I have been working with the same organization for some time. We have a tight team and have always included our team members as a part of the hiring committee. One of our new members recently asked about our hiring process. We don’t actually have a “formal” process in place and I am not sure where to start. What do you recommend?

A formal process and supporting documentation will make the hiring process run more smoothly as well as improve the match of the candidate to the job and organization. A well laid out process will also ease the anxieties of a less experienced hiring manager.

Poor hiring decisions can cost an organization thousands of dollars in direct and indirect costs. Having a hiring process in place that weighs the actual value a candidate brings to the organization can save much time, effort and cost in the long run.

A documented process can also help eliminate the stress involved when someone is new to the hiring process and provides supporting materials when a decision is brought to question.

A simple process should include:

Responsibilities

List the responsibilities of the lead as well as the panel members. Clarify the expectations of each role as well as the information they will be required to understand and resources they are required to use.

Timelines for the process

Part of the hiring process is setting out clear timelines for accepting applications, completing any pre-testing, short-listing, interviewing and reviewing, reference checking, and making the job offer. Setting a timeline will help keep everyone on track and ensure you get the role filled in a timely manner.

Job description

Ideally the job description is more than a laundry list of duties and will provide the information required to determine the best line of questioning for the interview. If the job description is competency based and linked to organizational values, it acts as a cornerstone for the interview and reference questions.

Long list/short list grid

The long list will include the “must haves” and the short list will include the “valuable assets”. Including both in the short-listing process helps clarify which candidates are better suited to the role, as well as which candidates may have the ability to grow with the organization.

Testing used for determining suitability

If using testing, ensure that the testing is relevant to the role and the expected outcomes. Depending on the time and costs involved, you may choose to complete testing prior to the interview selection or after. If your costs are higher for the interview process than they are for the testing process (and your testing has proven true) you may wish to conduct testing as a prerequisite to interview selection.

Briefing of all panel members prior to commencing interviews

Brief all interview panel members on the interview process ahead of time. Review candidate applications, interview questions, rating scales and timelines. For any new panel members, also review biases and how they can influence ratings. Also review the human rights code to ensure an appropriate line of questioning. The initial panel review meeting is a good opportunity to ensure all of the hiring documentation is relevant and up to date.

Behavioural-based interview questions

A behavioural approach boasts a better than 70% chance of predicting a candidates ability to do the job. Design interview questions based on the job description, organizational culture, future plans and desired characteristics. Avoid asking generic questions such as “are you a team player?” Instead use “Give an example of when you had to work as a part of a team to accomplish a project”. Use the same line of questioning for each candidate to ensure consistency.

Rating scale

Using a rating scale helps to eliminate bias and can increase accuracy in determining suitability. It also provides documentation if the hiring decision is ever questioned. Rating sheets should include: date, position, interviewer, candidate, factors being rated, competencies for each factor and levels of competency for each factor.

Reference check release form

Gain permission from the candidate to conduct reference checks. Have this form on hand at the interview.

Reference check questions and rating scale

Generally speaking, a minimum of three references gives a sound base for reference checks. Just like your interview questions, predetermine the questions to be used for your reference checks and use a grid to weigh responses. This is another useful tool for supporting your hiring decision if ever questioned.

Putting all of this information into a package for your hiring panel members will help them be better prepared for the hiring process and help decrease anxieties around hiring responsibilities.

Procedures should include sample documentation for review to assist those involved in the process. Include items such as job descriptions, short-list grid, interview questions and descriptions of biases, human rights information, rating scales, reference check release, questions and rating scale. Every time the hiring committee or panel is preparing for a new candidate is an opportunity to review and revise all documentation and ensure it stays current.

To submit a question for a future column, or to comment on a previous one, please contact editor@charityvillage.com. No identifying information will appear in this column. For paid professional advice about an urgent or complex situation, contact Kathline directly.

For more information about workforce planning, assistance with your workforce planning needs or to attend our upcoming webinar on this topic, please visit www.gailforceresources.com or email: info@gailforceresources.com.

Disclaimer: Advice and recommendations are based on limited information provided and should be used as a guideline only. Neither the author nor CharityVillage.com make any warranty, express or implied, or assume any legal liability for accuracy, completeness, or usefulness of any information provided in whole or in part within this article.

Please note: While we ensure that all links and e-mail addresses are accurate at their publishing date, the quick-changing nature of the web means that some links to other web sites and email addresses may no longer be accurate.