Sample Presentation of Best Practices in Recruitment, Staffing and Sourcing. This was developed for one of my previous clients to help streamline their recruiting process.
1. The ABC Company, Inc.
Recruitment Process
Developed by J. Cameron Gantt – Recruiter
2. Recruitment Plan
I. Research and Development
II. Sourcing Strategy
III. Candidate Identification and Selection
IV. On- Boarding
3. Research and Development
When determining the staffing needs of ABC, it will be important that
HR partner with leadership from each business unit in order to research
and develop best practices within our recruiting process.
In this stage we will be able to:
a. Establish the budget to be used for each search assignment
(Sourcing, Salary, Relocation, etc…)
b. Gain valuable information regarding position
duties, departmental culture, preferred experience and desired
characteristics
c. Determine and prioritize our needs by urgency and cost-
effectiveness
d. Establish goals and create timelines, along with deadlines for
each position to be filled
e. Create job requisitions and descriptions via ATS
4. Sourcing Strategy
In order to attract talent that rank in the top 20% in their field, we will
need to utilize targeted sourcing methods
These methods would include:
a. Internet Recruiting (Niche Job Boards, Resume Mining, Boolean
Searches)
b. Cold Calling and Referrals (Competitors, Employee Referrals)
c. Networking and Job Fairs
d. Online and Social Networking
(Linkedin.com, Plaxo, Twitter, Jigsaw, Facebook etc…)
e. External Staffing Resources (Industry Staffing Agencies)
5. Candidate Identification and Selection
Identifying and selecting your candidate(s) is a very important part of
the recruitment process because it serves a dual purpose.
a. Marketing
b. Recruitment
This stage allows you your market ABC as a leader in its industry while
recruiting talent to join your team. Both roles should be held at the
highest regard.
* Remember… Recruitment is about building relationships. Building
strong relationships with your employees, potential employees and
external contacts will help you ensure success
6. Candidate Identification and Selection - continued
Marketing - As a Recruiter, you will represent your organization by
promoting your name, face and personality along with the ABC image in
the community. A great way of bridging the gap between ABC and
potential hires would be the ARC method – Announce, Review and
Create
Announce Yourself - Introduce yourself and give a brief overview of
ABC. Who, What, When, Where and How?
Review the Opportunity – Describe the opportunity, the motivation
behind the opportunity and the type of candidates you are seeking.
Create Excitement – This is your chance to sell the opportunity and
ABC as a potential employer. You can do this by mentioning some of
ABC’s accomplishments, upcoming projects, associated benefits and
the growth potential of the opportunity
* Remember… In recruiting, “Word of Mouth” is the strongest method of
promotion
7. Candidate Identification and Selection - continued
Recruitment - You are recruiting, evaluating and selecting talent to join
ABC with the goal of each hire to meet or exceed the service level provided
to the community
I. Initial Contact
a. Initial contact should be made by telephone or email. Whenever
possible, it is definitely a good idea to speak with your potential
candidate via telephone as this will allow you to gauge your candidates’
personality, learn more information regarding their background and
utilize the ARC method to market your opportunity
b. If your candidate is interested in pursuing the opportunity, you will then
schedule them for a telephone interview. If not, you can definitely ask for
referrals.
*Remember… Either way, your candidate should leave the conversation with
a clear understanding of ABC’s mission and current needs
8. Candidate Identification and Selection - continued
II. Telephone Interview
The purpose of the telephone interview is to screen your candidate and gain as
much information about them as it pertains to your available position. By
screening your candidate via telephone, it will determine if a face to face
interview is necessary. If the candidate is selected to meet Hiring Manager in
person, this will also allow the manager to focus on getting to know the
candidate better
Your telephone interview should consist of 3 steps
a. Re-introduction - Give a detailed description of the opportunity and
confirm your candidates interest
b. Interview - Conduct a behavioral screening with questions that
relate directly to the job description
c. Q&A - Allow your candidate to ask questions regarding the
opportunity and organization
9. Candidate Identification and Selection - continued
After the telephone interview, take the time to evaluate your candidates’ interest in
the opportunity, salary requirements, credentials, responses to behavioral questions
and overall communication. If you feel that this candidate clearly stands out against
other candidates, you will communicate your findings to the Hiring Manager and
determine if a face to face appointment is needed.
If you feel that this candidate is not right for the position, you will need to
communicate this via a declination email or phone call.
*Remember… Treat your candidates with professionalism and respect. If a
candidate is not right for a position, it’s a good idea to retain the relationship
and the candidates information. This candidate may be able to offer referrals
or possibly fit a position with your organization in the future.
10. Candidate Identification and Selection - continued
Sample – Behavioral Interview Telephone Screening
Questionnaire Associate
Title
J.C. Gantt
Recruiter
Candidate
Position
John Doe
Account Manager
Date 5/5/09 Requisition 0955369
1. This position requires you to have a strong customer service orientation. There will be times when
you will have to provide services to upset or irate customers.
Questions used will be determined by
I would like for you to tell me about a specific time where you had to deal with an upset or irate
the Hiring Manager and the Recruiter customer. Please be specific as to what the problem was, what steps you took in order to resolve
the issue and the overall outcome of this situation.
Notes:
The Recruiter will use this guide in Candidate gave specific example regarding experience. Had an issue where a customer did not
understand charges for services provided. Customer complained to Mr. Doe.
order to conduct the telephone Candidate calmed the customer down and probed for information in order to research issue and
resolve
interview Explained problems and provided solutions to prevent issue from happening again in the future.
Resolved issue and the customer left the situation satisfied.
*Thanked customer for business.
The Recruiter will score each answer on
a scale of 1 -5 with 5 being the highest
This form will serve as a part of the Rate answers on a scale of 1 – 5 with 5 being the highest rating.
candidates application profile and it will
5/5
be submitted to the Hiring Manager
after the telephone interview for review
11. Candidate Identification and Selection - continued
III. Face to Face Interview(s)
During this stage your candidate is ready to meet with the hiring team in
person. It’s important that you set aside a block of time for your candidate
to meet with you and other personnel supporting the recruitment process
for the position.
Once your interview has been scheduled, it is a good idea to send your
candidate a confirmation email including:
a. The date and time of the appointment
b. Materials to have available (Resumes, Presentations, etc…)
c. Appropriate attire for the appointment
d. Names and titles of everyone your candidate will be meeting
e. Time allotted for the appointment.
12. Candidate Identification and Selection - continued
During the recruitment process the Recruiter will serve as the face of
the organization. Keep in mind that the candidate has only dealt with
the Recruiter up to this point and ultimately, it is the recruiters
responsibility to make sure that your candidate has a positive
experience.
When your candidate arrives for their appointment, it is a good strategy
that you greet them in the waiting area. It is ok to take a few moments
to go over the agenda and make sure that they are comfortable.
Once you have greeted the candidate, it is highly recommended to
escort them to their interviewer(s)
*Remember… It has been said that the interviewing process can be one of the
most stressful events in a persons life. These gestures add value to the process
because it reassures the candidate that you value their time and are serious
regarding their candidacy
13. Candidate Identification and Selection - continued
Once the interview has been completed, the hiring team should debrief
in order to determine the next steps for their candidate
There are 3 possible scenarios:
a. If it is agreed that the candidate is not a good fit, then the recruiter
will need to contact the candidate via email or telephone to inform
them of their declination
b. If the hiring team is not certain as to whether or not the candidate
will be a good fit, there may be a need for an additional interview
c. If it is agreed that the candidate is a good fit, the team should
prepare the materials in order to present the candidate with an offer
14. Candidate Identification and Selection - continued
IV. Making an Offer
Once you have made a decision to hire a candidate, of course
you will need to make a contingent job offer. You will need to
work with the hiring team to work out the details of the offer
including salary, benefits, vacation, sick time and preferred start
date
As the Recruiter, you will present the offer to your candidate and
explain that the offer is contingent upon the candidate meeting
all pre-employment guidelines. This will include a complete
employment, education and criminal background check. This
may also include drug testing and any additional screenings
deemed necessary by HR.
15. Candidate Identification and Selection - continued
There may be some negotiation involved however if your candidate accepts
the offer, you will then provide them with all of the necessary documents in
order to initiate the pre-employment checks. This will include the offer
letter, pre-employment waivers and a listing of approved vendors for drug
testing. Make sure that the candidate understands that this information
needs to be completed and returned to HR within a 24 hour period.
a. Once your candidate passes the specified pre-employment
checks, both parties will agree on a start date
b. In the event your candidate fails the specified pre-employment
checks, the Recruiter will need to rescind the offer
*Remember… This is a critical stage in the process and it is important
that you move as quickly as possible. You may run the risk of losing your
candidate to a competitor if you do not act with a sense of urgency
16. On-Boarding
IV. On-Boarding
An employees’ first weeks on the job are perfect to build a successful
working relationship. Studies show that on-boarding can either make or
break an employee within their organization.
Facts of Interest
89% of new hires don’t have the knowledge needed to “hit the ground
running”, according to AIRS
46% of newly-hired employees are projected fail within 18
months, while only 19% will achieve unequivocal success, according
to Leadership IQ
It costs 1.5 times the annual salary to replace a worker according to
Hewitt Associates
17. On-Boarding
Our goal is to hire and retain the best talent, decrease turnover, improve
productivity and increase respect for management and the organization as a
whole
ABC can strengthen the relationship between its new hires and the organization
by incorporating a few on-boarding tactics into the recruitment plan.
This will help ensure:
a. Your new hire feels welcomed and valued
b. Confirm their decision to join ABC as a good decision
c. Your new hire gets acclimated with ABC
policies, procedures, culture, expectations and the daily responsibilities
of their role in the organization
18. On-Boarding
“Welcome to the Team!” is a strategy that can be used to bring your
new hire on-board
a. “Welcome to the Team!”
b. New hire paperwork (Legal and HR)
c. Overview mission and values
d. Organizational chart review
e. Job function overview
f. Work-site tour
g. Introduction to others (Training and Network building)
h. Decrease the learning curve
i. Goals and strategy alignment (Performance plan 30, 60, 90 days)
