Human Resources Recruiting and Selection
Human Resources Recruiting and Selection
Company owners, managers and HR must make strategic decisions when considering recruitment and selection of talent for their organization. All other avenues to place talent into positions must be considered before recruiting new talent. Organizations with a healthy employee culture will consider promoting employees from within before posting vacancies externally. These organizations usually have high retention rates, outstanding employee engagement, exceptional secession planning and superior growth or career planning options for their employees. After all internal talent is considered, then Human Resources Recruiting and Selection should begin their search for external candidates.
Strategic Planning and Recruiting
With proper planning; owners, managers or HR will hire the right talent in the right role at the right time for the organization. To effectively identify hiring needs, evaluate current and future business workloads; vacancies in each department; and the KSA’s (Knowledge, Skills & Abilities) of current employees in each department through job analysis. Once the current talent, future workloads and vacant positions are evaluated, a strategic recruiting and selection plan can be created and implemented. All open positions or requisitions should be approved by the appropriate managers and/or CEO. Each organization should have a documented process in place for approval of open positions or requisitions.
Creating a New Position: Strategic planning results may shed light on Competency Gaps within a department’s current talent pool or team. To fill the gaps, the organization should create a new position. A new job description should be drawn up and reviewed. Ensure that the new competencies are listed on the job description with the essential functions, minimum requirements, preferred qualifications and correct FLSA classification.
Replacing an open position: When separations occur (voluntary or involuntary), evaluating the position is a good start to ensure that the position should be replaced. If the position is necessary, review the classification, job duties and job description for any additions or removal of tasks or responsibilities. Other possible changes to keep in mind are the job level, supervisory level and work hours.
The Job Description is the key to the recruitment process. A well thought out description will provide the Hiring Managers and/or HR with essential information used to develop interview questions, interview evaluations and reference check questions.
Quality Recruitment plan elements consist of Posting Period, Placement Goals, Advertising Resources and Talent Funnels.
- Posting Period refers to the time period for the recruiter to fill the position. Here are a few options: minimum amount of days to fill, open until filled and continuous recruitment.
- Placement Goals ensure that the organization is abiding by their Affirmative Action Plan (AAP) through outreach channels. A carefully structured recruitment plan works with the AAP to map out the strategies for attracting, advertising to and hiring the best qualified candidate and helps to ensure an applicant pool which includes women and underrepresented groups including veterans and individuals with disabilities.
- Advertising Resources include posting options such as internet job boards, print advertising, social media, job fairs, professional conferences and campus recruiting.
- Talent Funnels, Pipelines and Resume Banks come in handy when looking for talent. Companies should be building their talent funnel continually. This great resource should be maintained and nurtured on a daily basis. Click here for an Article on Building a Quality Talent Pipeline.
Here is a breakdown of the Human Resources Recruiting and Selection Process.
Posting: Once the position description has been completed, the position or requisition can then be posted on the appropriate channels. Assuming that the position or requisition has been approved by proper management, a Hiring Manger or HR should begin their search for the candidate who best fits the position.
Reviewing Applications: A Hiring Manager or HR review resumes and applications to determine which applicants fit the job requirements. The selected applicants should move to the next step and be interviewed.
Interviewing: The Interview process will differ by the organization. Some companies choose to only conduct face to face interviews, while others choose to conduct a combination of the following interview options.
Phone Interviews: After finding resumes that fit the requirements, Hiring Managers or HR should conduct phone interviews to ask interview questions and discuss the applicant’s resume and application. A seasoned Hiring Manager or HR Professional will be able to read between the lines to ensure that the applicants that proceed to the next interview are quality options for the organization. By pre-screening and providing these superior applicants, Hiring Managers or HR will help to avoid wasting the department manager’s time.
Face-to-Face Interviews: Schedule Face to Face Interviews with applicants who have passed the phone interview step. Department Managers and Supervisors should interview the applicant to ensure the applicant is the right fit for the position. Some organizations have pre-made behavior questions that managers must follow. Other organizations have departmental questions that must be asked. At any rate, each interview should be structured exactly the same way. Consistency ensures that discrimination is actively avoided. Managers should be trained on questions to avoid in case the conversation moves off track.
Group or Panel interviews: A typical format might be: (a) introductions of each panel member; (b) a brief description of the role they are being interviewed for; (c) description of how the interview panel will conduct the interview; (d) the candidate gives an overview of their experience; (e) each panel member provides their questions at the conclusion of the interview; (f) the candidate is given time at the end to ask questions; (g) the candidate is informed of the next step; (h) thank the candidate for coming and ensure someone shows the candidate out.
Virtual Interviews: To reduce travel costs and time associated with interviewing out of area applicants, virtual interviews can provide an alternative method to in-person interview.
Testing: Tests and other selection methods such as requesting work or writing samples are additional tools used to assess candidates. However, use must comply with EEOC guidelines. Skills demonstrations, such as requiring applicants to demonstrate how to perform a task specific to the position they are applying to, are considered tests and must be validated. Writing samples and presentation assessments are not considered tests and can be evaluated using certain predetermined criteria. Applicants are to be notified by the posted position of the requirement for tests or other selection methods used as part of the hiring process. Because tests and requests for writing samples and presentations must be administered consistently across the hiring process without regard to race, color, national origin, sex, religion, age (40 or older), or disability, your organization’s administration procedure should be approved by Human Resources or legal counsel prior to use. Information on employer guidelines set for by the Equal Employment Opportunity Commission (EEOC) can be found on the EEOC’s website under Employment Tests and Selection Procedures.
Reference checks: Depending on the industry and organization, reference checks can be anything from a short criminal check to a thorough financial background check. The applicant should sign off and provide permission for the use of the reference before a reference check is executed.
Selecting a New Hire
The final part of the Human Resources Recruiting and Selection Process: Decision Makers (Owners, Department Managers and HR) must come together to review the top applicants who fit the position requirements. After reviewing all options, the applicant who best fits the duties and functions of the job should be offered the position. This entire process should be documented to ensure compliance and avoid discrimination. If the company has HR, then HR must retain all recruiting notes and resumes. If the company does not have an HR representative all resumes should be securely stored in one place with one or two manager’s access. HR or the Hiring Manager should prepare and send an offer letter to the chosen applicant.
Certain other requirements can be placed after the offer has been accepted. These requirements should have been clearly announced in the job posting. Depending on your industry some options may include Pre-Employment Drug Screening, Pre-Employment Background Screening, Fit for Duty Testing and more. The key is to remember that these tests are conducted only after the offer is given and the applicant accepts the offer.
Attract Valuable Talent with our Recruiting Program Toolkit!
Employers spend thousands of dollars a year in wasted hiring, training and searching for employees. Studies by the American Management Association show that “the cost of turnover for a single employee can range between 25 percent and 250 percent of annual salary, depending on their level.”
You add all of the losses per year and companies are losing tens of thousands of dollars. Good news is that our HR professional certified experts created a tool kit to attract the best talent for your company. Quality employees make companies more revenue and stay on board longer creating profit and eliminating costs of replacement. Get the best talent for your company now. If you recruit 1 employee or 200 employees a year, every employer needs to have access to these tools.
Human Resources Recruiting and Selection
JOIN 10,000 OTHERS
Gain knowledge With Free Updates
Get Notified With New Requirements
Great Content only available to subscribers
We Do Not Share, Sell or Rent Your Personal Data! Privacy Guaranteed! No Spam!