Recruitment Audit – Process

We have documented our entire recruitment process in detail

All the people involved in the recruitment process are aware of the relevant sections of the recruitment process documents

All the people involved in the recruitment process have easy access to the relevant sections of the recruitment process documents

How often is the documented process followed?

We have documented methods and SLA’s for evaluating the effectiveness of the process

We have defined Conversion SLA’s for each step. Conversion means the ratio of candidates moving from one stage to another.

We have defined Productivity SLA’s for each step.

We have defined Communication response SLA’s for each step.

We have defined TAT (Turn Around Time) response SLA’s for each step.

We have different SLA’s for different category of requirements

How often are the defined SLA’s met?

All our Job descriptions are up to date and relevant to current openings

We conduct a periodic review of all the job descriptions within our company

Job descriptions are treated as critical. Search is initiated only after the job description is ready and approved.

We identify the capabilities and aptitudes required for the position using scientific means and not on gut feel.

Our open positions have a realistic and accurate date by which the candidates need to onboard

Search on a new requirement is initiated only after the recruiter has had a detailed discussion with the hiring manager.

An attempt is made to agree on sample profiles before initiating the search assignment

The recruitment team is clear about the expectation of the hiring manager before search initiation

The requirement changes after the search is initiated.

The recruitment team gets all the information required to search and screen in the JD or in the first discussion with the hiring manager

The interviewers always provide elaborate feedback on the reason for the selection or rejection of the candidate

We create a checklist of “Must have” and “Good to have” requirements based on the initial understanding of the hiring manager’s expectations.

The recruitment team gets a signoff from the hiring managers on the checklist of “Must have” and “Good to have”

The recruiters have to fill a candidate assessment form while screening the candidate

The recruiters diligently and accurately fill the candidate assessment form and share it with the hiring manager.

The Recruiters/Sourcers add their own comments on the candidates before sharing them with the hiring manager

The Recruiters/Sourcers add a detailed summary of the candidate with their own assessment on the fitment before sharing with the hiring manager for senior-level requirements.

We have a candidate assessment form for the Interviewers to fill after the interview.

The candidate assessment forms are customized to fit the Screening criteria for the respective position.

The interviews fill the candidate assessment form completely and accurately.

The candidate assessment form has a comments section for the interviews to note their comments and recommendation.

The interviewers fill the comments section elaborately giving their insights and recommendations about the candidate.

We would hire the first candidate that fits the requirement rather than waiting to interview a group of candidates before making a decision.

We have a structured training program to equip the interviewers to ensure uniformity and accuracy in the selection process.

Are your hiring plans closely linked with organizational plans.

We have a centralized bank of interview questions with an answer key.

The interview question bank is revised on a periodic basis.

We have conducted validity and reliability studies on the interview question bank.

We are happy with the validity and reliability scores on the interview question bank.

We use behavioral assessment tools to evaluate candidates.

We use technical assessment tools to evaluate candidates with technical skills.

We are aware of the validity and reliability scores on the assessment tools that we use.

We are happy with the validity and reliability scores on the assessment tools that we use.

Our candidates find some parts of our assessment process unnecessary.

Our candidates find our assessment process lengthy.

Our candidates find our assessment process unnecessarily difficult.

Our candidates find our assessment process too time-consuming.

We find it difficult to convince a significant number of candidates to take our assessment tests.

Most of our interviews happen as scheduled.

Are your hiring plans closely linked with organizational plans

All the candidates are contacted and their availability confirmed on the day before the interview.

Our candidates inform us if they can’t attend the interview well in advance.

Most of our candidates don’t inform us if they can’t attend the interview.

All the candidates are informed about the nature of the interview and the aspects on which they will be assessed.

We give enough time for the candidate to prepare before they come for the interview.

What percentage of candidates drop out during the assessment process?.

Our Offers are released quickly. There is not much gap between Final select and offer rollout.

The compensation offered to candidates is generally around the same range as the salary of the current staff.

We capture all the relevant documents before releasing the offer.

We discuss the offer details and take a verbal confirmation from the candidate before releasing the final offer.

The team members that discuss the offer understand the components of salary and compensation across the industry.

We would pay the candidate more than their expectation to ensure equitable salaries within the team.

We have a centralized compensation deviation approval process that governs all offers with deviation on salary or benefits.

The team members that discuss the offer are good at negotiating a win-win solution for the candidate and the company.

Our offer negotiation objective is to get the candidate to agree at the lowest possible salary value and not the highest possible salary value.

We are open to renegotiating offers if the candidate gets a better offer from some other company.

We have a robust program for engaging candidates post-offer to ensure that they join after accepting offers.

The Post offer engagement plan helps significantly in improving the offer to joining ratio.

We have an early warning mechanism that gives us warning signs before the candidate drops the offer.

Any candidate that drops an offer does not come as a surprise to us. We are good at anticipating which candidate is likely to drop an offer.

We gather all the information needed to negotiate an offer during the selection process rather than having to obtain it at the offer stage.

We have a standard offer letter and contract of employment.

Our contract of employment and offer letter has been checked by a lawyer.

We have a centralized policy governing any deviation approval regarding Background verification.

What is the percentage of candidates that join after being offered?

What are the common reasons that you get from the candidates for not accepting the offer or dropping the offer after accepting?