Chapter 8

Diversity recruitment and hiring success

The organizational context for recruitment & selection

1 Prepared by: ZULAIKHA MAHMOOD, NUML (LAHORE CAMPUS)

 Source
 RECRUITING, INTERVIEWING, SELECTING &ORIENTING NEW EMPLOYEES, Fourth Edition by
DIANEL ARTHUR (310-321)

 101 Strategies for Recruiting Succes: Where, When, and How to Find the Right People Every Time by
Christopher W. Pritchard, SPHR (92-138)

 https://smallbusiness.chron.com/recruitment-selection-affect-organization-structures-20904.html

 https://blog.recruitee.com/diversity-recruiting-strategy/

2 Prepared by: ZULAIKHA MAHMOOD, NUML (LAHORE CAMPUS)

 Outline
 The organizational context for recruitment & selection
 Diversity Recruitment
 Hiring Success
 Partnering
 Planning the process
 Recruiting
 Candidate screening
 The application
 The interview
 Collateral material
 Background and reference checking
 The offer
 Paperwork
 Evaluation

3 Prepared by: ZULAIKHA MAHMOOD, NUML (LAHORE CAMPUS)

 Objectives
 Students will be able to learn

 How different factors of organizational context effect recruitment & selection

 Diversity Recruitment and what strategies can be adopted for hiring diverse workforce
 What factors make the hiring process most successful like
 Partnering
 Planning the process
 Recruiting
 Candidate screening
 The application
 The interview
 Collateral material
 Background and reference checking
 The offer
 Paperwork
 Evaluation

4 Prepared by: ZULAIKHA MAHMOOD, NUML (LAHORE CAMPUS)

 Questions
 How different factors of organizational context effect recruitment &
selection?

 Define Diversity Recruitment. What strategies can be adopted for hiring diverse
workforce?

 Write a note on factors that make the hiring process most successful?

5 Prepared by: ZULAIKHA MAHMOOD, NUML (LAHORE CAMPUS)

 The organizational context for recruitment &
selection
Size
 Recruiting and selection are affected by the size of your organization. Generally, the smaller the company,
the more likely that recruiting and selection are done by the hiring manager. In larger companies, a
recruiter usually screens resumes and conducts the initial interview and then passes the most qualified
applicants on to the hiring manager for the final interview and hiring decision.
Pool of Candidates
 A company's organizational structure is affected when there is a constant need for people. If there is
constant turnover, then your human resources department will be constantly recruiting and hiring, making
it difficult to fully perform their other job duties.

6 Prepared by: ZULAIKHA MAHMOOD, NUML (LAHORE CAMPUS)

 Results
 Effective recruiting and selection processes lead to better company results. The quality of products and service is
improved when the best employees are hired and retained. Financial success improves when the best people are
identified, hired, trained and retained.
Structure
 Most organizations divide their structure into one of three basic types. One type is a line structure where every
specific duties are defined from top to bottom, like a straight line. Others define duties by staff and line, with staff
departments supporting the line managers. A third type of structure organizes by department, with people
specializing in human resources, marketing, engineering and finance, for example. Recruiting and selection vary
by these structures, and hiring depends on what duties the candidates will perform in these organizational
structures.

7 Prepared by: ZULAIKHA MAHMOOD, NUML (LAHORE CAMPUS)

 Diversity Recruitment
 Diversity in the workplace is the idea that your team should reflect the general makeup of the society around you.
Your staff should consist of a variety of different types of people, from different backgrounds and experiences.
This can include diversity in regard to gender, experience, socio-economic levels, race, religion, sexual
orientation, and so on

 Diversity recruiting is the practice of hiring candidates using a process that is free from biases for or against any
individual or group of candidates. It is still merit-based recruitment and still aims to find the best possible
candidate, but it’s structured to give all applicants, regardless of background, an equal opportunity.

8 Prepared by: ZULAIKHA MAHMOOD, NUML (LAHORE CAMPUS)

 Few strategies for hiring diverse workforce:

1. Audit your job ads

2. Target sources where diverse candidates congregate
3. Encourage your diverse employees to refer their connections
4. Offer internships to targeted group
5. Develop an employer brand that showcases your diversity
6. Use blind resumes
7. Create company policies that appeal to diverse candidates
8. Harness AI to review resumes
9. Rethink the factors that you screen for
10. Automate your shortlisting using an ATS

9 Prepared by: ZULAIKHA MAHMOOD, NUML (LAHORE CAMPUS)

 Hiring success
 How will we foster excellence throughout the hiring process? Let’s take a look.
 Partnering
 Planning the process
 Recruiting
 Candidate screening
 The application
 The interview
 Collateral material
 Background and reference checking
 The offer
 Paperwork
 Evaluation

10 Prepared by: ZULAIKHA MAHMOOD, NUML (LAHORE CAMPUS)

 Partnering
 The hiring process always begin, proceed, and conclude with the recruiter and hiring
manager working as partners.

 Effective partnering begins with communication and mutual respect.

Be a pro.
Be assertive.
Show appreciation.


11 Prepared by: ZULAIKHA MAHMOOD, NUML (LAHORE CAMPUS)

 Planning the Process
 Considerable thought should be given to the creation of formal hiring processes, so have a plan and don’t try to
wing it.

How Is a New Requisition Opened?

 Generally, a standard requisition form should be utilized. It may be hard copy, or online via the HRIS system. It
should include the following:
 Name of position • Job description
 Pay grade and level • Required education, skills, and experience
 Department name
• Hiring manager’s signature
• Date opened
 Manager that position reports to
• Needed by (target date)
 Reason for opening • Recruiter’s signature

12 Prepared by: ZULAIKHA MAHMOOD, NUML (LAHORE CAMPUS)

 How Are Requisitions Assigned to a Specific Recruiter?
 Once the hiring manager has completed the requisition and forwarded it to the recruiting department. The
process of assigning specific requisitions to specific recruiters should be clearly defined.

 Log each requisition. Time-stamp each requisition upon its arrival within the recruiting department. This
will create a definitive record of when the ball is in your court.
 Assign each requisition to a specific recruiter. You may wish to assign requisitions based on recruiter
specialty. IT requisitions are routed to IT recruiters. Executive-level searches are handled by executive
recruiters, and so forth.

13 Prepared by: ZULAIKHA MAHMOOD, NUML (LAHORE CAMPUS)

 How Are Open Requisitions and Recruiting Activities Prioritized?
As a general rule, requisitions are acted on in the order they are received.
Reallocate requisitions to more evenly distribute the recruiter workload.
Bring in temporary help (recruiters or administrative staff).
Utilize research or third-part recruiting firms.
Communicate openly and honestly with all hiring mangers and reach consensus regarding
which requisitions are urgent and which can be put on the back burner.

14 Prepared by: ZULAIKHA MAHMOOD, NUML (LAHORE CAMPUS)

 What Administrative Procedures Are Involved?
 The hiring process will include a variety of administrative functions. The requisition form
must be filled out and logged; advertisements must be written and placed; resume’s must
be collected, examined, and routed or filed. Interviews must be scheduled; rejection or
offer letters sent; payroll, benefit, and other forms need to be filled out.
How Are Candidates Sourced?
 specific sourcing strategies are applied as needed to identify appropriate candidates. The
recruiting department that is dedicated to excellence will examine standard and creative
sourcing techniques with a critical eye. What is working best for us? What is the most cost
effective?

15 Prepared by: ZULAIKHA MAHMOOD, NUML (LAHORE CAMPUS)

 How Are Candidates Screened?
 We need to partner with hiring managers to identify specific screening criteria such as:
 Required Skills and Credentials.
 Tests and Measurements.
When or How Are Candidates Introduced to the Hiring Manager?
 Recruiters to take ownership of every candidate introduced to a hiring manager. In other
words, it is recommended to holding off on candidate introduction until the recruiter is
personally excited about the candidate.

16 Prepared by: ZULAIKHA MAHMOOD, NUML (LAHORE CAMPUS)

 How Are Hiring Decisions Made?
 Before offering the job, we should have methodically touched all the following bases:
 Prescreen and interview due diligence
 Background and reference checks

How Is an Offer or Notice of Rejection Conveyed to Candidates?

1. Convey a Genuine Sense of Gratitude.

2. Let the Candidate Down Gently.
3. Encourage the Candidate.

17 Prepared by: ZULAIKHA MAHMOOD, NUML (LAHORE CAMPUS)

 Recruiting
The recruiting process involves the following steps:
Appropriate Planning and Processes
 ‘‘How can we recruit effectively if we don’t know what we’re looking for?’’ Recruiters who are committed to
excellence must sweat the details.

Sourcing
Apply a combination of traditional and creative sourcing techniques to identify appropriate candidates

Initial Contact
During our initial contact with a candidate, we tend to focus on the first impression he or she is making on us. This
is a natural and valuable response. We need to remember that the candidate’s first impression of us (and of our
company) is equally important.

18 Prepared by: ZULAIKHA MAHMOOD, NUML (LAHORE CAMPUS)

 Candidate Screening
 Prescreening tests and measurements are used to narrow the field of candidates to those whose skills and knowledge appear
to best match requisition requirements. But we should keep in mind all the laws governing biasness.

Selling the Opportunity

 Again, selling the opportunity begins with the initial contact. We need to be friendly, courteous, knowledgeable, and
enthusiastic.
 Friendly and Courteous.
 Knowledgeable.
 Enthusiastic.
Pre-Closing Candidates for Hiring Authority
 Rather than simply passing the resume ´ along to the hiring manager, the heads-up recruiter will use this
moment as an opportunity to pre-close (sell) the candidate:
 Give feedback.
 Be enthusiastic.
 Provide collateral material.
 Test the waters.
19 Prepared by: ZULAIKHA MAHMOOD, NUML (LAHORE CAMPUS)
 Staying with the Process Until Closed
 The recruiting process is not complete until the requisition has been successfully filled. Even then,
recruiters are well advised to stay in touch with newly hired employees to help ensure a smooth on-boarding
process. Having introduced the candidate to the hiring manager, the recruiter should remain in close contact
to facilitate interview and hiring decision processes:
 Coordinate offer and acceptance details.
 Communicate rejection notice.
 Refine requisition requirements and search strategy.

20 Prepared by: ZULAIKHA MAHMOOD, NUML (LAHORE CAMPUS)

 The Employment Application Form
 Critical examination of the employment application form is an often overlooked strategy on the road to recruiting excellence.
Do yourself, your candidates, and your company a favor by examining your company’s employment application form. Fill one
out yourself and ask other willing recruiters and staff to do the same. Keep a separate sheet of notepaper nearby for
improvement ideas.
 Use common sense and creativity to make sure that your employment application has the appearance, functionality, and ease of
use that you desire. Work with counsel to ensure that it covers the necessary disclaimer and compliance language.

Is Your Online Application User-Friendly?

 Candidates should be able to easily move from one section of the application to another.
 Does your application allow a variety of data input options, such as cut-and-paste and drop-down menus? Can a candidate cut
and paste resume sections or must he or she retype this same information? Do application drop-down menus help or hinder the
application flow? Are the instructions clear? Is each section necessary
 Take time to formulate a specific and legitimate rationale for the data you request. Excellence is found in common sense

21 Prepared by: ZULAIKHA MAHMOOD, NUML (LAHORE CAMPUS)

 The Interview
 The interview is often the deciding-factor regarding whether or not a candidate will be offered a position.
After all the sourcing, screening, background checks, and references are complete, it is often the
interviewer’s gut feeling that swings the decision one way or another.

 After all, the hiring manager knows the company and knows what he’s looking for. A new hire needs to get
along with others and fit in with rest of the group if she is to have a happy and successful career with the
company.

 Go for behavioral interviewing.

 keep all the employment laws in mind.

22 Prepared by: ZULAIKHA MAHMOOD, NUML (LAHORE CAMPUS)

 Collateral Material
 There must be ‘‘Excellence is in the details.’’ Examine your supply of collateral material (brochures, annual
reports, benefit summaries, and the like). Carefully go over each individual piece and ask yourself:

 Is this piece well written?

 What questions does it answer?
 What questions does it raise?
 Is this piece well designed (attractive and easy to read and understand)?
 Does it convey useful information?
 What does it tell a potential candidate about the type of company we are?
 How does it help a candidate make an informed decision about joining us?
 We rarely ask these questions. Too often, we hand out a piece of collateral material simply because it’s there.

23 Prepared by: ZULAIKHA MAHMOOD, NUML (LAHORE CAMPUS)

 Background and Reference Checking
 Thorough background and reference checks are essential to intelligent hiring decisions. They are also an
especially sensitive, and at times complicated, aspect of the hiring process.

 In order to touch all appropriate bases while safeguarding candidate and company rights and interests, It is
often recommended, outsourcing some or all of the background- and reference-checking procedures to
experts in these particular fields.

 Law protects individuals (including candidates) from invasion of privacy. Before your company collects a
credit report, drug test, medical information, or other background and reference information, coordinate
these efforts with legal counsel to ensure that you are adhering to guidelines as specified in federal, state,
and local legislation.

24 Prepared by: ZULAIKHA MAHMOOD, NUML (LAHORE CAMPUS)

 The Offer
An effective offer letter will balance the following elements:
Genuine Welcoming Language.
Compensation and Position Specificity.
 ‘‘We are pleased to offer you the position of senior credit analyst in our Commercial
Equipment Leasing division reporting to Mary Smith. We look forward to your first day
of work with us on January 2, 2007.You will receive a base salary of $2,307.70 paid
biweekly, which computes to an annual salary of $60,000. We are also pleased to offer
you a variety of fringe benefits that you will become eligible for according to the
provisions, limitations, and enrollment procedures of each plan.’’
Disclaimers and Liability Protection.
 Work with legal counsel to insert appropriate ‘‘at will employment’’ and ‘‘contingent offer
of employment’’ language regarding references, drug screen, and so forth.

25 Prepared by: ZULAIKHA MAHMOOD, NUML (LAHORE CAMPUS)

 Paperwork
 The hiring process creates a variety of paperwork that must be tracked and filed. Payroll,
benefits and general employment-record retention, the road to recruiting excellence must
include planning and execution of effective paperwork-management processes,
procedures, and systems.

 Example: The Americans with Disabilities Act (ADA) requires employers with fifteen or
more employees to retain personnel records pertaining to all requests for ‘‘reasonable
accommodation’’ as well as records related to promotions, demotions, layoff, termination,
and other employment actions.

26 Prepared by: ZULAIKHA MAHMOOD, NUML (LAHORE CAMPUS)

 Evaluation
 No hiring process is complete without the capstone of evaluation. The evaluation process may be formal or informal.
It must nonetheless entail an open, honest, and constructively critical look at the recently completed hiring activity.
An evaluation seeks to answer the questions: How did we do? What have we learned? How might we improve?
 Partnering.
 Planning the Process.
 Recruiting.
Candidate Screening.
The Application.
The Interview.
Collateral Material.
 Background and Reference Checking.
 The Offer.
 Paperwork.

27 Prepared by: ZULAIKHA MAHMOOD, NUML (LAHORE CAMPUS)