A guide to the Recruitment and Selection process

Recruitment and Selection in Business

Effective recruitment is the process of finding and engaging the people the organisation needs. To contribute to the profitability of the business. And who are a good fit with the current workplace culture. Selection is the part of the recruitment process which involves deciding which candidate/s should be appointed.

Recruitment Selection can be costly and time consuming and not always yield the ideal candidate/s. Following a set recruitment and selection procedures which have shown good results in terms of attracting good candidates is vital. The importance of effective and fair recruitment should never be under-estimated. The importance of following the correct procedure is vital so that all the required and essential elements are covered.

Overview of Recruitment and Selection Process

Recruitment Options

The first step and most important step in any recruitment process establish whether there is a need for a new or replacement position in your organisation. The number and categories of people required may be set out in workforce plans and in line with business strategy. More typically requirements are expressed as ad hoc demands for people due to the creation of new roles due to expansion the organisations activities or replacement for existing roles.

Recruitment Planning

Once the need for a position has been established it is useful at this point to plan for the recruitment and selection. This may involve who will lead the recruitment, as well as advertising the role, selection processes e.g. shortlisting requirements, interviewing, remuneration package and offer of employment terms.

Job Analysis

Carrying out a job analysis is an essential process in any business. It used to collect information about the duties, responsibilities, necessary skills, outcomes, and work environment of a particular job. You will need to gather as much data as possible. This information will enable you to put together a detailed and accurate job description.

The job description is the main aim of the job analysis. Another useful part of job analysis is results of an exit interview. This can reveal parts of the role and possibly work colleagues which may have a negative impact on the performance and moral of the individual.

Job description

A broad, general and written statement of a specific job, based on the findings of a job analysis. It generally includes duties, purpose, responsibilities, scope, and working conditions of a job along with the job’s title, and the name or designation of the person to whom the employee reports. Job description usually forms the basis of job specification.

Job Specification

A job specification focuses on the skills, knowledge and qualifications required for the role. This a written statement of educational qualifications, specific qualities, level of experience, physical, emotional, technical and communication skills required to perform a job, responsibilities involved in a job and other unusual sensory demands. It also includes general health, mental health, intelligence, aptitude, memory, judgment, leadership skills, emotional ability, adaptability, flexibility, values and ethics, manners and creativity, etc.

Job Application Form

This form should match the level of the role and ask for information relevant to the job about the applicant: and their current employment situation and notice requirements, their skills and knowledge, brief details of how they have used their skills in the past, professional or technical qualifications and experience. Ensure there is a section for references and include permission to check these.

Equality and Diversity Monitoring Form

If you have over 10 employees it is good practice to include an equality and diversity monitoring form. This is a confidential form to help build up a picture of who is applying to join the organisation, and to help the employer encourage equality and diversity. The form is to go out with the job application form, but to be returned separately. Employers must consider equality and diversity issues when hiring staff.

Advertising the role to attract the best candidates

The first consideration particularly for new roles should be given to internal candidates. Another option is to ask former employees to return to the organisation, or ask existing employees for referrals. Advertising on your own website is the least costly way but depending on the website traffic you may not get many applicants. The local paper is usually inexpensive and may reach a wider range of possible applicants. Advertising on sites such as Jobcentre Plus, Total Jobs and Reed Recruitment. A popular method of finding suitable applicants are sites such as Facebook and LinkedIn.

Review Applications and Shortlist

Depending on your method of recruitment and advertising and the effectiveness of your campaign you should have received a large number of applications. The next job is to start the selection and screening process, this will have been planned for in the recruitment planning section. Review the applications and screen the most suitable candidates via phone interview. If a candidate meets the requirements of the job or the competency based questions invite to an interview.

Interviewing candidates

By reviewing the applications and carrying out telephone interviews you should have managed to narrow down the candidates to the most qualified. Schedule interviews and ensure that the same group of people will carry out the interviews using the same questions or testing methods. This ensures that comparisons can be made at the end of the interviews. If there is more than one candidate who meets the all the requirements of the job after the first interview/test you may want to invite them back for another interview.

Perform background checks on the successful candidates

Perform background checks using references given by the candidates on either your own application form; ensure you ask whether they can be contacted prior to interview. You may wish to wait until you have offered the position before performing checks.

Select the most qualified candidate

You should be this stage have a preferred candidate but it is good practice and a sensible back up plan to select a second and third preference that you would be happy with and can fill the role to the standard required; this gives you reserves just in case first candidate drops by the wayside or turns you down.

Make a Job Offer and Notify Unsuccessful Candidates

Contact the successful candidate via phone or email initially, this is a good time to discuss the offer and negotiate to reach an outcome that is satisfactory. Ensure they are happy to accept the role before contacting unsuccessful candidates, as you may b=need to hire the second choice if the first choice decides not to accept the role.

Always ensure you follow the offer with a written job offer this can be a conditional job offer or a non-conditional job offer. A conditional job offer is suitable if there are requirements which need to be met for example two satisfactory references or any other condition as such as a clean driving licence or an enhanced disclosure clearance.

Negotiate the Salary and Start Date

The likelihood of a candidate negotiating salary, paid time off, guaranteed severance pay in the event of a failed relationship, company equipment, remote work hours, and other benefits increases with job level within your organisation. If they are leaving a current job and the working relationship doesn’t work out, these people stand to lose the most.

Welcome Your New Employee

After your new hire accepts the job offer, stay in contact with him/her until his/her start date this will develop and maintain the relationship and create trust.

Assign a mentor, prepare the new hire’s onboarding procedure, send out a welcome message to colleagues, and ensure the new hire will be made to feel very welcome in their first few days on the job. A well-executed approach will result in a warmly received employee who is eager to do their best in the role.