Setting Up a Formal Recruitment and Hiring Process

The overall strategy will have an enormous influence on the directions on how recruitment and hiring is done in any organization. In-house recruiters (i.e. those who are employed in the organization) can always follow and pattern their practices with the best practices being done by other organizations, most particularly in the field or industry where the organization belongs or is affiliated.

Terminologies, and the jargon followed will largely differ depend on practices followed, as well as the location of the organization (i.e. local, nationwide, international). Some organizations even call the process “recruitment and selection.” But there is consensus among credentialed HR Practitioners on how to best put in place the most effective recruitment and hiring process to help accomplishing the goals of the organization. The author has also culled from his many years of experience doing HR recruitment and hiring work to suggest steps that he believes would be helpful to those interested in having formal recruitment and hiring process in place.

On the over-all, the following steps are followed when one would like to put in place a formal recruitment and hiring process: background checks

1) First, define the strategy of the organization related to Human Resource (HR) management. This has to be done in order to define the parameters involved in the very dynamic nature of recruitment and hiring. From this strategy, the organization will have more firm ideas and answers to the “what, how, when, whom, where, why” questions most people in the organization about recruitment and hiring. People will always refer to this strategy (some people prefer to use the word “policy” instead) when they would like to clarify what the organization is trying to accomplish when it comes to its HR issues. Please note that this strategy has to come from the top-level leaders and managers of the organization, following the size. For example, if it’s a 1-man business operation, then the strategy would just come the one who runs and also owns the business. For those organizations with bigger number of employees, it is usually comes from the stockholders or stakeholders with consultation with the Chief Executive Officer or the CEO (in consultation with the other top Officers) who will define and clarify what HR strategy will be put in place.

2) There is someone who has to be responsible and to take charge for recruitment and hiring activities in the organization. Depending on the size of the organization, the person will have to be given the authority and be empowered to make decisions related recruitment and hiring. This person has to be a direct report of the CEO (if it happens to be a bigger business concern). Or we can also call him or her the Chief HR Executive in the meantime. There is no getting away from this, or else, the process will always falter and fail.

3) Assign who else will be involved in the recruitment and hiring process. This can be a standing committee of leaders and managers who are also doing other assignments on top of recruitment and hiring. Or this can be a separate group that is tasked at all times to do recruitment and hiring. From this group, the other formal steps of the recruitment and hiring process will be assigned and delegated. Depending on the HR strategy, this group (or committee) will be tasked to help the over-all leader doing recruitment and hiring (the one discussed in number “2”).

4) Come up with position descriptions for each job that exists in the company, and clarify their relation with the other positions found in the organization. Come up also with the corresponding pay grades for each position. These materials are what others refer to as the “organizational chart,” the job descriptions, and the pay scale and its different grades. This is a completely separate process that has to be completed, and beyond the scope of this article. If none exists, the author suggests, and depending on the size of the organization, the leader and manager will have to draw up something similar or recognizable to what is discussed in this part of the recruitment and hiring process.

5) From number “4” the one who is responsible and empowered to do recruitment and hiring will have to identify the vacancies, or the jobs that have not been filled up, or without incumbents.

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