by Jerome Espinosa Baladad

Created on: August 26, 2009   Last Updated: November 26, 2009

This is a long article, that requires closer reading. If you're more interested in just having a brief introduction on recruitment and selection (R&S), then please feel free to read the other shorter articles found under this subject. Modify the process according to your needs. Remember that the ability to do effective R&S, being among the hallmarks of a great leader and manager, has to be learned and appreciated as a complex process in management. Read on to know more about the steps that enumerate the breakdown of the process that's usually taken for granted by those who want to reach top corporate echelons fast to their eventual detriment in due time.

1) define the strategy of the organization related to Human Resource (HR) management. This has to be done in order to clarify the parameters involved in the very dynamic nature of R&S. From this strategy, the organization will have more firm ideas and answers to the "what, how, when, whom, where, why" questions most people in the organization have about R&S. People will always refer to this strategy when they would like to clarify what the organization is trying to accomplish when it comes to its HR issues. Note that this strategy has to come from the top-level leaders and managers of the organization, following the complexity of its size.

2) someone has to be responsible and to take charge for R&S activities in the organization. Depending on the size of the organization, the person will have to be given the full authority and be empowered to make decisions related to R&S. This person has to be a direct report of the CEO. Or we can also call him or her the Chief HR Executive in the meantime. This Executive will also be on top of preparing the budget for the R&S process of the organization. [S]He will also manage the process. There is no getting away from this, or else, the process will always falter and fail.

3) assign who else will be involved in the R&S process. This can be a standing committee of leaders and managers who are also doing other assignments. Or this can be a separate group that is tasked at all times to do R&S. From this group, the other formal steps of the R&S process will be assigned and delegated. Depending on the HR strategy, this group (or committee) will be tasked to help the over-all leader doing R&S (the one pointed out in the second step).

4) come up with position descriptions for each job that exists in the organization, and clarify their

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