Recruitment

• How to Develop a Recruitment Policy
• Candidate Selection Policies & Methods
• Candidate Selection & Offer
• Assessing Your Candidates Applications
• How to Write a Job Advertisement
• Sourcing Candidates
• What is the difference between a HRIS and HRMS?

How to Develop a Recruitment Policy

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:

• provide a basis for compliance with legal obligations, and in the event of dispute, provide supporting evidence
• give transparency to the recruitment process for employees and applicants
• ensure consistency across different sections of the organisation
• ensure that everyone in the organisation is informed about how the organisation intends to recruit
• integrate with and reflect the organisation’s strategic and operational objectives
• assist in promotion of the organisation to applicants

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:

• an introduction, including a statement of the organisation mission and values
• a policy statement – a simple, unambiguous statement of the basis of recruitment, normally on merit
• qualifying criteria such as antidiscrimination and equal opportunity provisions
• the organisation’s position on internal applicants
• legal information – ensure that the contents comply with current employment law, particularly with regard to discrimination and contracts of employment
• a recruitment process description e.g. approval to proceed with recruitment, advertising policy, selection procedures, parameters which regulate the employment of casual and contract employees
• specific requirements e.g. appeal procedures, graduate recruitment programs, conflicts of interest, union considerations
• appendices of related information e.g. employment committee, reference to related procedural documents

Candidate Selection Policies & Methods

Selection methods are the tools and activities you use to select the most appropriate candidate for the role.

Selection policies
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 company’s approach to Equal Employment Opportunity and the removal of biases in the process
• The composition of selection panels i.e. what source, what level within the organisation, commitment required and availability
• How line managers will feature in the selection process i.e. short-listing panel, interviews etc.
• Timeframes for recruitment, selection interviews and appointment
• Preferred selection techniques and in what instances they will be used
• Reporting on selection processes to key stakeholders in the process i.e. the candidate, the line manager, HR, the selection panel etc.
• In what situations selection will be outsourced
• Budget allocations

Selection methods
The most common methods used to select the best candidate for the role include:

• Assessment of the curriculum vitae or resume against the selection criteria.
• Interviews
• Testing
• Realistic job preview
• Referee reports

Factors to consider when identifying what selection methods will be used include:

• Organisation’s selection policy
• Type of position being recruited – senior executive, technical role, high volume
• Organisation size
• Funds available

Candidate Selection & Offer

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.

Unsuccessful candidates
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.

For example:
“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.

Assessing Your Candidates Applications

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.

How to Write a Job Advertisement

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:

ATTENTION

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.

INTEREST

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.

DESIRE

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 …’).

ACTION

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 hrmanager@xyz.com.au or phone HR Manager on 1234 5679 for a confidential discussion’.

Sourcing Candidates

Internal sourcing

Internal recruitment consists of promotions and transfers from within the organisation. It will normally take one of three forms:

• Direct appointment or promotion based on internal promotion process or succession planning activities.
• Sideways movement from another department or team to provide development to an employee – this may be a permanent move or temporarily as a secondment.
• Internal advertising to give any existing employee the opportunity to put themselves forward for the role
• Referral from existing employees of friends or acquaintances who may be suited to the role.

Advantages of internal recruitment:

• It builds morale for existing employees
• Employees may be motivated by the possibility of career opportunities within the organisation, learning new skills or enriching their jobs
• Employees may be more inclined to stay with the organisation when there are career opportunities, reducing turnover
• Information about the internal labour supply which arises from internal recruitment processes helps identify high potential employees and assists in succession planning
• It provides an opportunity to reward good performance of existing employees
• It is generally a lower cost approach to recruitment

Some disadvantages to watch out for:

• It can create dissatisfaction in those internal candidates not selected
• A strong performance measurement process is required to ensure the right internal candidates are recognised in the recruitment process
• It can reinforce an existing culture or climate which would actually benefit from change

External sourcing

External recruitment is the sourcing of candidates from outside of the organisation through avenues such as:

• Direct advertising in suitable online and print based publications including social media platforms
• Referrals and recruiting from similar companies
• Utilising a recruitment agency to source suitable candidates
• Professional association job boards
• Educational institutions i.e. graduate recruitment, career fairs and internships

The advantages of external recruitment include:

• The widening of the pool of candidates to access skills and experience that does not exist inside the organisation
• A larger pool of candidates allowing the recruiter to make an informed decision based on all the candidates available
• The opportunity to introduce new employees into the talent pool in the organisation

Some disadvantages to watch out for:

• External recruitment methods can be costly
• It can create dissatisfaction in existing employees
• The process can take a long time including advertising process and notice periods for new employees

What is the difference between a HRIS and HRMS?

A Human Resources Information System (HRIS) and Human Resources Management System (HRMS) are often confused and although HRIS is the more common term used in the HR industry, there are many platforms which are genuine HRMS which provide workforce management solutions to both large and small workforces and HR departments.