Job Analysis and Job Descriptions” .

Assuming the job analysis and job description are ready, an organization may decide to look at internal candidates’ qualifications first. Internal candidates are people who are already working for the company. If an internal candidate meets the qualifications, this person might be encouraged to apply for the job, and the job opening may not be published. Many organizations have formal job posting procedures and bidding systems in place for internal candidates. For example, job postings may be sent to a listserv or other avenue so all employees have access to them. However, the advantage of publishing open positions to everyone in and outside the company is to ensure the organization is diverse. Diversity is discussed in Chapter 3 “Diversity and Multiculturalism” . We discuss more about internal and external candidates and bidding systems in Chapter 5 “Selection” .

Then the best recruiting strategies for the type of position are determined. For example, for a high-level executive position, it may be decided to hire an outside head-hunting firm. For an entry-level position, advertising on social networking websites might be the best strategy. Most organizations will use a variety of methods to obtain the best results. We discuss specific strategies in Section 4.3 “Recruitment Strategies” .

Another consideration is how the recruiting process will be managed under constraining circumstances such as a short deadline or a low number of applications. In addition, establishing a protocol for how applications and résumés will be processed will save time later. For example, some HRM professionals may use software such as Microsoft Excel to communicate the time line of the hiring process to key managers.

Once these tasks are accomplished, the hope is that you will have a diverse group of people to interview (called the selection process). Before this is done, though, it is important to have information to ensure the right people are recruited. This is where the job analysis and job description come in. We discuss this in Section 4.1.2 “Job Analysis and Job Descriptions” .

Job Analysis and Job Descriptions

The job analysis is a formal system developed to determine what tasks people actually perform in their jobs. The purpose of a job analysis is to ensure creation of the right fit between the job and the employee and to determine how employee performance will be assessed. A major part of the job analysis includes research, which may mean reviewing job responsibilities of current employees, researching job descriptions for similar jobs with competitors, and analyzing any new responsibilities that need to be accomplished by the person with the position. According to research by Hackman and Oldham (Hackman & Oldham, 1976), a job diagnostic survey should be used to diagnose job characteristics prior to any redesign of a job. This is discussed in Chapter 7 “Retention and Motivation” .

To start writing a job analysis, data need to be gathered and analyzed, keeping in mind Hackman and Oldham’s model. Figure 4.1 “Process for Writing the Job Analysis” shows the process of writing a job analysis. Please note, though, that a job analysis is different from a job design. Job design refers to how a job can be modified or changed to be more effective—for example, changing tasks as new technology becomes available. We discuss job design in Chapter 7 “Retention and Motivation” and Chapter 11 “Employee Assessment” .

Figure 4.1 Process for Writing the Job Analysis

The information gathered from the job analysis is used to develop both the job description and the job specifications. A job description is a list of tasks, duties, and responsibilities of a job. Job specifications , on the other hand, discuss the skills and abilities the person must have to perform the job. The two are tied together, as job descriptions are usually written to include job specifications. A job analysis must be performed first, and then based on that data, we can successfully write the job description and job specifications. Think of the analysis as “everything an employee is required and expected to do.”

Figure 4.2 Sample Job Analysis Questionnaire

This questionnaire shows how an HR professional might gather data for a job analysis. Questionnaires can be completed on paper or online.

Two types of job analyses can be performed: a task-based analysis and a competency- or skills-based analysis. A task-based analysis focuses on the duties of the job, as opposed to a competency-based analysis, which focuses on the specific knowledge and abilities an employee must have to perform the job. An example of a task-based analysis might include information on the following:

• Write performance evaluations for employees.
• Prepare reports.
• Answer incoming phone calls.
• Assist customers with product questions.
• Cold-call three customers a day.

With task job analysis, the specific tasks are listed and it is clear. With competency based, it is less clear and more objective. However, competency-based analysis might be more appropriate for specific, high-level positions. For example, a competency-based analysis might include the following:

• Able to utilize data analysis tools
• Able to work within teams

You can clearly see the difference between the two. The focus of task-based analyses is the job duties required, while the focus of competency-based analyses is on how a person can apply their skills to perform the job. One is not better than the other but is simply used for different purposes and different types of jobs. For example, a task-based analysis might be used for a receptionist, while a competency-based analysis might be used for a vice president of sales position. Consider the legal implications, however, of which job analysis is used. Because a competency-based job analysis is more subjective, it might be more difficult to tell whether someone has met the criteria.

Once you have decided if a competency-based or task-based analysis is more appropriate for the job, you can prepare to write the job analysis. Of course, this isn’t something that should be done alone. Feedback from managers should be taken into consideration to make this task useful in all levels of the organization. Organization is a key component to preparing for your job analysis. For example, will you perform an analysis on all jobs in the organization or just focus on one department? Once you have determined how you will conduct the analysis, a tool to conduct the analysis should be chosen. Most organizations use questionnaires (online or hard copy) to determine the duties of each job title. Some organizations will use face-to-face interviews to perform this task, depending on time constraints and the size of the organization. A job analysis questionnaire usually includes the following types of questions, obviously depending on the type of industry:

• Employee information such as job title, how long in position, education level, how many years of experience in the industry
• Key tasks and responsibilities
• Decision making and problem solving: this section asks employees to list situations in which problems needed to be solved and the types of decisions made or solutions provided.
• Level of contact with colleagues, managers, outside vendors, and customers
• Physical demands of the job, such as the amount of heavy lifting or ability to see, hear, or walk
• Personal abilities required to do the job—that is, personal characteristics needed to perform well in this position
• Specific skills required to do the job—for example, the ability to run a particular computer program
• Certifications to perform the job

Once all employees (or the ones you have identified) have completed the questionnaire, you can organize the data, which is helpful in creating job descriptions. If there is more than one person completing a questionnaire for one job title, the data should be combined to create one job analysis for one job title. There are a number of software packages available to help human resources perform this task, such as AutoGOJA.

Once the job analysis has been completed, it is time to write the job description and specifications, using the data you collected. Job descriptions should always include the following components:

• Job functions (the tasks the employee performs)
• Knowledge, skills, and abilities (what an employee is expected to know and be able to do, as well as personal attributes)
• Education and experience required
• Physical requirements of the job (ability to lift, see, or hear, for example)

Figure 4.3 Sample Job Description

Notice how the job description includes the job function; knowledge, skills, and abilities required to do the job; education and experience required; and the physical requirements of the job.

Once the job description has been written, obtaining approval from the hiring manager is the next step. Then the HR professional can begin to recruit for the position. Before we discuss specific recruitment strategies, we should address the law and how it relates to hiring. This is the topic of Section 4.2 “The Law and Recruitment” .

Tips to Writing a Good Job Description

Be sure to include the pertinent information:

• Duties and responsibilities
• terms of employment
• qualifications needed
• Think of the job description as a snapshot of the job.
• Communicate clearly and concisely.
• Make sure the job description is interesting to the right candidate applying for the job.
• Avoid acronyms.
• Don’t try to fit all job aspects into the job description.
• Proofread the job description.

Writing a Job Description

(click to see video)

A short video on how to write an effective job description, with examples.

Human Resource Recall

Does your current job or past job have a job description? Did it closely match the tasks you actually performed?

Key Takeaways

• The recruitment process provides the organization with a pool of qualified applicants.
• Some companies choose to hire internal candidates —that is, candidates who are already working for the organization. However, diversity is a consideration here as well.
• A job analysis is a systematic approach to determine what a person actually does in his or her job. This process might involve a questionnaire to all employees. Based on this analysis, an accurate job description and job specifications can be written. A job description lists the components of the job, while job specifications list the requirements to perform the job.

Do an Internet search for “job description.” Review three different job descriptions and then answer the following questions for each of the jobs:

• What are the job specifications?
• Are the physical demands mentioned?
• Is the job description task based or competency based?
• How might you change this job description to obtain more qualified candidates?
• Why do the five steps of the recruitment process require input from other parts of the organization? How might you handle a situation in which the employees or management are reluctant to complete a job analysis?

Hackman J. R. and Greg R. Oldham, “Motivation through the Design of Work: Test of a Theory,” Organizational Behavior and Human Performance 16, no. 2 (August 1976): 250–79.

Human Resource Management Copyright © 2016 by University of Minnesota is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

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Selection Process: 7 Steps & Best Practices To Hire Top Talent

74% of employers have hired the wrong candidate. Regrettably, it cost them an average of $17,000 per bad hire. You can reduce the possibility of this problem happening at your organization by revving up your employee selection process.

What is the selection process?

• Application
• Screening & pre-selection
• References and background check
• Job offer & contract

Importance of a strategic selection process

• Supporting long-term organizational goals : Incorporating strategic objectives into candidate selection systems puts the focus on finding individuals with the skills, experience, and mindset to carry out what the organization is aiming for currently and in the future. For example, a company that is rapidly growing or facing a merger can look for candidates with attributes such as resilience and adaptability, which indicate the ability to successfully navigate change and uncertainty.
• Creating a positive candidate experience : A structured, consistent selection process helps candidates know what to expect. You can inform them of the forthcoming steps, so they feel in the loop and gauge what’s coming next. Holding candidates’ interest and providing a positive experience can make all the difference in convincing top talent to work for you. According to a PwC study , 49% of job seekers in highly competitive fields claimed to have rejected a job offer due to a bad experience in the hiring process.
• Ensuring job and culture fit : Evaluating candidates on more than just their knowledge and specialized skills helps identify who will thrive in the position and work environment. For instance, someone with the ideal technical expertise yet prefers to work alone may not do well in an organization that functions in teams with shared tasks and constant collaboration. Starbucks provides a clear picture of its culture and values on its career page. This gives potential employees a better idea of what Starbucks would expect from them and the type of atmosphere they’d be working in. 
• Boosting employee performance and satisfaction and reducing turnover rates : Effective candidate vetting and selection produces a stronger likelihood that new hires will be the right fit, perform well, and find contentment in their positions. Not only will they be productive and contribute to business success, but they are also apt to stay with the company longer. 
• Building a competitive advantage : A thorough and strategic selection process can support an organization’s competitive advantage by bringing in the most qualified and productive employees for improved business outcomes. It also creates a better candidate experience which, in turn, improves your employer brand . This earns you a wider and higher quality applicant pool for every job opening. 

7 selection process steps

1. application, application process, advertising channels and tools.

• Online sites : Job boards, such as Indeed, and postings on social media such as LinkedIn and Facebook. 
• Company websites/career pages: If you work in HR for a large enterprise, such as Walmart in the U.S. or the NHS in Britain, many people will come directly to your site. For smaller companies, job seekers may not target your website for job announcements. However, they may refer to the website once they learn about the opening elsewhere. 
• Recruitment agencies and sites : Jobhunters may register with one or several recruitment agencies or seek out field-specific recruitment sites.
• University and college career departments : Consider holding promotion and recruitment events at local, national, or international educational institutions. In Britain, the Civil Service and armed forces host many events like this, often visiting campuses with more socially and ethnically diverse populations. 
• Word of mouth : Many people will ask their family and friends for advice on where to apply and for any leads on job openings.

Optimizing job ads

Other factors impacting the number and quality of applicants.

• External issues : These are the matters taking place outside the organization and beyond HR’s scope. Namely, the economic climate, unemployment rates, demographic trends, and social and cultural factors. 
• Industry conditions : An organization’s industry also impacts the size of its applicant pool . For instance, if you’re trying to recruit candidates with specific qualifications like teachers, law enforcement, or hospital nurses, your recruiting department’s role will be more challenging than those that hire for less specialized roles.
• Internal factors : The size of an organization and its employer brand will draw in varying numbers of applicants. Google, for example, receives around 3 million applications a year. This means that, on average, more than 400 people apply per job opening. What an organization offers in the form of pay, benefits, and opportunities for progression has a considerable impact as well .
• Sourcing strategy : The number and quality of applicants also depend on a compelling job posting and where you publish it. How informative, engaging, and widely appealing it is directly impacts who you will attract. Job adverts should always use gender-neutral and inclusive language.
• Your requirements: For example, you can also assess whether higher education is a necessity for certain positions. If it’s not, you’ll increase the number of available candidates. The recent SHRM State of the Workplace report found that 28% of HR departments are relaxing their education/degree requirements. For example, The Spectator is a widely read British weekly magazine. The publication does not require a university degree or even a CV for its internships . 

2. Screening & pre-selection

Resume screening, phone screening/chatbot.

Pre-selection or pre-employment assessments

3. interview, types of interviews, evaluating interviews.

• Situation : Have the candidate describe a particular situation they were in.
• Task: What goal was the candidate working towards?
• Action : Have the candidate describe in detail which actions they took to make the best of the situation and complete their task.
• Result: Have the candidate describe the outcome of the action and ask what the candidate learned.

4. Assessment

5. references and background check, 6. decision, 7. job offer & contract, metrics used in the selection process.

• Application completion rate : This metric shows what percentage of candidates that complete and submit an application form after accessing it. A low completion rate may mean the application form is cumbersome or has technical glitches.
• Time to fill : This measures the time it takes to hire a candidate from the moment of approving a job requisition until the candidate accepts your offer. A lengthy time to fill metric indicates a prolonged and inefficient selection process.
• 90-day and 1-year attrition : Attrition within the first three months signals a weakness in the selection process steps. The estimations of the cost of a bad hire differ between sources but are estimated to be between 50% to 200% of their annual salary. It is recommended to treat every case of 90-day attrition as a critical HR incident and analyze it closely for what went wrong. Then, you can prevent it from happening again through better communication, selection, onboarding , and management. A high first-year attrition rate can also be attributed to an inadequate selection process. 
• Candidate experience : How do candidates rate their experience in this selection process? If it is an agreeable experience for them, your process is on the right track. In addition, they will have a positive outlook on the organization whether they are hired or not. Satisfied candidates won’t be deterred from applying again in the future and will advocate for your business and employer brand.
• Selection process funnel effectiveness : Because selection goes through a funnel with multiple steps, knowing the effectiveness of the funnel helps. You don’t want 50% of your 100 applicants to pass through to the interview stage, otherwise, you’ll be interviewing too many people. Yield ratio is a recruiting metric that indicates the percentage of candidates that move from one stage of the recruitment process to the next.
• Offer acceptance rate: The offer acceptance rate is the percentage of job offers that candidates accept out of the total number of offers your organization extends. It indicates the attractiveness of the job offers and the overall effectiveness of the recruitment process in aligning with candidates’ expectations and needs.
• Quality of hire : This metric measures how well a new hire is performing after a year in their job. This is usually rated by their manager in the annual performance appraisal. If the quality of hire is consistently good, it suggests that the employee selection process works.

How to improve the recruitment and selection process: Best practices

Build a solid job intake process, strengthen hiring manager-recruiter relationships.

Standardize the selection process

• Reliable or automated screening methods
• Structured interview formats
• Use of interview guides
• Consistently applied assessments
• Established criteria and scorecards for evaluating candidates
• Thorough documentation and checklists.

Train hiring managers/decision-makers

Use a data-driven approach, continuously evaluate and improve the process, a final word, weekly update.

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Latest blog posts, recruitment and selection process: best practices & overview.

A well-designed recruitment and selection process allows organisations to both attract a wide pool of applicants and narrow the selection down until you’ve found the perfect candidate for every opening. 

In this post, we’ll explain the differences between recruitment and selection, explore why these two phases of the hiring process are so important and share the main steps that are involved. 

Key takeaways:

Recruitment and selection are two key parts of the hiring process that allow companies to find and attract the best talent.

Recruitment involves getting a job description in front of as many people as possible. Selection involves narrowing down the pool until you’re left with the best person for the role. 

The recruitment and selection process involves six main steps: creating a job description, advertising the role, screening candidates, conducting interviews, carrying out tests and assessments and selecting the successful candidate.

• 1 What is recruitment?
• 2 What is selection?
• 3 What is the difference between recruitment and selection?
• 4 Why optimal recruitment and selection is important
• 5 6 steps in the recruitment and selection process
• 6 How does recruitment and selection work in nonprofits?
• 7 Source, attract and hire candidates with Personio

What is recruitment?

Recruitment is the process that organisations use to source, attract and identify candidates for their open positions. The goal of recruitment is to gather as many suitable candidates for the role as possible (through as many fitting recruitment methods as possible). 

Broadly speaking, there are two types of recruitment: 

External recruitment: This is when recruiters search for candidates from outside of their organisation. They might do this by posting on job sites, using social media or posting job descriptions on their own career site. External recruitment can also involve contacting passive candidates — those who aren’t actively looking for work.

Internal recruitment : This involves looking for candidates who already work for the organisation in a different role. Many companies choose to advertise the job internally before opening up the search to external candidates. This can allow them to save money since it typically costs less to promote someone than to hire a new candidate. 

What is selection?

Selection is the process of assessing candidates’ qualities, expertise and experience to narrow down the pool of applicants until you’re left with the best person for the role. This process usually involves conducting interviews and using various tests and assessments to evaluate each candidate. 

Why does recruitment and selection matter?

An effective recruitment and selection process allows companies to source, attract and identify the best candidates for every open role. This can help to reduce attrition, increase productivity and even improve the company’s bottom line. 

What is the difference between recruitment and selection?

Recruitment and selection are two different stages in the hiring process. Recruitment involves getting the job description in front of as many potential candidates as possible.

Selection is about narrowing down the pool of applicants until you’re left with the strongest candidate. Here are some of the main differences between recruitment and selection: 

Why optimal recruitment and selection is important

Here are four reasons why an optimal recruitment and selection process is key to an organisation’s success: 

1. Allows you to attract the best talent

An effective recruitment process connects you with top candidates. This is particularly important when you remember that around 70% of the workforce is made up of passive candidates, who probably wouldn’t come across your job openings without active engagement from your recruitment team. 

And it’s not just about finding the right candidates: a 2019 study found that almost half of jobseekers in high-demand industries had turned down a job offer because of a poor recruitment experience. A solid recruitment and selection process can help convince top candidates that you’re the right company for them. 

2. Reduces turnover and absenteeism

When it’s done right, a strong recruitment and selection process can improve employee engagement, reduce absenteeism and even increase retention. After all, when you find the right person for a role, there’s a much better chance that they’ll perform to the best of their ability and stick around for the long term (especially if you have great employee induction practices in place). 

3. Saves your organisation money

Leaving a role sitting empty for too long can be a big drain on a company’s finances. But according to a 2017 Harris Poll, the average cost of a bad hire is almost £15,000 . This means that both recruitment (which allows companies to find candidates for each open position) and selection (which ensures they choose the right candidate) help companies to save money in the long run. 

4. Creates a level playing field

By formalising the recruitment and selection process, you can ensure that it doesn’t leave room for unconscious bias on the part of hiring managers. This gives everyone with the right skills and experience the same opportunity to land a role, regardless of their background.

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6 steps in the recruitment and selection process

The recruitment and selection process can be broken down into six key steps: 

1. Create meaningful job descriptions

The first step in the process is to put together a clear and detailed job description for each role. This is the candidate’s first introduction to the role — and often to your organisation — so it’s important to get it right.

To ensure that you only receive applications from candidates with the right skills and experience, make sure your job description is as clear as possible about your requirements for the role.

2. Advertise postings in the right places

Next, you’ll need to publish your job description . For generalist roles, you could post it on general job sites, social media platforms like LinkedIn and your company careers site. For more specialist roles, you might want to investigate more specialised job boards.

If you want to advertise the position internally, you could also publish your job description in your employee newsletter, send it out by email or even post it on a physical notice board. 

3. Screen resumes thoroughly

Next, you’ll begin screening candidates against the requirements of the role so you can eliminate those who aren’t suitable. Many companies use blind screening to assess candidates at this stage.

This is when you view CVs or applications with identifying information removed so that characteristics like the candidate’s race, age, gender or socioeconomic background don’t affect your decisions. 

4. Schedule, host and evaluate interviews

When you have narrowed down your initial pool of applicants, the next stage is usually to interview the strongest ones. An interview is an opportunity to meet the candidates and get a better understanding of their capabilities. It also allows you to determine whether they’re a good fit for your company culture .

Depending on the seniority of the position, you might conduct several rounds of interviews with various stakeholders, eliminating the weakest candidates after each round.

5. Run various tests and assessments

Next, you’ll need to determine whether the remaining candidates have the right skills and qualities for the role. Depending on the nature of the role, you might decide to use: 

Personality tests: These are designed to test a candidate’s soft skills and determine how they will behave in certain situations. 

Knowledge tests: These present candidates with specific situations or questions that assess their expertise, training and experience. 

Psychometric tests: These are designed to assess candidates’ intelligence, and usually involve solving problems within a time limit. 

Technical skills assessments: These provide an objective assessment of candidates’ technical skills, making it easy to compare one candidate to another. 

6. Select and hire your ideal candidate

The final stage is to review the candidates based on the results of their interviews and any tests or assessments they have completed. This allows you to hone down your pool until you have the best person for the job. 

At this stage, you can extend a job offer to your chosen candidate. If they accept it, you’ll sign an employment contract together and they’ll begin working for you after they’ve completed their notice period in their current role. 

Now, you can begin onboarding. Don't forget to build and run a process that keeps in mind the big-picture (like access to the right technology) with the smaller nuances (like sending an automated introduction email ).

How does recruitment and selection work in nonprofits?

Finding the right people to turn your nonprofit’s mission into reality is often one of the most difficult parts of being a nonprofit organisation, especially with the limited budgets that many tend to have to contend with. 

Because of that, nonprofits must have a recruiting system in place that makes it easy to monitor each applicant’s progress and for key stakeholders and interviewees to be able to access the information they need quickly and easily. 

Nonprofits also need to be able to track which recruitment channels are performing best, so that they can adjust their spend accordingly to the job advertisement sites that are going to give the best return on investment for their already limited budgets.

Once a nonprofit has recruited a pool of applicants, selection involves the decision-making needed to narrow down that pool and find the applicants that are both the most invested in your mission and likely to bring the most impact with their skills. Even if applicants are ultimately not hired, it is worth keeping a talent pool for volunteering or future roles.

In a nonprofit, this process may also require additional screening such as police clearance, checking that they have adequate child protection training and similar checks that will ensure the people you are helping are protected. Find out how Personio supports nonprofits here .

Source, attract and hire candidates with Personio

Recruiting and assessing candidates is a complex process that involves many different stages. Thankfully, you don’t have to manage it, or any additional HR best practice s, alone. 

With Personio, you can create, publish and manage job descriptions effortlessly, and increase your reach by posting jobs across 15+ free job boards in just a few clicks. You can also easily create tailored careers pages to show off your employer brand, and manage everything from a convenient recruitment dashboard. 

Plus, our applicant tracking system (ATS) lets you keep track of every application from every channel in one place, and save time by automating key parts of the recruitment and selection process. 

Want to learn more? Book a free demo to see Personio in action. 

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Lesson Plan: Recruitment and Selection

Description.

This lesson helps students, develop an understanding of the role of recruitment and selection as it relates to human resource management (HRM) in an organization.

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8 steps of the selection process for hiring employees

The employee selection process is the series of steps followed by a hiring team to gather necessary information for making a hiring decision. It includes stages like screening calls, in-person interviews, background checks, and job offers. This guide provides essential insights to help you develop an efficient selection process for your organization.

Content manager Keith MacKenzie and content specialist Alex Pantelakis bring their HR & employment expertise to Resources.

Let’s face it: finding and selecting a candidate for a job isn’t as cut and dried as it may initially seem. You don’t just look up and down the list of candidates and say, “Hmm, that person will do just fine.”

Instead, you have to go through numerous steps to get to the final stage of the employee selection process, right from building a hiring plan , drafting a job announcement, conducting interviews , running background checks, and sending the final offer letter, among many other steps along the way.

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If you’re like any employer, HR representative or recruiter, you probably don’t have the time to get into the nitty-gritty details of the selection process. Whether you want to hire an intern for your company, fill positions in your rapidly growing startup , build out your sales team , or grow your employee base by tenfold , there’s something here to meet your needs: a quick step-by-step guide to follow for your recruitment and selection process so you can get that new star candidate on your team.

Here are eight steps in the selection process for hiring employees and how to best go through each — if you’re interested in specific employee selection process steps, click on the table of contents below:

1. Application

The application phase in the selection process is sometimes seen as passive from the hiring team side – you just wait for candidates to respond to your job ad. However, applications can and should be selection tools, helping you sort candidates as qualified or unqualified.

How can you do this? There are two options to get started: qualifying questions and gamification.

Qualifying questions

If you’re using software to build your application forms, using qualifying questions at the beginning of your selection process should be easy. You can add two or three questions relevant to the position. The candidates must answer these questions in order to apply. For example:

• Briefly describe your experience with Excel.
• What’s the difference between content marketing and journalism?
• Can you legally work in the UK?

Some of these questions could require simple yes/no answers with the wrong answer automatically disqualifying a candidate – this is something that can also easily be done via recruitment software. Of course, automatic disqualification should be reserved only for absolute must-have skills. For example, if you’re looking for a senior designer, a disqualifying question could be “Do you have 5+ years of design experience?”

Help candidates complete your applications

Of course, you want candidates who start completing your forms to actually go all the way and submit their application. Yet, so many candidates abandon applications because it takes too long to complete them or they’re too complicated. To avoid this, here are a few things you can do to streamline this part of the selection process:

• Keep qualifying questions to a minimum and make sure they don’t require complex or long answers.
• Try applying to one of your open roles; that’s how you’ll be able to spot glitches, hurdles or lengthy applications.
• Test your application forms’ (and careers page’s ) mobile version. Many people apply via mobile so it needs to work well.

To see whether there’s an issue with your application forms, you could also track your application abandonment rate . Ideally, you’d like it to be close to 0%, so the higher that number is, the more improvements your applications need.

Gamification

Gamifying your recruitment process isn’t a new trend, but with the progress of technology, you can now use gamification tools more effectively in the selection process. Especially in the application phase, consider asking less-experienced candidates and those transitioning from different backgrounds to play online or offline games.

The reasoning behind this is that candidates who are recent graduates, or have made a career change, won’t have much relevant experience to showcase in their resumes — despite being possibly the right fit for a job. This can be a problem when you’re trying to evaluate them based on their application. By using gamified assessment methods in the that stage, you can shortlist promising people and your hiring team will have better chances of interviewing only a few truly qualified candidates.

This also gives you an opportunity to diversify your applicant pool when you find the majority of applicants that meet your required background come from a narrow subset or demographic.

There are many options to insert gamification in your selection process ; for example, an online service like benchmark.games or coding challenges , like Workable’s integrated tool HackerRank , could be useful.

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2. Resume screening

Now that you have wrapped up the application phase of the employee selection process, you have a collection of resumes or CVs to sift through and filter those deemed suitable for a screening call. What you’ll need to do now is go through resumes one by one, whether manually or software-assisted, and identify prime candidates.

This is one of the most traditional employee selection methods to move candidates to the next step by identifying and disqualifying those who don’t quite fit what you’re looking for.

There may be hundreds – in some cases, thousands – of applicants for a single job. There are numerous ways to filter resumes:

This is a practical side of the selection process; you’re looking for the background that qualifies a candidate for the position you want to fill. You’ll want to know if they have the academic knowledge or professional expertise – or both – to perform a job well.

For instance:

• If you’re looking to fill an accounting position , someone with an accounting degree yet with little to no practical work experience might be suitable for a junior-level position.
• If you’re looking for a bartender , someone who has already worked at several reputable pubs or restaurants in your area may be a good fit.
• Or, if you’re looking to fill an editorial manager position , you want to know they have the academic expertise that proves their advanced ability to think, edit, and write for school assignments, coupled with a number of years in a high-intensity media environment requiring decision-making on the fly.

You want to be careful not to stick to these parameters too rigidly; many qualified candidates may not have the traditional background for this position. Learn about how non-traditional candidates can bring as much to the table as their traditional counterparts.

Resume layout

Even something as simple as the layout of a candidate’s resume can be an indicator of how qualified they are for a position. The skill of organizing and presenting information in a clear and concise way is on full display here.

Consider the following examples of how a resume’s layout can offer a quick demonstration of a candidate’s skill set:

• If you’re looking to fill a creative position – such as graphics or web design – the resume layout can be a powerful indicator of how well they can design.
• If you’re looking to fill a sales position , the manner in which they present a resume can show you how they might be able to catch your client’s eye with important, relevant information to convert them into buyers.
• If you’re looking for a marketing copywriter , the resume shows their ability to describe things in a tight, concise and engaging manner.

Here are some original ways a resume can be presented.

On the flip side, you’re also looking for resume red flags that a candidate may not be what they present themselves to be. For instance, a resume can include obvious copy-and-pasted boilerplate text, mismatched dates, typos, embellishments or even clear fiction (such as a school that doesn’t turn up in a Google search).

Cover letter

Similarly to the resume, a candidate’s cover letter gives you an idea of who they are and what they bring to the role. You’re looking for tightly and smartly written language that clearly describes what they can bring to the position. Does the candidate:

• Describe their skills and background in a relevant way to the position being applied for?
• Show their knowledge of your company and its goals, and how they can contribute?
• Write in a professional, error-free manner that reflects their ability to communicate via email and other channels?

Intangibles

It may initially seem corny to list one’s hobbies and personal interests in a resume, but even those can be great indicators of the kind of person applying for the role. For instance:

• “Running” indicates they’re a healthy person and disciplined enough to train for 10Ks or marathons on a regular basis.
• “Volunteering” shows they’re interested in the bigger picture (i.e. your company’s mission and vision) and can have the empathy that would make them a great team member.
• “Chess” indicates an ability to process complex information in a logical/logarithmic way, an invaluable skill for a developer position

Unconscious bias

As through every step of the employee selection procedures, you want to keep your unconscious bias in check. Harvard’s Project Implicit is a great tool to help you realize where your unconscious biases lie and how strong they are. Maintain that awareness as you sift through resumes.

For example, during the selection process, watch out for potential biases including someone’s name, gender, race, age, class, and even academic background – for instance, just because someone got their MBA from a local college rather than from Harvard doesn’t necessarily make them less worthy of a candidate or their MBA degree less impressive.

If you are like many employers and recruiters, you’re also actively pursuing a D&I initiative. If you’re looking to build a gender-balanced team in a sector dominated by one gender, check out these five steps in which you can do it successfully.

This stage of the employee selection process often involves multiple parties in the hiring team, including the HR representative, the hiring manager, the recruiter, and sometimes even the direct report. Learn more about how you can work together as a team within the same platform, including adding comments, scores, and other data to each application.

If this feels like a time-consuming affair, you’re probably right. There are numerous AI tools within Workable’s software that enable you to speed up this stage of the selection process.

3. Screening call

The screening call, or phone screen, is among the initial hiring stages where recruiters shortlist applicants. The purpose of this call is to establish whether the candidate is truly interested in the job and (at least) minimally qualified to do it successfully. This way, only the best applicants will go to the next, stricter (and more expensive) hiring stages, like assessments and in-person interviews, saving your team time and money.

Schedule a phone screen

The email you’ll send to candidates to schedule a screening call is important; that’s because it may very well be your very first communication with that candidate. So this is your chance of setting the tone of your relationship with that candidate and, who knows, future employee.

In this case, you need to be straightforward and positive, giving out a professional outlook. Thank the candidate for applying to your open role and ask them if they’d like to speak with you so you can get to know them and give them details about the job. Keep it short and sweet.

Here’s our template to get you started – make sure to customize it to fit your company’s voice.

Prepare well beforehand

Without being able to see candidates face to face and connect with them or assess their body language, and with the added issues of occasional bad signal or background noise, you might find screening calls difficult to navigate. The key is to prepare thoroughly: know exactly what you’re looking for and what you want to learn about each candidate, as well as what information you’d like to convey, before you begin with the selection process.

• Write down your requirements. You probably already know the basic qualifications you’re looking for, so make a list of basic ones you’d like to check during the screening call. These might include “must be able to start work within the month” or “they should want to relocate.” It might be useful to give some thought on what you can be flexible on – for example, would you be able to convert a full-time job to part-time or agree to flexible hours?
• Read candidate resumes. This is important for two reasons: you’ll show candidates that you’re serious about their application, and you’ll be able to spot discrepancies you can ask about. For example, if candidates have a huge gap in their employment record, you might ask why that was.
• Make sure you can answer basic questions. Candidates will be evaluating your company throughout the recruitment process, just like you’ll be evaluating them. To persuade a good candidate to complete and assessment or come in for an interview, you should pitch the position and your company effectively. Do your homework about the role and refresh your knowledge of the company’s mission.

Select the right questions

The questions you’ll ask should tell you whether the candidate is suitable and interested in the role. So make sure you address both those points during the screening call (without going into too much detail in terms of skills – reserve these questions for later hiring stages.) Here are a few example questions :

• When could you start if you were offered the job?
• Would you be comfortable with 50% travel?
• How much money would you like to earn in this position?
• What did you find most interesting in the job description?
• What interests you about our company?
• Tell me about this two-year gap in your resume
• Why do you want to leave your current position?

Ask questions and listen carefully to the candidate. Determine whether their attitude suits your company and whether their answers are satisfying. Watch out for answers that may not sound genuine or contradictions with their resume or application.

4. Assessment test

Once you’ve screened candidates and sorted them out into “promising”, “maybe”, and “disqualified” groups, you want to look at the surviving candidates and further assess their ability to do the job you’re looking to fill. These assessments can take place in a multitude of forms in the selection process:

• An in-person audition for an acting position, a sales job where you request the candidate to pitch you a product, or a kitchen position where you ask them to cook something for you on the spot.
• A written or online test to test for aptitude, personality, intelligence, etc.
• A practical skills test to determine a candidate’s typing speed, data entry capabilities, memory, etc.

It should be noted that personality- and culture-based assessment tests are often debated as to their applicability in determining the success of a candidate in a certain job – not everyone agrees that a Myers-Brigg assessment test is a good thing, for instance.

However, practical skills assessments are a powerful tool to determine whether a candidate is indeed able to do a job well as they’ve claimed in previous stages of the employee selection process.

Check out our top 10 assessment tools for different focal areas, including judgment, aptitude and coding skills. Also, learn about Workable’s own assessment tools and integrations to best optimize this stage, as well as a selection of “how-tos” for assessing a candidate’s skill sets for different common positions within a company. Assessments can also be gamified, as above .

Navigate the assessment stage effectively

Timing is a consideration. You want to give candidates enough time to complete the assessment – for instance, give them 3-5 business days to complete a short test. Stay close to realistic goals that you might expect of them if they were working in your company; don’t ask them to complete a complex project in a 24-hour span, but don’t give them 20 days either.

Communication is key. Explain clearly to candidates the scope and purpose of the assessment, so they understand fully why you’re doing it. You don’t want them thinking you’re asking free work of them.

In many cases in this phase of the selection process, you aren’t just looking at a candidate’s ability to do the task at hand; you’re also looking at the way they communicate themselves leading up to, during, and after the assessment. You’ll also want to look at the way they approach the assessment, especially when it comes to creative projects such as in development and design which often require some collaboration and planning.

A follow-up interview – separate from other interviews – dedicated to this particular assessment can shed valuable insight on how candidates worked on the project and their takeaways and learnings from it.

It’s important to note the many variables associated with an assessment. It’s not necessarily enough that a candidate is able to perform the task with flying colors or seemingly unlimited creativity. You’re looking at all the ways in which they’ve gone into it; perhaps a junior developer has not completed a technical test perfectly but demonstrated great intangibles in the “good” questions they’ve asked of you or in their receptiveness to feedback and a willingness to grow and learn.

Or, perhaps a senior designer didn’t do exactly what was asked of them, but “bent the rules” a little bit and turned out an even better product in the end; and what’s more, they talked to you about their idea before going ahead and doing it.

5. In-person interviewing

You’re now deep in the selection process, having screened candidates, evaluated their skills, assessed their abilities, and created a shortlist of the most qualified people. It’s finally time to meet in person with those promising candidates and determine who’s going to be your next hire.

A good interview will help you make better hiring decisions, as you will objectively evaluate and compare candidates’ potential. But there’s more to do than the actual interview. You need to prepare yourself and the entire hiring team to make sure you ask all the right questions. More specifically, you should prepare:

• Role-specific questions , to evaluate candidates’ knowledge and experience
• Soft skills questions , to identify candidates who are good not just on paper
• Situational questions , to learn how candidates would address different scenarios and issues that may arise on the job
• Behavioral questions , to discover how candidates have previously handled professional challenges
• Career goals questions , to find candidates whose professional goals align with your business objectives
• Collaboration questions , to identify team players
• Adaptability questions , to learn which candidates are more flexible and will have a smooth transition to their new role if hired

Once you have your set of interview questions ready (and double-checked that you’re not asking anything illegal ), you can invite candidates to your offices – or schedule a video call if you’re hiring remotely. Here are a few tips to help you schedule interview with candidates more effectively:

• Schedule interviews at least two or three business days in advance. Surely, if you’ve found the perfect candidate or if you’re in a rush to close an open role, you want to speed up the process. But, calling candidates to ask them to meet on the same or next day could send the wrong message and make you look desperate. Besides, candidates might be working elsewhere, so they need to adjust their schedule. They also need some time to prepare themselves for the interview (e.g. do some research on your company, take a closer look at their assignment, etc.)
• the exact day and time of the interview, taking into consideration different time zones if you’re interviewing remote candidates
• the address of your offices along with directions on how to get there (or, instructions on how to log in to a video platform, in case of a video interview )
• the names and roles of the interviewers
• the scope of the interview (e.g. “We’ll go over your assignment” or “You’ll meet with the CEO”)
• the estimated duration of the interview

Add any other details that candidates might find useful, such as what they need to bring with them (e.g. their ID for security reasons or their portfolio) or where they can park their car. You can use a scheduling interview email template to save time; you will only need to adjust the names and dates every time you invite a candidate to your offices but the main information will stay the same.

• Offer candidates a few alternative days for the interview. Busy schedules and multiple interviews and interviewers can make the interview scheduling process very complicated. To save time and avoid back-and-forth emails or double-bookings, let candidates pick the most convenient day and time. You could either share via email your availability (highlighting your preferred three or four time slots) or share your entire calendar through a self-scheduling tool .

Before the day of the interview, make sure that all interviewers are well-prepared. For members of your hiring team with little or no experience in recruiting, consider running a mock interview; this way, they’ll feel more comfortable when they actually meet with the candidates.

Here’s a checklist that will help you conduct more effective interviews  during the selection process:

• Stick to the interview questions you have prepared; small talk with candidates or questions that are irrelevant to the job could result in biased hiring decisions.
• Ask all candidates the same set of questions in a structured way; this way, it’ll be easier to compare their answers and select the most qualified ones.
• Be prepared to answer questions from candidates , too; they’ll probably want to learn more about the team, the company goals and the employee benefits .
• Review candidates’ profile (e.g. resume, assignment, previous communication) before you meet them; you’ll refresh your memory and won’t ask things they’ve already mentioned.
• Provide interview feedback to your hiring team as soon as the interview finishes; the best hiring decisions rely on collaboration.

Keep in mind that a good interview will not only help you spot deal breakers , it will also impact the overall candidate experience . Naturally, you won’t hire every candidate you interview. But, if you come to interviews prepared, ask job-related questions and are respectful to candidates, even the ones you reject will leave with a positive impression about your company.

Want to learn more about how to organize and improve your interview process? Read our detailed guide here .

6. Background checks

Background checks reassure you that your finalists are reliable and don’t pose risks to your company. For example, employers may conduct pre-employment checks to make sure candidates have told the truth in their resumes or don’t currently do illicit drugs. In fact, there are several types of background checks including:

• Criminal records
• Credit reports
• Driving records
• Verification reports (e.g. identity, education, work history, social security number, national insurance number, etc.)

These checks are most useful in the selection process when there’s high risk involved in employing someone unsuitable in a particular job. For example, you probably wouldn’t want a convicted sex offender working at a nursing home or someone with bad credit handling your company’s finances; current drug users would be a huge safety risk as machine operators and professional drivers with extensive drunk driving records would probably not make the best hires. And so on.

So in these cases, conducting a pre-employment test would be very important (you could do background checks in other instances too, but there might not be a necessity to do so). If you’re thinking of conducting background checks , be sure to:

a. Consider legal aspects of background checks

First, some background checks are mandated by law in certain industries or roles depending on location. For example, in some jurisdictions, working in substance abuse facilities or daycare centers requires passing a criminal record check. So make sure you know the applicable regulations to order background checks as necessary.

Also, pre-employment checks are themselves regulated by law. For example, in the U.S., you need to comply with the guidelines set by the Equal Employment Opportunity Commission (EEOC) and the Fair Credit Reporting Act (FCRA). The UK has its own set of guidelines regarding background checks. Local laws in your area may also require a candidate to have an offer in hand before you can ask permission for a background check.

b. Choose a reputable and reliable background check provider

There are generally two options for conducting background checks : the full-service provider and online DIY websites. DIY websites let you do your own investigations and are cheaper, but many may not be compliant with local laws and using them to research candidates may pose legal risks.

Full-service providers, on the other hand, are usually compliant (though you should always ask for proof that they are) and can undertake the full investigation on your behalf. Look for providers and evaluate them based on compliance, costs, turnaround time and types of checks they offer.

If you’re using recruiting software like Workable, you’ll be able to access background checks straight from the system via an integrated provider, thus saving time.

c. Navigate discussions with candidates appropriately

The law in many places mandates that you ask candidates’ permission before you conduct checks in an employee selection process. So, you need to tell them that you’re thinking of looking into their past. Afterwards, you also have to inform candidates of your intention to reject them (adverse action notification) to give them time to rebut a false report. Candidates will inevitably have their own concerns and questions on the pre-employment screening. They may distrust your intentions, see this as an invasion on their personal information or believe you’re looking for reasons to reject them.

Be honest about what background checks are for. If they’re mandated by law, say so. If it’s your company’s policy for certain roles, be sure to explain how you’ll handle results: for example, let this candidate know that they’re one of your finalists (perhaps the only finalist) and you just need to reinforce your decision to hire them.

After you’ve ordered the test, it’s good to keep in touch with candidates for as long as you’re waiting for results (which can be several weeks).

For more tips on how to handle potentially awkward conversations about background checks in the selection process, see our 8 useful tips .

d. Interpret results correctly

There are a number of background check red flags you can find after you get the results of a test. Some might justify an immediate disqualification, such as if you learn that a candidate for a role as an accountant has been convicted of fraud or embezzlement.

But other results might not be as serious. For example, one candidate might have lied about where they went to school. You might decide that lying is enough to disqualify them, but that’s not necessarily the case. In these instances, it might be useful to have an open conversation with a candidate and see if they regret lying, or if they had a reason to do so. The report might even be inaccurate, so it will be fair to hear the candidate’s side of the story.

With that in mind, it’s important to understand that employment background checks should be used as one of many employee selection tools – they alone shouldn’t make the hiring decision for you. Background screening shouldn’t be used as a way to disqualify someone or reduce the number of applicants for a position. Checks are meant to reinforce a hiring decision and ensure candidates who have been selected for a job are suitable.

7. Reference checks

In the final stages of the selection process, you might want to get some references for your best candidates. This way, you’ll get feedback about their performance from people they’ve actually worked with in the past, such as former managers, former colleagues or business partners and clients.

You could ask candidates to provide contact details from former employers and coworkers. Or, you can reach out directly to people you know they used to work with. In any case, when requesting references for a candidate , it’s best to initially send an email to introduce yourself and explain why you want this information. This way, you can schedule a call where you’ll discuss in more detail.

During reference checks, you will:

• Confirm what candidates have already told you (e.g about time of employment and previous job responsibilities)
• Learn how candidates use their skills on the job
• Discover potential weaknesses or lack of practical experience
• Understand how candidates behave in the work environment (e.g. if they’re punctual, if they receive feedback well, etc.)

To obtain objective and relevant information, you need to ask targeted questions. Here are a few sample questions to ask when getting references for candidates:

• When did [Candidate_name] work at your company and what was their job title?
• What were [Candidate_name’s] main responsibilities?
• Could you mention one or two group projects [Candidate_name] was involved in? What was their role and how did they collaborate with their colleagues?
• Do you think [Candidate_name] could take on a more senior role? Why or why not?
• Given the opportunity, would you rehire [Candidate_name]?

While getting references, keep an eye out for red flags. For example, it’s not a good sign when you notice discrepancies between what the candidate mentioned during the interviews and what their former employer told you. You should also consider any negative feedback you get that shows that candidates aren’t as skilled or as reliable as they seem.

Once you’ve taken everything you learned in the selection process into account, from your own candidate evaluation to background and reference checks, you’re ready to make your hiring decision.

8. Decision and job offer

Congratulations! After a series of well-organized selection processes for recruiting new employees, you’ve finally found your perfect hire. Now it’s time to let them know you’re offering them a position at your company. The job offer process is a critical one; done right, you’ll soon welcome your new employee in the office. But, if you miss something, you might lose a great candidate and have to start the hiring process all over again.

Here are some tips that will help you streamline the job offer approval process :

• Discuss employment terms early in the selection process. Salary, bonuses and working hours are all potential dealbreakers, so it’s best to learn whether you agree with candidates on those factors before you offer them a job.
• Make an informal verbal offer. It’ll cost you time if you wait to craft a formal job offer letter before you inform candidates. You can first call them to give them the good news and get a hint as to whether they’re going to accept or reject your offer. Be sure to give the candidate the opportunity to “think on it” so they don’t feel pressured to give an answer right away.
• Read more on our guide on how to write a standout job offer letter .
• Consider using different templates per role or department. For example, check our sales job offer letter and our developer job offer letter .
• Keep HR, Finance and the CEO in the loop. A job offer process usually requires filling out paperwork, getting approvals and completing other prep work before you welcome a new hire in your offices.

If you’re using Workable, you can simplify the offer letter approval process by keeping all necessary data in one place and automating parts of the process.

When a candidate accepts the job offer a hiring cycle ends successfully .

Now what? It’s time to start preparing your new employee’s arrival. You can send them a welcome email to get them excited and plan their first day for a smooth onboarding. Before that, though, don’t forget to inform rejected candidates that they didn’t get the job; not only are they potential employees for another position down the road, but also a positive candidate experience will work miracles for your employer brand.

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Recruitment and selection – The most important HR function

• Recruitment

Recruitment is a key responsibility of the HR department. The human resource department manages various employee-related tasks, for instance, maintaining employee records, training and skill development, compensation and benefits, and more. However, the primary focus is on recruitment and selection, and retention of employees.

It is important that the right candidate is shortlisted, selected and onboarded seamlessly into the organization. The right talent that aligns with the company’s goals and culture. This ensures organizational success and reduces turnover costs.

HR ensures that the new hires not only possess the requisite skills but also fit well within the team dynamics. Additionally, HR’s expertise in compliance and legal matters ensures that the recruitment process adheres to relevant regulations, mitigating potential risks for the organization. Ultimately, effective recruitment and selection not only means filling vacant positions, but also contributing significantly to the company’s overall success and growth.

Why do we need an appropriate Recruitment and Selection process?

Recruitment is the process of attracting qualified candidates for a job role and Selection is the process of identifying and selecting the right candidate for that job.

A study by Glassdoor reveals that 60% of hiring managers say that a candidate’s cultural fit is the most important factor in the hiring decision.

The contributions of each employee play a pivotal role in the sustenance and growth of a business. Hence it is extremely important to select the right person for the job. In the same way as a square peg does not fit in a round hole, a bad hire can affect the overall business outcomes. In fact, the impact to your business when you hire the wrong candidate is often much more than not hiring a person at all!

Hence there is a need for developing a strong recruitment and selection process .

Many organizations are adopting unique methods, like Quiet Hiring , to enhance their workforce. Exploring the potential of quiet hiring in the workplace offers a promising shift in the future of recruitment. 

Your company’s professionalism reflects on the right recruitment process and portrays your organization’s maturity in attracting and hiring the right talent. An effective process helps create a talent pool proactively, thus assisting in meeting the medium-term and long-term business objectives.

Recruiting involves multiple stakeholders including senior level employees in your company and can cost a lot in terms of time and money. Hence one needs to ensure that the process is well defined and optimized to meet the needs of all stakeholders.

Enablers of a good Recruitment Process

A few things to keep in mind to enable a smooth hiring experience:

Integrate job postings with job description

Create a database of job postings and link vacancies to well defined job descriptions and skills. This makes it easier for the recruiter, the hiring manager and the candidate.

Simplify the application process

Simplify the application process to entice candidates and promote the job opportunity. A complex application process discourages most candidates. Make the application process straightforward and effectively showcase the job. Ensure compatibility across all devices, including mobiles, to provide a smooth and seamless experience. Moreover, allow candidates to register just once and apply to various positions with ease.

Display job postings on your website

Publish the jobs on the career page of your website along with postings on other social platforms. You want to be visible everywhere – especially the social sites where a majority of your prospective hires spend their time.

Manage previously submitted resumes

Old submissions often get lost. Build a database that allows easy tagging and searching. Keep track of applicants and inform them of new positions.

Enhance candidate experience

Candidate experience plays a pivotal role during talent acquisition. Whether you hire candidates or not, they will become your vocal supporters, if you can make their interview process smooth . Therefore, have an auto-generated reminder to reach out to shortlisted applicants and make sure the interviews are on time, and candidates do not have to wait much. This in turn will leave a good lasting impression on the applicants and improve their experience as well.

Streamline the applicant tracking process

Streamline each stage of your hiring process and reach out to the right candidates. Allow recruiters to accept, review and manage  the high volume of resumes and job postings at a single location, by automating the recruitment process.

Indeed Hiring Lab in 2023 stated that the average time to fill a tech position is 52 days.

Maintain touchpoints with candidates

It is important to remain in touch with candidates on a periodic basis. They may not have succeeded in the existing job position they applied for but may be suitable in the future. Keeping in touch with them often builds relationships and can reduce the time-to-hire for future recruitments both for these candidates as also their referrals.

Have a robust onboarding process

Improve day-one readiness of new hires by seamlessly onboarding new employees. Automate your onboarding process. Empower and engage new hires and set them on the right track for growth.

Maintain data on the recruitment process

To iteratively improve the recruitment and selection process , meticulously maintain data related to different parts of the process. Different recruitment metrics that you can manage include resumes received, resumes shortlisted, interviews, no-shows, offers, accepts, time-to-hire, time-to-fill and so on.

Concluding thoughts

Recruitment is not only an operational activity but a key strategic activity for the business. Selecting the right employee is an important goal for the recruitment team and establishing the correct process can enhance the experience of the Candidate , Interviewer, Hiring Manager and the HR Department. It can also help increase the effectiveness of your business.

The whole recruiting process is already being altered by technology . Everything is being digitized, from shortlisting resumes to conducting interviews to employee onboarding.

HR professionals should ensure that they follow the correct Recruitment and Selection process and attract the best workforce for their organization.

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18 thoughts on “Recruitment and selection – The most important HR function”

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Recruiting and hiring talent is one of the most important HR functions. Every employee comes to work with a unique set of abilities, needs, and expectations, yet they all need to pull together to drive success. Employee management is also done by hr manager of a company. Thanks for sharing this post.

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Recruitment and selection

DEFINITIONS

Recruitment is defined as, “a process to discover the sources of manpower to meet the requirements of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient workforce.” Edwin B. Flippo defined recruitment as “the process of searching for prospective employees and stimulating them to apply for jobs in the organization.” Recruitment is a ‘linking function’-joining together those with jobs to fill and those seeking jobs. It is a ‘joining process’ in that it tries to bring together job seekers and employer with a view to encourage the former to apply for a job with the latter.

Recruitment and selection Policy of Robi company

As we know, Recruitment refers to the process of finding possible candidates for a job or function, usually undertaken by recruiters . It also may be undertaken by an employment agency or a member of staff at the business or organization looking for recruits. And Selection is a process by which candidates employment are divided in to two classes those who will be offered employment and those who will not.

Recruitment and selection is one of the most important for every employee. Cause by this company makes a person as the member of it. There is a general process of recruitment and selection that a company should follow. In Bangladesh perspective many company does not follow any specific process for recruitment and selection. There are lots of limitations a company face in case of recruitment and selection process. But the recruitment and selection process must be developed, modern and fair.

In ROBI recruitment and selection is done by a specific process and which is very much modern. It starts with the manpower requisition and end with appointment. And after that ROBI arrange various types of training and development program for the employees to develop their skill. In true sense ROBI follow a developed recruitment process for selecting right people in right place.

            Role of Human Resources in Recruitment & Selection Process:

In recruitment and selection process the main role is played by HR division. The process is start with manpower requisition and end with appointment.

When there is a need of manpower, the required department send the manpower requisition to HR consist the approval of MD.  Then HR starts the process. The process include some step or task that done by a sequential order. First step is manpower requisition. When the requisition comes HR starts sorting suitable CVs for that post. After sorting of CV the second step starts. The second step is written exam.

When a candidate passed the written exam then he or she gets call for interview. Generally the candidates have to face one interview but sometimes they have to face two interviews. After interview a candidate is selected by the interviewers. Then the selected candidate has to go for medical check up. Last of all he gets the appointment.

This is the procedure that ROBI HR follow to recruit people. Actually in ROBI the recruitment and selection is totally control by HR Division. HR Division makes the policy for recruitment and selection and also takes decision sometimes that a department required manpower. When the requisition comes HR starts the process.

HR also supervise that Recruitment and Selection are not simply mechanisms for filling vacancies rather they are viewed as the key factor for suitable placements.

For a better recruitment and selection process HR arrange done some task like

• Collecting suitable and better CVs
• Arranging written exam
• Arranging interviews
• Ensure medical tests
• Appointment letter and others

Basic Rule of Recruitment in ROBI

For recruitment ROBI HR follow some rules. These rules are set up by HR for better recruitment and selection. The rules are

• ROBI Recruitment is to hire the right kind of people at the right place selecting them through an effective process from a pool of candidates in the job market. Effective recruitment shall ensure the competency and high quality performance of the whole organization.
• Axiata (Bangladesh) Limited (ROBI) Recruitment does not allow any favor or preferential treatment to any one.
• No one who is below 18 years of age can be hired as an employee for ROBI on regular, contract or temporary status.
• Under no circumstances a regular or contract employee of any other organization is allowed to undertake regular or long-term contract employment in ROBI.
• The employment status can be changed from regular to contract or vice versa depending on the situation arising from Company need or a situation that arises on the ground of performance.

The Process of recruitment and selection at ROBI is consisting of number of sequential steps.  The following picture can show the process very clearly:

Figure: Recruitment & Selection Process at ROBI.

Recruitment Sources

First and foremost step of recruitment is collecting CVs from sources. There are two sources of recruitment:

• Internal source (within the organization)
• The external job market.

Internal Sources

For encouraging the internal candidate, job vacancies in ROBI may be advertised through internal notices to all Axiata (Bangladesh) Ltd (ROBI) employees. Recruitment from the internal source may be through Promotion or delegating individuals with new assignments.

In the case of internal sourcing, HR along with the concerned Division/Department will identify prospective candidates on the basis of Individual Capability matching with Competency/Role Profile and will conduct appropriate tests to select the most suited person. In internal source ROBI consider mainly three types of employees:

• Contractual

Contractual employees are those who are working in a contact of six months or one year. And part-time employees are those who work in Call Center. And also interns, after completing their internship and completing their graduation can apply for job.

External Source:

In short external sources mean collecting CVs from outside. ROBI collect a lot of CVs from outside. Recruitment from external sources will be through

• Executive search – for Senior Managers and Above Positions.
• Advertisements    – for managers and below positions.

The CVs are collect by following ways:

Advertisement

• Internet Job Sites

Employee Reference

Universities

• Career Fair or Job Fair

CV Box of ROBI HR:

   There is a Box for CV in ROBI HR. In that box anyone can drop his or her CV in anytime.From this CV Box HR sort out suitable CVs for the required position. This box is open for everyone who wants to drop their CV. Almost everyday this box get full of CVs. It contains about five hundreds of CVs. By this way ROBI HR collect a lot of CVs for job.

Advertisement is a well known and world wide accepted source of recruitment. Like other company ROBI also use this source for recruitment. The main rules for advertisement in ROBI are Newspaper Advertisement will be posted on the national dailies (maximum two). Advertisement texts must be in the prescribed and approved format of ROBI.

Internet advertisement is another new source of Recruitment. Now a day every employee has a website and they collect CVs by internet. Ever there is lots of job website and company can send advertisement over there.

Like other company ROBI also give advertisement over net. Generally ROBI gives advertisement in www.bdjobs.com. The interested candidates whose profiles match with the requirement can apply for job over the net. By this way ROBI gets many CVs.

Employee Referrals may be collected through circulation of advertisement to all employees. ROBI consider employees reference because it got some advantage,

The internal employees know how to do the work so he can easily understand who can do the work.

If an employee refer someone that means he knows about him better and that helpful for the company because ROBI believes employees cannot be harmful for company.

Universities are big sources of recruitment. There are many public as well as privet universities send CVs for job. When students completed their courses, universities send their CVs to ROBI for internship. And sometimes they send CVs for job also.

Career or Job Fair

This is another big source of recruitment. By participating in fair or sponsoring fair ROBI gets a lot of CVs. ROBI participate in many fair like

• IBA Fair 2006
• ROBI Career Fair 2007

Between them ROBI was the main sponsor of ROBI Career Fair 2007 in which the author (myself) got chance to participate. This fair was arranged by Dhaka University Finance Department and ROBI was the main sponsor of it. It was a grand branding for ROBI as well as ROBI got a lot of suitable candidate’s CV.

This is a great success for ROBI. Almost three thousands of CVs was in ROBI box when the fair over. The main theme of the fair was to encourage student to come to ROBI and drop CV in for job in ROBI. By this way ROBI HR collect CVS for job.

Other Sources:

Depending on the circumstances professional employment agencies, notice boards of technical universities like BUET/ KUET/ CUET/ RUET, other universities like IBA, NSU etc., and journals may be chosen for attracting applicants against job opening

Screening of Candidates

Following publication of Job Vacancy, concerned Divisional/ Department Head and HR Division will scrutinize the applications and short list candidates for inviting to oral interviews or written tests where applicable.

When screening the following criteria will be followed:

• For the Executive position, candidate must be at least graduate (from ROBI preferred universities)
• For Executive and above, candidate must have at least 2 nd class in all academic level. However, in case of competent candidates with strong experience in the relevant field such educational qualification may be relaxed.
• For Non-Executive permanent employees, minimum educational requirement is SSC.
• For Non-Executive contractual employees, candidate must be of class eight pass.

Written Exam

For every job ROBI HR arrange a written exam for candidates. The written exam is must for each and every candidate.

The written exam is called “General Ability & Psychometric Test”.  It contain two parts,

• G eneral Ability

In this section, the general ability of the candidate have been checked.

• Psychometric Test

This is one kind of physiological test by which the behavioral sides of candidates have been checked.

This is the way of written exam that taken by ROBI for job. It is a very important and useful way to find our good candidate from the all kind of candidate.

Oral Interview

For the oral interview, competency based structured interview will be conducted. The standard Interview Assessment Form along with probing questions will be supplied by HR Division.

Position specific structured interview with necessary Proving Questions and Assessment Form can also be developed/ used.

The oral interview may take place in different phases according to the decision of HR Division and concerned Division/ Department and on the basis of Position:

• Preliminary Interview:

Conducted by the respective immediate Manager, another member from cross functional area & HR.

• Second Interview or Final Interview:

Conducted by next level managers along with the respective Divisional/ Departmental Head..

• Interview of Key Position:

If the recruitment is for any key position/ AGM or above level a final interview must be conducted with the Managing Director.

Sometimes one interview makes the final result and sometimes there is two or three interview.

Interviews are arrange by HR. HR arrange interview for every post even for a tea boy and for a driver.

Generally these interviews are held in HR floor of ROBI. There is a separate room for interview.

These interviews are generally taken by managers of the required division and there must be an HR person in that interview. In interview the interviewer find out the fact candidate behavior as well as the ability of the candidate. Interviews also test the intelligence and smartness of the candidate.

Pre-interview Form

Before the interview the candidates will be asked for filling up the pre-interview Form (Appendix-RP-3), which will include all necessary information related to the candidates.

A Pre-Employment Form generally contain the following

Personal Information

• Father’s Name
• Mother’s name
• Permanent address
• Present address
• Date of birth
• Contact number
• Educational Background
• Job experience
• Practical Test

ROBI take some practical for the technical candidates. Basically technicians have to face this test. This test is called “tower Test”.

Tower Test is a practical test. In this test the candidates have to claimed up a technical tower which is twenty fit high. The reason of this exam, is to find is the candidates is able to claimed up a seventy five fit tower or may be more then seventy five fit tower.

This interview is generally taken by technical people. They find out about the technician can do that or not. They also ask questions about and select candidates who is suitable for the post.

Final Selection

From the interview some suitable candidates comes out. Once the final incumbent is selected, HR Division (Compensation & Benefit) will initiate the compensation Plan and will make offer/ process the appointment formalities. This time HR discuss about few things like:

• Terms and condition of company
• Salary and benefit
• Joinin Final Approval

Like the requisition for appointing candidate the approval of MD is needed. This time HR sends the approval to MD that these candidates are selected in interview for this position and they are going to appoint these candidates for the post.

Medical Test

When the MD approved the appointment of the candidate HR call the candidate for a medical check up. The candidates have to collect a letter for medical from HR and go for the medical test. The selected candidate must undergo a medical check up and subject to satisfactory medical report formal appointment letter will be issued.

Reference Checks

When a canidate is selected for the job, his or her given reference has been checked by HR. Reference check may be conducted by HR Division upon acceptance of offer. Subject to satisfactory response joining will be accepted

Appointment or Offer Letter

At last the after the medical test and reference checked, the offer letter for the candidate has been issued. After that the candidate gets the call that he or she has been appointed and he or she has to collect the letter from HR.

Acceptance of Offer Letter & Joining Procedure

The joining also has some procedure. In time of joining at first the candidates have accept the offer letter by signing it. Then he or she has to fill up some forms like,

–       HRIS form

–       ID Card form

–       Declaration

When all this formalities are over the candidate will become one of the member of Axiata and start working as an employee of ROBI.

Recruitment Cycle

Human Resources Division will take maximum 50 days to complete a recruitment process. The break down of the 50 days as follows:

Recruitment for Internship

Internship is one of the parts of graduation for student. In case of Bachelor of Business Administration and Master of Business Administration, it is an obligatory. For this reason Universities send CVs of student to ROBI for internship.

Recruitment of interns just like the recruitment of contractual. The candidates have to face the interview and if they get selected then they will appoint as intern. Generally for internship ROBI ask for CVs to the reputed Universities like Dhaka University, North South University and East West University etc.

The requisition for interns is send by the departmental head or the employee who need intern. When requisition comes HR sort CVs and then arrange interview.

 Reference :

*Robi customer care

*http://robi.com.bd/

Human Resource Management of Dhaka Bank Limited

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Unit 8: Recruitment and Selection - Assignment 2(Distinction Example)

Subject: Business and finance

Age range: 16+

Resource type: Assessment and revision

Last updated

23 March 2024

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This essay is for Unit 8: Recruitment and Selection Assignment 2. This work covers all of the criteria required to achieve distinction (please have a look at the previews). I have had this module SV’d on numerous occasions, with work that follows the same structure as featured in this distinction example. Please note downloads are in a PDF format.

Criteria covered: ** B.P3 Prepare appropriate documentation for use in selection and recruitment activities. B.P4 Participate in the selection interviews, as an interviewer and interviewee. C.P5 Complete a SWOT analysis on your performance in the interviewing activities. C.P6 Prepare a personal skills development plan for future interview situations. B.M2 In recruitment interviews, demonstrate analytical responses and questioning to allow assessment of skills and knowledge. C.M3 Analyse the results of the process and how your skills development will contribute to your future success. B.D2 Evaluate how well the documents prepared and participation in the interview activities supported the process for a job offer. C.D3 Evaluate how well the recruitment and selection process complied with best practice, drawing reasoned conclusions as to how it will support your future career.

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Unit 8: Recruitment and Selection - Assignment 1 and 2

This contains distinction examples for both assignment 1 and assignment 2 for Unit 8: Recruitment and Selection. The documents covers the following criteria: Assignment 1 Criteria covered: A.P1: Explain how a large business recruits and selects giving reasons for their processes. A.P2: Explain how and why a business adheres to recruitment processes which are ethical and comply with current employment law. A.M1: Analyse the different recruitment methods used in a selected business. A.D1: Evaluate the recruitment processes used and how they contribute to the success of the selected busines**s. Assignment 2 B.P3 Prepare appropriate documentation for use in selection and recruitment activities. B.P4 Participate in the selection interviews, as an interviewer and interviewee. C.P5 Complete a SWOT analysis on your performance in the interviewing activities. C.P6 Prepare a personal skills development plan for future interview situations. B.M2 In recruitment interviews, demonstrate analytical responses and questioning to allow assessment of skills and knowledge. C.M3 Analyse the results of the process and how your skills development will contribute to your future success. B.D2 Evaluate how well the documents prepared and participation in the interview activities supported the process for a job offer. C.D3 Evaluate how well the recruitment and selection process complied with best practice, drawing reasoned conclusions as to how it will support your future career.

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Career Opportunities with Sundance Institute

A great place to work.

Current job opportunities are posted here as they become available.

We are currently able to operate in the following states: AZ, CA, CO, CT, FL, GA, IL, IN, LA, MA, MI, MT, NE, NJ, NY, OH, OR, PA, TX, UT, VA, WA, and the District of Columbia.

Festival Coordinator, Recruiting

POSITION OVERVIEW

The Festival Coordinator, Recruiting, is charged with facilitating the recruitment and hiring process for Sundance Institute employees, in order to help bring the annual Sundance Film Festival to life. The Coordinator will also serve as a first point of contact for prospective employees and new hires, representing the Institute, facilitating onboarding, and helping to create a positive and inclusive employee experience.

Working closely under the Manager, Talent, the Coordinator must be committed to growing and empowering a more inclusive community within our organization through equitable hiring practices that support the Institute's initiatives and goals.

This temporary position works part time (20 hours per week) from Monday, September 30, 2024 through Tuesday, January 28, 2025 and may be required to work extended hours, including some evenings, weekends, and holidays to meet key deadlines and respond to on-call needs as assigned. This is a fully remote position that does not require any onsite work duties.

Top priorities include but are not limited to�

Driving the full cycle recruitment process, including sourcing, assessing, and interviewing all while fostering strong candidate relationships through all communications.

Working collaboratively with Institute departments to recruit qualified candidates by guiding and consulting on recruitment processes

Ensuring job descriptions are aligned to job titles, clearly written, legally compliant, and inclusive to attract top talent.

Supporting new hire communications, onboarding and offboarding, entering and updating records within our Human Resources Information System (HRIS).

Ensuring compliance with federal, state, and local requirements and laws and that Institute recruitment and selection guidelines are followed.

Generating and issuing new hire paperwork as well as pay increases and extensions for current employees, ensuring stakeholders are updated with relevant changes.

Facilitating required trainings through our learning management system, scheduling and administering employee and intern orientations, including organizing and presenting materials, fielding questions, and partnering with the Technology team to ensure new users receive technology training.

Supporting in the implementation of offboarding and performance review procedures for seasonal Festival employees.

Supporting in the creation and facilitating the annual end of assignment survey for seasonal Festival employees, including answering employee questions, troubleshooting problems, and issuing reminders.

Providing administrative support to the department, including scheduling meetings, ensuring timelines are met, conducting follow ups, and drafting department correspondences.

Supporting management of the HR department inbox, including providing timely and accurate responses to answer questions and route needs.

Acting as a department point of contact for internal inquiries, providing guidance to Sundance employees by answering or directing their questions and detailing department processes.

Providing support to the Volunteer Resources sub-department as needed.

You have the following direct or transferable skill sets:

Legal authorization to work in the United States.

1-2 years of related work experience in HR, people operations, recruiting, or similar experience.

Excellent verbal, written, and interpersonal communication skills to work with a variety of individuals.

Ability to maintain confidential information.

Excellent time management and organizational skills.

Strong attention to detail and accuracy.

Proficiency in Google and Microsoft Office applications.

Commitment to Diversity, Equity, and Inclusion (DEI).

You will be successful in this role if you...

Drive inclusive recruitment processes that are legal and apply best practices to ensure equitable hiring.

Cultivate strong internal and external relationships with candidates, volunteers, and community organizations, through all forms of communication.

Conduct new hire onboarding that is informative, engaging, and builds passion and excitement for the Institute�s mission and programs.

In addition to an hourly pay of $20.32, this position is eligible for benefits & perks, highlights include:

Paid sick leave and Institute holidays

Employee assistance program

Employee Wellness Initiatives

Sundance Film Festival passes and benefits (varies each year)

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