Recruitment Policy and Procedure
Systematized approach to recruitment
Having a systematized approach to anything in business is no doubt the best approach. This Recruitment policy and procedures manual will help you develop a systematic and repeatable way of conducting recruitment in your business.
The purpose of this document is to ensure that a standard approach is adopted for the recruitment of all vacant positions.
[enter-your-company-name-here] is committed attracting and recruiting the best possible candidates for available positions. [enter-your-company-name-here] is further committed to providing equality in employment for all people employed or seeking employment.
These guidelines are developed according to Affirmative Action and Equal Employment Opportunity (EEO) principles. They provide an outline of a process to select personnel in a non-discriminatory manner on the basis of merit. It is important to note that EEO legislation covers all applicants for positions, both internal and external.
[enter-your-company-name-here] is committed to ensuring that fair and effective procedures and processes are implemented and adhered to when selecting and deploying people to meet organizational needs.
[enter-your-company-name-here] is an equal opportunity employer, and is committed to providing a work environment that is free from harassment and discrimination.
All recruitment, selection procedures and decisions will reflect [enter-your-company-name-here]’s commitment to providing equal opportunity. All potential candidates will be assessed according to their skills, knowledge, qualifications and capabilities. Regard will not be given to factors such as age, gender, marital status, race, religion, physical impairment or political opinions.
It is the responsibility of Management and Supervisors to ensure that:
- They are familiar with and understand the recruitment policies and procedures, and that they follow them accordingly;
- Staff levels for their department are determined and authorized;
- All roles have current position descriptions that specify role requirements and selection criteria.
It is the responsibility of the Human Resources department to ensure that:
- a Recruitment and Selection Policy is developed and maintained to support and enhance the Organizations objectives and requirements;
- recruitment and selection guidelines and procedures are developed and maintained;
- all Managers are aware of their responsibilities in the recruitment and selection process;
- Managers are given continuous support and guidance with regard to recruitment and selection issues.
When it becomes necessary to recruit for a position, Managers should refer to the position description to establish the requirements for the position, and the key selection criteria.
If no position description exists for the position, or it requires revising, then this is the responsibility of the appropriate Manager. Once the new position description or amendments have been drafted, it should be forwarded to Human Resources.
Where the position description is for a new role, the Human Resources Officer will review and evaluate the position.
Prior to commencing the recruitment process, the Recruiting Manager is required to gain approval from the relevant [role title] and forward this to the Human Resources Officer.
Direct Internal Appointments/Promotions
Where a Manager wishes to promote an employee who meets the specific selection criteria for the vacant position,to the internal vacancy, the appointment must be authorized by the appropriate [role title]. The approval is to be forwarded to the Human Resources Department.
[enter-your-company-name-here] must ensure that all of the organizations employees, who possess the relevant skills and who have expressed interest in the position, have been appropriately considered.
Where appropriate [enter-your-company-name-here], will advertise all vacancies internally.
Exceptions to this occur when:
- the position is of a specialized nature and appropriate skills are not available within the organization; or
- there is a need to make a direct appointment or promotion into the vacant position.
Upon receiving approval for the vacant position, Human Resources will advertise the available position internally. Internal advertisements should include the following:
- Position title;
- Outline of the position;
- Skills required for the role;
- Closing date for applications.
All internal applicants should forward a current copy of their resume, together with covering letter, to the applicable manager for acknowledgement, consideration and processing.
Internal applicants who possess the required skills, qualifications and work-related experience, as specified in the internal advertisement, should be interviewed for the position by the relevant Manager or Supervisor.
Where a position cannot be filled internally or where it is appropriate to conduct concurrent internal and external recruitment campaigns, the position may be advertised externally.
If necessary, the Human Resources Department will prepare an appropriate recruitment advertisement for the position and submit it for review and approval by the appropriate Manager. The Human Resources Department will administer the placement of the advertisement and monitor applications received.
Use of Recruitment Consultants
When deemed appropriate, external recruitment consultants may be used for recruitment purposes. The Recruiting Manager should contact the Human Resources Department for assistance with the engagement of a recruitment consultant.
It remains the Manager’s responsibility to ensure that the recruitment consultant conforms with [enter-your-company-name-here] recruitment and selection policies.
If a recruitment consultant has been engaged to recruit for a position, they will be responsible for screening the applicants.
Resumes must be screened against the position description so that assessments can be made of their suitability for the specific role. Applicants who are assessed as suitable will then be selected for interview.
It may be appropriate to use selection tools such as Psychological Testing or Behavioral Interviewing. The Recruiting Manager is advised to contact the Human Resources Department to confirm the relevant selection tools.
Managers should consult with the Human Resources Department if they require any assistance with the selection process.
Any checks, which may form part of the selection process, should be conducted prior to issuing an offer of employment.
The Manager (or nominated interviewer) will conduct interviews of candidates who have been short-listed for the position. Managers are responsible for ensuring that all candidates are interviewed using the correct criteria outlined in the relevant position description.
Managers shall ensure that, where possible, a minimum of two reference checks are conducted prior to an offer of employment being made to a candidate.
Details of the reference checks should be attached to the candidate’s application for future reference.
The Federal Privacy Legislation applies to employee records held by an organization.
New Starter paperwork
If an internal candidate is selected, the Manager is required to notify the successful candidate and their Manager. If an external candidate has been selected, the Manager shall make a verbal offer to the candidate.
To authorize the commencement or transfer of an internal employee, the Recruiting Manager must notify the Human Resources Department and provide confirmation of the General Manager’s approval.
The Recruiting Manager should ensure that all recruiting documents are completed and returned to the Human Resources Department for filing.
The Human Resources Department will prepare a written Letter of Offer to the successful candidate. A standard letter of offer will be used for all offers of employment; confirming the start date, salary, position and the terms and conditions of employment pertaining to the employee.
Once the Human Resources Department or Recruiting Manager has received the candidate’s signed letter of acceptance of the offer, the Recruiting Manager shall notify all unsuccessful candidates. If an external recruitment agency has been used, the Recruiting Manager shall notify the agency, who will then notify the unsuccessful candidates.
The Recruiting Manager is responsible for liaising with the Human Resources Department to ensure that the necessary documentation, equipment and access privileges are prepared for the new employee.
The Human Resources Department will forward an induction kit to the new employee for their completion.
How to conduct an interview
The purpose of an interview is to provide and obtain information that will assist in making a decision about a candidate’s suitability.
Whilst each interviewer will develop their individual interviewing styles, there are a number of essential characteristics of an interview that must be present.
Prior to conducting the interview
Review the candidate’s resume before commencing the interview. This will allow you to feel more comfortable when the candidate arrives.
Review the similarities or differences in qualifications relating to the factors of the job, including:
- education or basic paper qualifications for the job;
- related work experience and areas of specialization;
- non-work experience (such as special interests or volunteer activities) in which the candidate might have developed skills relevant to the position.
Conducting the interview
Asking questions is an important part of the interviewer’s role, however it is not the sole responsibility. A good interviewer must also:
- reduce communication barriers;
- maintain control of the interview;
- ensure that the candidate reveals information that the interviewer wants to know and not simply what the candidate wants to tell; and
- create a friendly, conversational atmosphere.
Having the candidate respond to questions and prompts will encourage them to do most of the talking while the interviewer ensures that all relevant topics are covered. The interviewer may be required to ask a question a second time by re-phrasing it or by returning to a particular topic at a later point in the interview.
Whilst an interviewer may develop a particular style, the following steps provide a useful guide to the structure of an interview.
Step 1: Set the stage
It is important to create an interviewing environment in which a candidate may present themselves in the best manner. An interviewer will be able to gain more information in a comfortable setting and the candidate will be left with a favorable impression of the organization.
- Make arrangements for a private meeting room in which to conduct the interview.
- Do not allow interruptions such as telephone calls and visitors.
- Interviews are more comfortable if conducted in an informal “around the table” setting rather than across a desk, particularly when more than one interviewer is involved. Position the candidate so that they can comfortably direct conversation to anyone in the room.
- Introduce yourself and all members of the interview panel to the candidate (the panel members may prefer to introduce themselves).
- Body language should be relaxed and open.
- Be friendly and courteous throughout the interview. The tone should be like a slightly structured conversation.
- Sometimes it helps to begin by entering into a general conversation, for example talking about the organization.
Step 2: Outline the agenda
Outline for the candidate, the structure that the interview will take. This will help them to relax and will put the interviewer in control of what is to follow.
- Identify areas to be covered, for example the duties and responsibilities involved in the job, the candidate’s education and experience and how they relate to the position together with the use of hypothetical situations.
- Suggest the length of time that the interview is expected to take, and any additional time that might be spent touring the work site etc.
- Provide the candidate with a description of the duties and responsibilities of the job and an overview of the workings of the organization.
- Avoid confusing or overly technical language. Do not oversell the job or mislead the candidate about the actual duties and responsibilities involved or the future growth expectations of the position.
- Advise the candidate that there will be an opportunity later in the interview for them to ask questions or add information that may not yet have been covered.
Step 3: Gather information
Following a list of core questions will provide structure and should take up most of the interview time; however, some flexibility is necessary to allow for follow-up questions and for questions that will arise out of each candidate’s documentation. This helps to create a comfortable, relaxed tone.
Listen for evidence of both positive and negative behavior and focus on one specific performance factor at a time. Analyze how well those behaviors and skills would carry over to the position.
The interviewing process may take some time to master, but it can be extremely effective. Probing is particularly necessary when there are gaps in the candidate’s life/work history, when inconsistencies appear or when the candidate changes the subject or is evasive.
Step 4: Welcome added information and answer questions
In the later stages of the interview, the candidate may have specific questions about the job, department or the organization itself. A detailed discussion should be reserved until this point, so that the candidate will not simply tailor their answers to suit the position. This is a good time to probe for more detailed information, such as:
- “Now that I have described the job, do you have any relevant skills that we have not yet heard about”
- Thank the candidate for coming to the interview and explain the time frame for the decision making process and what the next step in the process will be.
Conducting reference checks
Reference checking is a selection technique that addresses previous job performance.
It is designed to confirm information obtained from a candidate by discussing the candidate’s performance with previous supervisors.
Ideally, a minimum of two referees should be contacted (preferably the candidate’s two most recent employers).
Some tips for conducting a successful reference check are:
- Plan your call in advance, but be flexible. The conversation may not proceed exactly as planned. As with interviewing, reference checking gets easier with practice.
- Introduce yourself immediately, stating your position with your organization and explain the purpose of your call. Ask if the referee is available for discussion, and if not, arrange to call again later.
- Be yourself. Relax and attempt to establish a rapport with the person with whom you are speaking.
- Mention that the candidate is one of several being considered for a position in your organization, and confirm the accuracy of the employment information provided by the candidate (e.g. dates of employment, job duties and anything else that is relevant).
- Take notes as the referee speaks.
- Tell the referee about the position for which the candidate is being considered. This makes the exchange of relevant information easier.
- Let the referee talk freely. As with interviewing, open-ended questions and follow-up statements will work best. Listen for obvious pauses and be ready to probe for further information; if you reach a dead end with a particular topic, leave it and return later if necessary.
- Do not end the conversation until you have sufficient information. Use summary statements to clarify ambiguous answers. Finish your conversation by asking “Would you re-hire this applicant if you had the opportunity”
- Confirm that the referee is comfortable that the information disclosed is covered by the Federal Privacy Legislation.
- Thank the referee for their help.
Resources and links to assist you further
- Conducting A Staff Performance Review
- What is a SOP (e.g. Standard Operating Procedure )
- Could business bottlenecks help you focus? Look at the Theory of Constraints
- Download a SOP work instructions template
- Policies and Procedures Software TKO Policy Guides
- Advertising For New Staff Policy
- Interviewing Staff
- Letter Of Appointment
- New Staff (first Day Induction)
- Staff Recruitment Policy
- How to use bottlenecks in your business to help you write effective standard operating procedures (SOP)
- SOP Software to help you manage your standard operating procedures (SOP)
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