Recruitment and Selection Process

Process model (Recruitment is not an isolated process but works within the framework of an organizations Human Capital and Knowledge Management Strategy).

Recruitment can be a very hit and miss process if sufficient thought has not gone into a clearly defined strategy supported by a clear process of what is needed, where it is needed, what the characteristics of that person(s) will be, the team culture requirements and team objectives.

Time and again we have seen little formal recruitment strategy development and implementation with recruitment forming a silo within other functions. The main cause of this is none or very little sharing of business information or best practice, with poor economy of scale cost reduction practices.

To top this often there are no Service Level Agreements linking the outputs of the HR function directly to the businesses needs, with isolated relationships between individual suppliers and line managers.

Line Managers see the role of recruitment as their job (HR), and if it does not succeed the blame is placed firmly at the door of the HR department. Where in-fact the function is a directed service to help managers recruit the right people (the problem often is that line managers feel insecure about their own recruitment skills). This issue coupled with a vast amount of legislation managers are often reticent to take on the full responsibilities so relying heavily on the HR department. This sustains a labour intensive recruitment function with responsibility and accountability lines confused (this often ends in a debate over a centralised or decentralised HR function). Often it is compounded even more by legislation pointing the blame directly at the line manager (they are accountable for their actions). It is they that become the target (being a manager in a modern business can be dangerouse) so what are you doing to help them survive?

What kinds of problems exist:

• Little formal recruitment strategy - hires are often ‘panic buys’
  
  
• No co-ordination or sharing of business information or best practice
  
  
• No economy of scale cost reduction; no bargaining power
  
  
• No formalised agreements regarding terms of business or service levels
  
  
• Isolated relationships with individual suppliers and line managers
  
  
• Large degrees of misinterpretation of requirements
  
  
• No project-based recruitment strategies
  
  
• Little use of internal recruitment methods
  
  
• Insufficient sector knowledge from individual agencies
  
  
• No consistency in approach or relationship
  
  
• Very high quantity of CVs and not enough quality
  
  
• Total lack of consistent screening methods
  
  
• Lack of relationship management skills
  
  
• Poor training and skills development of managers in recruitment process and legislation
  
  
• Loss of good candidates through unprofessional or unstructured recruitment processes

So what do you do? Ask us to help you link all of the functions together in a coherent way - Strategy, Recruitment, Resourcing, Training Education, Knowledge Management and Developing People, Competence Management System Design and Clearer Process Management.