Human Resources 101

I get a knock on my door and there stands a manager that needs my assistance immediately. After weeks of ignoring the vacant position in the department, they must have someone in place before the manager starts his vacation in two weeks.

Sure they have time to interview candidates. They have three hours clear on Thursday. That should be enough time to interview four or five candidates.

It’s difficult to convince them that recruiting should be a strategic process that connects candidates who need what you have to offer and who possess the skills and aptitude to accomplish your goals and objectives.

The results of your recruitment process will directly impact several areas, including morale, motivation, respect, retention, quality of work, relationships with partners and clients, and your ability to focus on managing rather than spending the majority of time addressing problems.

You need to have a plan!

The management of the recruitment process will directly affect:

• the quality and diversity of the candidate pool;
• the effectiveness of the interviews;
• how quickly the position is filled;
• the ability to hire the best qualified person for the job.

Recruitment efforts will vary depending upon:

• the type and level of position;
• labour market conditions (anticipated supply of qualified candidates, current unemployment rate, etc.);
• the funds allotted for recruitment.

The recruiting process should begin when:

• the position responsibilities have been matched with the needs of the unit;
• the appropriate knowledge, skills, and behavioural competencies have been determined and included on the completed position description;
• approvals have been obtained.

The goals of the recruitment process are to:

• identify and attract the best qualified individuals for the position;
• promote the organization to “sell” the job;
• support affirmative action efforts by targeting outreach to underutilized groups.