Recruitment: The hiring process, explained

All forms of employment are based on recruitment policies and practices. Recruitment has to be a structured, orderly, process.

Recruitment is planned according to the business requirements of the employer. This is a formal organizational and financial process. Payrolls are budgeted, and hiring is based on, the employer's Business Plan.

The basic recruitment organization of any employer is:

• Establishment staff (The permanent staff)
• Replacement and temporary staff (Replacing or filling in for permanent staff)
• Projected employment growth or reduction (Future staffing requirements)

Job design

Jobs are designed on a basis of cost effectiveness. Each position contains one or more roles requiring a series of skill sets, qualifications, experience levels and knowledge bases.

Recruitment policy considerations for organizations

Job designs create the framework of recruitment policies. Companies like Google have a series of policies in place regarding basic criteria for employment of all staff. Other companies have criteria for specific positions and career paths mapped out using internships and qualifications.

Recruitment is highly structured at all levels of an organization. The hiring of staff in all large organizations is based on a recruitment policy. In smaller organizations it's more usually based on business structure.

Employment laws

Hiring practices are subject to employment laws. These laws are usually national or federal and apply to the entire workforce. Employment on merit, under Equal Opportunity laws, using the interview system, is the most common method of recruitment.

The interview process

Job interviews are formal processes. A job interview has legal status, and interviewees can appeal decisions under employment laws.

The interview system consists of several stages:

• Decision to hire and establishment of job criteria.
• Appointment of interview convener and panel to manage the process.
• Advertisement of the job vacancy.
• Applications are received by the employer.
• Applications are culled, and the best are selected for interviews.
• Applicants are notified of selection and interview details.
• Interviews are conducted.
• The interview panel makes a recommendation for appointment.
• Unsuccessful candidates are notified.*
• The appointment is approved.
• The successful candidate is notified.
• The candidate accepts or declines the position.**

* When notified, unsuccessful applicants may appeal decisions according to employment laws, if they have grounds for appeal.

** If the successful candidate declines the appointment, the employer may:

• Appoint another interviewee. (Alternate appointees are commonly identified when making recommendations for appointment.)
• Re advertise the position.

Common problems with recruitment

The interview system, if conducted properly, is very effective. The merit principle is reliable as a selection method. Formal interview processes managed by experienced interviewers are a good quality control for your recruitment.

Hiring processes can be expensive. If you hire an unsuitable appointee, they become much more expensive, and time and money is wasted.

There are risks, particularly if the interview process is mismanaged:

• Bad interview techniques can result in bad recommendations.
• Lack of preparation may make interviewers unable to perform.
• Lack of interview quality controls may cause errors.
• Interview questions may fail to address important skills and competencies.
• Questions may overemphasize experience or theory, so the questions fail to address critical job criteria.
• Interviews may be conducted on an 'assembly line' basis, with the best of the group selected, even if the recommended appointee doesn't meet essential criteria.
• Interviewers fail to establish Pass or Fail standards for applicants.
• Recruitment standards and policies are critical to successful hiring.
• The hiring process must be based on a reliable methodology.
• All interviews must meet strict performance quality control standards.