What is the order of the hiring process?

Employers who want to attract the best and brightest must ensure that their process works with maximum efficiency. The hiring process starts with identifying a need within your organization. This need can range from filling a vacant position, better managing a team's workload, or expanding the scope of the organization's tasks. In other words, the positions have been created recently or have recently become vacant.

The purpose of the recruitment and selection process in organizations is to find and hire the best candidates for job offers. This process has a funnel structure. Imagine that you are looking for a new employee for a position: your current employee has decided to look for another opportunity. You need to find a replacement.

You select five of them to interview them and, finally, one person receives the job offer. Once you've created a job posting (and double-checked it for errors), it's ready to go live. Candidates can now apply, but the number of applications, the quality and diversity of those who do so can vary greatly. The number of applicants can range from zero to thousands, depending mainly on the size of the company, the type of job and the industry, and the success of your procurement strategy and employer brand.

Internal factors, such as wage rates, opportunities for advancement, and benefits, such as health insurance, also have a significant impact. Google, for example, receives around 3 million applications a year. This means that, on average, more than 400 people apply per job opening. And what is your application process itself like? Is it fast and compatible with mobile devices? Or, on the other hand, do you require candidates to manually fill in all the information from their resumes in your system? Always test your application process yourself to understand where your applicants might struggle.

That way, you can ensure that you provide a smooth application experience. The second step in the recruitment and selection process is the initial selection of candidates. The objective of this second phase is to reduce the number of candidates from a large group to a manageable group of between 3 and 10 people who can be interviewed. This can happen in a number of ways.

As mentioned earlier, technology now allows us to perform these evaluations in an automated manner. Chatbots ask candidates questions and make the interview interactive. An example is a large engineering firm that implemented a chatbot aimed at optimizing the hiring process and maintaining candidate participation. The data showed that, once the chatbot was implemented, completion rates increased from 74% to 96%.

Preselection is a powerful detection method that helps eliminate potential mismatches. . Sometimes, curriculum evaluation is included in these tools. A work simulation provides a realistic preview of the work.

This shows both the most fun and interesting aspects of a role and the challenging elements, resulting in an authentic vision. This helps align expectations between employer and employee and makes employees better adapt. Pre-selection tools are another aspect of the growing role of AI technology in the hiring landscape. We'll talk more about other types of evaluations below.

The interview provides an idea of a person's verbal fluency and sociability. It also provides an opportunity to ask the candidate questions related to the position and presents an opportunity to sell the work to the candidate. Interviews can be conducted virtually, online or in person. Nowadays, many companies conduct a first stage of remote interview, with a final in-person interview as the last stage of the evaluation.

The company and candidates benefit from reduced costs and more efficient time management. The pandemic and on-site shelter orders have led many companies to conduct all interviews remotely, which will likely continue in the future. There are two main types of interviews, an unstructured interview and a structured interview. In a structured interview, a standardized set of questions is used.

This provides the interviewer with a consistent method of recording information and standardizing the qualification of the applicant's qualifications. Other types of interviews include candidates being interviewed by peers or by a panel. These interviews aim to obtain information about the personality, behavior and accessibility of a candidate among team members, or with the people they will support in a job. In the scientific literature, the structured interview has proven to be almost twice as reliable as the unstructured interview (Schmidt %26 Hunter, 199).

The structured interview allows the interviewer to accurately compare candidates and make the best decision based on data alone. It is considered good practice to use interview guides, as this makes the hiring and selection process fairer and more coherent. In the second step, we briefly review evaluations. When pre-selection, or selection, is used to broadly rule out the least suitable candidates, the full evaluation is usually more accurate.

Other evaluations include work sample tests, integrity tests, and work knowledge tests. The scientific literature shows that evaluations in the form of work samples are among the best predictors of work performance. A good practice is to ask candidates to do a case study or solve a real problem during the interview. It is possible to compare the quality of a candidate's work with that of other candidates, as well as with the expected or ideal performance.

And not all jobs or candidates benefit from this approach; if you hire someone for a mid-career position, their resume and references will provide you with an enormous amount of information. The applicant has already made significant progress in their field and is likely to have achieved a point of expertise in some areas. A thorough evaluation is very useful for hiring graduates who don't have a lot of work or life experience. Reference checks are a way of confirming the accuracy of what a candidate has told you and your impressions of them.

Ask the candidate to give you references and follow up on them. If during the interview you have questions about a certain competence or skill, reference checking is a great way to gather more information from a different perspective. The next step in the recruitment and selection process is to make the decision: choose the candidate with the greatest potential for the organization. Sometimes, this means choosing someone who is less qualified right now, but who is committed to growing and staying with the organization for a longer time.

At this point, the organization must have all the information that would allow the candidate to say yes. We hope that you have obtained this information from the various projections (if applicable) and job interviews. Without a well-crafted offer, or even one, your hopeful new employee may return with more questions or negotiations about the agreement. Whether you use professional recruiters or headhunters or open the door to referrals from your current employees, you'll often get a better fit for your roles when you know who would make a good employee.

Tracking talent across your portfolio and monitoring key metrics (such as hiring time) can help make the final stage of the process run smoothly. It also marks the final stage of the candidate experience as your new employees transition to their new position. Research suggests that intuition remains the dominant factor when making a final decision about hiring candidates, despite focusing on analyzing people to achieve successful talent acquisition. A poor onboarding experience can cause new employees to feel less than inspired by their new position and immediately seek alternative options.

A lot can be learned by quickly diving into social media accounts, especially the type of person your new employee could become. These plans should include how your new employee aligns with existing employees and teams, your company and your goals. Despite having hired your new employee, onboarding is still considered a crucial part of the hiring system. The options range from integrated resume selection tools that are part of an ATS to resume evaluators who use artificial intelligence to predict hiring quality.


Charlene Miles
Charlene Miles

Infuriatingly humble internet guru. Incurable travel ninja. Incurable zombie scholar. Hardcore zombie advocate. Friendly web expert. Hardcore travel fan.