The document outlines the detailed recruitment process for hiring an external candidate. It includes identifying needs for the role, considering internal candidates, selecting a headhunter, developing job descriptions, defining interview and decision-making processes, conducting candidate searches, selecting and interviewing candidates, conducting assessments and references, making an offer, pre-employment activities, and onboarding for the first 90 days. The process provides a comprehensive checklist of activities and considerations for an external recruitment campaign from start to integrating a new hire.

1. Recruitment Process
The following table sets out a simple checklist of questions to consider before embarking
on an external recruitment campaign. It is not designed to be a definitive list, but is a
useful starting point.
Identify needs • 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 reorganisation pending?
Consider internal • Are there individuals on the succession plan?
candidates • Could hi-pos be moved sideways for development purposes?
• Should some be seen out of courtesy?
• Consider whether there are candidates within the wider
organisation, e.g. in sister companies
Select headhunter • 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 written progress reports will you receive?
• What project timings do they suggest?
• Do their style and values fit with your organisation?
• What are the resources they will assign to your project?
• Do they work for your competitors?
Draw up job • Define key purpose of job
description and • Define key result areas
person profile • 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?
©Strategic Dimensions – August 2004

2. • 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
• Identify Chief Executive’s “hot buttons”
• What are the likely promotion opportunities for this role?
Define interview • Define client interview processes i.e. stages, key personnel,
and decision format, and formalities
making process • 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 final
Define project • Agree timings for presentation of initial shortlist
management • Agree timings of first round interviews
process • Agree feedback mechanisms
Define search • Define criteria which identify relevant organisations
universe • Develop research team’s list of relevant companies
• Develop client list of relevant companies
• Delete those organisations which should not be on the
consolidated list
• Identify consultants, academics, etc. who may give referrals
• Identify established networks which should be searched
• Use established consultant networks to identify viable
candidates
Additional sourcing • Conduct web posting
• Analysis of head hunter/consultancy database
• Assessment of head hunter/consultancy network
Selecting • Screen CVs against key role requirements
candidates for • Assess content and style of candidate covering letters
interview • Check out obvious reference points
• Ensure interview courtesies
• Provide detailed overview of role, terms and conditions and
company to candidates
Conduct head • Check for knowledge of topic
hunter / consultant • Check for knowledge of client organisation
interviews • Check for knowledge of business
• Check for interpersonal compatibility
• Check Continuous Professional Development
©Strategic Dimensions – August 2004

3. • Authenticate qualifications
• Obtain names of potential referees
• 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
Head hunter / • Produce written reports on each candidate with strengths,
consultant shortlist weaknesses and synopsis of the details outlined above
• Discuss each candidate with client
• Confirm final details of client interview process
• Confirm date for first stage interviews
• Advise clients on any aspect of the interview process or
design as necessary
Client interviews • Advise candidates of interview time, location and process
• Advise candidates to take examples of good work
• Advise clients on interview questions and etiquette
• Client to confirm HR’s role?
• Client to confirm the line manager’s role?
• Client to confirm the line manager’s role?
• Dinner with preferred candidate and their partner
Psychometrics and • Identify appropriate ability and/or personality testing
additional instruments
assessment • Arrange testing
• Provide feedback to candidates and clients
• Consider development recommendations on the basis of the
assessment(s)
• Ensure coverage of other assessment processes e.g.
presentation or case study
• Consultant can advise on in-depth psychological analysis if
required
• Consultant to advise if independent psychological
assessment required
References & • Ensure thorough pre-employment medical is undertaken
Medical • References taken by consultant or client but should be with
two previous line managers, not necessarily those nominated
by the candidate
Offer Letter This should include the following:
• Basic terms and conditions
• Salary information
©Strategic Dimensions – August 2004

4. • 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
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’
The first 90 days • Basic induction – orientation
• Basic induction – products and processes
• Meeting the Board
• Candidate to produce a formal output plan for first 12 months
• Meeting the team
• Initial work plan
• Priorities to address
• Regular compatibility discussions with client
• Compatibility discussion with client
• Arrange meetings with key customers
• 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, and on wider
issues as appropriate
©Strategic Dimensions – August 2004