Develop Recruitment Plan

Each position requires a documented Recruitment Plan which is approved by the organizational unit. A
carefully structured recruitment plan maps out the strategy for attracting and hiring the best qualified
candidate and helps to ensure an applicant pool which includes women and underrepresented groups
including veterans and individuals with disabilities.
In addition to the positions placement goals the plan contains advertising channels to be used to
achieve those goals. The recruitment plan is typically developed by the hiring manager in conjunction
with the Departmental HR Coordinator. Placement goals identified are entered into the position
requisition in the ATS.
To ensure the most current placement goals are identified for the department and unit, you may
contact the office of Faculty and Staff Affirmative Action. Recruitment Plan Elements:
A. Posting Period
B. Placement Goals
C. Additional Advertising Resources
D. Diversity Agencies
E. Resume Banks

Recruitment is the process of identifying that the organization needs to employ someone up to the point
at which application forms for the post have arrived at the organization. Selection then consists of the
processes involved in choosing from applicants a suitable candidate to fill a post. Training consists of a
range of processes involved in making sure that job holders have the right skills, knowledge and
attitudes required to help the organization to achieve its objectives. Recruiting individuals to fill
particular posts within a business can be done either internally by recruitment within the firm, or
externally by recruiting people from outside.
The advantages of internal recruitment are that:
1. Considerable savings can be made. Individuals with inside knowledge of how a business operates will
need shorter periods of training and time for 'fitting in'.
2. The organization is unlikely to be greatly 'disrupted' by someone who is used to working with others
in the organization.
3. Internal promotion acts as an incentive to all staff to work harder within the organization.
4. From the firm's point of view, the strengths and weaknesses of an insider will have been assessed.
There is always a risk attached to employing an outsider who may only be a success 'on paper'.
The disadvantages of recruiting from within are that:
1. You will have to replace the person who has been promoted
2. An insider may be less likely to make the essential criticisms required to get the company working
more effectively
3. Promotion of one person in a company may upset someone else.

The Employment Manager in Human Resources coordinates the hiring process for classified employees;
to initiate a search, you must submit a Request to Hire form and an updated position description. The
Employment Manager will prepare a job posting and a newspaper ad for your review based on
information from the job description, and can advise you on other parts of the recruitment and selection
process
If you have an unclassified vacancy, you should follow the academic appointment process. These
procedures are available on the web at http://ups.uoregon.edu/. For administrative positions, the
Employment Manager is available to assist you in preparing postings and advertisements and in
designing a selection process.
Selection Process
Once you have identified the technical skills and job attributes you are seeking in a new employee, you
should consider the most effective way to identify and assess these in candidates. Go over the position
description, point by point, and ask yourself, "How best can I learn about the applicant's ability to
perform this function?"
The job interview will be a primary source of information about applicants. However, it may not be the
best source for some information. A job reference may be the most effective way to learn about
dependability, follow through, and ability to get along with coworkers. Written application materials
may provide insight into educational background and general written communication skills.
Consider using work samples to ascertain specific job skills. For an office position, applicants can be
asked to complete a word processing exercise in which they prepare, edit, and/or print documents. The
supervisor evaluates and documents the quality and quantity of work completed in the time allotted.
Other examples include setting up a spread sheet, creating a database, preparing correspondence, or
prioritizing a list of tasks to complete a project. For maintenance positions, applicants could be asked to
identify repairs needed in a room or to actually perform a repair. One supervisor, hiring a Plasterer,
asked applicants to mix and apply plaster to a wall. The supervisor evaluated and documented the
results and used this information in determining the most qualified candidate. In setting up a work
sample exercise, as with other parts of the selection process, you may need to make reasonable
accommodations for applicants with a disability. The Employment Manager can assist you with the
reasonable accommodation process.
As you review applicant qualifications, eligible veteran and disabled veteran applicants must be given a
5% (veterans) or 10% (disabled veterans) preference.
Recruitment, selection and hiring process
The following steps constitute the main elements in the recruitment, selection and hiring process:

Develop a position description that includes a comprehensive overview of the jobincluding the roles
responsibilities, competencies, relationship and working conditions.
Determine what resources you will employ to source qualified candidates.
Create well-defined selection criteria for use in screening candidates and preparing interview questions.
Ensure that the selection process is fair, consistent, well understood, and legally and professionally
executed.
Conduct thorough reference checks on final candidates.
Conduct pre-employment testing as appropriate.
Ensure that all candidates being interviewed are managed respectfully and receive timely and accurate
feedback.
Maintain goodwill with all applicantseveryone is a potential source of referral.
Common recruitment, selection and hiring mistakes
Many startups make the following errors when recruiting new employees:

Failing to define the position being offered
Underestimating the importance of corporate culture
Taking sole responsibility for hiring
Failing to prepare for the interview
Providing an inappropriate setting for the interview
Proper planning can help your organization to develop and execute a proper recruitment strategy and
avoid many of these errors.

Procedure
Intent and objectives
The intent of the Recruitment and selection procedure is to:
ensure a fair approach to the recruitment, assessment and selection process, ensuring
consistency with equal opportunity principles
is transparent, whilst balancing the need for confidentiality of all applicants
promote a timely and efficient process
ensure clear roles and responsibilities is integrated with workforce planning to ensure that RMIT
has the right capabilities in the right place at the right time and at the right cost
Scope
This procedure applies to the recruitment and selection of all fixed term and continuing staff members.
Exclusions
This procedure does not apply to the recruitment and selection of:
Vice-Chancellor
Casual staff
Procedure steps and actions
Procedure Responsibility Timeline
1. Identify workforce need
Has an established position become vacant, or is there a
demonstrated need for a new position?
Analyse and discuss your recruitment requirements
with Human Resources, considering:
o budget
o workforce establishment
o workforce plan
Get approval from the delegated authority to start
recruitment process.
Hiring manager/Human
Resources/Delegated
Authority

2. Review position description and classification
The hiring manager will need to:
clarify the type of position required; the proposed
job classification and salary; and the required skills,
knowledge and behaviours
check the position title is in line with official
position title guidelines
check the position description is up to date,
including position accountabilities, key selection
criteria, qualifications, skills, knowledge and
behaviours
consider other requirements such as health and
Hiring manager
supported by Human
Resources

safety, web publishing and mandatory checks (for
example, Working with children or police checks)
decide on attraction, recruitment and selection
methods, including any targeted search activities
for equity groups or specialised and difficult to
source skill sets
Decide on selection panel members and the extent
of their activities for example, will they be
involved in initial applicant screening?
confirm the advertising budget available
3. Seek approval to appoint
The hiring manager should:
seek approval of the following through PageUp, the
Universitys online recruitment system:
o recruitment and advertising request
o justification/reason for recruitment
o cost centre details
o position number (if established position)
o updated position description
o selection methodology
o selection panel composition
o advertising preferences
establish the selection panel and contact panel
members to clarify their responsibilities,
involvement and meeting times
establish selection methodology and activities for
example, interview questions, case studies
Hiring
manager/Delegated
Authority

4. Sourcing and advertising
At a minimum, the position should be advertised through
the RMIT recruitment website. As well, the hiring manager
should consider any suitable redeployees.
Human Resources with
hiring
manager/delegated
authority

The position can also be advertised through:
online websites
specialised websites (professional forums and
associations)
print media (newspapers, magazines, journals)
agencies (general or Search)
referrals /word of mouth
5. Assess suitable redeployees
Assess suitable redeployees, and proceed in line with the
redeployment procedure.
Hiring manager/Chair of
Panel supported by
Human Resources

6. Shortlist candidates
Shortlisting is a way to narrow the field of candidates to
those you would like to interview or assess.
Shortlisting can be done by the:
Human Resources
hiring manager
selection panel
any combination of the above
The short list needs to be approved by the Chair of Panel
(prior to interviews).
Human Resources/Chair
of Panel

7. Conduct interviews and assessments
Liaise with Human Resources to coordinate at least
one formal panel interview. (This can include all
panel members or be split over two interviews.)
Contact Human Resources for advice on
behavioural interview questions
Prepare and agree on the questions to be asked of
all applicants through the interview process.
Decide if any additional assessment methodology
Selection panel
should be used for example, assessment centres,
role plays, presentations, case studies,
psychometric assessment.
During the interview, probe the applicant by asking
the pre-arranged questions linked to the selection
criteria; also ask follow up questions to determine
suitability.
8. Check references
The Human Resources or the panel chair will undertake
reference checking in line with the requirements of the
role.
See step 11 for further checks.
Human Resources
9. Select preferred candidate
This will be the candidate who best meets the selection
criteria.
Selection panel
10. Make a verbal offer
Obtain approval from the delegated authority to generate
offer of appointment
Extend a verbal offer of appointment to the preferred
candidate once the offer has been approved.
Note: The Chair must recommend professorial titles to the
Vice-Chancellor for approval.
Human Resources/Hiring
manager/Chair of Panel
Vice Chancellor

11. Organise required checks
Human Resources will conduct the following verification
checks where appropriate:
Police checks
Working with Children checks
Sighting and verification of qualification.
Note: Probation may be subject to the successful
completion of these checks.
Human Resources
12. Contract offer and acceptance
Prepare the letter of offer.
Send the letter of offer to the preferred candidate.
Receive signed letter of offer from preferred
candidate.
Ensure all relevant checks have been successfully
completed.
Ensure all relocation arrangements are agreed
(where relevant) and processes are underway.
Human Resources
13. Contact unsuccessful applicants
After the successful candidate has accepted the contract
the Human Resources will advise all unsuccessful
candidates via telephone or email.
Human Resources
14. Commence induction
The hiring manager will be notified that the staff member
has signed the contract and will be advised of the start date
and induction and probation provisions.
Human Resources with
support from Hiring
Manager as required
Before staff
members
start date.
15. Commence probation period
If staff member is new to the University, continue induction
process in line with the induction and probation procedure.
Hiring manager Before staff
members
start date