Recruitment and Selection Plan

Recruitmentand Selection Plan


Recruitmentand Selection Plan


Theintended targets for entry level are the college graduates while midand executive posts targets experienced workers. The plan proffers acontextual development planned to provide the recruitment andselection processes.


Themanner in which a firm communicates a vacancy should align allrequisites and importance as it can attract or put off skilledindividuals. The most appropriate way of communicating a vacancy isthrough advertisements, professional contacts, and brochures(O`Meara, 2013). The information mainly found in communicationchannels is general information, purpose of the position, vitalfunctions, minimum requirements, and all the preferredqualifications.

Thescreening process

Theprocess of prescreening entails reviewing cover letters todistinguish whether the candidate is eligible for the position thus,the firm should deem poorly written cover letters as grounds toeliminate potential candidates. Then, the firm should review resumesto reflect experiences and skills that match with the neededqualifications. Potential red flags that can lead to the eliminationof many qualified candidates are spelling errors, long employmentgaps, difficulties in holding a job post for a reasonable time, andeducational deficiencies. Further, Catano (2009) and O`Meara (2013)assert that firms should engage constructively in the use ofassessment tools to evaluate the skills and capacities of applicants.These tools assess specific personality traits towards relevantscenarios it permits managers to eliminate all the candidates whofail to fit the desired responses automatically. The lastpre-screening step is a phone interview. Employers with the aim ofevaluating potential candidates’ communication skills use the stepand then assess the answers provided by applicants.


Interviewsprovide the most germane procedure for the selection process. For anorganization to conduct a successful interview, it should engage inseveral steps. The firm should develop effective preparationprocedures before conducting interviews to provide a conduciveenvironment for applicants as well as develop measures through whichto gauge the skills of the applicants. In addition, the firm shoulddevelop standard questions and collect pertinent information topredict candidates’ future behavior. On the other hand, during theinterview process, the interviewer assesses the professionalism ofthe applicant and tries to look for hints that may make the applicantsuitable. However, the interviewing panel should treat all theapplicants fairly. For example, by asking job related questions aswell as avoiding asking questions that are discriminative or toopersonal (Catano, 2009). Additionally, the interviewing panel shouldbe respectful and courteous by avoiding patronizing and argumentswith the applicants. Additionally, the interviewee should take 80% ofthe interview process while the interviewer utilizes only 20%.Conclusively, facilitating open communication is essential during theinterview process because it promotes a relaxed environment full offree-flowing conversations.

Evaluationof success

Stepsthat the interviewer should use to evaluate whether the chosenrecruitment plan is effective include defining the main purpose ofthe effort, selecting an appropriate blend of the process, feedbackand outcome measures, and choosing both long-term and short-termmeasures (O`Meara, 2013). The firm should then follow the procedurewith evaluating the benefits or costs of the proposed measures. Inaddition, it should integrate selected evaluations into existingsystems of measurement, creates baseline measurements, implementsdesired practices and policies, and review feedbacks and outcomes ofthe process.

Inconclusion, Recruitments usually provide opportunities in differentdepartments that enable then to support staff skills set to initiategoals for individual and departmental growth. In addition, properevaluation and planning of the requirements will lead to employmentof the right person needed for the team and role.


Catano,V. M. (2009). Recruitmentand selection in Canada.Toronto: Nelson Education.

O`Meara,B. (2013). Handbookof Strategic Recruitment and Selection: A Systems Approach.Emerald Group Publishing Limited.

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