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First, recruiters must carefully find evidence of character, credibility and contribution from the candidate’s previous employers and relevant educational institutions. This is an investigatory role. Moreover, evidence must be gathered and evaluated regarding technical competence, motivation, and cultural adaptability. Recruiters should have sufficient information on the applicants’ previous contributions, initiatives, awards, coworker relations and employment stability. I found this strategy very effective because the employer will have a holistic picture of the person being hired.
When staffing a company, recruiting teams should begin with a job analysis. This includes updating the job description and stating the general competence requirements. Employees can be sourced within the company by promotion and transfer from within or through referrals. Research indicates that recruiting referrals is better than recruiting non referrals due to a reduction of training costs. In addition, referrals are more productive than non-referrals.
Pre-employment tests like aptitude tests, performance tests and personality assessment tests must be done during the recruitment process. A performance test is recommended for it is relatively simple, inexpensive and can be used for almost all positions. For example, for clerical positions, a typing test is an obvious. Research indicates that performance or work sample tests have a high degree of accuracy in predicting job performance. For executive applicants, records of performance become an important test. Aptitude tests and personality assessments are not recommended due to low reliability, low validity, legal liability and relatively high costs of conducting them.
An interview should begin with a comfortable rapport-building question such as an inquiry about the drive, this helps to demonstrate the dichotomous ambassadorial role. Viable candidates should be afforded the opportunity to ask questions and the interview should be turned into a conversation rather than a question-answer session. An interview conducted by a panel of peers can see the strengths and weaknesses that a single interviewer might miss. As a caution, recruiters must refrain from asking non job-related questions to maintain legal compliance.
An office tour is one of the best ways to evaluate the candidate’s motivation and cultural fitness as one can monitor how the candidate moves around and interacts with staff throughout the tour. A matrix technique can be used to weigh and compare candidates and make the selection decision. For example, if a relevant bachelor’s degree is mandatory but a master’s degree is preferred, the two qualifications could be weighted one and two respectively. During the selection process, HR personnel should bear in mind that competitive candidates will likely have other employment opportunities they are following, so a speedy yet thoroughly investigated decision is important.
Background checks are common and recommended. In addition, hiring supervisors should conduct their own reference checks. In the event the references given are not available, recruiters should request the candidate for additional names and current phone numbers of former employers who can provide reference information. If no information is given, the team should proceed to other viable candidates. Offers can be made over-the-telephone and non-selectees can be notified promptly that way too, or via a personalized letter.
My recommendation is that a candidate’s credentials should be examined carefully and the recruiters should be professionally trained in order to handle the recruitment process efficiently. The recruiting team must be very thorough in establishing the competence credibility of the candidates. Besides, innovations on human resource practice should be put in place to increase the success rate of the recruitment process.
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