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HR Policies and the Recruitment Process

An organization’s recruitment policy details the steps it should take in order to find and hire new employees, including advertising jobs, conducting interviews and making offers of employment.

Managers should consult HR prior to filling an open position; all necessary approvals should have been granted before beginning this process.

Job Description and Person Specification

An effective job description and associated person specification help attract the ideal candidate for your role, outlining its primary responsibilities while giving potential applicants an opportunity to assess themselves against these criteria.

A successful job spec should clearly outline the educational qualifications and experience necessary for performing the role, while applicants should also be advised of any desirable skills, knowledge or aptitudes that could help them stand out among other applicants. Care should be taken not to set criteria so stringent as to restrict suitable candidates from applying, which could potentially expose your organisation to recruitment discrimination claims.

Notably, job descriptions alone will not determine whether a position qualifies as exempt or nonexempt under minimum wage and overtime laws. Other elements must also be present for an exempt position to qualify – for example a written manager’s determination that employees regularly exercise independent judgment on matters of significance in the workplace.

Advertising the Vacancy

HR managers must ensure that any position they are filling through recruitment is either an existing position that requires filling or an entirely new post. Furthermore, any newly or revised-graded posts must have received official authorization to recruit before being advertised for sale or advertised online.

Before posting an internal vacancy announcement, the manager must prepare a job description, person specification, draft advert and other specifics about the position before consulting with HR and agreeing on recruitment plan and timelines with them. Any tasks agreed as part of those timelines (e.g. inviting shortlisted candidates for interview, taking references and issuing rejection letters) should also be undertaken as per these agreements.

Managers may opt to utilize the services of a recruitment consultant. When doing so, they should provide their consultant with details regarding any vacant positions as well as copies of job description and person specification documents. They should discuss with them who they’re searching for as candidates as well as any special requirements that must be fulfilled.

Preparing a Shortlist

Once the advertising and applications have closed, and applicants have been received, it’s time to start shortlisting candidates. This involves identifying applicants that meet essential criteria and are therefore eligible to move onto the next phase of recruitment (typically an interview).

Deliberating through an overwhelming number of applications can be time consuming; however, this step is essential to the success of the recruitment process. By eliminating unsuitable candidates early, time and resources will be saved down the line.

Shortlisting criteria must be clear and objective, in order to ensure the most suitable applicant is selected for interview without biases or personal preferences. Managers and supervisors should also participate in this process in order to gain awareness of how it applies within their workplaces.

Interviewing Candidates

HR policies must remain up-to-date as laws and best practices change, so HR departments must establish processes for keeping up with trends and addressing workplace issues.

Candidates being evaluated during an interview process will be judged against a person specification, with an interview panel for managers and above consisting of 3 people including recruiter, hiring manager and member from HR department.

Shortlisting decisions will be recorded by an interview panel provided by HR, and returned to them once the selection process has finished. Unsuccessful candidates will be notified either via telephone or written notification. HR must ensure that interview questions remain consistent and fair for all candidates by familiarising interviewers with both recruitment policy and management guidance as well as briefing them on what roles successful candidates will fill.

Making an Offer of Employment

An effective HR policy provides clear guidelines for recruitment and selection processes as well as supporting company culture and values. Any relevant policies should be communicated to managers and supervisors so they are aware of any implications from their actions.

Your policy must detail how candidates will be informed of the outcomes of each interview stage, as well as whether and how feedback will be provided to unsuccessful applicants.

Be sure to review and update your recruitment policy as you use it, making any necessary modifications as you go along. Doing this will keep up with current best practices that may change as business and legal landscapes shift; keeping abreast of workplace trends so that you are ahead of the game when recruiting top talent for your organization.

Induction

Once a new employee accepts and signs their employment contract copy, HR prepares an induction program tailored specifically for them. This process aims to make them feel welcome while informing them about all aspects of company.

This will include providing the new employee with an overview of the company, its history, values and goals as well as their role within it. They will also meet their immediate supervisors and co-workers – it’s essential that newcomers receive all of the information necessary for successful performance of their duties.

As part of their induction process, new employees should also receive an overview of company policies such as dress codes and leave policies. This will allow them to better understand how their work fits into the larger scheme, potentially increasing productivity in their new role. Furthermore, regular monitoring and feedback on how well the employee is doing should also be included.

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