Recruitment Process - Recruitment and Selection

What is Recruitment Process?

Recruitment is a procedure of ruling and enticing the potential capitals for filling up the empty positions in an organization. It bases the candidates with the skills and boldness, which are obligatory for attaining the objectives of an organization.

The recruitment process is a procedure of classifying the job vacancy, studying the job necessities, reviewing applications, screening, shortlisting and selecting the right candidate.

To raise the effectiveness of hiring, it is suggested that the HR team of an association follows the five best practices (as shown in the following image). These five practices safeguard fruitful enrollment without any breaks. In addition, these carry out also ensure consistency and obedience in the employment process.

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The recruitment procedure is the first step in making a powerful resource base. The procedure experiences a methodical process starting from obtaining the resources to positioning and leading interviews and lastly selecting the right candidates.

Recruitment Planning

Recruitment planning is the initial step of the hiring process, where the vacant places are examined and labeled. It includes job disclaimers and its nature, experience, qualifications and skills required for the job, etc.

A structured recruitment plan is obligatory to draw potential candidates from a pool of candidates. The potential candidates must be fit, knowledgeable with a competence to take the responsibilities required to achieve the objectives of the organization.

plan

Identifying Vacancy

The first and leading procedure of recruitment plan is classifying the vacancy. This procedure begins with getting the demand for employments from different department of the organization to the HR Department, which contains −

  • Number of posts to be filled
  • Number of positions
  • Duties and responsibilities to be performed
  • Qualification and experience required

When a job is recognized, it’s the duty of the obtaining manager to determine whether the position is required or not, permanent or temporary, full-time or part-time, etc. These limits should be assessed before commencing recruitment. Proper classifying, planning and evaluating hints to hiring of the right resource for the team and the organization.

Job Analysis

Job analysis is a procedure of classifying, analyzing, and influential the duties, accountabilities, skills, abilities, and work environment of a specific job. These factors help in recognizing what a job strains and what an employee must own in performing a job effectively.

Job examination helps in accepting what tasks are significant and how to perform them. Its tenacity is to start and document the job relatedness of employment actions such as selection, training, compensation, and performance appraisal.

The resulting steps are important in analyzing a job −

  • Recording and collecting job information
  • Accuracy in checking the job information
  • Generating job description based on the information
  • Determining the skills, knowledge and skills, which are required for the job

The immediate products of job analysis are job descriptions and job specifications.

Job Description

Job description is a significant document, which is descriptive in nature and covers the final declaration of the job analysis. This depiction is very significant for a efficacious recruitment process.

Job description,offers evidence about the scope of job roles, accountabilities and the putting on the job in the group. And this data gives the company and the organization a clear idea of what an employee must do to meet the requirement of his job responsibilities.

Job description is generated for fulfilling the following processes −

  • Classification and ranking of jobs
  • Placing and orientation of new resources
  • Promotions and transfers
  • Describing the career path
  • Future development of work standards

A job description provides information on the resulting elements −

  • Job Title / Job Identification / Organization Position
  • Job Location
  • Summary of Job
  • Job Duties
  • Machines, Materials and Equipment
  • Process of Supervision
  • Working Conditions
  • Health Hazards

Job Specification

Job specification efforts on the conditions of the candidate, whom the HR team is going to hire. The first step in job requirement is making the list of all jobs in the organization and its locations. The second step is to generate the information of each job.

This information about each job in an organization is as follows −

  • Physical specifications
  • Mental specifications
  • Physical features
  • Emotional specifications
  • Behavioral specifications

A job specification document provides information on the following elements −

  • Qualification
  • Experiences
  • Training and development
  • Skills requirements
  • Work responsibilities
  • Emotional characteristics
  • Planning of career

Job Evaluation

Job evaluation is a relative procedure of analyzing, assessing, and decisive the relative value/worth of a job in relation to the other jobs in an organization.

The key objective of job evaluation is to analyze and determine which job commands how much pay. There are several approaches such as job grading, job classifications, job ranking, etc., which are complicated in job evaluation. Job assessment forms the foundation for salary and wage negotiations.

Recruitment Strategy

Recruitment strategy is the second step of the hiring procedure, where a plan is ready for hiring the resources. After implementing the preparation of job explanations and job specifications, the next step is to choose which strategy to adopt for recruiting the potential candidates for the organization.

While preparing a recruitment strategy, the HR team considers the following points −

  • Make or buy employees
  • Types of recruitment
  • Geographical area
  • Recruitment sources

The growth of a employment plan is a long procedure, but taking a right strategy is compulsory to attract the right candidates. The steps complicated in developing a recruitment strategy include −

  • Setting up a board team
  • Analyzing HR strategy
  • Collection of available data
  • Analyzing the collected data
  • Setting the recruitment strategy

Searching the Right Candidates

Searching is the procedure of recruitment where the resources are obtained contingent upon the obligation of the job. After the staffing strategy is done, the examining of candidates will be initialized. This procedure consists of two steps −

  • Source activation − Once the line manager verifies and permits the existence of the vacancy, the search for candidates starts.
  • Selling − Here, the organization selects the media through which the communication of vacancies reaches the prospective candidates.

Probing includes attracting the job seekers to the jobs. The sources are approximately separated into two categories: Internal Sources and External Sources.

internal_sources

Internal Sources

Internal sources of recruitment, refer to hiring employees within the organization through −

  • Promotions
  • Transfers
  • Former Employees
  • Internal Advertisements (Job Posting)
  • Employee Referrals
  • Previous Applicants

External Sources

External sources of recruitment refer to hiring employees outside the organization through −

  • Direct Recruitment
  • Employment Exchanges
  • Employment Agencies
  • Advertisements
  • Professional Associations
  • Campus Recruitment
  • Word of Mouth

Screening / Shortlisting

Screening starts after the conclusion of the procedure of obtaining the candidates. Screening is the procedure of sifting the applications of the candidates for further selection process.

Screening is an essential part of staffing procedure that helps in removing unreserved or inappropriate candidates, which were conventional through sourcing. The screening process of recruitment consists of three steps −

Reviewing of Resumes and Cover Letters

Reviewing is the initial step of screening candidates. In this procedure, the resumes of the candidates are studied and tested for the candidates’ education, work knowledge, and complete background matching the requirement of the job

While revising the resumes, an HR executive should keep the resulting points in mind, to make sure better screening of the potential candidates −

  • Reason for change of job
  • Longevity with each organization
  • Long gaps in employment
  • Job-hopping
  • Lack of career progression

Conducting Telephonic or Video Interview

Conducting telephonic or video interviews is the next step of screening candidates. In this procedure, after the resumes are partitioned, the candidates are communicated through phone or video by the hiring manager. This screening process has two outcomes −

  • It helps in verifying the candidates, whether they are active and available.
  • It also helps in giving a quick insight about the candidate’s attitude, ability to answer interview questions, and communication skills.

Identifying the top candidates

Identifying the highest candidates is the final step of screening the resumes/candidates. In this procedure, the cream/top layer of resumes are qualified, which makes it easy for the hiring manager to take a decision. This process has the following three outcomes −

  • Shortlisting 5 to 10 resumes for review by the hiring managers
  • Providing insights and recommendations to the hiring manager
  • Helps the hiring managers to take a decision in hiring the right candidate

Evaluation and Control

valuation and control are the last phase in the procedure of recruitment. In this procedure, the efficiency and the cogency of the procedure and methods are measured. Recruitment is an expensive process, therefore it is important that the enactment of the recruitment process is carefully evaluated.

The costs experienced in the employment process are to be assessed and measured successfully. These include the resulting −

  • Incomes to the Recruiters
  • Advertisements cost and other costs experienced in recruitment methods, i.e., agency fees.
  • Administrative expenses and Recruitment overheads
  • Overtime and Outstanding costs, while the vacancies remain unfilled
  • Cost incurred in recruiting suitable candidates for the final selection process
  • Time spent by the Management and the Professionals in preparing job description, job specifications, and conducting interviews.

Lastly, the query that is to be asked is, whether the recruitment approaches used are valid or not? And whether the recruitment procedure itself is real or not? Statistical information on the costs experienced for the procedure of staffing should be effective.

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