The ideal recruitment program will attract a significantly higher number of competent applicants who will make it through the screening process and accept positions with the organization when they are offered. Unfortunately, recruitment programs can fall short of the ideal in numerous ways, including failing to attract a sufficient applicant pool, under/overselling the firm, and failing to appropriately screen applicants before entering the selection process.

To approach the ideal, those in charge of the recruitment process must understand how many and what types of employees are required, where and how to look for individuals with the appropriate qualifications and interests, what inducements to use (or avoid) for different types of applicant groups, and how to distinguish unqualified applicants from those who have a reasonable chance of succeeding.

Stage 1: Identifying vacancy

Vacancies can arise in a company when someone departs or switches jobs, leaving their position unfilled. These openings are for established positions, so they’re easy to spot. However, when a company expands or evolves, additional or entirely new roles may be required. The nature of these openings may be unclear.

Stage 2: Conduct a job evaluation

When a position in an organization becomes available, it is critical that the activities and skills required for the role be recognized. This is called a job analysis. A job analysis is crucial because it can determine whether a vacancy needs to be filled or if tasks and responsibilities can be reallocated to other employees. In addition, it is used to assist in the creation of job descriptions and job specifications.

Stage 3: Creating a description of the job

A job description is a document that outlines the position’s duties and obligations. It includes details on:

• duties
• pay
• location
• hours
• conditions of work

This lays forth the groundwork for anyone who applies to fill the position.

Stage 4: Creating person specification

A person specification is a document that outlines the abilities and qualifications required for a particular position. These abilities and characteristics might be classified as either necessary or desirable. This will give a set of criteria against which the organization can evaluate candidates for the position.

Stage 5: Advertising job

Internally or externally, a position can be advertised.

Stage 6: Requesting CVs or sending application forms

Candidates who wish to apply for the role are provided application forms. Alternatively, you may be asked to provide a curriculum vitae (CV).

The organization has pre-prepared questions on the application forms. This makes it simple for a company to compare possible employees. It also guarantees that the organizations receive all of the data they need from the candidate.

Curriculum vitae (CVs) are an overview of a person’s education, qualifications, and past career history provided by the candidate.

Conclusion

Having a well-thought-out recruitment process that meets your organization’s specific needs and if structured in a measurable platform, it can help you evaluate and continuously improve your hiring plans and eliminate or revise non-value-added steps that waste time and potentially eliminate good candidates. It will also ensure that all critical processes are covered, resulting in a consistent experience for all candidates and lowering the risk of prejudice.