In Part 3, you will develop a detailed Interview and Selection process.Refer to your Part 1 & 2 submissions for the job description – you are not creating this from scratch. For full assignment details, please review the MGMT2001 – Project Assignment Directions ( x)
In order to increase efficiency in the hiring and retention of employees, and to ensure consistency and compliance in the recruitment and selection process, it is recommended that you refer to the
Staff Recruitment and Selection Hiring Checklist (PDF)
Luke Ige 2/13/2022
Recruitment and Selection
Introduction
The recruitment and selection process aims to identify the best candidate for the position. The recruitment can be made internally, or the position is advertised using the Newspaper. Selecting the final candidate will include steps such as preliminary interviews, medical checks, and the final interview. The candidate identified should be competent and meet the given criteria in the job posting.
Recruitment Sources
The regional sales manager will be recruited using two major sources. The first is internal recruitment using the available sales managers in the organization. There are 20 sales managers in the company who understands the working and the development of the sales. Thus, this is a cheaper alternative to recruitment because it uses little financial resources (Hamza et al. 10). Secondly, these are people who understand the company culture and can deliver exceptional results. The internal recruitment process is also better because initial training is unnecessary, and there is better control of the activities within the company. The second strategy is recruiting the regional sales manager through Newspaper advertisement. The vacancy in the position is notified through an advert (Abbasi et al. 2438). It indicates the qualifications expected, previous experience, and the salary offered. The interested individuals are then asked to apply. The method is effective because it ensures only qualified individual submit their applications. It also ensures proper management of the advertisement costs because this method is cheaper. The Newspaper advertisement also reaches the desired people, exposing the company to a great talent pool.
Selection Process
The selection process involves weeding out the misfits from the eligible group of candidates. It matches the job specifications with the candidates’ qualifications. The first step will be to sort the applications to determine those that meet the minimum qualification. It includes rejecting all blank applications, lacking references, or do not have the said qualifications and experience. The second step is to carry out the preliminary interview. It is an important part of the selection procedure. The panel of experts will determine the number of the applicants to be called for the interview, and they are notified (Rozario, Sitalakshmi Venkatraman, and Adil 35). The preliminary interview aims to eliminate the applicants to a manageable number by understanding their understanding of the job role. The final interview requires seven competent and able to achieve the set objectives.
The third step in the selection process is psychological testing. It is an additional tool kit for the selection process. These tests use the theory that sampling can forecast human behavior (Eva 33). The tests are simulated to make the applicants react, and their reactions are considered part of their behavior. The selection process for a regional sales manager will use the personality and the aptitude tests (Paillé 17). The fourth step is the medical examination. It is the process of confirming the candidate’s physical fitness and determining whether they have a condition that can hinder them from performing. The regional sales manager is demanding; hence, the individual should be fit.
The candidates who cross the above steps will proceed to the final interview. The selection committee selects the seven most qualified candidates for the position. The final interview will include the following questions.
1. How would you train the new sales managers?
2. How will you motivate the sales managers in all the 20 locations if they are underperforming?
3. How would you ensure the stores maintain the legal requirements to avoid conflicts?
4. Suppose the company is launching a new product. Please walk us through the sales development process you would design for the project.
5. This job requires a lot of travel, coordination, and bookkeeping. Are you ready to give up your free time for company operations/
6. What data do you need to prepare quarterly and annually to enhance the stores’ performance?
7. What is your experience with sales forecasting tools, and how effective can you be in ensuring they remain as accurate as possible.
Job Posting
Job Title: Regional Sales Representative
Job Description: A successful organization looking for a competent individual who can manage the 20 stores in the region.
About the company: the company is involved in selling electronics across the United States. Founded in 1986, the company serves the customers’ needs and ensures they receive the best electronics for their needs. More attention is paid to the changing needs of the consumers, and personalized services are meant to give the company a competitive advantage in the market.
Qualifications for Regional Sales Manager: the regional sales manager should have special skills in communication, experience in working in this field for three years, and a bachelor’s degree in any field that relates to the position. S/he should also be detail-oriented, knowledgeable in computer programs, and a leader.
Ready to apply? If this job sounds like a fit for you, visit the company website at www. electronics company.com to apply. Good luck!
The posting meets legal compliance because it provides the necessary information to potential employees. It is also attractive because it provides the requirements and the expected performance of the candidates.
Conclusion
In conclusion, the selection process is sufficient because it provides all the information required for the employees to be recruited. The employees need to be selected from a pool that is competent to have the best. At the same time, the process should not be strict about locking out some potential candidates from fitting in. not following this selection process can inconvenience the organization by making a poor decision on the right candidate.
Works Cited
Abbasi, Saliha Gul, et al. “Examining the relationship between recruitment & selection practices and business growth: An exploratory study.” Journal of Public Affairs (2020): e2438.
Rozario, Sophia Diana, Sitalakshmi Venkatraman, and Adil Abbas. “Challenges in recruitment and selection process: An empirical study.” Challenges 10.2 (2019): 35.
Paillé, Pascal. “Green recruitment and selection: an insight into green patterns.” International journal of manpower (2019).
Hamza, Pshdar Abdalla, et al. “Recruitment and Selection: The Relationship between Recruitment and Selection with Organizational Performance.” International Journal of Engineering, Business and Management 5.3 (2021): 1-13.
Eva, Tamanna Parvin. “Recruitment and selection strategies and practices in the private sector commercial banks of Bangladesh: Evidence from human resource practitioners.” European Business & Management 4.1 (2018): 28-38.
Job Description Template
Introduction
The regional sales manager is an individual who takes care of the regional sales. The major responsibilities inclue making sure the different stores meet their sales targers, training the managers, and keeping accurate records showing the sales in the region. Thus, it is important for a regional sales manager to have a Bachelor’s degree in Marketing or any field that is related. The regional sales manager should also have experience of three or more years working as a sales manager in a big organization. the skills are essential in ensuring proper attainment of the goals.
Job Title: Regional Sales Manager
Reports to: Vice President Sales and Marketing
Job purpose
The rapidly expanding cosmetics company is looking for a self-driven and experienced regional sales manager responsible for ensuring the American region hits the sales targets. There are 20 stores to be overseen now, with plans of expansion to 30 underway. The duties will include planning, managing budgets, strategic development, and supporting the regional sales team. Qualified candidates should have a bachelor’s degree and three years of experience in sales in a managerial position.
Duties and responsibilities
Ensuring the sales teams reach the set goals
The regional sales manager is supposed to oversee all the sales activities of the sales team in the region. Thus, s/he will be responsible for reviewing the stores’ sales reports from the managers, identifying the performance gaps, and making recommendations on the necessary changes (Sleep et al., 2020). The goal will be to ensure all the sales team reaches their sales goals at a particular time. S/he will also be responsible for ensuring the teams in the region remain motivated and focused on reaching the company’s set goals.
Setting the short-term and long-term goals
The company focuses on developing its competitiveness through increased market potential. The Regional Sales Manager will be responsible for setting the short-term goals for the sales teams and the targets they should meet. It includes selling goods worth $300,000 within two months for each store. The long-term goals include increasing sales to other American countries such as Brazil.
Overseeing the ordering and shipment in the region
The regional Sales Manager is responsible for managing the demand and supply of the company products in the area. S/he will ensure there is no low supply of products not to meet the customer demands (Badrinarayanan et al., 2019). The Regional Sales Manager will also be responsible for ensuring the shipment of the customer order takes place within the stipulated time.
Mentoring managers in the region
The Regional Sales Manager understands the goals and objectives of a company in a given region. Thus, s/he will be responsible for mentoring the new sales managers in all the stores in the region. The aim will make the new team understand their roles and responsibilities and align their goals with those set in the regional offices.
Planning and executing the training for the members of the staff and management
The Regional Sales Manager will be responsible for identifying the gaps in performance in the employees. Through the recommendations of the stores’ sales managers, s/he will be responsible for designing and executing the training programs that align with the existing goals and objectives. The staff and the management will work to achieve the goals set by the Regional Sales Manager. Training will be an effective way of enhancing their performance.
Overseeing the sales and promotions
The Regional Sales Manager will be responsible for ensuring the region meets the set objectives for sales. Thus, s/he will be responsible for ensuring the special promotions in the area go through. These are supposed to create awareness of the new products and help retain the existing customers.
Providing the stores with leadership on hiring and retention
The sales manager will be the link between the headquarters and the region. S/he will be responsible for providing the right leadership for the sales managers and the entire management in the stores. Additionally, s/he will be responsible for approving recommendations for new hires and strategies for employee retention.
Resolving customer complaints
The customers will be the main focus of the Regional Sales Manager. S/he will be responsible for receiving, evaluating, and resolving customer issues and complaints (Peesker et al., 2022). These include delays in deliveries or quality problems raised by the customers.
Qualifications
Education and Work Experience
The Regional Sales Manager should be an individual who holds at least a bachelor’s degree in marketing, statistics, sales, or any other related field. These should be accompanied by at least three years of relevant experience in sales as a sales manager in a recognized company.
Certification
Having a certification will be an added advantage for the candidates. Such certifications include Certified Sales Leadership Professional from the National Association of Sales Professionals. Having a certificate in Certified Sales Executive will also be considered an added advantage.
Skills
The Regional Sales Manager will require a range of skills to perform effectively
Leadership Skills
As a Regional Sales Manager, one must be a leader who is responsible for motivating the sales teams for optimal performance. As the leader, it is important to develop the sales team to form their initiatives (Plank et al., 2018). Some of the aspects of keeping the teams motivated include organizing special events and ensuring they receive ongoing training to remain competent.
Organizational Skills
The Regional Sales Manager has several duties to execute, including budgeting, forecasting, and training. S/he is responsible for coordinating, mentoring, and supporting the sales team across the region. Organizational skills ensure the schedules are well maintained to keep the teams focused.
Communication Skills
The regional sales office works with senior management and the customers. Thus, good communication skills are required to pass messages to the other sales team effectively. Conflict resolution is necessary to deal with challenging clients and team members.
Competent Knowledge in Finance
The regional office keeps all the records from the stores and determines their performance. The manager should thus be able to identify whether the teams are meeting the set standards and goals in sales.
Working conditions
The sales manager will be expected to work long hours to ensure the regional sales add up with the expectations. It includes attending special training on weekends to ensure they meet with all the teams in the region. It will also involve working with challenging clients.
Conclusion
In conclusion, the job description provided is effective to be used because it provides for all the needs of the employee. It can attract the employees because the set conditions are attainable. The experience for the regional manager is set at three years to attract the new talent that is able to change the aspects of sales in the company. The employee is also provided with a good working environment because they are supposed to ensure better working of the stores and supervise the managers. Thus, it is easier to coordinate the employees because the regional sales manager plays a role in their recruitment. Failure to use this job description may lead to bureaucracy and difficulties attracting the right people. It may also increase the chances of keeping the position open for a long time.
Direct Reports
The Regional Sales Manager supervises the store managers in all the 20 locations
Approved by: (click here to enter text)
Date Approved: 6th February 2022
Reviewed: (click here to enter text)
Ideally, a job description should be reviewed annually and updated as often as necessary.
A national organization agreed to post this policy on www.hrcouncil.ca as part of the HR Toolkit. Sample policies are provided for reference only. Always consult current legislation in your jurisdiction to create policies and procedures for your organization
References
Sleep, S., Dixon, A. L., DeCarlo, T., & Lam, S. K. (2020). The business-to-business inside sales force: roles, configurations and research agenda. European Journal of Marketing.
https://www.emerald.com/insight/content/doi/10.1108/EJM-06-2018-0416/full/html
Plank, R. E., Reid, D. A., Koppitsch, S. E., & Meyer, J. (2018). The sales manager as a unit of analysis: a review and directions for future research. Journal of Personal Selling & Sales Management, 38(1), 78-91.
https://www.tandfonline.com/doi/abs/10.1080/08853134.2017.1423230
Peesker, K. M., Kerr, P. D., Bolander, W., Ryals, L. J., Lister, J. A., & Dover, H. F. (2022). Hiring for sales success: The emerging importance of salesperson analytical skills. Journal of Business Research, 144, 17-30.
https://www.sciencedirect.com/science/article/abs/pii/S0148296322000820
Badrinarayanan, V., Ramachandran, I., & Madhavaram, S. (2019). Resource orchestration and dynamic managerial capabilities: focusing on sales managers as effective resource orchestrators. Journal of Personal Selling & Sales Management, 39(1), 23-41. https://www.tandfonline.com/doi/abs/10.1080/08853134.2018.1466308
MGMT2001
College of Online Education
Johnson & Wales University
MGMT2001Project
Overview
The purpose of this project is to allow you to assume the role of a Human Resources professional while completing each component of the project. The project mirrors the steps that HR professionals use to recruit and onboard qualified employees. You will apply your knowledge of HR best practices that are introduced in the weekly readings and other resources, throughout this project. You will also conduct research as appropriate and provide citations. In Part 1 you will identify the position and create a job description. Continuing with the same employment position, Part 2 focuses on the steps needed to identify appropriate recruitment sources and creating a selection process. In Part 3 you will summarize your plan for the recruitment & onboarding processes in a narrated presentation.
This project is a great opportunity to refine your HR skills in a job or industry that you are interested in pursuing.
Project Part 1: Job Description
· Due in Week 4
· Points : 100
Introduction:
Accurate and well-written job descriptions are extremely important. Using job descriptions will help an organization better understand the experience and skill base needed to enhance the success of the company. They help in the hiring, evaluation and potentially terminating of employees. All too often, there is a misunderstanding of what a position entails and a well-prepared job description can help both sides share a common understanding.
Instructions:
Select a specific full-time position (by Job Title) that you want to use throughout the assignments. I suggest that you choose a straightforward job with clear cut duties, responsibilities, specifications and qualifications; or perhaps a job title you intend to undertake after graduation. Knowing the most you can about a new position often helps you to become more successful in getting that job. The goal of these assignments and the project is for you to be proficient in the process. Once you are proficient, you can apply the process to any position. Note: internships or part-time positions cannot be used for this project.
1. [Position Name] Overview
a. Main duties and activities.
Conduct research online to locate 3 examples for the position you selected. Based on these examples you find posted online, author a brief written narrative describing the daily activities of the job. [Include the examples you found in the Appendix].
b. Knowledge, skills, or capabilities necessary to successfully complete the job. These should include:
· Routine tasks – tasks that you would expect the person in this position to perform on a regular basis
· Adaptive Way(s) you would expect the person in this position to perform tasks when situations/circumstances change. These might be considered contingencies.
· Creative Way(s) you would expect the person in this position to perform tasks when routine and adaptive methods are not sufficient or will not work.
2. Job Description
After completing your written narrative, create a Job Description in your own words. Please use the
Job Description Template (docx)
in ulearn to create a job description which includes specifics for each of the following areas:
a. Job Purpose.
b. Job Duties and Responsibilities.
c. Job Qualifications.
Note: Please insert a Page Break before and after the Job Description.
3. Conclusion:
a. Explain why your final job description is enough to use as it relates to the
employee life cycle
.
b. Explain the potential issues or concerns that exist when organizations choose not to use job descriptions.
4. Works Cited
5. Appendix (if needed)
Project Part 2: Employee Recruitment & Selection
· Due in Week 5
· Points : 100
Introduction
In Part 1 of the project, you conducted research to use as you created a job description for a specific employment position.
In this part you will now explore and discuss the steps needed to identify appropriate recruitment sources and create a selection process based on the same employment position.
Instructions:
1. Recruitment Sources
Goal: to identify appropriate places that companies use to recruit for the position you explored in your Project Part 1.
Conduct a Google Search for the job title to identify employee recruitment resources. Examples may include job boards, industry magazines, professional organizations, newspapers, company websites or blogs.
a) Analyze the possibilities and summarize your research in a chart. Be sure to consider if the resources you include are credible.
b) Review the chart and select at least (2) sources that will help your recruit qualified job candidates. Include your rationale for the selection.
2. Selection Process
Goal: to create a selection process.
a) Conduct a Google search to research how you will create an employment selection process. Summarize your research results and make initial decisions based on your research. For example,
· Should there be a capability or cognitive test used? Explain.
· Are you going to interview all candidates? Some?
· How will you determine how many you will interview? How many interviews per candidate?
b) Based on your research create a plan to organize the process of recruiting and selecting job candidates to fill the position.
· You MUST have at least an interview stage.
· Write at least (7) seven legal and situational interview questions that are specific for this level of position. These questions must be written in your own words.
· You could find and apply a
selection process chart
as an example here. It does not have to be an exact match.
· The use of existing exhibits, charts, and real examples from your research should form the basis for your decision making and rationale for your final choices.
3. Job Posting
Goal: to create an original job posting for this position.
In #1 above of this section you researched actual job postings from reliable recruitment sources.
a) Based on this research, create a job posting for two (2) of these sources. Explain, based on the examples you are providing how your posting is more effective, legally compliant, and is designed to attract the “right” candidate. The new postings must be written in your own words and should be an improvement on the ones you found during your research.
4. Conclusion
a. Explain why your final selection process is sufficient to use as it relates to the
employee life cycle.
b. Explain the potential issues or concerns that exist when organizations choose not to use job descriptions.
5. Works Cited
6. Appendix
Project Part 3: Recruitment & Selection Process
· Due Week 7
· Points: 100
In this final project section, you will present your findings in a narrated PowerPoint. For step-by-step instructions on creating presentations and submitting them in ulearn, please refer to the user guides in ulearn.
Introduction:
In order to increase efficiency in the hiring and retention of employees and to ensure consistency and compliance in the recruitment and selection process, it is, recommended that the following steps be followed (refer to the Staff Recruitment and Selection Hiring Checklist provided on ulearn). Details for each step include the minimum recommended best practice to attract a talented and diverse applicant pool.
Instructions and Requirements:
In this section you will develop a detailed Interview and Selection process. As in previous sections of the project, you are not creating this from scratch. You are expected to use existing examples from which you will make modifications for the employment position chosen in project section one.
Presentation Requirements:
· In your presentation, you are expected to use real company examples you find on websites, in articles, or any other credible sources. Reference your sources in the presentation as you are explaining or discussing the questions posed.
· Read or display each of the questions posed below in your presentation before you start answering it. This enables you to be as visual as you can be in your explanations.
· Your slides should complement your narrative, not the other way around. Less is more when it comes to text on slides.
· Your presentation should be no longer than 8 minutes.
Project PART 3: Recruitment & Selection Process – Narrated PowerPoint/Video
1. Introduction
Start by introducing yourself and the topic of your presentation. Include the title of your chosen position.
2. Interview
a. What is the purpose of the interview as a selection tool?
· Are there better selection tools?
b. Provide criteria and rationale for selecting the final candidates for interviews.
c. How many interviews per candidate will be conducted and with whom. Provide a rationale for this decision.
d. Suggest 5 specific and relevant (job-related) and legally defensible interview questions for each interview level.
Note! Do not ask for information that the applicant has already provided in the application and resume.
e. Find a sample of an existing interview evaluation sheet that uses a Likert scale. Provide a rationale for the form.
3. Selection
a. Based on your research from credible sources, present a final selection process for a theoretical last group of qualified candidates. Present your Selection Process in a Flow Chart style image. MS Word SmartArt might be a helpful tool for this.
4. Communications
a. Find a sample of a formal rejection email that can be used in communications with candidates who are not selected. Discuss pros and cons of this document.
b. Find a sample of a formal email that can be used in communications with the candidate who is selected. Discuss pros and cons of this document
c. Find a sample of a hiring information packet that accompanies the offer letter to the chosen candidate. Discuss pros and cons of this document.
5. Onboarding
Based on your research from credible sources discuss the purpose of the onboarding process.
a. Discuss the purpose of the onboarding process. Who should be part of the onboarding process? What role would each person play? Why do you feel that it is important that these people are part of the onboarding process?
b. Find a sample of an appropriate and detailed onboarding plan for the position chosen.
Note! This is a great opportunity to add an embedded video as a visual reference. If you choose to include a video, please select one that is no longer than 10 minutes.
c. In addition to the physical work environment and tools needed to perform the chosen employment position; what other aspects of the onboarding process must be present to ensure new employees are successfully integrated into the organizations’ culture?
d. Discuss pros and cons of assigning a mentor.
6. Conclusion
a. Explain why your final HR processes and programs are sufficient to use as it relates to the
employee life cycle.
b. Describe potential issues or concerns that could surface after hiring, when organizations choose not to utilize these types of HR processes.
7. Works Cited
· Provide a separate slide for your Works Cited (PowerPoint)
· Submit a Word document with your Works Cited separately (Video only)
MGMT2001
College of Online Education
Johnson & Wales University
StaffRecruitment and Selection Hiring Checklist
SED 7/2012
page 1 of 3
This checklist is designed to help guide you through the standard hiring process and ensure key aspects of the
recruitment have been addressed. Temporary, emergency, and other abridged-process hires will not require all
steps to be completed. Each step in the hiring process is listed below and described further in the Recruitment
and Selection Guidelines.
1. Identify Vacancy and Evaluate Need
Has approval been obtained to replace or hire the additional employee?
Has the department or University’s strategic goals been considered?
Have the core skills of current staff been reviewed to determine any competency gaps?
Has an analysis of the job been completed to ensure the proper classification?
2. Develop Position Description
Has the position description been drafted which conforms to the standard University format to
include position purpose and essential functions?
Have you specified the minimum qualifications needed to be successful in the position?
Is the announcement specific yet broad enough to cover contingencies, so that re-advertising is not
required?
Is the position purpose written to attract a talented diverse applicant pool?
3. Develop Recruitment Plan
Does the search strategy include sourcing channels to address placement goals?
4. Select Search Committee
Has a Search Committee of 3 to 6 members been organized?
Has an Affirmative Action & Compliance Liaison – Search Committee Role been selected?
Does the Committee include male and female representation and underrepresented racial/ethnic
groups?
Have you considered adding search committee members from other departments?
Have Committee members been fully informed (in writing) of their responsibilities for ensuring
equal employment opportunity?
Have Committee members completed one (at a minimum) recruitment and selection related UC
sponsored trainings?
Are the Committee members fully aware of the job-related criteria relevant to the job?
Are the Committee members fully aware of the need to evaluate candidates without regard to
stereotypes or presumptions regarding ability or disability?
Has the Committee developed a means for consistently evaluating and ranking the applications
according to job-related criteria and standards?
Staff Recruitment and Selection Hiring Checklist
SED 7/2012 page 2 of 3
5. Post Position and Implement Recruitment Plan
Has the position been adequately advertised within the (national/regional/state) search area?
Have you taken every possible step to enable members of underrepresented groups to learn of and
apply for this job?
6. Review Applicants and Develop Short List
Has the Committee waited to review applications until the end of the advertised recruitment period?
Has the Committee reviewed and provided comments on all applications by uniformly applying its
job-related criteria?
Has documentation been maintained of the review process and results?
Have the Committee members reviewed all applications and materials?
Has the short list been reviewed and determined to be sufficiently diverse by the Office of Faculty
and Staff Affirmative Action?
7. Conduct Interview
Has the interview been used as an opportunity to “sell” UCR by conveying positive and accurate
information about the job, the department, the University, its administration and the community?
Has a set of acceptable job-related questions addressed to every interviewee been developed and
consistently used?
Have tests provided to interviewees been validated and approved by the Office of Staff and
Affirmative Action Compliance and Human Resources?
Have all of the candidate’s questions been addressed even if they raise prohibited subjects, such as
availability of childcare facilities or location of a church of a particular denomination?
Have notes for the file concerning the questions and answers received been made?
Has the formal interview process been enhanced with other recruiting activities such as a campus
tour, or social events? (If necessary)
Have requested job-related work samples been collected for all interviewees?
8. Select Hire
Has the Committee developed a system of weighing job criteria and the information obtained?
Are the Committee’s deliberations based on the applicant’s ability to perform the job as evidenced
from the resumes, references, interviews, and other job related criteria?
Has the Committee provided the person making the initial hiring decision with the strengths and
weaknesses of each acceptable candidate?
Is the decision to hire based on the applicant’s ability to perform the job?
Has the Affirmative Action and Compliance Liaison – Search Committee raised any issues
concerning biased comments or unfair treatment of any applicants?
Have you developed a non-discriminatory means for deciding which applicants’ references should
be checked (e.g., the top 3 candidates)?
Have you developed and used consistently a set of core questions in every reference interview?
Staff Recruitment and Selection Hiring Checklist
SED 7/2012 page 3 of 3
Have you solicited only job-related information?
As a courtesy, have you obtained the candidate’s consent to obtain references from persons not
named by the candidate?
Is the job related information obtained from the references treated as one, but not the only, factor in
the hiring decision?
If negative information is obtained and would otherwise be a contributing factor in rejecting the
applicant, has the applicant been given an opportunity to rebut the information? Or have you
otherwise independently verified the information?
Have you made notes for the file of each reference check and the answers received?
9. Finalize Recruitment
Were the duties and responsibilities of the position and accurately described and reflected in the job
description and interview
process?
Did the interview questions clearly match the selection criteria?
Were all candidates treated uniformly in the recruitment, screening, interviewing and final selection
process?
Are the selected candidate’s salary requirements known?
Was a competitive offer developed displaying proper market and internal equity practices?
Have all of applicants on the requisition been given a decision code?
Has the offer been initiated?
Has the offer been approved and made to the finalist?
Has the HR Departmental Coordinator been notified of the offer acceptance?
Have all necessary documents been uploaded to the requisition in iRecruit?
Have the non-selected interviewees been contacted?
Has the requisition been finalized in iRecruit?
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