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DEVELOPING A RECRUITMENT POLICY
A recruitment policy is a formal document which broadly states the organization’s goals when recruiting. The aim of the policy is to:
A recruitment policy which projects a professional image and promises fairness through a merit-based system should assist the organisation in attracting high calibre applications and it should be seen as part of the organisation’s overall employment brand. The recruitment policy may incorporate the organisation’s recruitment procedures, however the procedures are likely to undergo more frequent review and changes than the policy itself.
The recruitment policy may include:
Selection methods are the tools and activities you use to select the most appropriate candidate for the role.
A selection policy is useful for an organisation to outline how the most appropriate candidate is selected including who will be involved, what methods will be used, companywide requirements and compliance to other policies (eg EEO). This policy may be combined with the recruitment policy.
A well-formed selection policy should clearly communicate the organisation’s intent and its selection goals. Selection policies should incorporate:
The most common methods used to select the best candidate for the role include:
Factors to consider when identifying what selection methods will be used include:
The selection decision
Once the selection processes are complete it is advisable to move quickly on the selection decision. Lengthy processes can result in candidates accepting other roles or losing interest in the role you are recruiting for.
There are two approaches that can be taken in making the final selection decision. You can reserve the decision until all selection processes are complete and look at each candidate’s performance and assessment in each of the processes. Alternatively, you can take a cumulative approach where decision is made at the completion of each individual selection process, gradually narrowing down the pool of candidates and selecting who to appoint from those who have survived all of the selection processes.
The selection decision should be based on objective information gathered from the candidate’s application, the interviews, any testing conducted and reference and background checks. The candidate that best addresses the selection criteria should be offered the position.
It is important to make the selection decision as soon as possible after the selection process has been completed. Do not allow the decision-making process to drag out as, in a strong job market, high quality candidates may be in a position where they have more than one role offered to them.
The job offers
The initial job offer should be verbal and must be followed immediately by written confirmation of the job offer and the proposed terms of employment i.e. position title, salary, commencement date, any terms or conditions particular to the position. A full employment contract should then follow.
All candidates for the role should be informed of the outcome of their application regardless of the stage in the selection process they reached. Any candidates who were spoken to on the phone or who attended an interview should be advised by phone so that feedback can be provided verbally. All other applicants can be e-mailed with a covering statement regarding the caliber of the candidates and details of the selection process undertaken.
“Thank you for your application for the receptionist role. A large number of high caliber applications were received for this position. The successful candidate was selected due to their extensive experience in similar roles within the industry. Thank you for taking the time to apply and we wish you well in your job search.”
Do not inform other preferred candidates that they have been unsuccessful in obtaining the role until the first preferred candidate has accepted the job offer. If the first preferred candidate does not accept the job offer, then the selectors can still consider other preferred candidates for the position.
Those involved in the selection process should study the applications and assess the potential candidate against the established selection criteria. Good practice and privacy obligations require that all applications are treated with the strictest confidentiality.
Assessment of applications against the selection criteria will identify those that meet the requirements for the position and that should be given further consideration. The result of the assessment process should be a list of candidates to be approached for the selection process.
The number of applicants who progress to the selection process should be dependent on the number and quality of applications received.
Tip: if working with an external recruiter, you may wish to request a minimum and maximum number of candidates be submitted to you for selection. This should be a guideline only so that the recruiter is able to provide to you any and all candidates that do meet the selection criteria identified and so no candidate is disadvantaged through the process.
Applicants that meet and/or exceed the selection criteria should be considered as strong candidates for the position and moved through to the selection process. Applicants who do not meet the selection criteria should be advised that they have not met the requirements and will not proceed to the selection process. These applicants should be informed as early as possible and provided with feedback where appropriate regarding their application.
You may wish to use a table or spreadsheet to record applicant details and the process undertaken to identify successful candidates.
Ensure your advertisement complies with legislation such as Equal Employment Opportunity (EEO) law
Be realistic and honest in your advert
There is no benefit in attracting candidates with enticements or promises that the role or organisation cannot live up to. Focus on the positive things about the role and the organisation but don’t over embellish.
Know your target audience
Make sure you select the best avenues for recruiting the right people for your role i.e. if the role would suit a recent graduate look at graduate advertising opportunities and university job boards. If the role requires someone with a particular accreditation, look at industry bodies or associations who may have access to candidates (such as ——for HR professionals or CPA for accountants).
Know your limits
Choose your advertising methods keeping in mind your budget and the time you have available to recruit. For example, paper based advertisements can be expensive and have long lead times whereas online job boards can be inexpensive and be posted in a matter of minutes.
Keep in mind your customers and other stakeholders
Ensure your advert is consistent with other communication methods and in line with organisational values and image. For example, if recruiting for a not-for-profit you may not want to focus on large financial rewards but rather promote the more intangible benefits of what the opportunity will provide.
You may wish to adopt the AIDA principal outlined below. It is an effective way to ensure that you have covered all the necessary information in your job advertisement:
The advertisement requires something in the heading or appearance that will attract the attention of the desired candidates which reflects the image and culture of the organisation.
Example – A wildlife association or animal shelter may use images of animals to attract the eye of employees who have an interest in animal welfare. An advertising agency may use bright colours and design techniques to draw the attention of creative types. A government department will use their logo and crest to attract those keen to work in the public sector.
The advertisement will draw interest to the role by providing accurate and clear information about the role and the organisation. The advert needs to be clear in what is required to be a successful candidate for the role and provide enough information to allow the candidate to make an informed decision about applying for the job. Be clear in the requirements – state what essential qualifications or training are required so that candidates know up front if they have what is needed for the role.
State the benefits of the role – what benefits and remuneration range are on offer that will appeal to the candidates you want to apply. Use the ad to filter out those who are not suitable for the role – knowledge, skills and attributes should be spelt out to save your time and the candidate’s time.
The advertisement needs to create a desire for candidates to want to apply for the role. What is the value proposition in this role or organisation? Why would the candidate want to work for you over a competitor or another organisation? Be clear in the benefits and remuneration range as well as other positive aspects to the role. Describe the culture of the organisation (eg collaborative, relaxed, energetic, family oriented).
List what intangible benefits apply – (eg flexibility, lifestyle benefits, industry recognition) Explain what people can expect from being affiliated with the organisation or brand (eg ‘join the leading brand in …’, ‘ work for the number one supplier of …’).
Don’t forget to include what the candidate needs to do to apply for the role. This might include the closing date, who to contact for more information and what the application process entails. You may need to vary this whether you advertise online i.e. ‘click apply now’ versus print advertising i.e. ‘download an application form at www.roubler.com’.
Example – ‘Applications close 8 March 2013. For any questions or to receive a position description please e- mail email@example.com or phone HR Manager on 1234 5679 for a confidential discussion’.
Internal recruitment consists of promotions and transfers from within the organisation. It will normally take one of three forms:
Advantages of internal recruitment:
Some disadvantages to watch out for:
External recruitment is the sourcing of candidates from outside of the organisation through avenues such as:
The advantages of external recruitment include:
Some disadvantages to watch out for: