The Selection Process - Theory and Practice Part 3

The steps in the selection process

In the broadest sense, there are 5 steps in the recruitment process that are used by most companies in the corporate world to increase hiring efficiency. These 5 steps ensure that the recruitment process will run as smoothly as possible and within the allotted timeframe, be compliant and have consistency/integrity.

The 5 most useful selection steps (stages):

1. Selection planning (with time frames)
2. Determine recruitment strategy (channels, approach, interviewing methods, etc.)
3. Search/recruitment
4. Screening (examination and selection by CV)
5. Candidate assessment and follow-up (interviewing, onboarding and integration)

1. Selection planning

This is the first step in the recruitment process, where vacancies in the company are analysed and relevant job descriptions are prepared (if the positions are new). It also includes the preparation of the specific requirements of the position, the qualifications and skills that are needed to perform the job.

This first step is essential as it determines whether the right and suitable candidates will be attracted for the position. Based on the education and experience requirements, as well as other listed specifics described in the job description (and therefore the job advertisement), a pool of interested candidates is gathered.

2. Defining the selection strategy

Once the job description and job specifics are ready, the organization determines exactly how many and which recruiters should work on the assigned position to close the vacancy as quickly as possible. Usually the recruiter decides what strategy will be adopted to make the recruitment successful. The strategic plan includes the following points:

• Sources of Recruitment -Based onthe level of the position (management, specialist, etc.) and the skills required to perform it, the recruiter selects the sources of recruitment - internal and external are the two main categories. This decision determines the rest of the recruitment strategy.
• Selection methods - HRMdepartmentdecides what selection methods it wants to use - direct or indirect method. Many organisations now use intermediary companies and outsource parts of the process to experienced recruitment consultancies.
• Geographical region -Thelocation of the job is usually established and accordingly the recruitment team needs to determine the region in which they will be looking for candidates. The main factors determining the search area are the number of qualified candidates that are a good fit for the organization and the location of the company itself, of course.
• To grow an employee or to buy one - The investment of funds in recruitment is based on this decision. The organization can select an experienced employee and pay him the appropriate salary or select a less experienced one and train him for the job.

1. 3. Search/recruitment

The search steps are divided into 2 parts - activation and 'offer/sell'. Activation is when the department that has the vacancy confirms to the HRM Manager that they wish the vacancy to be advertised; and approves the job description and specifications produced. 'Placing' is the actual choice of communication channels through which to reach potential and promising candidates.

4. Screening (selection by CV)

Screening begins after job applications are received. This is the stage at which the shortlist of candidates who will proceed to the next stage is determined. It is at this early stage that the recruiter screens out candidates who are not qualified or suitable for the job.

5. Evaluation and evaluation

It is at this 5th and final step that the effectiveness of the selection process is assessed. This stage is very important (although it is often skipped), as the organization needs to check the costs generated in the selection process and compare them with the outcome of the process - quality of candidates and their joining the company. The cost of recruitment includes the time "spent" by the management involved, the cost of the advertisement(s), consultancy fees - in the case of outsourcedrecruitment, and also the salariesof the recruiters. The result of the selection is "costed" or calculated by screening the candidates, their ability to start (the shorter period is always preferable), and the assessment of their active involvement in the company and their subsequent performance.