Key Steps to an effective recruitment executive process

Is there a need to recruit?

. The need for any recruitment executive activities should be evaluations in the context to the business overall resource requirements;
. This should include both short, mid and long term plans and requirements for your business and consider both likely resource level requirements (numbers of staff) and business skill requirements (capability of staff) in order to best decide first if recruitment is required at all, and if so what skills and experience you need to bring into the business.

Carefully defining the vacancy pays dividends

. Start with a description of the job - its responsibilities and deliverables;
. the necessary skills, experience and competencies required by the job holder to fulfill the required responsibilities;
. Plus the ideal qualities to be a successful contribution to the business.
Creating a talent pool by attracting the right candidates
. Think carefully about your internal sources of candidates: seek candidates from inside the business via internal job boards, succession plans etc; identify staff for whom it would be a sensible career development move;
. Think about the different sources of external sources of candidates: Advertise the vacancy (online or print); your internet career page; search generalist and specialist job boards; speak to the local job centre; encourage existing employees to make contacts for you; make contact with universities and colleges; use a recruitment executive agency or head hunter;
Focus on collecting all relevant information on candidates
Collect the information necessary to make a selection decision
. Applications form;
. CVs;
. Interview data (including behavioral interviews);
. psychometrics;
. references.

Create a short list and then arrange interviews and other selection processes
. Review applications and short list;
. your shortlist down to a small number for interview;
. Consider telephone interviews as an effective way to screen applicants;

Making the decision to appoint

. Consider relative importance of the different requirements before trying to evaluate the candidates so that you do not get caught up in the moment;
. When judging the importance of a shortfall in the candidate think about what can be learned as opposed to what comes more naturally or key competencies;
. Consider both the risks and the benefits of appointing a particular candidate;
. Make simple notes of your decisions in terms of why you selected and why you did not select  these will not only help you remember but can be useful for giving feedback;
. Agree terms and conditions of employment;
. Make the offer.

Giving feedback

This needs to be considered for three groups:
. successful candidates;
. unsuccessful internal candidates;
. unsuccessful external candidates.

Producing an induction plan

This is a critical step and should include both induction and early development needs. It can make the difference between a successful hire and an unsuccessful one.

. the new recruit quickly getting up to speed and making a valued contribution;
. reducing the disruption to the work of the other members of the team;
. ensuring a safe working environment;
. demonstration to the new recruit that they are valued;
. increasing your ability to keep the employee.

And finally, you need to review the recruitment process

. A review of the process itself should be undertaken - this will lead to process improvement and greater efficiency;
. A review of the hiring decision should also be undertaken - this will lead to greater recruitment executive effectiveness;
. The recruiters corner on HireScores.com gives some great feedback to employers on what to do and what not to do when recruiting..