By | August 29, 2019
  1. Operational objective of selection;
  2. Mechanism of the selection of activities;
  3. A set of specific selection activities;
  4. A set of material, financial and other resources, required for implementation of activities;
  5. Provisional timetable of activities.

To determine the operational objectives of recruiting it is needed information on the planning of needs of the organization in the labor force. It should be noted that this information is formed as a result of the individual areas of personnel management of the organization:

  1. Staff education (information on opportunities to meet the needs of organization in the workforce through education of the existing staff);
  2. Intra-organizational dynamics of the labor force (information on trends in the staff dynamics, changes in its qualification structure, the movement of labor within the organization);
  3. Staff assessment (information about the current state of qualitative parameters of existing staff);
  4. Compensation policy (information on the budget for the work of the staff);
  5. Organizational use of the labor resources (information on the forms of attracting of new labor force).

This information provides insight into the needs of the organization in the labor force. These needs can be described in terms of:

  • Form and terms of staff finding and attracting in the organization;
  • Numerical composition of certain categories of professionals;
  • Qualification requirements for professionals;
  • Terms of employees finding and attracting;
  • Budget for the search of specialists;
  • The budget for education of new specialists.

On the basis of such information, the Director of Human Resources prepares the annual operational plan for recruitment. Already on the basis of this plan is made a current plan of selection of specialists for specific positions (vacancies). It is known that “American Engineering & Manufacturing” company needs skilled labor, such as engineers and production and facilities workers.

Let’s consider separately the stages of recruitment:

1. Analysis of current vacancies. A specialist, who manages the selection of candidates for certain positions must have clear understanding of the main responsibilities of the employee, required skills, working conditions, as well as the goals and objectives. This requires an analysis of the workplace to obtain information about:

  • The field of activities of the specialist, his objectives and responsibilities;
  • The nature and character of the work process;
  • List of production operations and the time for their implementation by the specialist;
  • Conditions of organization of the workplace;
  • Qualifications and personal requirements for the specialist.

The result of the work on this phase is a list of psychological, organizational requirements and qualifications for certain types of specialists.

2. The choice of sources and methods of staff attracting. Based on the above steps must be selected sources of staff attracting or a combination thereof. The basic rule that should guide this choice is usually to minimize costs for employees attracting. Thus, the choice must be made on the version that gives the maximum effect for the same cost for selection. For each source is determined a list of specific actions together with the time frames, in order to attract the required number of candidates with a certain level of qualification.

3. Attracting of candidates. During the use of sources to attract staff the organization begins to receive information about potential candidates. The company has well-functioning procedures for receiving, processing, evaluation and decision making on the information about candidates.

No less important goal of this stage is to create a pool of candidates to meet the future needs of the organization in qualified staff.

4. Selection of candidates. This stage describes a wide range of activities on candidates’ selection. Typically, the selection includes the following stages:

  • Pre-selection. This phase includes analysis of telephone conversation (interview) with candidates, prior to personal interviews. The purpose of the pre-selection lies in determining whether a candidate meets the above requirements, so it is necessary to complete, correct, clarify the information about applicants. As a result, the number of potential candidates becomes usually much narrower. In addition, the HR manager provides information about the job and the company to candidates.
  • Collection of information on candidates.
  • Preliminary assessment of candidates.
  • Selection and evaluation of candidates. Methods for the selection and assessment of professionals include interviews with candidates and testing.

At the end of this phase on the one hand, HR manager should have all the necessary information to evaluate the candidate and make a decision about the job offer. A very important point is the objectivity of the evaluation system, which is based on an agreed set of criteria. On the other hand, the potential employee must have all the information about the vacancy and define his desire and ability to take the job offer.

5. The decision on hiring. On the basis of the previous stages, HR manager makes the final decision on hiring a professional. Corporate rules of the organization determines all the actions at this stage, including notification of the candidate about hiring, discussion of details and terms of employment, signing of a job contract and the procedure of introducing the candidate to the position.

In general, such a plan on attracting, recruitment and selection of personnel provides the “Engineering solutions” company with the necessary labor resources of the required qualifications.


Dakota Alex. (2005). The Recruiters Guide Book to Corporate Recruiting, Contract Recruiting, Agency Recruiting, Headhunting, Diversity Recruiting, College Recruiting, Sourcing and Interviewing Candidates. Fable Press

Diane A. (2006).Recruiting, interviewing, selecting & orienting new employees. AMACOM

Overman, S.. (2009, January). “Do your hiring homework”. Staffing Management, 5(1), 15-17. Retrieved from: Entrepreneurship.

Tyler, K. (2010, September). “From dependence to self-sufficiency”. HR Magazine, 55(9), 34-39. Retrieved from ABI/INFORM Global.