you sit in the ‘winging-it’ camp, you’re losing out on an opportunity to align staff skillsets to projects & long-term goals. In the attached flowchart, we’ve outlined the key steps you’ll need to follow to ensure you are running an effective recruitment process.
We’ll guide you through each of these steps in weeks to come, which will keep you in line with industry best practice & attract the right people to apply.
Recruitment Process Flowchart
How you plan your recruiting is important not only to ensure you find the right person for a job opening, but also because the costs of bad recruitment decisions can be very high in terms of both time and money.
The below flowchart is intended to help business owners & hiring managers by providing a quick reference guide to the key activities involved in a best practice recruitment and selection process.
Evalate Staffing Need
Hold off on posting that job advertisement on Seek!
While you may be tempted to start recruiting to "just to get it over with"- doing so can be a fatal error. A small company cannot afford to carry unproductive employees; so start smart by taking time to figure out your staffing needs before you even begin looking for candidates.
1. Sit down with your management team and consider the following:
- What does the next 3 years look like? You want to look at where you currently are and where you want to be 3 years from now.
- Review and revise your goals as appropriate. Has anything changed? Are there any new produces or services you’ll provide in the future?
- Identify the strategies you’ll use to accomplish your goals and provide the products and services you've identified.
2. Flesh out your staffing needs. Ask yourself the following questions:
- Will the new offering change the way you conduct your business?
- What is the nature of the work to be done in terms of volume, location, and duration?
- What knowledge, skills, and abilities (KSAs) will be needed in the future to facilitate this change? Don’t forget to assign a skill level (beginner, intermediate, or advanced).
- Will the size of your workforce need to increase or decrease?
3. Draft a “new” organisation chart to account for future changes and staffing levels. Don’t focus on how you are currently organised, look to identify the number and functions of your future staff based upon what you'll need to look like to meet future goals.
4. Review your current organisational chart and list each individual currently employed and identify his/her KSAs, job function and skill level.
5. Outline which skills existing employees will be able to contribute during the period being planned for.
6. Identify any skill gaps – compare the information from steps 3 and 5 and list the gaps (what you are missing) for achieving the goals you’ve identified.
Defining the Job(s)
Once you have determined your staffing needs, the next step is to define the job(s) in detail - this can be done through job analysis. Essentially, this is accomplished by gathering and examining data about the job’s tasks and responsibilities you've identified as needing.
This will give you an in depth understanding of the skills, behaviours & knowledge – or competencies – required to perform in the role.
The following steps will help you analyse an existing job:
- Review any existing job descriptions and person specifications (if available)
- Interview employees, asking them specific questions about their job duties and responsibilities.
- Obtain log sheets from employees with information about each of their tasks and the time spent on each task for at least one full work week.
- Complete desk audits where you observe employees doing their jobs at different times of the day and days of the week and track what they do and for how long.
- Interview supervisors and managers, and other employees, clients and customers the employee may interact with while performing the job.
- Compare the job to other jobs in the team or department to show where it falls on the pay scale.
If there is more than one person doing the same job, make sure to observe and obtain feedback and information from more than one person. You will want to review your findings with the employees who do the job as well as their supervisors and managers to tweak your findings until you have an accurate reflection of the job duties and responsibilities.
An important concept of job analysis is that the analysis is conducted of the Job, not the person. While job analysis data may be collected from incumbents through interviews or questionnaires, the product of the analysis is the Job description or specifications of the job, not a description of the person.
For a newly created position, it's useful to carefully think about what you want in the role – now and in the future.
- Gather your list of the knowledge, skills and/or abilities (competencies) that will be required for the new role(s).
- Consider interviewing someone -- in or outside of your company -- who already has some of those competencies. Share your staffing plan. Ask them to suggest competencies.
- Observe an employee or employees in jobs that have transferrable skills to the new role(s). What areas of knowledge do you see the employees using? What skills do you see the employees performing?
- Consider administering a questionnaire to the employee or employees. On the questionnaire, ask them to describe certain practices and procedures to carry out the task or perform the role in the best way possible.
- Ideally, get advice from clients about what knowledge and skills are useful in delivering the best quality services to them.
- A generic list of competencies may already exist for a role. For example, professional Accountant associations sometimes provide generic lists.
Once you’ve gathered all this information, you’re ready to create a Job Description. Make sure you check in with us next week when we cover off JD’s, Competency Frameworks and Person Specifications!