Recruitment Policy

A recruitment policy-construed either as one specific policy or as the set of policies utilized-
provides a framework for the sequencing, integration, management and oversight of recruiting
efforts. Essential recruitment policy requirements include full compliance with governmental as
well as in-house regulations and standards, some measures of policy effectiveness, a review
and revision mechanism, clearly formulated objectives and awareness of the nature and scope
of available recruitment resources.

For the purposes of developing and evolving recruitment policies, keeping abreast of latest
innovations or other changes in the field will strengthen the framework, just as making good use
of feedback from all three sides of the recruitment equation---the organization, the recruiters and
the applicants-will.

A recruitment policy comprises the distinct strategies, standards and guidelines adopted by an
organization for employee recruitment. A perfect recruitment policy document helps an
organization integrate its employee-retention measures, thereby fostering positive growth for
itself.

Formulation and revision of recruitment policies can be driven by professional outside or in-
house HR consultation and by accumulated, often trial-and-error experience with applicants, HR
personnel and candidates. Key to implementation and evaluation of such policies are
effectiveness evaluation standards to assess recruitment performance and review procedures
that make allowance for feedback and innovation regarding the recruitment field in general and
within the given organization.

Recruitment processes depend largely on an organization's recruitment policies. Rules and

regulations are set according to the demands of the recruitment situation. For instance, policies
for a full-time employee will differ from policies for appointing a part-time employee. There may
be different policies for unique recruitment situations. Job types and descriptions play a major
role in determining related policies. Organization policies for recruiting employees include terms
and conditions that legally bind them to the company. These terms and conditions should be
explained while recruiting a new employee.

Apart from in-house policies, an organization is bound to follow the Federal and State
recruitment policies (or their equivalent in other countries and regions). These policies focus on
the process of recruitment, employment transparency and employment discrimination, to
mention but a few areas of regulated compliance.

Among such employment rules imposed by the Federal Government, are requirements
specifying that an organization must implement unbiased employment practices. The policies
should not allow any sort of discrimination such as, age, race, sex, nation, disabilities or religion-
or any other category declared "protected" under established law.

According to Federal policies, each applicant should be treated equally and with respect for
individual and group dignity.
Recruitment Policy & Procedures

PART 1: Policy

1 Policy Statement

1.1 It is the policy of COPE Foundation to recruit and retain staff of the highest

calibre with the qualifications and experience necessary to provide an

efficient and effective service to the people we support. This is achieved

through the application of a detailed and transparent recruitment procedure

and through the application of all relevant employment legislation. The short-

listing, interview and recruitment process follows best practice in relation to

equal opportunities. Selection for appointment is based on merit.

2 Policy Purpose

2.1 The aim of the policy is to outline the relevant steps in the recruitment

process and to assign individual responsibilities for each of these steps.

3 Policy Scope

3.1 This policy is intended for all staff who are involved in the recruitment process

within COPE Foundation.

3.2 This policy outlines all procedures concerned with recruitment. It is to ensure

that all aspects of recruitment are carried out in a proper and efficient
manner.

4. Description of Terms

Lead Person: Will normally be the Head of the appropriate Division or

designate.

Short List: List of Candidates who will be invited to interview.

5 Roles & Responsibilities

5.1 All staff involved in recruitment must adhere to this policy.

5.2 The Head of the Human Resource Division (HR) will amend this policy in the

event of changes to legislation.

5.3 HR will ensure this policy is accessible.

5.4 The Lead Person will liaise with HR in the recruitment process, including

input into the selection of the Interview Panel.

PART 2: Procedures

6 Decision to Recruit

6.1 The recruitment process to fill a new or existing post will not commence

without the approval of the Head of the Human Resource Division (HR).

7 Preparation of Job Description & Person Specification

7.1 In advance of a vacant post being advertised, the Manager with HR support

will prepare a person specification and job description, to support the

recruitment and selection process, and ensure the best possible outcome to

meet the needs of people we support.

7.2 If there is an existing job description for the post, HR should ensure that any

changes that are deemed necessary are made in conjunction with the Lead

Person.

8 Preparation & Placement of Advertisement

8.1 In general, HR will prepare the advertisement in conjunction with the Lead

Person; however, for some new posts, it may be appropriate for the Lead

Person to prepare it. In either case, HR will be responsible for the placement

of the advertisement.

9 Short-Listing Process

9.1 The criteria to be used in short-listing prospective Candidates are agreed in

advance of the vacancy being advertised, and are transparent and directly

relevant to the post.

9.2 All applications will be screened for eligibility using essential qualifications,

experience and skills criteria that are outlined in the person specification.

9.3 The first stage in the short-listing process is the screening stage, whereby

applicants who do not have the required qualifications, or otherwise fail to

meet the essential standard for the post, are eliminated.

9.4 The second stage is to reduce the number of qualified Candidates, if it is not

practical to interview all applicants. This should be carried out by the

Interview Panel using clear and consistent criteria. The Lead Person will

inform HR of the outcome and, the latter will then communicate with

unsuccessful Candidates.

9.5 All applications for posts will be treated in strict confidence subject to the

Freedom of Information Acts 1997/2003 and the Data Protection Acts

1988/2003.

10 Correspondence to Short-Listed Interviewees

10.1 HR will be responsible for the preparation and transmission of all

correspondence to be sent to those short-listed for interview. The

correspondence should include the invitation to the interview, and the job

description for the post.

10.2 HR will consult with the Lead Person regarding any need for special or

unusual additions to routine correspondence. It will be essential that each

Candidate receives the same correspondence.

11 Confirmation of Interview Date

11.1 The Lead Person will arrange the interview date, and a date for short-listing,

if appropriate.

12 Correspondence to the Interview Panel

12.1 The Lead Person in conjunction with the Human Resource Division (HR) will

prepare the appropriate documentation for each member of the Interview

Panel. This will normally include the job description for the post, the

C.V./Application Form of each applicant, and the timetable for the interviews.

The Interview Panel will also have access to a copy of this policy, via

Copenet and HR.

13 Interview Panel

13.1 The Panel appointed to interview Candidates will have the relevant

knowledge, experience and skills to select the best possible Candidate to fill

the vacancy.

13.2 The selection of the Interview Panel will be undertaken by the Lead Person in

conjunction with HR. Interview Panels must consist of two people at least,

one of which must have been involved in the short-listing process. The

Interview Panel should include the Lead Person and/or a member of HR, or

nominated person. Consideration should be given to the selection of an

external interviewer for senior posts in COPE Foundation.

13.3 One of the Interviewers will be appointed Chairperson of the Interview Panel,

to direct the workings of the Panel, to ensure fair and proper procedures are

followed, and to liaise with HR regarding the recommendations and decision

of the Interview Panel.

13.4 The Interview Panel will be responsible for devising a list of core questions to

ask each Candidate, with a corresponding marking scheme.

13.5 It will be the responsibility of the Interview Panel to question all candidates

being interviewed on any employment gaps in their C.V./Application Form

and to document the reason/s for the gaps. The marks accorded to each

Candidate will be signed and dated by each member of the Interview Panel.

13.6 The results and decision of the Interview Panel will be communicated by the

Chairperson of the Interview Panel to HR.

13.7 At the end of the interview process, the Chairperson will ensure that all

documentation held by all members of the Interview Panel is returned to HR.

It is recommended that any rough notes made by a member of the Interview

Panel should not be retained after the selection process, but should be

destroyed by shredding.
14 Post Interview Correspondence

14.1 Letters of regret will be posted to unsuccessful candidates.

15 Appointment of Candidate

15.1 Before a Candidate can be appointed:

· The Human Resource Division (HR) must be in receipt of 3 verified

references, one being their current/last employer as appropriate (COPE

Foundation reserves the right to determine merit, appropriateness and

relevance of such references and referees);

· HR will apply for Garda Vetting of the Candidate, and offers of employment

will be subject to this being satisfactory;

· HR will ensure that any pre-employment medical examination is

completed, and offers of employment will not be made prior to receipt of a

medical report;

· HR will request, and ensure receipt of proof of qualifications/registration

before employment commences;

· HR will request, and ensure receipt of passport photo and copy of birth

certificate/passport on the day employment commences.

15.2 Offers of employment are made in writing.

15.3 Selected candidates are given a written contract of employment.

15.4 All new employees undergo an Induction Programme.

15.5 All new employees undergo a Probationary Period. In most cases this will be

for one year from the date of appointment.

16 Retention of Records

16.1 Recruitment and selection procedures are subject to the provisions of the

Freedom of Information Acts 1997/2003 and the Data Protection Acts

1988/2003. It is therefore important that the decision making process is

clearly documented/ recorded, and that all documents relating to the

recruitment and selection process are returned to HR.

16.2 One copy of the following Records relating to the process should be retained

for a period of 18 months:

· Job Description/ Person Specification;

· Advertisement;

· Application Forms/ Curriculum Vitae;

· Signed and dated Shortlist Assessment Forms and Rating Criteria;

· Signed and dated Interview Assessment Forms and Rating Criteria;

· Recommendations and Decision of the Interview Panel signed and dated

by the members.
 Types of Recruitment

Recruitment is broadly classified into two different categories − Internal Sources and External
Sources.

Internal Sources of Recruitment

Internal sources of recruitment refer to hiring employees within the organization internally. In other
words, applicants seeking for the different positions are those who are currently employed with the
same organization.
At the time recruitment of employees, the initial consideration should be given to those employees
who are currently working within the organization. This is an important source of recruitment, which
provides the opportunities for the development and utilization of the existing resources within the
organization.
Internal sources of recruitment are the best and the easiest way of selecting resources as
performance of their work is already known to the organization. Let us now discuss more on the
various internal sources of recruitment.

Promotions
Promotion refers to upgrading the cadre of the employees by evaluating their performance in the
organization. It is the process of shifting an employee from a lower position to a higher position with
more responsibilities, remuneration, facilities, and status. Many organizations fill the higher vacant
positions with the process of promotions, internally.

Transfers
Transfer refers to the process of interchanging from one job to another without any change in the
rank and responsibilities. It can also be the shifting of employees from one department to another
department or one location to another location, depending upon the requirement of the position.
Let’s take an example to understand how it works. Assume there is a finance company called ABC
Ltd. Having two branches, Branch-A and Branch-B, and an employee from Branch-A resigned from
his job responsibilities. Hence, this position has to be filled for the continuation of the project in
Branch-A.
In this scenario, instead of searching or sourcing new candidates, which is time consuming and
expensive, there is a possibility of shifting an employee from Branch-B to Branch-A, depending upon
the project requirements and the capabilities of that respective employee. This internal shifting of an
employee from one branch to another branch is called as Transfer.
Recruiting Former Employees
Recruiting former employees is a process of internal sources of recruitment, wherein the
exemployees are called back depending upon the requirement of the position. This process is
costeffective and saves plenty of time. The other major benefit of recruiting former employees is that
they are very well versed with the roles and responsibilities of the job and the organization needs to
spend less on their training and development.

Internal Advertisements (Job Posting)

Internal Advertisements is a process of posting/advertising jobs within the organization. This job
posting is an open invitation to all the employees inside the organization, where they can apply for
the vacant positions. It provides equal opportunities to all the employees working in the organization.
Hence, the recruitment will be done from within the organization and it saves a lot of cost.

Employee Referrals
Employee referrals is an effective way of sourcing the right candidates at a low cost. It is the process
of hiring new resources through the references of employees, who are currently working with the
organization. In this process, the present employees can refer their friends and relatives for filling up
the vacant positions.
Organizations encourage employee referrals, because it is cost effective and saves time as
compared to hiring candidates from external sources. Most organizations, in order to motivate their
employees, go ahead and reward them with a referral bonus for a successful hire.

Previous Applicants
Here, the hiring team checks the profiles of previous applicants from the organizational recruitment
database. These applicants are those who have applied for jobs in the past. These resources can be
easily approached and the response will be positive in most of the cases. It is also an inexpensive
way of filling up the vacant positions.

Pros and Cons of Internal Sources of Recruitment

Internal sources of recruitment, i.e., hiring employees within the organization, has its own set of
advantages and disadvantages. The advantages are as follows −

1. It is simple, easy, quick, and cost effective.

2. No need of induction and training, as the candidates already know their job and
responsibilities.
3. It motivates the employees to work hard, and increases the work relationship within the
organization.
4. It helps in developing employee loyalty towards the organization.
The drawbacks of hiring candidates through internal sources are as follows −

1. It prevents new hiring of potential resources. Sometimes, new resources bring innovative
ideas and new thinking onto the table.
2. It has limited scope because all the vacant positions cannot be filled.
3. There could be issues in between the employees, who are promoted and who are not.
4. If an internal resource is promoted or transferred, then that position will remain vacant.
5. Employees, who are not promoted, may end up being unhappy and demotivated.
External Sources of Recruitment
External sources of recruitment refer to hiring employees outside the organization externally. In
other words, the applicants seeking job opportunities in this case are those who are external to
the organization.
External employees bring innovativeness and fresh thoughts to the organization. Although hiring
through external sources is a bit expensive and tough, it has tremendous potential of driving the
organization forward in achieving its goals. Let us now discuss in detail the various external
sources of recruitment.

Direct Recruitment
Direct recruitment refers to the external source of recruitment where the recruitment of qualified
candidates are done by placing a notice of vacancy on the notice board in the organization. This
method of sourcing is also called as factory gate recruitment, as the blue-collar and technical
workers are hired through this process.
Employment Exchanges
As per the law, for certain job vacancies, it is mandatory that the organization provides details to
the employment exchange. Employment exchange is a government entity, where the details of
the job seekers are stored and given to the employers for filling the vacant positions. This
external recruitment is helpful in hiring for unskilled, semi-skilled, and skilled workers.

Employment Agencies
Employment agencies are a good external source of recruitment. Employment agencies are run
by various sectors like private, public, or government. It provides unskilled, semi-skilled and
skilled resources as per the requirements of the organization. These agencies hold a database
of qualified candidates and organizations can use their services at a cost.
Advertisements
Advertisements are the most popular and very much preferred source of external source of
recruitment. The job vacancy is announced through various print and electronic media with a
specific job description and specifications of the requirements. Using advertisements is the best
way to source candidates in a short span and it offers an efficient way of screening the
candidates’ specific requirements.
Let’s take an example. Assume that there is a Sales Company called XYZ Ltd which has got a
new project of selling a product in a short span of time, as the competition is very high. In this
scenario, choosing the specific recruitment plays a vital role. Here the ideal type of recruitment
which should be chosen is Advertisement.
Advertisement is the best suitable practice for this kind of hiring, because a large volume of hiring
in a short span can be done through Advertisement only. Advertisement is one of the costliest
way to recruit candidates, but when time and number are important, then advertisement is the
best source of recruitment.
Professional Associations
Professional associations can help an organization in hiring professional, technical, and
managerial personnel, however they specialize in sourcing mid-level and top-level resources.
There are many professional associations that act as a bridge between the organizations and
the job-seekers.
Campus Recruitment
Campus recruitment is an external source of recruitment, where the educational institutions such
as colleges and universities offers opportunities for hiring students. In this process, the
organizations visit technical, management, and professional institutions for recruiting students
directly for the new positions.
Word of Mouth Advertising
Word of mouth is an intangible way of sourcing the candidates for filling up the vacant positions.
There are many reputed organizations with good image in the market. Such organizations only
need a word-of-mouth advertising regarding a job vacancy to attract a large number of
candidates.
Pros and Cons of External Sources of Recruitment
External sources of recruitment, i.e., hiring employees outside an organization, has both its
benefits and drawbacks. The benefits are as follows −

1. It encourages new opportunities for job seekers.

2. Organization branding increases through external sources.
3. There will be no biasing or partiality between the employees.
4. The scope for selecting the right candidate is more, because of the large number candidates
appearing.
The disadvantages of recruiting through external sources are as follows −

1. This process consumes more time, as the selection process is very lengthy.
2. The cost incurred is very high when compared to recruiting through internal sources.
3. External candidates demand more remuneration and benefits.
To conclude, the HR department should be flexible enough to choose between internal or
external methods of recruitment, depending upon the requirement of the organization.
 5 Best Employee Recruitment Practices in Today’s Digital World
1. Maximize multiple sources.

Finding top talents have been made easier by modern technology. But, social media, resume databases, and online
forums aren’t the only means to recruit potential employee candidates.

Creative sourcing and pipelining tactics comprise taking advantage of multiple sources. This includes digging deep
into the blogosphere and personal online sites that feature portfolios, having an executive search firm in
Manila extend you a helping hand, hosting an open house to have already-interested candidates come to you, and
attending industry-related events to build your network.

2. Be hands-on and take the initiative.

Although creating comprehensive job posts that appeal to and encourage job seekers to apply is part of the process,
job descriptions alone won’t cut it, especially when the talent you are looking for is actively seeking work.

LinkedIn’s Global Recruiting Trends Reports reveals that 75% of professionals see themselves as “passive”
candidates, which is a lot of potential candidates that job posts don’t connect with. However, by incorporating the
practices said in the previous item, hiring managers can take a more proactive approach in finding top-notch talent for
their company.

3. Have a careers website.

Creating a careers website can help manage and facilitate your recruiting processes. In fact, it’s a great place to
begin if you don’t have a clear-cut method in place.

The primary goal is to attract potential candidates to your company, build long-term relationships with them, assess
candidates suited for available positions, and finally capture and process candidate information in a structured way.

A careers website can give you an edge in recruiting—more so, gain financial benefits from direct and opportunity
cost reductions.

4. Have an ongoing pipeline of qualified candidates.

Don’t wait for a position to open up before looking for a talent, as this only leads to employee and hiring manager
playing catch-up. The best practice is to have an existing talent pool or an ongoing pipeline of qualified candidates.

The ideal set up should be when a position becomes available, employers should have at least one person in mind
who is potentially fit for the job. This comes in handy for companies that frequently hire for very specific jobs.

5. Track participants from start to finish.

It’s almost always that we find ourselves quickly committing to something and finding it difficult to follow through. A
technology-backed recruiting process enables companies to access job seekers via an online community or platform
anywhere, at any time so you can track them throughout the process to ensure they are completing assignments.

By following up with participants on a regular basis, and providing support from start to finish, you are more likely to
get engaged members, and as a result, comprehensive data.
Ultimately, it is all about continuously improving your recruiting process. By digitizing the process and being
consistently proactive, you can recruit the right employees, and ultimately, deliver better insights that inspire more
strategic business decisions.