Dna Of Hiring A Comprehensive Guide From Enhance Academy
DNA of Hiring – A Quick Comprehensive GuideDNA of Hiring – A Quick Comprehensive GuideWorld is moving at a fast pace, same time India and China is moving at a much more faster pace inits industrial , economical and technical domains. Though India and China have 2/3 of globalpopulation the Industries in these countries are finding it very difficult to sieve the best talents fromthis ever increasing population because of right matching skills. Hence Recruitment planning andexecution is one of the most important responsibilities of any Business. This is because the ongoingsuccess of a business depends largely on ensuring that the right people are in the right jobs so thatthe business can function effectively. Most of the industries can categorize their employees/requirements into Two. Table belowType I Type IIPeople who can do Highly competent jobs People who can do skilled jobspeople who can perform Specific People who can do Generic rolesrole/functionsPeople who have Certified & tacit skills plus People who have Certified skillspeople managementLow volume, high cost people High volume, low cost peoplepeople who focuses on Business growth People who focuses on routine ManagementThe above types of people requirements has to be differently addressed in recruitment, so as toreach and persuade them to join, where Type I will be mostly passive in job market and Type II willbe mostly active in Job MarketThis article sets out to be a simple general checklist of points to consider before embarkingon a recruitment drive, be it single or mass scale, be it Type I or Type II. Though it is not designedto be a definitive list, but is a ready reckoner for any who venture into recruitment projects.1. Identify needs for the new person Why is the job needed? Can the role be redefined? Can responsibilities be incorporated elsewhere? What happens if the job isn’t replaced? What are the consequences of non-appointment? Review whether now is the right time to recruit i.e. is there a major re-organisation pending?
DNA of Hiring – A Quick Comprehensive Guide2. Draw up job description and person profile Define key purpose of job Define key result areas Define critical objectives Define role metrics Define reporting lines Identify key reports What is the remit of the job in terms of geography and customer base? Where will the job be based? What are the competencies? What is the budget? What qualifications are required? What is the personal profile of the ideal candidate? What would be contra indications Identify key values and vision of organisation What are the likely promotion opportunities for this role?3. Define interview and decision making process Define interview processes i.e. stages, key personnel, format, and formalities Define sequence of interviews, psychometrics, if required, and additional assessment processes Define what weight will be given to each interviewer/exercise in terms of making final4. Define recruitment project management process Define timelines Agree timings for presentation of initial shortlist Agree timings of first round interviews Agree feedback mechanisms5. Consider internal candidates / references Are there individuals on the succession plan? Could hi-pos be moved sideways for development purposes? Should some be seen out of courtesy? Consider whether there are candidates within the wider organization, e.g. in sister companies Can internal employees refer somebody they know
DNA of Hiring – A Quick Comprehensive Guide6. Additional sourcing Conduct web posting Analysis of head hunter/consultancy database Assessment of head hunter/consultancy network7. Select headhunter / consultancy, if needed Are they recognised selection experts? Do they have a defined methodology? Do they have expertise in this recruitment area? Have they done similar work before? Have you obtained references? What success assurances do they offer? How will they represent you in the market? Costs – what will you pay them? What recruitment team will work on the assignment? What recruitment project timings do they suggest? Do their style and values fit with your organisation? Do they work for your competitors? Define their Roles & Responsibilities clearly8. Selecting candidates for interview Screen CVs against key role requirements Assess content and style of candidate covering letters Take details from head hunter / consultant interviews Ensure interview courtesies Provide detailed overview of role, terms and conditions and company to candidates Check for knowledge of topic, business Check for interpersonal compatibility Check Continuous Professional Development Authenticate qualifications Check out obvious reference points Check external networks Verify current package, notice period and salary expectations Ascertain candidates longer term ambitions/aspirations Evidence of external reputation Confirm, where relocation may be an issue, that candidate will relocate Provide feedback to candidates on interview performance Check out family details but be careful
DNA of Hiring – A Quick Comprehensive Guide9. Head hunter / consultant role Produce written reports on each candidate with strengths, weaknesses and synopsis of the details outlined above along with resume, Discuss about the organization, Role, Style of working, Expectations of the oranization Discuss each candidate with client Confirm final details of client interview process Confirm date for first stage interviews Advise candidate on any aspect of the interview process or design, time , location etc as necessary Advise candidates to take examples of good work Advise candidates on interview questions and etiquette10. Psychometrics and additional assessment Identify appropriate ability and/or personality testing instruments Arrange testing with authorized practitioners Provide feedback to candidates through authorized practitioners Consider development recommendations on the basis of the assessment(s) Ensure coverage of other assessment processes e.g. presentation or case study11. References & Medical Ensure thorough pre-employment medical is undertaken References taken by consultant or client but should be with two previous line managers to whom he was reporting, not necessarily the immediate company of the candidate12. Job OfferOffer Letter should include the following, Make the candidate understand by explaining Basic terms and conditions Salary information Salary review Performance criteria Stock options Notice period Relocation Policy Non-disclosure clause Restrictive Covenants Start date Pension Arrangements Reporting relationships Mode of acceptance Expiration of offer
DNA of Hiring – A Quick Comprehensive Guide13. Pre-employment Keep candidate abreast of key developments within organisation Arrange for candidate’s attendance at critical meetings Deal with candidate’s equipment and office requirements Brief team of intended start date Brief organisation on new-hire details Don’t assume that acceptance of offer means candidate will start! Keep them ‘warm’14. The first 90 days Basic induction – orientation Basic induction – products and processes Meeting the Board / meeting CEO and other functional heads Meeting the team Initial work plan & outputs expected educate him on Priorities to address Regular compatibility discussions with client Arrange meetings with key customers internal as well as external Reinforce key objectives, vision and values Appointment of mentor or buddy Fulfil any promises made during interview process Check the domestics Check performance against set objectives Get candidate’s feedback on progress to date, about the organization, areas of improvement and on wider issues as appropriateThe above is only a quick reference guide; the person who is into recruitment has to use hisexperience, skills and analytics for identifying the right candidate for the positionThe author Bobby Abraham Mathew is a mechanical engineer who has Post Graduated in HR fromSymbiosis, Pune. He has worked in IT and Manufacturing Domains. He can be contacted firstname.lastname@example.org. Presently He is working with Enhance academy India Pvt Ltd whichfocuses on Creating Productive employability and Enhancing Professional Growth