Employee Recruitment and Selection Show During a busy working season, it is easy to hire less-than-ideal candidates. But if you do that, often the result is creating more work for everyone in the long run. Making a hiring decision is one of the most important decisions that a or business owner can make. In this section we consider the first step: how to screen resumés. The following sections discuss preparing for and conducting interviews, checking references, and making the employment offer The goal of screening resumés is to select the most qualified applicants to interview so that you do not waste your time interviewing people who are not suitable for the available positions. Until you reach the interview process and are able to talk with the candidates face-to-face, the resumé is generally your only source of information about the candidate’s abilities, knowledge, and skills, unless someone you know has recommended the person, or you have had prior experience in working with them. To help you screen resumés efficiently and select the most qualified candidates to interview, use the following step-by-step procedure: 1. Make a checklist and compare resumésCreate a checklist of the “must-have” and the “nice-to-have” skills, qualifications, and experience from the job description for the available position. Read through each resumé to determine if any applicants possess all of the must-have skills. If there are none, you may need to consider continuing with your recruitment efforts. Eliminate those resumés that do not meet your minimum requirements. Be wary of changing the must-have list to accommodate the experience and background of the applicants. It is important to maintain the integrity of the position you are trying to fill; hiring a less-than-qualified applicant will likely result in a short-term placement. 2. Categorize each applicantBased on your initial review of the resumés, separate them into “yes,” “maybe,” and “no” piles:
As you categorize the applicants, flag those resumés that show:
These factors are not necessarily reasons to rule out a candidate, but you should address them during an interview if a candidate makes it that far in the process. 3. Select candidates for interviewsSelect applicants to be interviewed from the “yes” pile first. If, following the interviews, you do not find the right candidate, you can then move to the “maybe” pile. If you still do not find the right candidate, you will need to re-advertise your position to attract more qualified candidates. 4. Communicate with applicantsDepending on the volume of applications and company preferences, you may decide to communicate with all applicants or only those you invite to an interview. When applications are limited you may find yourself in a position of wanting to keep some potential candidates “warm.” This means that you do not indicate to the “maybe” candidates right way that they have not been selected for an interview. In the meantime you conduct interviews with the best possible candidates. This way if your preferred candidates do not work out as planned, you can still go to your “maybe” pile without candidates feeling they’re a second choice. When the time is right, contact the applicants to let them know where you are in your hiring process and when they can expect a decision. This is a good way to position your company in a professional manner and to reduce the number of calls or emails you need to respond to from candidates who are eager to follow up. You can contact applicants by sending a simple email thanking them for their applications and what to expect next (e.g., only applicants selected for interviews will be contacted following the closing date). A person whose principal employment responsibilities consist of supervising and/or directing human or other resources, or a person employed in an executive capacity.
Each of the steps of the recruitment and selection process (starting from the initial decision to fill a position and ending at a successful employee start) has quality elements to it. As one of the persons responsible for a quality outcome, we hope you will benefit from the information provided at each step of the process. The information contains key tips and recommendations for building quality in at EVERY step, which can increase the likelihood of getting a great employee at the end of the process. These materials are a work in progress and continuously evolving based on your feedback and best practices. Please forward your constructive comments and improvement suggestions to Julane Cappo, Associate Director of Human Resources, at .
This is the step during which the work is reviewed and decisions are made about how to accomplish all the work that needs to be completed. The outcome of this step is a clear definition of how work will be accomplished most efficiently (in terms of timing and cost) and effectively (in terms of quality, quantity, and customer satisfaction). More information on job design
A position description is the formal document that describes a job. Position descriptions should be updated as often as key responsibilities change, and reviewed no less than every five years. This section includes guidance on using the People Admin position management process. More information on writing a job description
Selection committee members should be as diverse as possible in order to represent a variety of perspectives regarding a particular position incumbent or requirements. The committee may be comprised of supervisors, peers, clients/customers, or other key stakeholders. It is important that each member of the committee be a willing and committed participant. More information on forming a selection committee
Quality recruiting results in a quality applicant pool. The purpose of any recruiting effort is to cast a wide net in places where there are likely to be high-quality applicants. This area includes specific information on filling out the Posting Request form within PageUp. Learn more about recruiting
The quantitative criteria are those items which enable a clear go/no-go decision based on each candidate’s application materials and other submitted documents (e.g., does this person have the appropriate degree?). Learn more about the initial screening of candidates
Phone, video, or other pre-interview options (e.g., reference letters, additional criteria, job or work samples, etc.) can help you manage your recruiting costs, and also be very effective in differentiating among your remaining candidates. It is at this stage that you can begin to assess some of the qualitative criteria (oral communication, sense of humor, clarity of thought and reasoning, etc.) that were not able to be determined in Step 5. Learn more about these options
The search chair or committee should identify a reasonable set of activities for the campus visit (who to meet with, room scheduling, presentation times announced, etc.) and ensure that all interested parties are aware of the arrangements. Please ensure that all campus employees (and any others) who will participate in the campus visit process are aware of the interview guidance included in this section. More information about in-person interviews
If there is agreement over an applicant chosen for hire, you will need to clearly identify the rationale for the choice, and ensure that all proper approvals and final details (including reference or background checks) are completed. Learn more about making a recommendation for hire
The candidate may expect to negotiation on any number of items: starting salary, starting date, years of credit, vacation time, relocation costs (must be more than 120 miles from Marquette), pre-scheduled time off, etc. In order to prepare for a successful offer (and acceptance), do your homework on what you can be flexible with. Learn more |
What can be defined as the process of selecting the best person for the job?
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