Recruitment & Selection Guide

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RECRUITMENT AND SELECTION GUIDE

Introduction

The recruitment and selection of employees is central to the success of the human resources
function and to the success of the organization. Procedures should be in place whereby the
“the Company” can increase the chances of bringing people into the organization who will
contribute and be fulfilled by job challenges.

This guide will suggest techniques which would assist in increasing the successful
implementation of “recruitment and selection plans within “the Company”.

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February, 2012
 Section I – Recruitment

Recruitment is the process of finding and attracting capable individuals to apply for
employment. To do this effectively, consideration must be given to a number of factors, such
as:

1. Job Information
Possessing accurate knowledge of the job and being aware of work conditions, job
standards, knowledge, skills and abilities required to perform the job will assist in
developing a recruitment strategy. The parameters which define the job must be
carefully reviewed.

It will be necessary to obtain current job descriptions for the position which has been
targeted for recruitment efforts. Discussion with the immediate supervisor and/or
employee(s) who currently hold the position would be helpful in obtaining additional job
related information.

2. Job Posting
A decision must be made as to what the most applicable mediums for advertising job
postings would be. When possible most jobs should be posted within “the Company”.
External job postings may of course be necessary. Job postings should include as much
about the job as possible. The more accurately they reflect what the job entails, the
more likely the organization will be to attract candidates who possess the required
qualifications. It is important to ensure there are no “artificial requirements” which may
embellish the qualifications necessary to perform a job.

For recruitment support, public job boards can be very effective (e.g. Monster Board or
Workopolis). Using word of mouth can also be very effective. Friends, business contacts
and existing employees can act as your “recruiter”. People typically will only refer
potential employees to you, if they think there is a good fit. Paying a small “finder’s fee”
can be an effective way to find good talent.

Posting in your local paper or local small business organization can also work for you.
For instance, job boards offered by trade magazine web sites and associations tend to
deliver a narrow, targeted response to job listings aimed at your target audience.

February, 2012
 3. Presentation
Job ads should also reflect the image and character of “the Company”, highlighting
initiatives which could attract qualified applicants (i.e. team environment). As posting are
made public it is an opportunity to promote the organization and support your brand.

Recruiting the right type candidate is far more important than looking at the number of
applications received.

Section II – Interview & Selection

When recruitment functions have been carried out the next course of action is to
evaluate the response from the recruitment effort. This includes reviewing resumes,
deciding who to interview, deciding on interview format and making a hiring decision.

1. Resume Review – What to Look For

• Complete employment dates (month & year)
• Gaps in employment
• Type/level of positions held – progressive or regressive
• Job duties vs. responsibilities
• Specific accomplishments vs. general contributions
• Areas which directly relate to the duties outlined in the job description

2. Short List
Short list criteria are based on how the candidate states their experience and
qualifications compared with the job qualifications as outlined through job analysis (i.e.
review of job description, work conditions, knowledge, skills and abilities required, etc.)

3. Interview
i. Preparation
Interview criteria/questions should be developed by those who are conducting the
interview (immediate supervisor, Human Resources representation etc.). The
questions should be recorded with corresponding answers which meet a standard
for an acceptable response. The applicant’s interview rating will be based on how
they meet or fail to meet the standard for an acceptable response.

Interview questions should be given a weighted rating from to 50 indicating the

importance of a response. Essential questions should be rated between 25-50 while

February, 2012
 preferred questions should be rated between 10-25. The weight factor is to be
recorded on the Interview Results Worksheet.

The weighted interview score will be achieved by a formula which gives preference
to the Essential questions (refer to the attached Candidate Assessment Guide
form for details). As stated above, the interview rating is based on how the applicant
meets or fails to meet the standard for an acceptable response. This is recorded on
the Candidate Assessment Guide which is then transferred to the Interview
Results worksheet.

ii. Developing the Interview Questions

Interview questions should be broken down into two primary categories, one being
the Deliverables and the second being the Experience, Qualifications and
Personal Qualities.

The Deliverables should focus on what are the specific outcomes for the position
are that measures if the person is successful in the job.

Experience, Qualifications and Personal Qualities are the overall characteristics

and experience that the candidate possesses which are necessary to be
successful.

There should be approximately 10 questions for each category.

Use Behavior Based Interview Questions which focus on exactly how the
candidate has behaved and responded in real life situations from their previous job
experience.

Instead of asking “how you would behave”, you ask “how you did behave”.

Behavioral interview questions will be more pointed, more probing and more
specific than traditional interview questions. For example:

• Give an example of an occasion when you used logic to solve a problem.

• Give an example of a goal you reached and tell me how you achieved it.
• Describe a decision you made that was unpopular and how you handled
implementing it.
Note: Be aware of local Human Rights requirements, ensuring questions comply.
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February, 2012
 iii. Opening the Interview
• Attempt to put the candidate at ease by zeroing in on something of interest to
the applicant as obtained from the resume
• Explain format of interview
• Ask if they have any questions
• Ask the applicant to give a brief review of their resume and job history

iv. Information Exchange

• Reliability is improved when identical questions are asked at each interview
and clear interview ratings are predetermined
• Interview rating should be recorded immediately
• Look for specific responses which indicate knowledge, experience and skills
in areas which relate to the job description
• Ask for clarification and job-specific examples of past employment
experience
v. Termination
• Provide information regarding how the interview will be followed up (i.e. time
frames, method of response, etc.)
• Ask if the applicant has any final questions
• Provide further job related information such as conditions of employment,
hours of work, etc. It is necessary that the candidate has an informed idea of
what the job entails so that expectations of the applicant can be met if they
are successful in obtaining the position

vi. Evaluation
• Scoring should be done immediately following the interview and consensus
rating should be reached on each question then transferred to the Interview
Results worksheet

4. Reference Checks
Interviews should be combined with other predictors such as past job performance as
indicated in performance appraisals (internal candidate) or reference checks (external
candidates). A Reference Check form should be completed when phoning for
references. Three references from past employers, supervisors or instructors should be
sufficient.

February, 2012
 5. Selection Decision and Follow-up
• Decisions based on bona fide occupational qualifications including information
from resume, interview results (verbal and written), reference checks and/or
performance appraisals
• The final selection decisions should be based on the interview results, reference
checks and assessments (if indicated for this position)

Section III – Recruitment & Selection Evaluation

Recruitment and selection functions should be reviewed annually to monitor effectiveness of

these strategies. The review process should include representation from frontline staff.

Measures of recruitment and selection functions include:

• number of applications/resumes received
• time required to post position
• time elapsed before filling position
• cost per hire (e.g. costs of ads and interviewers time vs. success rate)
• number of qualified applicants vs. number of total applicants
• performance rating of hires (as per 6 month and annual performance appraisals)
• turnover of hires
• feedback from successful applicant following orientation program (i.e. is the job what
your expected?)

February, 2012
 SAMPLE - Interview Questions – Sales & Marketing Leader

Deliverables:

Please summarize for us how your previous experience relates specifically to this
position.

1. A top priority for is profitable sales growth. Tell us about your successes in
leading aggressive sales growth and highlight strategies you have used to
achieve this success.

2. Developing an effective sales team structure is critical to executing sales plans.

Tell us the approach you have taken to develop and realign a sales force so that
sales execution is effective.

3. As you may know have been focusing on growth through the development of our
Distribution Network. Tell us your experience in developing and expanding a
distribution network to support growth. Provide a specific example which you are
particularly proud of.

4. As you are aware our market focus is on the high-end market. What experience
do you have selling into this market segment and how do you go about
determining the appropriate distribution channels?

5. Marketing leadership is function of this position, as you know. Explain to us how

you have positioned this function within an organization you have worked in.
Additionally, tell us how you see the interrelation between sales and marketing,
product development/design.

6. What are the key factors, based on your experience, in positioning a company at
the upper end of its market segment? How have you accomplished this?

7. Our goal is to understand, clarify, and characterize our market segment such that
we know more about our customer base than anyone in our industry. How would
enable us to realize this goal?

8. It is the Management Teams responsibility to lead Business Development. Tell us

about specific experience you have had in this area and highlight a business
development opportunity you spearheaded which you are proud of.

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 SAMPLE - Interview Questions – Sales & Marketing Leader

Experience, Qualifications, Personal Qualities

1. How would you describe your leadership style? Tell us about your approach to
working within a team. What skills do you bring to the senior leadership table
which will promote a team environment?

2. Presentation skills and ability to represent the company in diverse public forums
are critical skills for this position. Describe for use how you successfully perform
these skills. Representing our culture and value system is very important. What
thoughts do you have in this area, considering what you know about us?

3. It is necessary to drive results when in leadership positions. What is your

approach in accomplishing this?

4. Tell specific experience you have had in leading growth, highlighting how you
overcame some of the challenges with growth.

5. Tell us your approach to leading change.

6. What does it mean to you to be fiscally responsible?

7. Question about relocation/location?

8. Tell us about how this position fulfills your current career aspirations and where
do you see this position fitting with longer-term career/personal goals?

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 CANDIDATE ASSESSMENT GUIDE

POSITION: SALES & MARKETING LEADER

ELEMENT: Deliverables

CANDIDATES
FACTOR PTS PTS PTS PTS
FACTORS WEIGHT WEIGHT WEIGHT WEIGHT WEIGHT
/10 SCORE /10 SCORE /10 SCORE /10 SCORE

1. Sales Growth 50

2. Sales Team Structure 50

3. Distribution Network 45
Development

4. High-end Market Development 45

5. Marketing & Sales Interaction 40

6. Market Positioning 40

7. Market Segment Awareness 35

8. Business Development 35

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 CANDIDATE ASSESSMENT GUIDE

POSITION: SALES & MARKETING LEADER

ELEMENT: Experience, Qualifications, Personal Qualities

CANDIDATES
FACTOR PTS PTS PTS PTS
FACTORS WEIGHT WEIGHT WEIGHT WEIGHT WEIGHT
/10 SCORE /10 SCORE /10 SCORE /10 SCORE

9. Leadership Style 50

10. Representation of Company 50

11. Results Focus 45

12. Leading Growth 45

13. Leading Change 40

14. Fiscal Responsibility 40

15. Relocation 35

16. Career Focus 35

Rating Scores
10 very strong
7 strong
5 average
3 needs work
1 needs a lot of work
Weighting
10 - 50 points where 50 is most important and 5 is least important

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 Interview Results Worksheet
Position: Sales and Marketing Leader Name:
Date:
Weight Rating Score Rating Score Rating Score Rating Score
Deliverables
(That which will be accomplished)

1. Sales Growth 50 0 0 0 0

2. Sales Team Structure 50 0 0 0 0

3. Dealer Network development 50 0 0 0 0

4. Luxury Market Target 40 0 0 0 0

5. Marketing and Sales Interaction 40 0 0 0 0

6. Luxury Market Positioning 40 0 0 0 0

7. Market Segment Awareness 30 0 0 0 0

8. Business Development 30 0 0 0 0

Competencies (Characteristics
which result in
effective or superior performance.)
1. Leadership Style 50 0 0 0 0

2. Representation of Company 50 0 0 0 0

3. Results Focus 40 0 0 0 0

4. Leading Growth 40 0 0 0 0

5. Leading Change 30 0 0 0 0

6. Fiscal Responsibility 30 0 0 0 0

7.Relaocation 30

8. Career Focus 30
Total Score 0 0 0 0

Rating Scores Weighting

10 - 50 points where 50 is most important and 5 is least
5 - very strong important
4 - strong
3 - average
2 - needs work
1 - needs a lot of work

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