For every activity it is necessary to follow the checklist
in recruitment also it is necessary to follow the checklist
How to Recruit and Hire the Best: A Checklist for Success
Selection and Hiring Checklist
Want to recruit and hire a superior workforce? This checklist will help you systematize your hiring process. The checklist helps you keep track of your recruiting efforts. It communicates both the recruiting and the hiring process and progress in recruiting to the hiring manager. This checklist is a work in process; your feedback and comments are welcome.
•Determine the need for a new or replacement position.
•Think creatively about how to accomplish the work without adding staff (improve processes, eliminate work you don’t need to do, divide work differently, etc.).
•Develop and prioritize the key requirements needed from the position and the special qualifications you seek in a candidate. (These will assist your Human Resources department to write the classified ad; post the job online and on your website; and screen resultant resumes for potential candidate interviews.)
•With HR department assistance, develop the job description for the position.
•Determine the salary range for the position.
•Decide whether the department can afford the position.
•Post the position internally on the “Career Opportunities” bulletin board for one week.
•Send an all-company email to notify staff that a position has been posted.
•All staff members encourage talented, qualified, diverse internal candidates to apply for the position. (If you are the hiring supervisor, as a courtesy, let the current supervisor know if you are talking to his or her reporting staff member.)
•Interested internal candidates fill out the Internal Position Application.
•Schedule an interview, for internal candidates, with the hiring supervisor, the manager of the hiring supervisor or a customer of the position and HR. (In all cases, tell the candidates the timelines you anticipate the interview process will take.)
•Hold the interviews with each interviewer clear about their role in the interview process. (Culture fit,technical qualifications, customer responsiveness and knowledge are several of the screening resposibilities you may want your interviewers to assume.)
•Interviewers fill out the candidate rating form.
•If an internal candidate is selected for the position, make a written position offer that includes the new job description and salary.
•Agree on a transition timeline with the internal candidate’s current supervisor.
•If you've created another internal opening, begin again.
•End the search.
•If no qualified internal candidates apply, extend the search to external cndidates.
•Spread word-of-mouth information about the position availability in your industry and to each employee’s network of friends and associates.
•Place a classified ad in newspapers with a delivery reach that will create a diverse candidate pool.
•Post the classified ad on jobs and newspaper-related websites including the company website.
•Post the position on professional association websites.
•Talk to university career centers.
•Contact temporary help agencies.
•Brainstorm other potential ways to locate a well-qualified pool of candidates for each position.
.
Screening and Interviewing
Want to recruit and hire a superior workforce? This checklist will help you systematize your hiring process. The checklist helps you keep track of your recruiting efforts. It communicates both the recruiting and the hiring process and progress in recruiting to the hiring manager. You'll want to start with the first page of this checklist.
• Send postcards or emails to each applicant to acknowledge receipt of the application. (State that if the candidate appears to be a good match for the position, you will contact them to schedule an interview. If not, you will keep their application/resume on file for a year in case other opportunities arise.)
• Screen resumes and/or applications against the prioritized qualifications and criteria established.
• Phone screen the candidates whose credentials look like a good fit with the position. Determine salary requirements, if not stated with the application.
• Schedule qualified candidates, whose salary needs you can afford, for a first interview with the hiring supervisor and an HR representative, either in-person or on the phone. In all cases, tell the candidates the timeline you anticipate the interview process will take.
• Ask the candidate to fill out your official job application.
• Give the candidate a copy of the job description.
• Hold screening interviews during which the candidate is assessed and and has the opportunity to learn about your organization and your needs.
• Fill out the Candidate Rating Form for each candidate interviewed.
• Meet to determine which (if any) candidates to invite back for a second interview.
• Determine the appropriate people to participate in the second round of interviews. This may include potential coworkers, customers, the hiring supervisor, the hiring supervisor’s manager and HR.
• Schedule the additional interviews.
• Hold the interviews with each interviewer clear about their role in the interview process. (Culture fit,technical qualifications, customer responsiveness and knowledge are several of the screening resposibilities you may want your interviewers to assume.)
• Candidates participate in any testing you may require for the position.
• Interviewers fill out the candidate rating form.
• Human Resources checks the finalists’ (people to whom you are considering offering the position) credentials, references and other qualifying documents and statements.
• Anyone who has stated qualifications dishonestly or who fails to pass the checks is eliminated as a candidate.
• Through the entire interviewing process, HR, and managers, where desired, stay in touch with the most qualified candidates via phone and email.
• Reach consensus on whether the organization wants to select any candidate (via email, informally, HR touching base with interviewers, candidate rating forms, and so on).
• If no candidate is superior, start again to review your candidate pool and redevelop a pool if necessary.
• HR and the hiring supervisor agree on the offer to make to the candidate, with the concurrence of the supervisor’s manager and the departmental budget.
• Talk informally with the candidate about whether he or she is interested in the job at the offered salary and stated conditions. Make certain the candidate agrees that they will participate in a background check, a drug screen and sign a Non-compete Agreement or a Confidentiality Agreement, depending on the position. If so, proceed with an offer letter.
• If not, determine if negotiable factors exist that will bring the organization and the candidate into agreement. A reasonable negotiation is expected; a candidate that returns repeatedly to the company requesting more each time is not a candidate the company wants to hire.
• If the informal negotiation leads the organization to believe the candidate is viable, HR will prepare a written position offer letter from the supervisor that offers the position, states and formalizes the salary, reporting relationship, supervising relationships, and any other benefits or commitments the candidate has negotiated or the company has promised.
• The offer letter, the job description and the Company Non-Compete or Confidentiality Agreement are provided to the candidate.
• The candidate signs the offer documentation to accept the job or refuses the position.
• If yes, schedule the new employee's start date.
• If no, start again to review your candidate pool and redevelop a pool if necessary.
From India, Mumbai
2in recruitment also it is necessary to follow the checklist
How to Recruit and Hire the Best: A Checklist for Success
Selection and Hiring Checklist
Want to recruit and hire a superior workforce? This checklist will help you systematize your hiring process. The checklist helps you keep track of your recruiting efforts. It communicates both the recruiting and the hiring process and progress in recruiting to the hiring manager. This checklist is a work in process; your feedback and comments are welcome.
•Determine the need for a new or replacement position.
•Think creatively about how to accomplish the work without adding staff (improve processes, eliminate work you don’t need to do, divide work differently, etc.).
•Develop and prioritize the key requirements needed from the position and the special qualifications you seek in a candidate. (These will assist your Human Resources department to write the classified ad; post the job online and on your website; and screen resultant resumes for potential candidate interviews.)
•With HR department assistance, develop the job description for the position.
•Determine the salary range for the position.
•Decide whether the department can afford the position.
•Post the position internally on the “Career Opportunities” bulletin board for one week.
•Send an all-company email to notify staff that a position has been posted.
•All staff members encourage talented, qualified, diverse internal candidates to apply for the position. (If you are the hiring supervisor, as a courtesy, let the current supervisor know if you are talking to his or her reporting staff member.)
•Interested internal candidates fill out the Internal Position Application.
•Schedule an interview, for internal candidates, with the hiring supervisor, the manager of the hiring supervisor or a customer of the position and HR. (In all cases, tell the candidates the timelines you anticipate the interview process will take.)
•Hold the interviews with each interviewer clear about their role in the interview process. (Culture fit,technical qualifications, customer responsiveness and knowledge are several of the screening resposibilities you may want your interviewers to assume.)
•Interviewers fill out the candidate rating form.
•If an internal candidate is selected for the position, make a written position offer that includes the new job description and salary.
•Agree on a transition timeline with the internal candidate’s current supervisor.
•If you've created another internal opening, begin again.
•End the search.
•If no qualified internal candidates apply, extend the search to external cndidates.
•Spread word-of-mouth information about the position availability in your industry and to each employee’s network of friends and associates.
•Place a classified ad in newspapers with a delivery reach that will create a diverse candidate pool.
•Post the classified ad on jobs and newspaper-related websites including the company website.
•Post the position on professional association websites.
•Talk to university career centers.
•Contact temporary help agencies.
•Brainstorm other potential ways to locate a well-qualified pool of candidates for each position.
.
Screening and Interviewing
Want to recruit and hire a superior workforce? This checklist will help you systematize your hiring process. The checklist helps you keep track of your recruiting efforts. It communicates both the recruiting and the hiring process and progress in recruiting to the hiring manager. You'll want to start with the first page of this checklist.
• Send postcards or emails to each applicant to acknowledge receipt of the application. (State that if the candidate appears to be a good match for the position, you will contact them to schedule an interview. If not, you will keep their application/resume on file for a year in case other opportunities arise.)
• Screen resumes and/or applications against the prioritized qualifications and criteria established.
• Phone screen the candidates whose credentials look like a good fit with the position. Determine salary requirements, if not stated with the application.
• Schedule qualified candidates, whose salary needs you can afford, for a first interview with the hiring supervisor and an HR representative, either in-person or on the phone. In all cases, tell the candidates the timeline you anticipate the interview process will take.
• Ask the candidate to fill out your official job application.
• Give the candidate a copy of the job description.
• Hold screening interviews during which the candidate is assessed and and has the opportunity to learn about your organization and your needs.
• Fill out the Candidate Rating Form for each candidate interviewed.
• Meet to determine which (if any) candidates to invite back for a second interview.
• Determine the appropriate people to participate in the second round of interviews. This may include potential coworkers, customers, the hiring supervisor, the hiring supervisor’s manager and HR.
• Schedule the additional interviews.
• Hold the interviews with each interviewer clear about their role in the interview process. (Culture fit,technical qualifications, customer responsiveness and knowledge are several of the screening resposibilities you may want your interviewers to assume.)
• Candidates participate in any testing you may require for the position.
• Interviewers fill out the candidate rating form.
• Human Resources checks the finalists’ (people to whom you are considering offering the position) credentials, references and other qualifying documents and statements.
• Anyone who has stated qualifications dishonestly or who fails to pass the checks is eliminated as a candidate.
• Through the entire interviewing process, HR, and managers, where desired, stay in touch with the most qualified candidates via phone and email.
• Reach consensus on whether the organization wants to select any candidate (via email, informally, HR touching base with interviewers, candidate rating forms, and so on).
• If no candidate is superior, start again to review your candidate pool and redevelop a pool if necessary.
• HR and the hiring supervisor agree on the offer to make to the candidate, with the concurrence of the supervisor’s manager and the departmental budget.
• Talk informally with the candidate about whether he or she is interested in the job at the offered salary and stated conditions. Make certain the candidate agrees that they will participate in a background check, a drug screen and sign a Non-compete Agreement or a Confidentiality Agreement, depending on the position. If so, proceed with an offer letter.
• If not, determine if negotiable factors exist that will bring the organization and the candidate into agreement. A reasonable negotiation is expected; a candidate that returns repeatedly to the company requesting more each time is not a candidate the company wants to hire.
• If the informal negotiation leads the organization to believe the candidate is viable, HR will prepare a written position offer letter from the supervisor that offers the position, states and formalizes the salary, reporting relationship, supervising relationships, and any other benefits or commitments the candidate has negotiated or the company has promised.
• The offer letter, the job description and the Company Non-Compete or Confidentiality Agreement are provided to the candidate.
• The candidate signs the offer documentation to accept the job or refuses the position.
• If yes, schedule the new employee's start date.
• If no, start again to review your candidate pool and redevelop a pool if necessary.
From India, Mumbai
Hi, You have explained the whole process of recruitment, right from the manpower planning to selection.. Thanx for posting it... dips
From India, Delhi
From India, Delhi
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