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NEW EMPLOYEE RECRUITMENT PROCESS

New Employee Selection Process:

1. Identifying the Job Vacancy

Once it is decided that an empty position needs to be filled or after a new position is created, the
management team should list out the desired qualifications for the job.

2. Define and write a job description and requirement.

o Candidates may need a degree or certification, a specific number of years of work experience,
or a background in a particular industry. When these have been established, the human
resources team can pick where to advertise the job.
Job to be advertised internally First. Development from within the company always the first option.
Employees feel valued and love the opportunity.

3. Review Candidates Applications

a. Go through all the applications, resumes, and cover letters to narrow down the candidate pool
b. When many workers are looking for jobs, you can be more particular about those qualifications
c. Compile a list of a suitable number of potential employees, as established by your HR teams.

4. Reviewing Candidate Applications

a. Review all the applications, resumes, and cover letters to narrow down the candidate pool.
Discard any that stray significantly outside the desired qualifications listed in step
b. Compile a list of a suitable number of potential employees, as established by your HR teams.
Since many candidates will be eliminated in the next step, and some will lose interest over time,
identify more potential hires than you think you’ll need.
c. Another benefit to having more candidates get through this step is that you may have another
unexpected opening in the very near future. If the qualifications are similar, you can save yourself
the time of going all the way back to steps one and two. You’ll have a full candidate pool for this
separate posting that you can use again.

5. Conducting Initial Candidate Screening

a. To keep your interview time to a minimum and free up management and HR resources, use
phone interviews to further narrow down the pool. This can be useful for screening out-of-town
candidates, and it can tell you a bit about how they communicate. While phone interviews
shouldn’t be used as the only way to judge personality or professionalism, it can give you insight
into the potential candidate’s suitability.

6. Conducting In-person Interviews

a. The point of interview is to ensure that they are genuinely committed to moving forward, as well
as for the interviewer to catch any glaring red flags.

Document Name: NEW EMPLOYEE ORIENTATION Last Review Date: 17 Aug 2021
CHECKLIST 14 Dec 2022
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b. It also helps the candidate learn more about the job or ask questions that they can use to remove
themselves from the running if they don’t think it’s a good fit.
c. Your interview questions during this part of the process may include:
i. Why do you want this job?
ii. What about our company interests you?
iii. How do you think this company will help you grow in your career?

7. Making Final Candidate Selection

a. Once everyone has been interviewed and you’ve received feedback from the interviewers, the
hiring manager will narrow the pool down to the best fit for the job. Sometimes, a second
candidate will be identified as a runner-up in case the first pick declines the job offer. Since the
next phase involves testing, having a second candidate in mind is helpful if the first choice doesn’t
pass.

8. Testing The Candidate

o Before an applicant is brought on board as a proper new employee, the employer may make
an offer of employment conditional upon passing tests or a background check.
o This communicates that, if all goes well, the job is theirs. Drug tests are common, as well as
criminal background history checks. Be sure you’re aware of the legality of such tests and
checks.
o Character or personality tests could be used in this phase of the hiring process as well.

Document Name: NEW EMPLOYEE ORIENTATION Last Review Date: 17 Aug 2021
CHECKLIST 14 Dec 2022
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Section A: Employee Selection Process Flow Chart

HUMAN RESOURSES
Selection Process Flowchart
Identify
Staffing
Needs
Post Job Internally

Define and write-up

Job Description

Suitable YES

Send personal Candidate?

Request to HR ?

YES
No Arrange Meeting
Review with Candidate
Requirement

Examine Existing
Resumes on Site

YES Develop Interview

Regular
Questions
Hire Suitable
Candidat
e??
Examine Existing
No Define and write-up
Job Description
No

Temp Hire
Process?
Develop Define and write-up
Recruitment Job Description
Strategy

Suitable
Candidate? Define and write-up
Place Ads
? Job Description

YES
Gather Resumes

Regular
Hire

No
Resume
Qualified?
YES

HIRE
CANDIDATE
Document Name: NEW EMPLOYEE ORIENTATION Last Review Date: 17 Aug 2021 Make Formal Offer
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NEW EMPLOYEE ONBOARDING ORIENTATION CHECKLIST

Section A: Process Flow Chart – Start-Up

Phase 1: Pre-Onboarding

Medical Fitness Check Ensure new employee is examined by Qualified health

Doctor as prescribed by law. For the related area new
employee will be working at.
Medical Record must be filed in secure Location
On your new On your new employee’s first day
employee’s first day
 Have someone ready to welcome your new hire
when they get to the office.
 Issue new employee with the required PPE as
prescribed by area
 Give your new hire a detailed office tour and make
them aware of their schedule for their first few days.
 Arrange for a welcome meeting with your new hire’s
manager and or supervisor to provide an overview
of their new team, their role and how their success
will be measured.
 Allow your new hire some downtime to set up their
new equipment, set new passwords and log in to
their new accounts.
 Conduct a formal HR onboarding meeting, including
details about benefits enrolment, company policies
a Procedures, company structure, team culture and
review your company’s vision, mission and values.

Phase 2: Welcoming New Hires

During your new During your new employee’s first Week:

employee’s first week
 Attend general new Employee Inductions (HSE
Department)– Test for understanding
 Attend Area Specific Inductions – Schedules Work
areas.
 Schedule your new hire’s regular 1:1 management
meetings.
 Set clear goal and performance objectives for your
new hire’s first 3 months, 6 months and year.
 Go over a 3 month roadmap for key projects they
will be working on.

Document Name: NEW EMPLOYEE ORIENTATION Last Review Date: 17 Aug 2021
CHECKLIST 14 Dec 2022
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 Schedule introductory meetings with each

department, not just those the employee will
partner but all departments throughout the
company, so that they can get a full understanding
of different parts of your business.

Phase 3: Job-Specific Training - This one is among the

most crucial phases of the onboarding process.

During your new employee’s first Day:

 Schedule your new hire’s regular 1:1 management

meetings.
 Set clear goal and performance objectives for your
new hire’s first 3 months, 6 months and year.
 Go over a 3 month roadmap for key projects they
will be working on.
 Schedule introductory meetings with each
department, not just those the employee will
partner but all departments throughout the
company, so that they can get a full understanding
of different parts of your business.

Phase 4: Ease of Transition to the New Hire’s

New Role

During your new employee’s first 3 months

 Continue to have regular 1:1 meetings.

 Hold an informal 30 day check in to address any
immediate concerns followed by a 90 day check in to
see how everything is going.
 Ask for feedback on your onboarding process so you
can improve the process for future new hires.

Document Name: NEW EMPLOYEE ORIENTATION Last Review Date: 17 Aug 2021
CHECKLIST 14 Dec 2022
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Phase 3: Job-Specific Training - This one is among the

most crucial phases of the onboarding process.
Process Flow Sample 2

Plant Area 1
Week 1 Shadow Area Supervisor Record Progress
ONLY Observe - Does not perform Any Tasks Record Progress
Supervisor use Job task Observations to explain every different Task in Record Progress
detail
1 on 1 Meeting with Foreman to track Progress Signoff

Week 2 Review daily SWP Procedures and do Task Observations together with Record Progress
Supervisor
Start doing Low Risks task under Supervision Record Progress
1 on 1 Meeting with Foreman to track Progress Signoff

Week 3 Test for Understanding - SSS Record Progress

Test for Understanding Record Progress
Do different Tasks – as per SWP Record Progress
1 on 1 Meeting with Foreman to track Progress Signoff

Week 4
Review / Record / Test /

Plant Area 2
Week 1 Shadow Area Supervisor Record Progress
ONLY Observe - Does not perform Any Tasks Record Progress
Supervisor use Job task Observations to explain every different Task in Record Progress
detail
1 on 1 Meeting with Foreman to track Progress Signoff

Week 2 Review daily SWP Procedures and do Task Observations together with Record Progress
Supervisor
Start doing Low Risks task under Supervision Record Progress
1 on 1 Meeting with Foreman to track Progress Signoff

Week 3 Test for Understanding - SSS Record Progress

Test for Understanding Record Progress
Start Doing different Tasks – as per SWP - Supervised Record Progress
1 on 1 Meeting with Foreman to track Progress Test & Signoff

Review / Record / Test /

Process to be Completed for all Areas –

If employee move to Shifts after evaluation period:
 must work under Strick supervision
 Shift Foreman must be informed and truck record presented and discussed

Document Name: NEW EMPLOYEE ORIENTATION Last Review Date: 17 Aug 2021
CHECKLIST 14 Dec 2022
Document No: HSE 003 Review By:
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 Page |7

Document Name: NEW EMPLOYEE ORIENTATION Last Review Date: 17 Aug 2021
CHECKLIST 14 Dec 2022
Document No: HSE 003 Review By:
Review By: