Category Archives: Recruitment

Describing and advertising the job


  • Planning for the process
  • Describing the job
  • Developing a job description
  • A full-time, part-time, permanent, casual or fixed-term employee?
  • Hours of work
  • Place of work
  • Personal attributes
  • Skills and qualifications
  • Workplace character
  • Attracting suitable job applicants

Planning for the process


A mistake as you start your planning can be costly and can undermine the employment relationship that will eventually be established.

  • attracting suitable applicants
  • interviewing
  • choosing the employee
  • documenting and making the offer
  • finalising the agreement
  • commencing the relationship.

You should therefore plan to ensure that:

  • you have a clear idea of all the costs associated with employing someone – take a look at our checklist
  • the genuine requirements and skills needed for the job are identified in advance and communicated clearly to job applicants
  • the privacy and confidentiality of applicants and the process are maintained throughout
  • advertising, selection and hiring decisions are made fairly, and not on unlawful discriminatory grounds
  • communications with applicants are clear, and if there are any areas of uncertainty, you should take time to address and clarify them with the applicants
  • offers of employment are in writing
  • the bargaining surrounding a job offer is fair and complies with the requirements.
  • there is an induction process that gives the employee a fair chance of reaching the expected standard of performance.

Describing the job


The employer is required, as a minimum, to describe the work to be undertaken in their employee’s employment agreement.

However, you are more likely to find the best person if, as you advertise and interview, both you and the applicants have a clear idea of:

  • the job to be done
  • the hours and place of work
  • the personal attributes, skills and qualifications expected
  • the training and development that will be provided.

Equally, before you begin the recruitment process, it is worthwhile considering what flexibility you might have in any of these areas to meet the genuine requirements of a suitable employee who, for example, has a disability or is caring for dependent children or a dependent relative.

If this is the first time you have filled the position, this is the time to consider the needs and shape of your business. If you are replacing an existing employee, it is also worthwhile reviewing the present arrangements and making certain that they still fit your needs.

Questions you can ask yourself about the job:

  • What made you establish the position?
  • Is there a person undertaking the work now? If there is, how would they describe their responsibilities?
  • Do they have all the necessary skills for the job?
  • Are the skills you needed in the past the ones you need to meet the continuing/future needs of your business?
  • Will the person work alone or as part of a team?
  • What are the tasks that have to be undertaken?
  • What are the key competencies for those tasks?
  • Is there specialist equipment or knowledge involved in the tasks?
  • How will the person be supervised, and are there responsibilities for supervising others?
  • Are there additional tasks or competencies that could be required of the employee that should also be explained?
  • Who are your customers, and what are their expectations of your business and this position?
  • Are there any legal requirements for the job?

You don’t need to write any of this down or make it a major exercise, but putting time aside to think it over, and maybe talking things through with someone who understands your needs, can help to clarify your thoughts.

Having answered those questions, you can then bring the answers together to develop a job description, the proposed type and hours of employment and a profile of the type of employee you require.

Developing a job description


A job description should:

  • identify your business and its priorities
  • be written at a level appropriate for the position you are filling
  • clearly identify the core tasks and responsibilities
  • describe the lines of responsibilities of the job – both who the person is responsible to and (if appropriate) who reports to them
  • describe any minimum legal or educational requirements
  • describe ideal personal skills and attributes
  • set out your performance measures for the job.

A full-time, part-time, permanent, casual or fixed-term employee?


Having identified the needs of your business, it is important to be clear, before advertising a position, what is essential to you in the employment arrangements you plan to make and what would be ideal.

Your legal requirements and ability to recruit may be affected by these decisions.

Legal requirements

In the employment agreement you eventually agree with your employee, you must be clear about the arrangements you have made for hours of work, and if, at a later stage, you wish to change those arrangements, it is necessary to do that by agreement with your employee.

Most minimum conditions of employment are consistent across all forms of employment, although there are some other factors to consider:

  • There are additional requirements when entering into a fixed-term agreement. Fixed-term agreements can only be offered where there is a genuine reason for the fixed-term.
  • Many people are referred to as casual employees when they are actually fixed-term or part-time workers. Genuinely casual employees are those who work only intermittently or on an irregular basis, and some different rules may apply.
  • Special provisions for the payment of holiday pay apply for some fixed-term employees and for employees undertaking genuinely casual work. More information about holiday payments for some fixed-term and genuinely casual employees is available on the Department’s website or phone 0800 20 90 20.
  • There are additional requirements if your employee is being employed on a trial or a probation period.


Hours of work


Employees in different industries and types of work have different expectations regarding hours of work.

Your ability to recruit can be improved or undermined by the extent to which your expectations on hours of work reflect practice in your industry.

This is particularly the case where employees have to balance external responsibilities, such as study, childcare or travel, against the needs of the job.

Before advertising and developing a proposed employment agreement, you need to be clear whether the employee is employed to work:

  • set hours daily and/or weekly at an hourly rate
  • on an annual salary reflecting an expectation of hours worked over the year, but not necessarily with set daily hours
  • as required, with or without minimum hours of work
  • on a regular schedule or cycle of hours
  • with a requirement for regular or occasional overtime, either as required by the employer or with agreement between the employer and employee.

The choice you make can also influence where and to whom you advertise the work. For example, employees relying on public transport may not be able to travel easily outside normal business hours and, if work is for short or broken periods of time, local rather than more distant candidates are more likely to be interested.

Place of work


You are required to include details of the place of work in your employment agreement with an employee.

In advertising or offering a job, you should make it clear whether the person will always be working in one place, will be required to work at a set number of places, or will work at different sites on a regular basis.

For some types of work, you might also like to consider whether the employee could undertake some or all of their duties at home if he or she wished – this can sometimes provide flexibility for people with family responsibilities and may make it easier to recruit.

Personal attributes


Having defined the job, you should then describe the personal characteristics you value and what the job requires – sometimes called a “personal profile”. This can often be put quite simply, but must be clear and easily understood. Make sure the characteristics you identify are genuinely required for the job, and that they do not reflect discrimination.

Issues a personal profile can cover are:

  • specific needs of your business, such as the way you require people to relate with other employees and customers
  • the contacts or networks the employee may need to work with
  • language or cultural knowledge
  • fitness or physical requirements
  • prerequisites that may be appropriate, such as previous work experience, literacy levels, computer skills, driver’s licences and recognised qualifications.

As you develop the profile, remember that it should reflect the genuine needs of your business. Setting requirements out of habit (for example, the previous employee had these qualifications so the new employee requires them)

Skills and qualifications

A related but separate issue is the qualifications the job requires and the training you are able or willing to provide for the successful applicant.

Although providing training involves costs for an employer, it can also be an investment that ensures employees can meet the needs of the job and progress over time.

There are a much wider range of qualifications and on- and off-the-job training available than in the past.

If you wish to understand the nature of existing qualifications, or include an appropriate qualification in the personal profile, you can obtain advice from:

  • the relevant Industry Training organisation (ITO)
  • Career services

If you are prepared to provide training towards a qualification for the employee, you should consider whether there are entries or prior learning requirements for that training, and include that information in the personal profile.

Regardless of other skill requirements, you should consider the level of literacy and numeracy required for the job, or for the training you will be requiring the employee to undertake.

Where training is expected to occur on the job, it is important to ensure these requirements are realistic and that you have the time and people to deliver the training.

Alternatively, the costs, availability and ability of an employee to participate in external training need to be fully investigated before commitments are made.

An employer’s failure to provide necessary training could later be used by the employee to respond to criticisms about his or her performance.

Workplace character


Every workplace has a character or style.

When recruiting, you should consider what the character of your workplace is, and whether that character is the best for your business.

It is easy for cultures to develop that are taken for granted, but which aren’t the best for you or a new employee.

The job description and personal profile should reflect the reality of your workplace. When you have designed both, if there is clearly a mismatch, you need to consider whether the job description and the personal profile or the culture should change.

Examples could be:

  • To what extent do teams work as a group or is there a supervisor and the rest do what they are told?
  • What level of formality is expected? Do you operate on a first name basis or is it a hierarchical organisation?
  • Are people expected or encouraged to show initiative, or do you expect them to work by the book?
  • Is it a vibrant exciting workplace where diversity is valued, or are people expected to conform?

No one culture is right or wrong, as long as the culture that is established does not:

  • reduce your ability to recruit eligible workers
  • create an unsafe working environment
  • lead to decisions that discriminate without you being aware of it.

Attracting suitable job applicants


How you attract the best applicants depends on the job, how much money you are able to spend on advertising, and how much time you have.

Options include:

  • considering your existing employees – there may be someone who is ready for a promotion or who wants a new role, and advertising the role internally is a good way to find out
  • engaging a recruitment agency – this can appear costly, but an agency can reduce the amount of time you are required to spend reviewing and short-listing applications, and can help you clarify your needs, appropriate pay levels and levels of experience available and required
  • targeting advertising in industry journals, magazines and websites
  • contacting an industry Training organisation or training establishment that deals with workers in your industry
  • advertising in daily or community newspapers and other media, which can often advise on circulation or audience numbers and strategies for reaching target audiences
  • directly approaching potential applicants, as long as you take care not to encourage an employee to break any employment obligations, including the need to give the correct period of notice.

It is also important to consider whether there are any procedures that must be followed in making a new appointment.


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Posted by on January 19, 2013 in Recruitment


HR Program-Tips for Effective Campus Recruitment

How to design an attractive Campus recruitment program to hire graduate or the post graduate students? Looking for those key factors to be considered before giving your Campus Recruitment program the final shape? Below, I suggest 15 easy steps to design an attractive and effective Campus recruitment program that will make you walk out of the college/university campuses with accepted copies of appointment letters of the desired candidates. Read on and share your points that you may want to add:

Pre recruitment process: There is a great degree of preparedness required to get an effective campus recruitment program grounded, the better the preparation and

  1. Get the business heads to share the number of people required from the campuses as a part of the Management/Graduate training program and identify locations, teams and other details so that the specifications are detailed out
  2. Identify the roles that befits the management /graduate trainees in terms of skills and competencies keeping in mind that most of them will be towards the beginning of the learning curve of their professional journey
  3. Identify internal champions within the organization who will manage this pool of young recruits and familiarize them with the organization. These champions will also act as endorsers for the Campus recruitment program internally and ensure the program is managed well and is a success
  4. Have a designated person/people to interface with the colleges/campuses well in advance to build relationships with key people e,g. placement coordinators, professors, key influencers. Also design a Campus engagement program with the targeted campuses/colleges for higher recall and turnout ratio
  5. It is imperative to define the proposition of the organization that works best in the colleges/campuses.  What is the unique proposition that the organization is offering? Is the role, compensation, career growth opportunities, learning opportunities, off shore assignments, bouquet of attractive propositions? The sharper the proposition is defined, the better it will be to attract and recruit the desired candidates

Recruitment process:

  1. The recruitment process begins the campus calendar. There could be multiple colleges/campuses whose dates could be on the same day hence it is imperative to have a pool of interviewers in advance tagged to different places ,travel scheduled firmed up and logistics in place. Remember, most of the interviewers take this assignment as a call beyond their regular duty hence a smooth experience for them is the HR managers’ responsibility.
  2. It is always preferable to have the information about the other companies visiting the campus that very day so that one has the sense of the competition and that helps to gauge the candidates’ interest levels and preferences. It also helps to modify the recruitment pitch that day to attract the desired profile of candidates
  3. If the Pre placement talks are scheduled on the same day, it is imperative that an alumni from the institute accompanies the pool of interviewers for experience sharing as an ambassador of the organization
  4. The interview process itself makes a lasting impression and is often a factor of consideration amongst the students. The team needs to use wisely use the discretion while choosing the interview pattern, stages, rounds etc. If a group discussion is conducted, the forms, methods, topics etc used are very important factors. Also, it is important to have firm process of shortlisting/rejecting candidates.
  5. Always ensure the closure of the candidates selection right at the campus.  The offers should be rolled out to the selected candidates on the spot. If pre printed appointment letters are handed over to the candidates, it is worth exercising. Getting candidates to accept the offer/appointment letter restricts them to appear for other interview and in more than one ways ensure they have made their final choice and is likely to come on board

Post Recruitment process:

  1. Offer drop outs are a big challenge faced by many organisations as there is a time lag between the offers made at the campus and their possible joining date. Continuous efforts need to be made to ensure the offered candidates are not dropping out.
  2. It is worth the effort to keep candidates engaged with the organization during the post offer period by regularly updating them with Company news, newsletters proactively, a SPOC (Single Point Of Contact) should be identified who can keep interacting with the candidates and keep them interested in their choice of the employer
  3. Closer to the date of joining, proactive communication kit about the logistics and other details should be sent to the candidates. It is a wonderful way to reach out to them with desired information and not wait for the queries to flow in the mail box. It creates a winning impression about the organisations’ readiness to welcome the new joinees
  4. Adequate preparation needs to be undertaken to give the campus/college recruits a delightful first day experience in the organization in the form of a robust On boarding experience.
  5. A great Management/graduate trainee program architecture is mandatory to reap the benefits of a attractive campus recruitment program


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Posted by on January 16, 2013 in Recruitment


Campus placement

Campus placement or campus interview is the program conducted within educational institutes or in a common place to provide jobs to students pursuing or in the stage of completing the programme. In this programme, industries visit the colleges to select students depending on their ability to work, capability, focus and Aim.

Types of campus placement

There are two types of campus placement. They are on-campus and off-campus

On-campus placement

This is the placement program organized only for the students within the educational institute. In most cases student in the final year of a program will participate in this placement program.

Pool Campus

This job placement program is conducted within a group of colleges.

Off campus placement

This job placement program is for students from other institutions. This program will be conducted in a common place (it may be in a college or in some public place) where students from different colleges will

Project Placement

Companies recruit students to do their academic project in the interiors industrial environment.

Student Internship Placement

Companies recruit the students as interns. Internship will be during their student period.


The major objective of campus placement is to identify the talented and qualified professionals before they complete their education. This process reduces the time for an industry to pick the candidates according to their need.


Pre-Placement Talk

A presentation about the company will be made during the pre-placement talk. Basically the presentation includes the information like selection procedure, company’s milestones, organizational achievements, candidate scope of improvement within the organization if selected, salary, employment benefits. Usually this presentation will end up with question and answer session, students given chance to ask questions about company.

Educational qualification

Companies who are interested in campus visit for recruitment purpose will have specific qualification criteria. Qualification criteria include marks or grade range, specific program.

Written Test

Qualified students will undergo a test. This is usually a simple aptitude test but depending on company and the position looking for, the difficulty level of the test may be at the higher side.

Group discussion

Most of the companies will have this round as a filtering round. This round may or may not be conducted.

A common topic is placed before the group and a formal discussion or knowledge sharing is expected by the judge. Purpose of this round is to check communication skills, etiquette of person, listening ability, convincing power, group leadership, leader or follower and many more thing are evaluated on the basis of requirement or the particular intention of organisation or company.

Technical Interview

Based on outcome of above said process, students will further undergo a round called technical round. This round evaluates the technical ability of the student. In most of the cases this will be an individual round but it may be grouped with the formal interview.

Formal interview

Final round of the selection process, where the student’s stability and his confidence level towards the particular work will be evaluated. The interview focusses on overall personality of the candidate.

Post-Placement Talk

Once the student is selected, he will be given an offer letter. Company’s executive may provide guidelines about joining procedure and other prerequisites if needed.


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Posted by on January 16, 2013 in Recruitment


Recruitment Process

Recruitment process


Recruiting the right talent is a vital process in the growth of the company and it is a time consuming process which also involves large financial investment.  To ensure that we recruit the right kind of  people, the process must commence well in time.  Hence forth the following system will be strictly adhered to.


(a) Forecast of Manpower – all Heads of department are to put up a Quarterly forecast of Manpower requirement   to their respective Directors and after getting duly approved , ensure that its reaches HR department of HO atleast 3  months before.


(b) Manpower requisition – every manpower needed to be recruited has to bbe filled up in the manpower requisition form and after getting duly approved by Director , handed over to HR of HO atleast 3 months in advance. All requisition form has to be accompanied by a copy of the job profile of the concerned position. A separate form is to be filled up for every vacancy.


(c)        The HR will collate the entire detail and examine the best method for seeking candidates. Suitable method of collecting data will be decided and advt given / employment agency chosen.


(d)        The CV will be collated and then HR  would commence the weeding out process of unsuitable CVs. HR is to then forward those meeting, the given  “must have qualifications”  to the concerned Departmental Head at the first instant.


(e)        The candidate’s CV must be perused in detail by the departmental Head and if any gaps are found in the information, the clarification should be sought by E Mail keeping HR informed or telephonically.  All such info must be put on record.



(e)        Interview committee – The interview committee will comprise of the following


  • one HR rep
  • Departmental head seeking employee
  • Manager under whom the candidate will be directly employed
  • One technical Manager/ senior Manger is mandatory for all technical position


The committee is to consist of atleast 3 of the 4 indicated above. The HR representative is must.


The Interview 


 The interview will comprise of


  • Filling up of candidate information form
  • IQ and EQ test ( to be formatted by the HR in consultation with HR consultation firm) if required.
  • Any special skill test like typing, shorthand, computer language proficiency.
  • Professional expertise
  • General knowledge


The front desk Executive is to seat the candidate in the reception area / conference hall/ waiting room and get the form filled up.

Thereafter collect a copy of latest resume and form and forward the same to HR.

The HR is to thereafter coordinate the first two tests (these two tests may be avoided for senior position) and thereafter call the candidate before the committee for verbal interaction.


Professional expertise and GK would be checked out during the interview.  Once the interview is completed, the candidate

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Posted by on January 10, 2013 in Recruitment


SOP – Recruitment

Recruitment Process

Standard Operating Process

  1. I.                    Sourcing Process:


Pre-Recruitment formalities


  1. 1.       Manpower Planning & Budgeting. –Organization and Department


  1. Manpower Planning is the process by which an organization ensures that it has the right number and kind of people capable of effectively and efficiently completing those task that are in direct support of the companies mission and strategic goals
  2. Every Department needs to have a Quarterly and Yearly Manpower Planning and Budgeting to have a base outline on the number of staff to be employed with the revenue amount to be invested.
  3. Manpower Planning should be based on the below points
  • Number of additional staff to be hired quarterly
  • Skills of different levels available and required
  • Flexibility in Job handling
  • Achieving equal employment opportunities, improving experience and capabilities for performance with motivation
  • Potential Training needs required.
  1. The Department Manager should get the same approved by the SVP / VP.  SVP / VP should then forward the same to HR in the attached format, so as to plan the annual recruitment.
  1. 2.       Personal Requisition & Position Profile Form:


  1. Using this form, will impact the company’s bottom-line by proactively identifying and filling projected open positions in a timely manner.
  2. The requisition allows you to not only track and report on open and filled positions, but to identify the appropriate resources necessary to fill the positions in the time frames requested.
  1. II.                  Recruitment process


  1. 1.       Application Processing

Complete application material must be sent to HR first in order to:

  1. Obtain and record the original application materials eg. Candidate Information & Resume
  2. Track the hiring process. MIS
  3. Respond to the applicant’s individual inquiries and
  4. Ensure that all applicants are properly notified of the status of the vacancy following the end of a search.

v  Once applications have been recorded they will be sent to the Hiring Managers who have indicated their desire to perform their own screening and interview process.

  1. 2.       Budget Verification Policy
  1. For all positions the salary and fringe benefit funding must be available for the entire fiscal year and on a permanent basis.
  2. Positions will not be posted or advertised until the required funding has been verified.
  1. 3.       Internal Candidates and Internal References
  1. HR will provide appropriate information concerning the job opening to employees wishing to pursue other positions.  This information exchange between Human Resources and a current employee is kept confidential.
  2. Internal candidates must inform their supervisor of their interest in an opening at the time they are selected for an interview.
  3. If selected for the position, the current Reporting Manager of the internal candidate and the future Reporting Manager must develop an effective transition plan keeping in mind the needs of both operations. The plan should be reasonable and mutually agreed upon.
  4. If an employee wishes to refer someone from his friends or other references is welcomed. Remuneration amount
  1. 4.       External Candidates and Interview Process


  1. Based on the Job Description the resumes received from the recruiting agency, referral or other sources to be shortlisted and screened by the HR.
  2. HR would then forward these shortlisted resumes to concerned Hiring Manager for Technical screening.
  3. HR will have a preliminary round of interview.  And then will forward for a technical round of interview. There could be one to three rounds of Technical Interviews if required.
  4. If the candidate is suitable for the required profile, the Hiring Manager should intimate HR for further discussions.
    1. Reference checks are mandatory for all the level of hiring except for freshers. This will be done through email or phone. The outcome will be captured and attached to the incumbent’s personal file. No offer will be given without a reference check.
    2. The Selected Candidate will be made an offer with a detailed annexure of the credentials to be carried on joining.
    3. Appointment Letter to be issued on joining, only on receipt of all credentials with the CTC Break-up.

Points to be remembered

  1. Internal candidates or others personally known to the interview panel must be treated in exactly the same way as all other candidates.
  2. Additional guidance on the procedures to be followed in the recruitment of a typical and casual staff is provided separately.
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Posted by on January 5, 2013 in Recruitment, SOP


Things to Remember During Job Recruitment


Remember that the foundation of an effective job posting includes an accurate job description and complete understanding of the hiring manager’s staffing needs. Therefore, before you post a job vacancy, review the job requirements with the hiring manager. Learn what the hiring manager wants in terms of functional expertise, core competencies and professional traits. Also, ask the hiring manager about staffing projections to determine how many job openings you need to fill.

Interview Guide

Outside of HR staff, many hiring managers and staff aren’t comfortable with interviewing because they don’t have occasion to conduct many interviews during their careers. As a recruiter or employment specialist, be mindful of their relative inexperience and lack of knowledge concerning interviews. Prepare an interview guide for new supervisors and managers who aren’t familiar with the hiring process. It will streamline the interview and selection process and improve the efficiency of HR functions related to new-hire activities.

Sales Job

Two important factors about recruiting are that you’re a salesperson for the organization and that your personality matters. Your job is to sell candidates on the benefits of working for your company. Therefore, when you post job vacancies, highlight the advantages of the job — health benefits, competitive pay, flexible work schedules, incentives and bonuses. Keep in mind that other companies use the same sales tactic to attract qualified applicants, so create a job posting that convinces the applicant to apply for a job with your organization. In addition, establishing a connection with applicants may very well help your organization in the long run.


Recent graduates comprise a talent pool waiting for the opportunity to embark upon a professional career. Organize college and university recruiting events to tap this market. Consider providing internship and mentoring opportunities to students and young professionals as a way to start their career development. Remember to contact professional associations that have student members ready to enter the workforce. Your organization stands to benefit from the enthusiastic and eager approach of students when they connect with an organization that will support their development.

Passive Candidates

Remember that job descriptions don’t always work with passive candidates, although passive candidates generally want to know enough about the job before they’ll spend time talking to you. Passive candidates are a goldmine your organization can’t afford to pass up. However, your approach with passive candidates has to be measured and strategic. Convincing someone who already has a job to consider exploring opportunities with your organization will require a little more effort and a persuasive approach.



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Posted by on January 2, 2013 in Recruitment




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Posted by on December 24, 2012 in Letters, Recruitment