Become a Talent Scout

Become a Talent Scout

In this lesson, you’re expected to learn the basics about recruitment and selection during the hiring process.

In order to increase efficiency in hiring and retention and to ensure consistency and compliance in the recruitment and selection process, it is recommended the following steps be followed:

1) Identify Vacancy and Evaluate Need

Recruitments provide opportunities to departments to align staff skill sets to initiatives and goals, and for departmental and individual growth. Proper planning and evaluation of the need will lead to hiring the right person for the role and team.

Newly Created Position 

When it is determined that a new position is needed, it is important to:

• Understand and take into consideration strategic goals for the department. Are there any upcoming changes that may impact this role?
• Conduct a quick analysis of the department. What core skills are missing? Evaluate the core skills required now and those that may be needed in the future.
• Conduct a Job Analysis if this position will be new to your department. This will also help to identify gaps.


When attrition occurs, replacing the role is typically the logical step to take. Before obtaining approval to advertise the position, consider the following:

• As with a newly created position, it may be helpful to conduct a Job Analysis in order to tailor the position to what is currently required and to ensure proper classification.

• Review the role and decide if there are any changes required as certain tasks and responsibilities performed by the previous person may not or should not be performed by the new person.

2) Develop Position Description

A position description is the core of a successful recruitment process. It is used to develop interview questions, interview evaluations and reference check questions.

A well-written position description has the following properties: 

 Clearly articulates responsibilities and qualifications to attract the best suited candidates.

• Provides an opportunity to clearly articulate the value proposition for the role.

• Serves as documentation to help prevent, or defend against, discrimination complaints.

• Improves retention as turnover is highest with newly hired employees. Employees tend to be dissatisfied when they are performing duties they were not originally hired to perform.

• Optimizes search engine results by ensuring job postings rank high in candidate search results when searching online.

• Identifies tasks, work flow and accountability, enabling the department to plan how it will operate and grow.

• Assists in establishing performance objectives.

• Used for career planning and training by providing clear distinctions between levels of responsibilities and competencies required.

3) Develop Recruitment Plan

Each position requires a documented Recruitment Plan that 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.

The recruitment plan is typically developed by the hiring manager in conjunction with the Departmental HR Coordinator.

Elements of a Typical Recruitment Plan 

• Posting Period
• Placement Goals
• Additional Advertising Resources
• Diversity Agencies
• Resume Banks

[Optional] Internal and External Recruitment
4) Select Search Committee

A selection committee should be formed to ensure that applicants selected for an interview and final consideration are evaluated by more than one individual. This minimizes the potential for personal bias.

The hiring manager will identify members who will have direct and indirect interaction with the applicant in the course of their job. Each hiring manager should make an effort to appoint a search committee that represents a diverse cross section of the staff.

Departments that lack diversity in their own staff should consider appointing staff outside the department to search committees or develop other alternatives to broaden the perspective of the committee.

For positions that are frequently recruited and utilize a search committee, the mix of search committee members should change frequently as well to minimize the risk of “group think” or collective bias.

[Optional] Recruitment Planning
Jim Rohn Sứ mệnh khởi nghiệp