5 Ways You Can Improve Your Recruitment Process

Recruitment is an important process for all organizations. Business owners can put in their capital to start a company but the other important capital that makes it worthwhile is human capital. To initiate this search for human capital, companies create a process map of recruitment. 

This process usually begins with a request and ends with the offer letter. From the start to end, there could be huge variations across companies and industries but the motive remains the same. 

Human resources department is paid to do this service. In the last few years, there have been a few innovations to the old recruitment process. 

Here are 5 ways companies can improve your recruitment process: 

Benchmark the Job

Gather a team for a Job Benchmarking session to determine the Key Accountabilities required by the position.

People who recruit and hire employees feel they know how the job should be performed. Yet when I meet with clients, we discover that people who know the job can have very different ideas about what it requires.

Assess the Job.

The team will assess the job's ideal behaviors, motivators, and task quotient required for superior performance. 

They will complete a three-part Job Benchmarking assessment, which determines the ideal behavior, values, and task distribution required by the job for superior employee performance. Their responses are based on how each statement relates to the job's Key Accountabilities.

The process involves ranking statements as if the job itself were talking.

Sometimes the group will disagree because they each see the job as they would do it and their perceptions can be different. But, after some discussion, they come to a consensus.

Behaviors - This section measures and determines the ideal behavioral style the job requires for superior performance.

Motivators - This section measures which values the job rewards. Values determine what motivates an employee's performance.

Task Quotient - This determines the desired distribution of tasks the job requires for superior performance. 

Determine Job Fit.

Assess your current employees in the job. Match their behavioral styles, values, and ideal task quotient to your Job Fit benchmark assessment. 

Have your current employees complete their Talent Fit assessment, which reveals their individual behavioral styles, motivators, and ideal task distribution.

You can be sure those who most closely match the job profiles are your best employees. The assessments provide detailed information on how to manage, motivate, and coach those who don't fit the job assessment to improve performance.

Assess Your Applicants.

Assess job applicants and hire only those who match your job benchmark assessment. It's difficult to determine with certainty how a person will do the job based on a job interview because applicants are on their best behavior and tell recruiters what they think they want to hear, which may or may not be true.

You want to hire employees who best fit all the criteria for the job, including their experience, skills, history, drug tests, and the other things you look at before hiring. 

Behavioral-based interviewing - understanding people's behaviors, values, and task preferences - is the key to hiring superior performers.

Performance Review

Create a job performance review system based on the job's Key Accountabilities.

Your hiring process should include behavioral interviewing, based on the job's superior performance requirements and so should your performance review system. 

Employees should understand the Key Accountabilities for their jobs and know their performance review will look at how well they're performing them.

Final Words

So now that you've gotten the right people in the right jobs, how do you keep them? By using the information in their assessments, you'll know exactly how to communicate with them, manage, motivate, train, and reward them, etc.

These steps will help you hire, develop, and retain your most important assets. The job benchmarking process will give you clarity and confidence in making hiring and management decisions.