The

Hiring
Process
Hiring process refers to the process of
finding, selecting and hiring new employees
for a company or organization. Since the
process requires strategic and pragmatic
thinking while staying humane there are
certain steps to follow to make it successful. 
 HIRING PROCESS

1. IDENTIFY VACANCIES
8. INTERVIEWS
2. WRITE A JOB DESCRIPTION
9. BACKGROUND CHECK
3. ADVERTISE THE POSITION

4. RECRUIT CANDIDATES
10. DECISION MAKING
5. REVIEW APPLICATION
11. JOB OFFER

6. INITIAL SCREENING
7. APPLICANT ASSESMENT 12. HIRING
13. ONBOARDING
14. NOTIFY REJECTED APPLICANTS
IDENTIFY VACANCIES
It begins with the human resource
department receiving requisitions for
recruitment from different departments in
the organization. It includes posts to be
filled, number of vacancies, duties to be
performed, and qualifications with
experience.
WRITE A JOB
DESCRIPTION
Job specification is helpful to think of
job under broad heading; training,
background of the job, main
responsibilities and job boundaries,
and requisite experience. The job
description should also include
information regarding salary and
benefits.
ADVERTISE THE POSITION RECRUIT CANDIDATES
Identifying highly-qualified potential candidates Beyond simple job posts, hiring staff should reach out
begins internally. Start, therefore, by notifying current directly to desirable candidates via job posting
employees of the opening. Advertising the job may network, social media, and job fairs. Active
stop there, if you are determined to fill the position recruitment will help generate applications from
internally. If, however, you are interested in external potential candidates who are not actively searching for
candidates, you should include this information when new jobs but may be perfect for the available position.
you notify internally. External publicity will likely
consist of utilizing a combination of the company’s
website and social media platforms, job posting sites
like LinkedIn, job fairs, industry publications and
events, local newspaper advertisements, and word-
of-mouth recruitment.
REVIEW
APPLICATIONS
Review applications as per the
recruitment policy and exclude any
candidate who does not meet the
minimum requirements for the position
or the organization more generally.
INITIAL SCREENING
Initial interviews typically begin with phone
calls with HR representatives. Phone
interviews determine if applicants possess the
requisite qualifications to fill the position and
align with an organization’s culture and
values. Phone interviews enable organizations
to further pare down the list of candidates
while expending organization resources
efficiently.
APPLICANT ASSESSMENT

Applicants are frequently required to take one

or more standardized tests. These exams
measure a wide range of variables, including
personality traits, problem-solving ability,
reasoning, reading comprehension, emotional
intelligence, and other factors.
INTERVIEWS
Depending on the size of the organization and hiring committee, one or several interviews are
scheduled for those remaining candidates. Interviews include:

• Early interviews are typically one-on-one, in-person interviews between the applicants and the
hiring manager. Early interviews conversations typically focus on applicants’ experience, skills,
work history, and availability.
• Additional interviews are more in-depth; for example, in interviews between a candidate and
multiple members of the hiring team interviewer, each member of the hiring team focuses on a
specific topic or aspect of the job to avoid redundancy and ensure an in-depth conversation about
the role and the candidates qualifications and experience.
• Final interviews often include conversations with the company’s senior leadership or a more in-
depth discussion with an interviewer from an earlier stage in the hiring process. Final interviews
are typically extended only to a very small pool of top candidates.
BACKGROUND CHECK
Background checks review candidates’ criminal
record, verify employment history and eligibility,
and run credit checks. Some organizations also
check social media accounts (Facebook, Twitter,
etc.) to make sure potential employees are likely
to represent the company in a professional
manner.
DECISION
After conducting background and reference checks,
the hiring staff identifies their top choice. The hiring
staff should also select a backup candidate, in case
the top choice declines the offer or negotiations fail
to produce a signed offer letter. In the event that no
candidates meet the hiring criteria, the hiring staff
should determine whether or not to start the hiring
process over. If so, the hiring staff should discuss
whether or not to adjust or alter the hiring process
in order to yield more favorable candidates.
JOB OFFER

Once a top candidate is identified, the organization

should extend an initial offer. The offer letter should
include the position’s salary, benefits, paid time off,
start date, potential severance pay, working remotely
policy, included company equipment and other terms
and conditions of employment. Negotiations are
likely to follow. Therefore, the hiring staff should
determine internally which elements of the offer
letter are negotiable, and which are not. It is typical
for terms like salary, flexible work schedule, and
working remotely to be negotiable.
HIRING

After negotiations, once the candidate accepts

the job offer they are hired. An accepted offer
letter begins a process of filling out and filing
paperwork related to employment, such as
school documents, medical clearance, criminal
record and eligibilities.
ONBOARDING and
TRAINING
Onboarding the new employee in a welcoming and professional
way will help integrate them in a manner that lays the groundwork
for a long-term productive relationship between them and the
organization. A welcome letter is strongly advised. From there,
relevant management should reach out to the employee before
their start date to welcome them to the organization. Their work
space should be prepared, cleaned, and equipped with the
necessary credentials and equipment before their first day. If an
orientation is part of the onboarding process, make sure the
employee has a clear understanding of the expectations and
scheduling of those events. Lastly, consider assigning your new
employee a mentor, which will help them settle in to their new
position and organization, and set them up for long term growth
and success.
NOTIFY REJECTED
APPLICANTS
Rejection letters should always be sent to candidates who
were interviewed either on phone or in person. It helps
portray the organization as a fair employer; a good
reputation and respectful to all applicants. In the event
the primary candidate turns down the offer, or if new
positions become available, you might want to reconsider
qualified applicants not selected the first time.

Applicants who submit a job application via e-mail should

be contacted in the same manner. Explain that their
information was received and that they will be contacted
only if they are chosen for an interview. This eliminates
sending rejection letter if they are not selected.
 KEY TAKEAWAYS

• Acts as qualifying guideline for applicants.

• Helps employers to ensure that they are hiring

individuals with the qualifications and skills needed
to do the job.

• Keeps the organization on its course and running.

With a good hiring process organizations are able to
find qualified employees in a timely manner
preventing lapses in employment, such as having
positions that need to be filled and no one able to do
the work in the meantime.
 https://www.smartrecruiters.com/resources/glossary/hiring-process-steps/

https://www.betterteam.com/hiring-process

Resources https://www.bamboohr.com/blog/guide-effective-recruitment-process/

https://www.scribd.com/presentation/17875984/The-Hiring-Process

https://www.slideshare.net/ulfatamin/recruitment-129350716

https://www.scribd.com/document/90981201/Hiring-Process

https://checkify.com/checklists/pre-employment-checklist/

https://www.talentlyft.com/en/resources/what-is-hiring-process

http://www.csc.gov.ph/phocadownload//PolicyReso/2018/2017ORAOHRA(RevisedJuly201
8)CSCResoNo1800692_af.pdf
Thank you!
Cherrie Mae Adalim - Gasataya