What is the recruitment process?

Processes such as TUPE transfers have specific statutory requirements, so many organisations refer to official guidance when managing them. 

Steps to consider as part of your basic recruitment process include the following:

• creating a name and job specification for the role that you are looking to fill;
• attracting the right candidates;
• managing the candidate selection process;
• communicating with candidates;
• setting up interviews.

How to define a role

A common first step when filling a position is to define the role. This involves gathering some data from recruitment HR about the position, regardless of whether the job has existed before or is being newly created.

Organisations often consider factors such as:

• the reason for the job and its responsibilities;
• where the job is based;
• how the responsibilities should be carried out;
• how the job fits into the overall hierarchy of the organisation.

Once this information is collated, many organisations present it in the form of a clear job description. This helps attract suitable candidates and reduces the volume of applications that do not meet the role’s needs. This will save you valuable time in the long run. It can also reduce the number of unsuitable applications that need to be reviewed.

Competency frameworks for person specifications

Consider building your person specification around a competency framework designed for that role. A competency framework can outline what skills you are ideally looking for with a degree of flexibility. It is a basic summary of the minimum requirements necessary for completing tasks within the role.

It is useful to have competency frameworks for all roles in your business, even outside the recruitment process. Managers can refer to competency frameworks during appraisals and keep track of their employees’ development.

Job descriptions vs job advertisements

Candidates are often reviewing a large number of job descriptions and advertisements. As opposed to a job description or specification, an advertisement should summarise the job opening in a friendly, accessible way.

Job adverts commonly include key details such as location and salary. Most importantly, you want to get the best candidates to stop their search and read!

Job adverts should include information such as:

• person specification;
• location of the job;
• salary;
• whether the role is a permanent or temporary contract;
• the organisation’s perks and benefits package;
• opportunities for flexible working or working from home;
• how to apply;
• who to address the application to;
• application deadline.

Some organisations take a more creative approach to job adverts, particularly for creative roles. However, adverts are generally clearer when they avoid cryptic language and include the necessary information. 

How to attract candidates

When searching for a new hire, you can either look at external recruitment, internal recruitment or both. You can also consider employee referral schemes, using existing employee networks to find candidates who are well suited to the requirements of the role and the working environment.

External recruitment

There are several ways you can use external resources to help you find candidates. You can use recruitment agencies to manage candidate applications and the screening process itself. For more senior positions, you can use executive recruitment to help you headhunt the best candidates for your role.

You can also use an outsourcing provider to help you with the recruitment process. This will be an external HR team, who will take care of the hiring process on your behalf. However, organisations often keep in mind that there is a transition process for moving your hiring processes to an external team. Clear communication with external HR professionals can help ensure alignment on expectations and processes.

If an organisation is not using a recruitment agency to find candidates, it may use online recruitment websites to advertise roles. Network with local universities, or identify potential candidates by using search tools to find appropriate keywords relating to the role. Some organisations also work with local Jobcentres or networks, or Jobcentre Plus.

Internal recruitment

Some organisations find that a suitable candidate may already be within the existing team. Organisations may create an internal recruitment process by advertising the job in a blanket email to staff, or on an internal bulletin. The position may give an employee the chance to progress in their career and build their skills. They might not have all the skills required for the position. 

Employee referral schemes

Some organisations use employee referral schemes to draw on existing staff networks or offer incentives to help identify candidates whose experience aligns with team needs.

GDPR compliance

Recruitment usually involves collecting and storing personal information, so many employers look to official data-protection guidance when designing their processes. Clear internal policies can help ensure that candidate information is handled consistently, used appropriately and retained only as long as necessary. Some organisations maintain documentation that explains how information will be used.

Application and candidate selection stages

Some organisations use application forms so candidate information can be organised consistently. Some organisations aim to keep application processes straightforward so candidates can complete them efficiently. Some organisations have found that very complex application processes may discourage candidates.

Once a job description and advertisement are effectively attracting the right candidates, you can start sorting through candidate application forms for interview selection. Many organisations retain candidate applications confidentially through their HR teams. Many organisations align retention periods for applicant information with their internal data-protection policies and official guidance.

Selecting the right candidate

If you have received a lot of promising applications, you may wish to create a longlist to work through. The longlist can then be narrowed down to a shortlist. Build a shortlist from a longlist by working out which candidates do not just have the required skills for the role, but show future promise.

Some organisations look at application materials to understand how a candidate’s experience might align with team needs before an interview. Interviews offer additional insight into a candidate’s experience and working style.

Interview questions are often designed to open up a dialogue with the candidate and provide insights into their experience. During the interview stage, interviewers can gain insight into what a candidate is like in person. Depending on the role, organisations may use different selection methods.

Interviews are often used to explore the following areas:

• candidate experience and competency for the role;
• whether the candidate understands what the role requires;
• whether the candidate is interested in learning opportunities;
• whether the candidate is comfortable with the working environment and expectations associated with the role;
• assess whether the candidate can take the job within the time frame given;
• whether the candidate would take the job if offered it.

In some cases, organisations decide to extend an offer during the interview process if internal procedures allow for it. Usually, however, the interview process is primarily a chance to get more insights into a candidate’s personality, skills and experience. This stage also allows organisations to consider whether a candidate may be a good fit for the role’s responsibilities, and gauge whether they would adapt well to the team. Competency interviews can provide insight into soft skills such as communication and initiative. Some organisations evaluate these skills using a competency interview test. 

A competency interview test evaluates:

• transferable skills;
• conflict resolution style;
• independence;
• ability to work as part of a team;
• organisation and time management.

Making an offer

During the offer stage, many employers carry out final checks such as right-to-work documents, references or credential confirmations. Many organisations align this stage with internal policies and relevant public guidance.

Screening process

Organisations commonly check a candidate’s right-to-work documentation as part of their onboarding steps. Many employers refer to current government guidance when deciding what evidence to request and how to carry out these checks. Some organisations choose to carry out health-related checks once they reach the later stages of recruitment. When health-related steps are included, organisations often refer to official guidance and align their approach with internal policy. Some organisations outline any physical aspects of the role in the job description so candidates understand what the work involves.

Once a provisional offer is made, many organisations request the references provided by the candidate. Some organisations explain in their recruitment policy how references are reviewed and used during hiring. Organisations typically specify the type of references they review, such as those from former employers.

Writing the offer

Some organisations give a verbal indication, but most follow up with a written offer so the details are clear for both sides. Many employers follow up with a written contract that sets out the key terms of employment. Many organisations also notify unsuccessful applicants once a decision has been made. Some employers provide personalised feedback to unsuccessful candidates, as it can support a positive experience of the process. Many organisations use an induction or onboarding process to help new employees become familiar with systems and processes. 

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