Recruitment and Selection Material (Talent Acquisition)

1. OD related activities
▹ Job Description

The recruiter should understand the job description (Including the job and the job holder parts), it is
known that the good recruiter will even shadow the employees to best understand the JD and may ask the
supervisor or the job holder for a better understanding. (File 1)
In this way, the recruiter will get - by this way - information that are not to be found in documents.
▹ Organization Chart
The recruiter will also meet the departments heads’, sections’ managers and supervisors as they are
simply his / her internal customers. (File 2)
▹ Position Control Sheet
Any company should have a position control sheet (File 4) that include the below:
 Department
 Section
 Position
 Position Code
 JD verification
 Last update of the JD

2. Workforce Planning
▹ Understanding the business needs and Labor Market
 What are my business goals and vision?
 Where is my business heading? Is it growing, downsizing, transitioning, shifting skills,
introducing new technology or is it in a maintenance mode?
 What are the economic conditions that impact on my industry sector and markets and does this
impact on my business?
 Who are my customers/clients?
 What is going on internally in my business and how will this impact on my workforce
requirements?
 What are the short, medium- and long-term goals for my business and what workforce skills and
capability will I need to achieve these business goals?
 What are the positions that are hard to recruit (Unique positions)?
 What is the supply / demand ratio of the position?

1
▹ Work load analysis (Time Motion Study)
The workload analysis is the heart of the workforce planning and the borderline of your recruitment plan
as it tells you - as a recruiter - how many employees do you need for every position. (we are not working
for the hiring manager but for the company)
There are 4 types of workload analysis as below:

1- White collars - Numbers based like Sales

2- White collars - Not numbers based like HR
3- Blue collars - Numbers based
4- Blue collars - Not Numbers based
Real life examples are mentioned in File 3
The workload analysis should be done when:
 The company starts operation
 A new branch starts operation
 A new target is set
 A new process is redesigned
 A new position is added

2
▹ Staffing Plan - Hiring Plan
The staffing plan is done as a result of the workload analysis, let’s imagine that we need 10 accountants
and currently we have 6 so the hiring / staffing / recruitment plan simply dictates that we hire 4 more
accountants…
There should be a staffing plan for every month as this is the action plan for the recruitment section…

The staffing plan (File 5) should include the following:

 Department
 Section
 Position Code
 Workload Analysis Number (Utilized number)
 On hand number
 Hiring Number
 Hiring start date
 Target hiring date
 Source Channel
 Status of hire
The staffing plan is the recruiter’s proof of work…

Yet, not all companies operate with the workload analysis, some just take the word of the hiring manager
(which is not the best practice) and other companies operate upon budget (just operating upon budget is
not also the best practice), for these companies, the recruitment process starts with the hiring request form
( File 6)

3
3. Recruitment
The recruiter has to understand the full recruitment process (may have to design one or at least redesign
it), this is totally customizable from one job to another and from industry to another…

Job
Workforce
Description
planning / Internal External Selection
and Job Offer Job Contract
Hiring Recruitment Recruitment Phase
Competency
Request
Model

4
 Internal Recruitment
The internal recruitment is filling vacancies within a business from its existing workforce. ... Companies today use internal recruitment to fill roles
in their business that are best suited to having an insider's view or knowledge, as well as encourage loyalty and a sense of progress for employees.

Internal recruitment is done through three ways:

▹ Transfer
▹ Promotion
▹ Rehiring

Transfer Promotion Rehiring

Definition Moving one employee from one position to another Promoting one employee from one Rehiring someone who has left the company
(Horizontal Movement) position to a higher one
(Vertical Movement)
Positives Very useful when a critical position is vacant (we know Very useful for morale (Loyalty) The candidate already knows the culture and
the candidate) structure
Negatives Might hurt Morale Has to be done carefully in order not to Has to be done carefully in order not to fire
fire back back
Process Internal Job posting (Internal Bulletin Board / Email / Intranet) Contact

Remember, you should have strong and clear policies for internal recruitment (per se, you should have strong and clear policies for every process),
covering for example those questions:
▹ What happens if no qualified candidates respond to postings?
▹ Must employees inform their supervisors that they are applying for another job?
▹ Are there restrictions on how long an employee must stay in a job before applying for another internal one?
▹ What types of or levels of jobs will not be posted?

5
 External Recruitment
External recruitment is when the business looks to fill the vacancy from any suitable applicant outside the business.
External recruitment is done through four categories

Offline Online
Paid Offline and Paid Online and Paid
Unpaid Offline and Unpaid Online and Unpaid

Online
Paid Unpaid
Channel Level of Positions Channel Level of Positions
Linked In Seniors and Top Management Linked In Seniors and Top Management
Facebook Entry level White collars and Blue Collars Facebook Entry level White collars and Blue Collars
Recruitment Sites* All Instagram Artistic (Designers, Models and Developers)
Instagram Artistic (Designers, Models and Developers) Company Website All (very useful for branding)

*Recruitment Sites
Job Board Name Posting Options
OLX Free.
Wuzzuf Paid
Jobzella Paid
Akhtaboot Free.
Cantalop Free.
Indeed Free.
Glassdoor Free and paid.
Google for Jobs Free.
Wzayef Free.
Craigslist Free.
Forsna Paid.
Arzak Paid.
6
 Offline
Paid Unpaid
Channel Level of Positions Channel Level of Positions
Advertising Senior and Top Management (Business Magazines) Advertising Entry level White collars and Blue Collars
Recruitment Agencies (including Job fairs) All NPOs Entry level White collars and Blue Collars
Headhunters / Freelancers All Walk Ins Entry level White collars and Blue Collars
Foreman Blue Collars Labor Unions Entry level White collars and Blue Collars
College Recruiting Entry level White collars Referrals* All

* Referrals is the best and most effective way up to 80% of the recruiters approached in a Linked In survey

7
Sourcing
Sourcing is the science of choosing the best channel, as mentioned earlier in the above tables, we
understand the best channels to recruit whom yet, the recruiter has to go through trail and error to better
understand the channels he / she should be using…
Remember, sourcing is a dynamic process that never stops…
Tips for effective sourcing:
▹ Understand the job requirements
▹ Start your search with former candidates
▹ Build and maintain your sourcing pipeline
▹ Look for candidates for the future
▹ Keep track of your sourcing and recruiting metrics
▹ Build your employer brand

Writing the job post (File 7)

1. Write the name of the company (your call / Policy)

2. Industry of the company
3. Location of the company
4. Write the position title
5. Write the duties of the position
6. Write the qualifications of the position holder
7. Write the compensation and Benefits (your call / Policy)
8. Write the grade of the position
9. Write the deadline of the vacancy (if not, resumes will keep coming to your inbox)
10. Always write a subject (different for different platforms to know what is what)
11. Call to action

Screening the resume / application (File 8) (same process for both)

1. Look at the address (not because of racism but because of efficiency)

2. Look at the age and compare it to the total years of experience
3. Remember that the JS is the main reference, compare the KSAOs of the candidate to it
with a score sheet (Certifications, trainings, Education and experience, etc…)
4. Compare the JD to the duties within the resume
5. Compare the industries within the resume to your company
6. Look at the employment gaps
7. Check if he / she is a job hopper (Pattern)
8. Work it out, write everything and take it to the phone interview and the interview.
* I always study the resume leaving Xs (mistakes or wrong deeds in the career path),? s which
are the parts of the resume that need clarification and s which stands for good things…

8
Phone Interview (Invitation)

1. Salute him / her warmly

2. Introduce yourself with your first and second name, your position and the company
(slowly) reminding him / her by the job post or the how you got the resume
3. Ask him / her if that was a good time to walk through the resume
4. Walk through the resume
5. Explain the recruitment cycle (the selection phases included)
6. Schedule with him / her giving options
7. Tell him to save your number and to contact you via WhatsApp if needed any further
assistance
8. Thank him / her
9. Send the details and the time after the call

*Phone Interviews are not a good way to test language, online tests are…

9
 4. Selection
Selection Cycle
This is totally customizable from one industry to another and even from one job to another yet, there is a framework that the recruiter
should be operating within (Testing Knowledge, Skills and Attitude)
To better understand, let’s imagine that we are responsible for selecting a sales agent, an accountant, a trainer and a software
developer…

Selection cycle
Sales Agent Accountant Trainer Software Developer Driver
Language Skills Oral and written tests N/A
Computer Skills Computer test (job based) N/A
Technical Knowledge Technical test (approved by the hiring manager) N/A
Psychomotor Abilities N/A Done by the HR
Cognitive Aptitude Verbal Numerical General Intelligence Reasoning N/A
Soft Skills Roleplay Case Study Presentation General Activity N/A
Attitude HR Interview
Technical Skills Technical Interview (Activity)

10
So, we have to test:
▹ Language Skills
This is a very good way to test English (or any other language), the recruiter will have to
download a placement test, the written is normal to be solved by the candidate (if the JS requires
language proficiency) and the oral part can be postponed to the technical interview.
To download placement tests, you can visit many sites including the CEFR
There is a placement test (file 9)
▹ Computer Skills
This is the best way to test the computer skills for the candidate, again the recruiter has to
understand the computer skills needed in the position and design a test - with the hiring
supervisor - to test those…
The most popular computer skills to test is Microsoft office suite or the software related to the
company
▹ Technical Knowledge (not skills)
This test is designed by the hiring manager or you can simply download it but it will be of
academic perspective
▹ Psychomotor Abilities
This is designed upon the job, this is mainly for the blue collars, you have been through one
when you were asked to walk in front of the employee when you were getting your driver’s
license.

11
▹ Cognitive Aptitude
Cognitive aptitude or ability is a person’s capacity to learn or to perform a job that has been
previously learned. Tests that measure this characteristic are most often used in the selection of
employees who have had little or no job experience. Aptitudes or abilities may be broken down
into many factors, but the ones that are most often job- related.
 Verbal aptitude refers to an individual’s ability to use words in thinking and communication.
Managerial, technical, and sales positions are jobs for which verbal ability is crucial.
Measurement of a person’s ability in this area is usually accomplished by a vocabulary test.
 Numerical aptitude is the ability to perform the basic arithmetic functions of adding,
subtracting, multiplying, and dividing. These abilities are essential in engineering,
accounting, and similar jobs.
 Perceptual Speed is the ability to identify similarities and differences rapidly, accurately, and
in detail. Perceptual speed is most likely to be used to ascertain clerical aptitude.
 Spatial Ability is concerned with visualizing objects in space and determining their
relationship to each other. Jobs that may require this aptitude include design engineer, tool
and die maker, aviation mechanic, and assembler.
 Reasoning is the ability to analyze items or facts and make correct judgments based on their
logical implications. This aptitude is critical for executive, managerial, or sales jobs.
 General Intelligence refers to an individual’s overall mental abilities. Tests used in this area
attempt to arrive at some global estimate of a person’s intellectual performance or aptitude.

You can visit https://www.tests.com/practice/cognitive-abilities-practice-test for this kind of tests

12
▹ Soft Skills
There are 87 soft skills, each job requires a different group of soft skills, testing those can vary
through different types of activities like:
 Demos
 Presentations
 Role Plays
 Group Discussions
 Gamifications
 Debates

13
▹ Attitude
This is your main job, to pick the right character, the right person…
This task is not easy and we are not magicians or psychics to tell but through a well-designed HR interview, it is doable…
How to conduct a well-designed HR interview?
1. Use everything you have done before the HR interview
You have been testing that candidate and getting him through different activities, you have monitored him, a candidate scorecard is
very useful here (File 10), print the scores and the notes and study it…
2. Break the ice
Welcome him / her, offer something to drink, let him choose any detail, get him / her to chill out (this is not opposing
professionalism), start with small talk about the weather or that movie or anything…
3. Orient the candidate
Always orient him / her regarding the selection phases (passed and remaining) and about the duration and the topics covered in the
interview

14
 4. Conduct the Interview
There are three kinds of questions you should be asking during the interview
Resume Related Questions Competencies’ questions General Questions
Questions in this section include the Xs You study the competencies of the position, then Questions in this section include the
What and? s in the resume (it can be used as stress you pick the questions out of the Competency starting date or if the candidate has any
questions) and the s to get him / her to based interview files (Files 11, 12 & 13) questions to ask you
shake the tension
Why To find out about the Past experience and To better understand the candidate (Attitude) To get the candidate onboard
education
E.g. STAR Model* When are you willing to join us?
Why did you leave that post? Behavioral and Situational Questions **
How Did you have trouble there?
Do you know Mr. Ahmed?
Always write everything (no, you won’t remember)
General Let the candidate speak
Fill in the interview form (File 14) on spot

*STAR
 Situation

The interviewer wants you to present a recent challenge and situation in which you found yourself.
 Task

What did you have to achieve? The interviewer will be looking to see what you were trying to achieve from the situation.
 Action (What, Why, how and What if)

What did you do? The interviewer will be looking for information on what you did, why you did it and what the alternatives were.
 Results

What was the outcome of your actions? What did you achieve through your actions and did you meet your objectives? What did you
learn from this experience and have you used this learning since?

15
** Behavioral and Situational Questions
 Situational Interview
The situational interview contains questions about how applicants might handle specific
job situations. Interview questions and possible responses are based on job analysis and
checked by job experts to ensure content validity. The interviewer typically codes the
suitability of the answer, assigns point values, and adds up the total number of points
each interviewee has received. A variation is termed the case study interview, which
requires a job candidate to diagnose and correct organizational challenges during the
interview. Situational interviews assess what the interviewee would consider to be the
best option, not necessarily what they did in a similar situation
 Behavioral Interview

In the behavioral interview technique, applicants are asked to describe how they have
performed a certain task or handled a problem in the past, which may predict future
actions and show how applicants are best suited for current jobs. A recent study showed
that “past behavior” interviews are better at identifying achievement at work than are
situational interviews, because they focus on what applicants have actually done in real
situations rather than on what they think they might do in hypothetical situations. An
example of a behavioral interview line of questioning might be: “Tell me about a time
when you initiated a project. What was the situation? What did you do? What were the
results?

5. Conclude the interview

Thank the candidate for his / her time and tell when exactly he / she will be hearing from us…

16
▹ Technical Skills
If the candidate passes the HR interview, then he / she goes to the technical interview, this is the
responsibility of the hiring manager yet I would attend the technical interview is the rejection
rate of the hiring manager crosses the normal rate…

Reference Check
This is a very good way to check the past experience of the candidate yet it can fire back easily
because:
- Some managers do not want the candidate to leave so they will bad mouth him / her
- A personal dispute can lead to a very bad experience
So always take the candidate permission to do a reference check and always hear both sides…

17
5. Post Selection
▹ Physical Examination
This is done through the social insurance procedures but for some companies and banks, it is
done privately (the better way)
▹ Job Offer (File 15)
This is not a substitute to the contract but leading to it

18