Human Resource Recruitment & Selection Hiring

Recruitment & Selection Hiring Process​

Introduction:-

In order to increase efficiency in hiring and retention and to ensure consistency and compliance in the recruitment and selection process, it is recommended the following steps be followed (also refer to Staff Recruitment and Selection Hiring Checklist). Details for each step include the minimum recommended best practice to attract a talented and diverse applicant pool:

Process:-

Step 1: Identify Vacancy and Evaluate Need

Step 2: Develop Position Description

Step 3: Develop Recruitment Plan

Step 4: Select Search Committee

Step 5: Post Position and Implement Recruitment Plan

Step 6: Review Applicants and Develop Short List

Step 7: Conduct Interviews

Step 8: Select Hire

Step 9: Finalize Recruitment.

Step 1: Identify Vacancy and Evaluate Need​

Recruitments provide opportunities to departments to align staff skill sets to initiatives and goals, and for departmental and individual growth. Proper planning and evaluation of the need will lead to hiring the right person for the role and team.

Newly Created Position​

When it is determined a new position is needed, it is important to:

Understand and take into consideration strategic goals for the University and/or department. Are there any upcoming changes that may impact this role?

Conduct a quick analysis of UC Core Competencies. Are there any gaps? What core skills are missing from the department? Evaluate the core skills required now and those which may be needed in the future.

Conduct a Job Analysis if this position will be new to your department. This will also help to identify gaps.

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Replacement​

When attrition occurs, replacing the role is typically the logical step to take. Before obtaining approval to advertise the position, consider the following:

As with a newly created position, it may be helpful to conduct a Job Analysis in order to tailor the position to what is currently required and to ensure proper classification. Your HR Classification Analyst can assist in reviewing and completing.

Review the role and decide if there are any changes required as certain tasks and responsibilities performed by the previous person may not or should not be performed by the new person

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Carefully evaluate any changes needed for the following:

Level required performing these tasks; considering the appropriate classification level. Be aware that changes in the classification of positions from represented to nonrepresented will require union notice and agreement

Tasks carried out by the previous employee

Tasks to be removed or added if any of the work will be transferred within department

Supervisory or lead responsibility

Budget responsibility (if any)

Work hours

Is there still a requirement for this role at all?

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Step 2: Develop Position Description​

A position description is the core of a successful recruitment process. It is used to develop interview questions, interview evaluations and reference check questions. A well-written position description:

Provides a first impression of the campus to the candidate

Clearly articulates responsibilities and qualifications to attract the best suited candidates

Provides an opportunity to clearly articulate the value proposition for the role

Serves as documentation to help prevent, or defend against, discrimination complaints by providing written evidence that employment decisions were based on rational business needs

Improves retention as turnover is highest with newly hired employees. Employees tend to be dissatisfied when they are performing duties they were not originally hired to perform.

Optimizes search engine results by ensuring job postings rank high in candidate search results when searching on-line

Determines FLSA classification and is used to map to the appropriate Payroll Title

Identifies tasks, work flow and accountability, enabling the department to plan how it will operate and grow

Assists in establishing performance objectives

Is used for career planning and training by providing clear distinctions between levels of responsibilities and competencies required

Is used as a benchmark to assist in ensuring internal and external equity

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Identify Duties and Responsibilities​

Prior to developing the job description the hiring manager should identify the following:

General Information

Position Purpose

Essential Functions

Minimum Requirements

Preferred Qualifications

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1. General Information​

Basic position and pay information will need to be determined to assist with the development of the job description and job classification and for entering into the ATS. This information will be different for each position being recruited:

Payroll Title — The Payroll title and associated title code determines the, FLSA status, Personnel Program Code and Description, and the Bargaining Unit Code and Description fields in the ATS.

Pay Grade/Step

Working Title — Market titles should be recognizable and common to various industries as most job seekers search for commonly referred to market titles when conducting on-line job searches

Department Name

Department Head

Supervisor Name

Title Codes and Full-Time Equivalent numbers of employees supervised

Special Requirements and Conditions:

Specific requirements job seekers must possess or complete in order to be hired (e.g. background check, valid driver’s license, etc.)

Bona Fide Occupational Qualifications (BFOQ’s)which are in compliance with UCR’s applicable policies (e.g. physical or mental requirements)

Contact Staff Employment for assistance with special requirements and conditions

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2. Position Purpose​

Describes the department’s functions, the unit’s functions, and/or the organizational unit’s functions. The statement should summarize the position’s essential functions and its role in relation to supporting, administering, or managing the activities of the department, unit, or organizational unit.

Posted Position Purpose[/b] — The posted Position Purpose will be searchable and viewable by job seekers on UCR’s job board and other posting sites. Therefore it is important to ensure it:

Includes a description of the role and its relation to the department, organization and University

Includes the estimated duration (i.e. Limited 6-9 months or Contract 2.5 years) for non-Career positions

Lists the number of openings when there is more than one position being recruited

Describes any pre-employment assessments if applicable.

Is optimized for search engines. Candidates conduct job searches by entering key words or phrases into search engines.

Most candidates utilize “job aggregators” such as Google and Indeed versus searching individual company job posts.

To ensure your position reaches the top of candidate search results, include key words such as “career”, “job”, skills and title of the position in the beginning of the posted position description (first 150 words).

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Attracting a Talented Diverse Applicant Pool[/b]:

Once you have identified the position purpose, essential functions and qualifications, you will want to go back and review the description. Is it written to attract an individual who is a top performer? Does it describe the inclusive culture of your organization?

Marketing the job to a diverse audience is just as important as accurately describing the role. For more information and tips visit the Best Practices for Attracting a Diverse Workforce webpage.

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3. Essential Job Functions​

Essential job functions describe the duties and responsibilities of a position. A job function is considered essential when the performance of the function is the purpose for the position. Typically, an essential function occupies a significant amount of time of the employee’s time and requires specialized skills to perform. By accurately describing the essential functions of the job, job seekers will have a clear understanding of the role and your expectations for performing them.

When developing essential functions for the position the following should be noted:

Functions of the job which are critical for the position are arranged by importance and percentage of time spent

Complexity level and authority for the role should be described to help attract the appropriate level of qualified candidates

Essential tasks listed should be inter-related to the accomplishment of the essential function.

e.g., The essential function of event planning is composed of several independent tasks including scheduling and securing the venue; interviewing vendors and executing contracts for service; arranging for food delivery; supervising event workers and ensuring clean up. Therefore, the various tasks required to successfully accomplish the essential function should be identified and described.

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4. Minimum Requirements​

The minimum requirements or “basic qualifications” are those qualifications or criteria which was established in advance and advertised to potential applicants:

Must be relevant and relate to the duties and responsibilities of the job (e.g., should not list driving requirement if not part of responsibilities or duties of the job).

“Soft skills” can be required qualifications (e.g., communication/collaboration) and will:

Vary among applicants

Not be absolutely ascertained in resume

Be evaluated in interview

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Can be position/department specific (e.g. valid driver’s license)

Can be assessed by reviewing the resume

Must be objective, non-comparative and business related:

Objective

Correct: Bachelor’s degree in Business Administration

Incorrect: A business degree from a “good school”

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Noncomparative

Correct: 5 to 7 years of experience designing computer software programs

Incorrect: Must be one of the top five among the applicants in years of experience

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Business Related

Correct: 5+ years of experience in accounting

Incorrect: Must have experience with volunteering for Habitat for Humanity

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The minimum requirements should support the accomplishment of the essential function. For example, the essential function of event planning could require:

Organizational skills (to ensure all details are cared for)

Communication skills (to interact with vendors and guests)

Prior event planning experience

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Listing too many skills as requirements significantly limits your applicant pool and selection. It is recommended no more than 3-5 “hard” job skills (e.g., Bachelor’s degree, 5 years accounting experience, experience in accessing and retrieving data from financial systems using PC based tools and other “technical job skills”) in addition to the “soft skills” be listed depending upon the level of the position.

5. Preferred Qualifications​

Preferred qualifications are skills and experience preferred in addition to basic qualifications and can be used to narrow down the pool of applicants. These preferred skills, knowledge, abilities and competencies can describe a more proficient level at which the essential functions can be performed such as:

Prior experience with corporate/institutional event planning (prior experience in a related area can be preferred) and knowledge of applicable UC policies and procedures (prior experience within the UC system can be preferred).

UCR experience, certifications and/or advanced degree are additional

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Applicants who meet some or all preferred qualifications (e.g., UC experience) tend to have shorter assimilation time, reach full job competence faster and are able to take on advanced responsibilities sooner.[/i]

Career Ladder Recruitments​

When the scope of the position and the department needs allow for varying levels of skills and experience, a position may be advertised with multiple job titles at different levels within a single class series. Refer to UCR Local Procedure 20: Recruitmentfor more information.

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Step 3: Develop Recruitment Plan​

Each position requires a documented Recruitment Plan which is approved by the organizational unit. A carefully structured recruitment plan maps out the strategy for attracting and hiring the best qualified candidate and helps to ensure an applicant pool which includes women and underrepresented groups including veterans and individuals with disabilities.

In addition to the position’s placement goals the plan contains advertising channels to be used to achieve those goals. The recruitment plan is typically developed by the hiring manager in conjunction with the Departmental HR Coordinator. Placement goals identified are displayed on the position requisition in the ATS.

Recruitment plan elements:

Posting Period

Placement Goals

Additional Advertising Resources

Diversity Agencies

Resume Banks

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Contact your department HR Coordinator for a Sample Recruitment Plan

A. Posting Period​

Minimum posting requirements are as follows:

Professional Support Staff (PSS) – 10 business days from date posted beginning the next business day

Management/Senior Professional (MSP) – 15 business days from date posted beginning the next business day

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“Open until filled” is an option for both PSS and MSP positions which allows the posting to remain open and viewable on the career site until filled. This option is recommended for all recruitments.

Continuous Recruitment — To be used only for on-going recruitment such as lab assistants, custodial support, etc.

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B. Placement Goals​

Placement goals are required for each recruitment

Review your Placement Goals and develop a recruitment plan which will assist in reaching those goals

To ensure the most current placement goals are identified for the department and unit, you may contact the office of Faculty and Staff Affirmative Action.

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Placement Goals should include outreach efforts to veterans and individuals with disabilities

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C. Additional Advertising Resources​

A variety of recruiting sources (both internally and externally) should be utilized to attract candidates who reflect the diversity UCR values in its workforce. Every effort should be made to conduct a thorough search by advertising widely before filling a position.

Any advertising related to employment at UCR and/or recruitment (job) advertising should include this statement in the body of the advertisement:[/b]

“UCR is an Equal Opportunity and Affirmative Action Employer with a strong institutional commitment to the achievement of excellence and diversity among its faculty and staff.

This contractor and subcontractor shall abide by the requirements of 41 CFR 60-300.5(a). This regulation prohibits discrimination against qualified protected veterans, and requires affirmative action by covered prime contractors and subcontractors to employ and advance in employment qualified protected veterans.

This contractor and subcontractor shall abide by the requirements of 41CFR 60-741.5(a). This regulation prohibits discrimination against qualified individuals on the basis of disability, and requires affirmative action by covered prime contractors and subcontractors to employ and advance in employment qualified individuals with disabilities.”

 

[LekshmiGPilllai]

Thank you for this detailed breakdown of the recruitment and selection process. It's clear how crucial it is to follow a structured approach from identifying the vacancy to finalizing the hire. I particularly appreciate the emphasis on aligning staff skill sets with departmental goals and the focus on attracting a diverse applicant pool.

The steps you've outlined—from conducting a job analysis to optimizing job descriptions for search engines—are incredibly useful for ensuring a transparent, inclusive, and effective hiring process. This serves as a great resource for both HR professionals and hiring managers aiming to bring in top talent while maintaining consistency and compliance.

Looking forward to learning more about practical challenges and best practices others have encountered while applying this framework.

 

[LekshmiGPilllai]

Thank you for this detailed breakdown of the recruitment and selection process. It's clear how crucial it is to follow a structured approach from identifying the vacancy to finalizing the hire. I particularly appreciate the emphasis on aligning staff skill sets with departmental goals and the focus on attracting a diverse applicant pool.

The steps you've outlined—from conducting a job analysis to optimizing job descriptions for search engines—are incredibly useful for ensuring a transparent, inclusive, and effective hiring process. This serves as a great resource for both HR professionals and hiring managers aiming to bring in top talent while maintaining consistency and compliance.

Looking forward to learning more about practical challenges and best practices others have encountered while applying this framew
ork.

 

[Priyani Gupta]

The article on the Recruitment & Selection Hiring Process offers a methodical and structured approach to talent acquisition that is both commendable and essential in today’s complex organizational environments. It lays out a detailed and logical framework for each stage of the recruitment process, which is particularly relevant for institutions seeking to maintain compliance, fairness, and effectiveness in hiring.


What stands out most is the emphasis on strategic alignment right from Step 1: Identifying Vacancy and Evaluating Need. This initial step is often underappreciated in many organizations. By urging hiring managers to assess departmental needs in relation to strategic goals, the process promotes thoughtful planning over reactionary hiring. The inclusion of job analysis for both new and replacement positions is also a best practice that ensures roles are not only filled but are redefined to meet evolving organizational demands.


The second step—Developing the Position Description—is rightly described as the core of a successful recruitment process. It highlights not just functional necessities, but also compliance with anti-discrimination laws and optimization for search engines. These aspects reflect an understanding of modern recruitment challenges, particularly in attracting a diverse and high-quality candidate pool. The article is also commendable for addressing how a clear and realistic job description can contribute to employee retention by setting accurate expectations.


In Step 3, the focus on building a well-documented Recruitment Plan is another strong point. The detailed guidance on posting periods, placement goals, and outreach strategies emphasizes the importance of not only attracting applicants but ensuring that the pool is inclusive and representative. Particularly noteworthy is the encouragement to use a range of advertising channels and partnerships with diversity agencies, which aligns with equitable hiring practices.


The article’s breakdown of minimum and preferred qualifications also reveals a practical understanding of balancing candidate expectations with organizational needs. By recommending a cap on the number of hard skill requirements, it advocates for wider applicant accessibility without compromising on core competencies. Furthermore, distinguishing between minimum and preferred qualifications provides hiring managers with a structured yet flexible tool to assess candidate fit.


However, one area where the article could enhance clarity is in the integration of technology into these steps. For instance, many modern applicant tracking systems (ATS) provide automated support for resume filtering, interview scheduling, and bias mitigation—features that could be woven into the workflow for even greater efficiency.


In conclusion, this article is a well-rounded and practical guide for anyone involved in talent acquisition. It balances legal compliance, strategic alignment, and operational effectiveness while keeping diversity and equity at the forefront. Implementing these steps will undoubtedly lead to more effective, inclusive, and sustainable hiring outcomes.

 

[Dhruv Bindhani]

The provided document outlines a meticulous and comprehensive Recruitment & Selection Hiring Process, designed to enhance efficiency, ensure consistency, and maintain compliance. It serves as an excellent guide for organizations aiming to attract a talented and diverse applicant pool, detailing steps from identifying a vacancy to finalizing the hire.

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Introduction to the Process​

The introduction sets the stage by emphasizing the importance of following a structured approach to boost hiring efficiency, improve retention, and ensure adherence to established guidelines. It refers to a "Staff Recruitment and Selection Hiring Checklist" as a complementary resource, indicating a well-thought-out system. The process is broken down into nine sequential steps, each with recommended best practices.

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Step 1: Identify Vacancy and Evaluate Need​

This initial step is presented as a critical opportunity for departments to strategically align staff skill sets with broader organizational goals.

• Newly Created Position: When a new role is deemed necessary, the text advises a thorough evaluation against strategic goals, considering potential future impacts on the role. It stresses the importance of conducting a UC Core Competencies analysis to identify skill gaps within the department, both current and future. A Job Analysis is recommended for entirely new positions to ensure accurate classification and identify specific gaps.
• Replacement: Even when replacing an existing role due to attrition, the document urges careful consideration beyond a simple like-for-like substitution. A Job Analysis is again suggested to tailor the position to current requirements. Furthermore, it prompts a review of tasks performed by the previous incumbent, evaluating whether they should be retained, modified, or transferred. Critical factors to re-evaluate include the required classification level, budget responsibility, work hours, supervisory duties, and ultimately, whether the role is still needed at all. This meticulous approach prevents blindly filling positions that may no longer align with current needs.

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Step 2: Develop Position Description​

The position description is rightly identified as the "core of a successful recruitment process." This section thoroughly explains its multi-faceted importance:

• First Impression: It provides candidates with their initial view of the organization.
• Clarity and Attraction: It clearly articulates responsibilities and qualifications to attract the most suitable candidates and highlights the role's value proposition.
• Legal Protection: It serves as crucial documentation to prevent or defend against discrimination complaints, proving that hiring decisions are based on legitimate business needs.
• Retention: A clear description improves employee retention by setting accurate expectations, as dissatisfaction often arises when employees perform duties not initially communicated.
• Search Engine Optimization: It optimizes online search results by including relevant keywords, helping job postings rank highly on "job aggregators" like Google and Indeed.
• Internal Functions: It determines FLSA classification, assists in establishing performance objectives, and aids in career planning by defining distinct levels of responsibilities and competencies.

The text then details the essential components of a position description:

• General Information: Covers payroll title, pay grade, working title (emphasizing market-recognizable titles), department details, supervisor information, and special requirements (e.g., background checks, BFOQs).
• Position Purpose: Summarizes the role's essential functions and its contribution to the department/organization. It stresses optimizing this section for search engines by including keywords at the beginning.
• Attracting a Talented Diverse Applicant Pool: This section highlights the importance of crafting the description to attract top performers and reflect an inclusive organizational culture, pointing to a "Best Practices for Attracting a Diverse Workforce webpage."
• Essential Job Functions: Details the core duties and responsibilities, arranged by importance and time spent. It emphasizes describing the complexity and authority level of the role and ensuring tasks are inter-related to the essential function.
• Minimum Requirements: Defines the "basic qualifications" that are established in advance and advertised. These must be relevant, objective, non-comparative, and business-related. It cautions against listing too many "hard" skills (recommending 3-5) to avoid overly limiting the applicant pool.
• Preferred Qualifications: These are desirable additional skills and experience that can help narrow down the applicant pool, such as prior relevant experience or specific certifications. Meeting these qualifications is noted to lead to faster assimilation and higher job competence.
• Career Ladder Recruitments: Briefly introduces the concept of advertising positions with multiple job titles at different levels within a single class series when appropriate.

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Step 3: Develop Recruitment Plan​

This step emphasizes the necessity of a documented Recruitment Plan, approved by the organizational unit, to strategically attract and hire the best-qualified candidates, particularly ensuring diversity.

• Plan Elements: The plan should detail the Posting Period (minimum 10 business days for PSS, 15 for MSP, with "Open until filled" recommended), Placement Goals (requiring outreach to veterans and individuals with disabilities), Additional Advertising Resources, Diversity Agencies, and Resume Banks. Department HR Coordinators are suggested as resources for sample plans.
• Advertising Inclusions: Crucially, any employment-related advertising must include a specific Equal Opportunity and Affirmative Action Employer statement that outlines compliance with regulations prohibiting discrimination against protected veterans and individuals with disabilities (41 CFR 60-300.5(a) and 41 CFR 60-741.5(a)). This ensures legal compliance and signals the organization's commitment to diversity.

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Conclusion​

The document provides an exceptionally detailed and practical framework for recruitment and selection. Its emphasis on strategic planning, thorough job analysis, clear position descriptions, and diversified recruitment channels makes it an invaluable resource for any organization aiming for effective and compliant hiring. The repeated stress on attracting a diverse applicant pool and adhering to legal requirements highlights a commitment to inclusive hiring practices.