If your company is currently in need of staff, please do not take this matter lightly.
Whether your company has experience in these tasks or your company is used to entrusting this work to a human resources consultant, stop for a moment and think: how can we raise the quality of this process and, therefore, that of new employees ?
The answer involves optimal management of people, time and money. In the following lines I will outline some recommendations that can be useful for small and medium-sized companies and with a minimum use of time.
1. An important requirement for recruiting is understanding that recruitment, like other processes, involves planning a series of actions. That is, it must be based on plans.
As is well known, a company charts its future course and embodies it in a strategic plan. Similarly, its different departments and sections should be assigned tasks that respond to said general plan.
Consequently, the personnel department, such as the production or marketing departments, direct their batteries, each and every one, to meet partial objectives that, combined, make the goals of the total organization concrete.
Well, suppose that in order to faithfully fulfill the projected goals, you, as the head of human resources, must anticipate the personnel requirements of your company.
Let's also assume that your department has made a careful study of the real need to fill a certain number of vacancies. And, as is logical in these cases, your team already has updated profiles of the positions to offer.
The exact number of people wanted must be determined. And this is a function of the quantity and quality of functions and tasks that are carried out in each position in a working day.
If saving money is expected to overload a few with work, the negative result will translate into inefficiencies sooner rather than later.
If it is clear about the number of people required and who have to be admitted as well as their qualifications, we can talk about the times.
2. Another equally valuable requirement in a selection process is to determine the times of all the specific actions.
You and your Personnel team should be able to explain to the rest of the company how long it will take to search, evaluate and select candidates. Your calculation must be realistic.
It depends on the number of vacancies offered, the term that the company can afford for all the actions involved and the time of year that is considered most favorable.
Specifically, a minimum period of one week should be considered to disseminate the call through some means, if it is about recruiting people from outside the company. It will take between one and two more days to study the abstracts received, select the most suitable, make calls and set appointments for interviews. Approximately two to three days will take to interview and evaluate the candidates with the best potential.
This evaluation includes psychological, technical and other tests. For a final and decisive interview, to which only a very small group will pass, another working day of the selectors or interviewers is added.
Let us clarify that between the various stages, one day or at least half a day must be considered to assess and decide who will continue.
3. Consideration should also be given to how much each stage of the work will represent in money.
Look at how much it will mean for the Personnel department to invest its resources in this work.
Costs must be calculated in man-hours; in stationery; in the publication of the notice in a newspaper; in use of environments, facilities and equipment; in telephone and electricity consumption; in water or coffee for applicants; in the processing of all the information collected and in the services of professionals such as a psychologist, doctor or social worker.
4. The fundamental role in all stages will always be the human resources team of our company. We will have to decide who will be responsible for each stage, whether they direct it directly or supervise it.
It must be clearly defined who or who will do the first screening of the resumes or summaries received; who will conduct the initial interviews; If the company lacks a staff psychologist, how will it be done to evaluate the intellect and personality of the applicants who require it; under what conditions could a psychologist be consulted and for what specific selection tasks; who will do the decisive interview and who will participate in the final choice.
Special mention should be made of those in charge of providing environments, environments and other resources for a successful selection process.
As we can see, the selection of personnel is only apparently simple and requires the coordinated administration of all the factors described here.
