The needs of human resources can be successfully identified only by human resource planning.The recruitment process in human resource management is the best practice to fulfill theseneeds of human resources. The recruitment process eases the acquirement of potential people toperform the activities of different specializations and smoother the operations of their departmentin the organization. Recruitment is identifying the efficiencies and capabilities of newcandidates and ensure that they deserves to perform the activities that of their specialization. Itensures the fulfillment of the requirements for human resources in an organization.There are various factors that affect the recruitment process in human resource management.Size of the organization: Organizations with large number of employees will recruit employeesmore frequently than an organization with lesser number of employees. In large organizationthere are more chances for incapable people to join the organization. This causes largeorganizations to frequently recruit new people and replace those incapable persons with efficientpersons with new recruitments. The recruitment becomes more critical if the organization‟sbusiness has declining growth.
Steps in the recruitment processStep 1: Identification of a VacancyThe Line Manager identifies a vacancy for reasons that may include:· Staffing changes – eg. resignation, termination, retirement, leave; and/or· Work requirement changes – eg. Creation of a new position, temporary additional workload.
Step 2: Review the need for the position/to fill the vacancy.The Line Manager will review the short/long term requirement for the position and the need tofill the vacancy. In so doing the Line Manager will consider:· Staffing Plan/profile for the work area· Budget· Current / Future Requirements· Job Skill Requirements· Occupancy required to meet need (eg. ongoing, fixed term)· Adequacy and accuracy of position description· Whether the position is approved and establishedNote: This review may involve other managers within the faculty/service centre.Step 3: Determine the most effective recruitment strategy to acquire apool of candidatesThe Line Manager will consider and assess the best way of attracting a pool of suitably qualifiedcandidates, who will meet the needs of the business.Examples of methods for acquiring a pool of candidates are:· Internal staff (Advertisement)· Internal staff (Redeployment)· Candidates from recent/previous recruitment activity· Professional/Industry Organizations· Recruitment Agencies/Job Network· Advertising· Internet· Journals· NewspaperStep 4: Prepare a “Request to Recruit” and provide associateddocumentation to secure authorisations (in accordance with HRDelegations) and initiate recruitment activity.The Line Manager will complete and forward to the HR Account Manager the “Request toRecruit” form and attach all necessary information, including:·Request to Recruit form·Position Description and Selection Criteria·Draft Advertisement, where applicable (where necessary)·Proposed Selection Panel (where appropriate)·Recruitment agent information (where applicable)
Step 5: Arrange and undertake the recruitment activity.The HR Account Manager assigned to the faculty/service centre will ensure the appropriaterecruitment activity in accordance with the approved “Request to Recruit”.Step 6: Establish Selection Panel & determine selection methodology.The Line Manager will determine the composition of the selection panel in accordance with theUniversity‟s Selection Panel Guidelines, ensure that proposed members have been trained,secure panel membership, brief members on their role and the vacancy details and plan logistics(availability, meeting times etc). The selection panel will reach a shared understanding and/oragree on:· Position role and accountabilities· Selection criteria· Method for shortlisting or pre-selection· Method of assessment of shortlisted candidates- Interview- Reference check (eg. Written, telephone, at what point in the process)- Skills test- PresentationIt is the responsibility of the Chairperson to ensure that ALL selection panel members are fullyaware of their legal and procedural obligations.Step 7: Receive and collate applications.The HR Account Manager will arrange for receipt and collation of applications.The Chairperson of the Selection Panel will receive the Vacancy File containing the following:· Original Applications· List of Applicants (for QA purposes)· Position Description· Recruitment Process Check List· Selection Panel GuideStep 8: Commence selection by reviewing applications and determine ashortlist of candidates.The Chairperson of the selection panel will ensure that all members or a representative sub-grouphave access to the applications, consider the information and facilitate a shortlisting process toidentify the most competitive candidates. The selection panel (or representative sub-group) will
compile a summary assessment and ranking of the candidates against the selection criteria forinclusion in the selection report.It may be necessary at this step to consider pre-selection interviews or other assessments tools toidentify a manageable shortlist.Candidates not shortlisted will be advised that they were unsuccessful.Step 9: Assess short listed candidates.The selection panel will conduct interviews and/or apply other relevant assessment methods toacquire information relevant to the university‟s business needs, position role & accountabilitiesand selection criteria. The assessment methods should be consistently applied to all candidatesfor a vacancy and may include, but not be limited to:· Interview· Skills/aptitude test· Work samples/simulations· Psychological testing· Reference check (mandatory for the recommended applicant)Following the collation of information from the various sources, including the candidate‟sapplication/resume, the selection panel will review all the information and determine a rankingof the candidates. The ranking will identify the candidates who meet the criteria and order ofmerit.Step 10: Recommend Outcome.The Chairperson will ensure that the recommendation is included into a Selection Report.The Selection Report will contain:· Documentation of the shortlisting process (ie. Shortlisting Grid)· Summary of assessment against the selection criteria for each shortlisted candidate (ieInterview notes, Referee reports)· Recommendation of preferred candidate(s), remuneration to be offered and probationconditions· Relocation budget (where appropriate)· Ranking of shortlisted candidates (where appropriate)· Documentation of referee(s) comments (where applicable)· Endorsement by selection panel members
The Selection Report should be completed within 1 day of the finalisation of selection activities.Step 11: Obtain endorsements of recommendation in accordance withthe HR Delegations.The Chairperson obtains endorsement and approval of the recommendation. This should beobtained within 1 day of submitting the Selection Report.Step 12: Verbal offer of employment to preferred candidate and discussemployment terms and conditions.The relevant Line Executive/Chairperson/Line Manager makes contact with the recommendedcandidate and informs them of the offer subject to relevant conditions. The contact may address:· Remuneration package details· Relocation budget/costs· Availability for commencement· Clarify terms and conditions of appointment including tenure, probation etc.This should be undertaken immediately on receiving approval of the recommendation.Step 13: Make written offer of employment to candidate.HR will arrange for the formal written offer and contract of employment to be prepared (inaccordance with the selection report) and dispatched within 1 day of receipt of the approvedSelection Report and recommendation.Step 14: Advise unsuccessful candidates and make availablefeedback/counseling.The Chairperson of the Selection Committee will ensure that unsuccessful (shortlisted)candidates are advised of the selection decision, in a timely manner preferably immediatelyfollowing contact with the recommended applicant. The Chairperson is encouraged to offerand/or proactively provide feedback to candidates.Step 15: Arrange appointment and commence induction process.
HR will ensure that all appointment documentation is stored on the Vacancy File and theappointment is finalised. This will include:· Obtaining a signed contract of employment· Update of all information/records (eg. ALESCO System)· Ensure induction is planned and conducted· Storage and retention of all original recruitment and selection documentation for 12 months inaccordance with relevant records management guidelines.Steps to Improve Recruitment Process10 Steps to help ensure your staffing processes are on the right track. While this is not acomplete recruitment guide, it does provide some handy tips for finding the most suitableapplicants...and keeping them!1. Write a job advertisement that is brief yet with enough detail for applicants to understandthe nature of the job – and make it exciting so people WANT to apply!2. Choose your advertising medium – Print or online? Although newspaper ads are moreexpensive and generally don‟t attract the same traffic as online advertising, they can be veryuseful for regionally focused roles or senior CEO-type positions. In addition, industrymagazines are a great way to get targeted advertising via print. Online advertising includesmajor job boards such as Seek, MyCareer and CareerOne, but you can also use socialnetworking sites like MySpace, Facebook and LinkedIn, or industry message boards andwebsites.3. Screen CV‟s – Try a time limit of two minutes to form an initial opinion of the candidate. Ifthe CV doesn‟t impress, or if it doesn‟t contain the key words associated with the role, thiscandidate isn‟t a likely fit for the job.4. Screen candidates - The biggest overall tip is very simple but addresses an extremelycommon issue: DO NOT FEED ANSWERS TO THE INTERVIEWEE! When unpreparedor when an interviewer starts to like the candidate, it is very easy to unknowingly answerfor them.5. Take into account various factors when interviewing, including the candidate‟s cultural fit,their ability to work in a team and their motivation for applying.
6. Know how much to offer the employee. The right figure combines four aspects: currentsalary, market salary, employee‟s expectations and your budget.7. Consider alternative hiring strategies, such as hiring a contractor, hiring a part-timeemployee, sourcing the candidate directly or using an agency. (Note: if using a recruitmentagency, ask for a reduced fee to suit „budget restraints‟)8. To inform unsuccessful candidates, respond immediately to email applications with astandard, simple response e.g. "Thank you for your application. Unfortunately you havebeen unsuccessful at this stage. However, we thank you for your time and interest in ourorganisation. Kind regards (name and title)". Use a letter template to advise unsuccessfulapplicants via direct mail.9. Work on retaining your new employee via a range of strategies, including motivationalmeetings and performance reviews. Improve your growth by retaining key employees whoare dedicated to your company‟s culture and vision.10. For all staffing activity, focus on the three „Rs‟ – Recruit, Retain and Reward! RecruitmentCoach will help businesses with all of the above points, showing and simplifying theprocess of hiring the right candidates...and keeping them!Ways to Reduces CostGiven today‟s economic environment, greater operational cost efficiency is an organizationalimperative. The recent recession has driven a significant change in hiring demand andrequirements for most businesses, causing companies to reevaluate their recruitment process andcost structure. Following are three ways that outsourced recruitment can help to reduce costswhile adding business value.
1. Internal RecruitmentFor obvious reasons internal recruitment is the most cost-effective form of recruitment. Referralsfrom staff can often provide good quality candidates with relevant knowledge and experience atno cost. Some companies even provide incentives to their staff to refer candidates. As a way ofgenerating a greater number of applicants companies are also able to post jobs on their ownwebsites, again at no additional expense.On the negative side internal recruitment does not allow for the job(s) to be viewed by a largeaudience, sometimes reducing the variety, choice and standard of candidates screened. This canoccasionally result in poor recruitment decisions being made.2. Cost Reduction Through Shared RiskWhen a business downturn hits and recruiting needs suddenly drop, so does a company‟s needfor recruiting staff. Likewise, when the business is expanding into another product category orregion of the world, recruiting needs may suddenly spike. Outsourcing the recruitment functionallows a company to pass along the cost risk of those resources to the business partner.Recruitment Outsourcing firms like Hudson RPO take on the responsibility of efficientlyadjusting resource levels when hiring fluctuations happen so the client does not bear the burdenof carrying unnecessary staff, or conversely, being short when greater resources are required.3. Faster Time to HireTime is money and hiring new professional level employees takes a lot of both. From sourcingresumes to conducting interviews and negotiating offers, acquiring a new employee taxes yourinternal resources. Plus, each day a job requisition remains unfilled, your business loses thebenefit of that employee‟s contribution and wastes recruiting and budgetary resources that couldbe dedicated to other initiatives.Outsourcing all or part of your internal recruitment function can reduce your time to hiredramatically by leveraging:4. Streamlined Recruitment ProcessesOne of the most common problems we see with the recruitment lifecycle is that it’s adisjointed and uncoordinated multitude of practices—good and bad—acrossorganizational functions, departments, divisions and regions. Often, this causes overlap inadvertising purchases, training and on-boarding procedures, as well as poorer hiringdecisions and ultimately higher operational costs.Procuring an RPO project gives you the opportunity to rethink these processes. The RPOvendor will help examine your recruitment process workflow(s) to determine whereoverlap, excessive cost, and inefficient practices may exist. Then, an outsourced model canbe created for you, providing you with service levels and success metrics that exceed thestatus quo.
These practices have been shown repeatedly to yield increased efficiency and satisfactionwith the recruitment lifecycle, resulting in overall cost reduction for your company.5. Managed Online RecruitmentManaged online recruitment is a relatively new concept and is intended for those employers whodo not want to pay high recruitment fees but at the same time do not want to handle therecruitment process themselves. Online managed recruitment uses a combination of webadvertising, email marketing, CV searching and candidate screening to deliver to their clients apool of relevant and targeted CV‟s from which to interview and hire from.Up to 70% less expensive then a recruitment agency, managed online recruitment is a highly costeffective option reducing the cost per hire, it is almost resource free leaving your staff time toconcentrate on their core daily tasks and results in receiving a number of highly relevantcandidate CV‟s from which to interview and hire from. Additionally in many cases thecompanies are able to hire from the remaining CV‟s at their discretion.For example TechnoRecruit is a service that offers to companies a guaranteed number of relevantquality CV‟s over a 6 week period. TechnoRecruit handles the recruitment process from writingand optimising the job advert to sending out rejection emails to screening and short listing ofrelevant candidates.All of these factors contribute to achieving lower cost per hire –your ultimate goal. A global database of thousands of screened, specially skilled professionals and sourcing channelsthat significantly increases your talent pipeline. Access to a greater amount of recruiting and screening professionals than you can carry on yourown staff, who can scale their volume of work with the requisition load. Vendor and process management that allows you to focus on making hiring decisions whileleaving the less strategic administrative duties to your RPO partner.