A simple Ready reckoning guide for understanding the details of Recruitment, Selection, Hiring and Induction

1. DNA of Hiring – A Quick Comprehensive Guide
DNA of Hiring – A Quick Comprehensive Guide
World is moving at a fast pace, same time India and China is moving at a much more faster pace in
its industrial , economical and technical domains. Though India and China have 2/3 of global
population the Industries in these countries are finding it very difficult to sieve the best talents from
this ever increasing population because of right matching skills. Hence Recruitment planning and
execution is one of the most important responsibilities of any Business. This is because the ongoing
success of a business depends largely on ensuring that the right people are in the right jobs so that
the business can function effectively. Most of the industries can categorize their employees/
requirements into Two. Table below
Type I Type II
People who can do Highly competent jobs People who can do skilled jobs
people who can perform Specific People who can do Generic roles
role/functions
People who have Certified & tacit skills plus People who have Certified skills
people management
Low volume, high cost people High volume, low cost people
people who focuses on Business growth People who focuses on routine
Management
The above types of people requirements has to be differently addressed in recruitment, so as to
reach and persuade them to join, where Type I will be mostly passive in job market and Type II will
be mostly active in Job Market
This article sets out to be a simple general checklist of points to consider before embarking
on a recruitment drive, be it single or mass scale, be it Type I or Type II. Though it is not designed
to be a definitive list, but is a ready reckoner for any who venture into recruitment projects.
1. Identify needs for the new person
Why is the job needed?
Can the role be redefined?
Can responsibilities be incorporated elsewhere?
What happens if the job isn’t replaced?
What are the consequences of non-appointment?
Review whether now is the right time to recruit i.e. is there a major re-organisation pending?

2. DNA of Hiring – A Quick Comprehensive Guide
2. Draw up job description and person profile
Define key purpose of job
Define key result areas
Define critical objectives
Define role metrics
Define reporting lines
Identify key reports
What is the remit of the job in terms of geography and customer base?
Where will the job be based?
What are the competencies?
What is the budget?
What qualifications are required?
What is the personal profile of the ideal candidate?
What would be contra indications
Identify key values and vision of organisation
What are the likely promotion opportunities for this role?
3. Define interview and decision making process
Define interview processes i.e. stages, key personnel, format, and formalities
Define sequence of interviews, psychometrics, if required, and additional assessment
processes
Define what weight will be given to each interviewer/exercise in terms of making final
4. Define recruitment project management process
Define timelines
Agree timings for presentation of initial shortlist
Agree timings of first round interviews
Agree feedback mechanisms
5. Consider internal candidates / references
Are there individuals on the succession plan?
Could hi-pos be moved sideways for development purposes?
Should some be seen out of courtesy?
Consider whether there are candidates within the wider organization, e.g. in sister companies
Can internal employees refer somebody they know

3. DNA of Hiring – A Quick Comprehensive Guide
6. Additional sourcing
Conduct web posting
Analysis of head hunter/consultancy database
Assessment of head hunter/consultancy network
7. Select headhunter / consultancy, if needed
Are they recognised selection experts?
Do they have a defined methodology?
Do they have expertise in this recruitment area?
Have they done similar work before?
Have you obtained references?
What success assurances do they offer?
How will they represent you in the market?
Costs – what will you pay them?
What recruitment team will work on the assignment?
What recruitment project timings do they suggest?
Do their style and values fit with your organisation?
Do they work for your competitors?
Define their Roles & Responsibilities clearly
8. Selecting candidates for interview
Screen CVs against key role requirements
Assess content and style of candidate covering letters
Take details from head hunter / consultant interviews
Ensure interview courtesies
Provide detailed overview of role, terms and conditions and company to candidates
Check for knowledge of topic, business
Check for interpersonal compatibility
Check Continuous Professional Development
Authenticate qualifications
Check out obvious reference points
Check external networks
Verify current package, notice period and salary expectations
Ascertain candidates longer term ambitions/aspirations
Evidence of external reputation
Confirm, where relocation may be an issue, that candidate will relocate
Provide feedback to candidates on interview performance
Check out family details but be careful

4. DNA of Hiring – A Quick Comprehensive Guide
9. Head hunter / consultant role
Produce written reports on each candidate with strengths, weaknesses and synopsis of the
details outlined above along with resume,
Discuss about the organization, Role, Style of working, Expectations of the oranization
Discuss each candidate with client
Confirm final details of client interview process
Confirm date for first stage interviews
Advise candidate on any aspect of the interview process or design, time , location etc as
necessary
Advise candidates to take examples of good work
Advise candidates on interview questions and etiquette
10. Psychometrics and additional assessment
Identify appropriate ability and/or personality testing instruments
Arrange testing with authorized practitioners
Provide feedback to candidates through authorized practitioners
Consider development recommendations on the basis of the assessment(s)
Ensure coverage of other assessment processes e.g. presentation or case study
11. References & Medical
Ensure thorough pre-employment medical is undertaken
References taken by consultant or client but should be with two previous line managers to
whom he was reporting, not necessarily the immediate company of the candidate
12. Job Offer
Offer Letter should include the following, Make the candidate understand by explaining
Basic terms and conditions
Salary information
Salary review
Performance criteria
Stock options
Notice period
Relocation Policy
Non-disclosure clause
Restrictive Covenants
Start date
Pension Arrangements
Reporting relationships
Mode of acceptance
Expiration of offer

5. DNA of Hiring – A Quick Comprehensive Guide
13. Pre-employment
Keep candidate abreast of key developments within organisation
Arrange for candidate’s attendance at critical meetings
Deal with candidate’s equipment and office requirements
Brief team of intended start date
Brief organisation on new-hire details
Don’t assume that acceptance of offer means candidate will start! Keep them ‘warm’
14. The first 90 days
Basic induction – orientation
Basic induction – products and processes
Meeting the Board / meeting CEO and other functional heads
Meeting the team
Initial work plan & outputs expected
educate him on Priorities to address
Regular compatibility discussions with client
Arrange meetings with key customers internal as well as external
Reinforce key objectives, vision and values
Appointment of mentor or buddy
Fulfil any promises made during interview process
Check the domestics
Check performance against set objectives
Get candidate’s feedback on progress to date, about the organization, areas of improvement
and on wider issues as appropriate
The above is only a quick reference guide; the person who is into recruitment has to use his
experience, skills and analytics for identifying the right candidate for the position
The author Bobby Abraham Mathew is a mechanical engineer who has Post Graduated in HR from
Symbiosis, Pune. He has worked in IT and Manufacturing Domains. He can be contacted through
bobby@enhanceacademy.com. Presently He is working with Enhance academy India Pvt Ltd which
focuses on Creating Productive employability and Enhancing Professional Growth