Resources
Running a structured recruitment
Structured recruitment rests on a written job description, the same questions asked of every candidate, an evaluation grid filled in separately by each assessor, and a decision justified in writing.
The job description conditions everything
A useful job description describes the activities the person will carry out and the results expected in the first year, rather than a list of qualities. It then allows questions built on real situations: « tell me about the last time you handled this kind of case ». The same questions asked of everyone make applications comparable, and grids filled in separately by each assessor before comparison protect the decision from the pull of the first opinion voiced.
- A job description written through activities and expected results
- One identical question set for every candidate
- An evaluation grid filled in separately, before any comparison
- A decision justified in writing, kept on file
- An onboarding path prepared before the arrival
Onboarding starts before day one
- 01
Prepare the workstation
Access, equipment, accounts: their absence on the first morning costs more in signal than in lost time.
- 02
Name a buddy
One identified person for everyday questions brings autonomy forward by several weeks.
- 03
Set the first three months' goals
Two or three concrete results, written and shared. They give direction and make the first review simple.
- 04
Hold a thirty-day review
What works, what needs support, what remains to discover. This is the review that anchors the relationship.
The human resources career titles
Three levels of responsibility on the same function, from personnel administration to leadership. Hour counts and credits come from the official catalogue.
| Professional title | Level | Duration | Credits | Hours |
|---|---|---|---|---|
| HR Assistant | Level 4 | 9 months | 60 | 600 h |
| Chief Human Resources Officer | Level 7 | 9 months | 70 | 700 h |
| Human Resources Manager | Level 6 | 1 year | 80 | 800 h |
Recruiters' questions
How many assessors per interview?
Two are enough, provided they fill in their grids separately before comparing. That separation is what brings the benefit, far more than the number of people present.
What should be kept after the decision?
The completed grids and the reasoned decision, for the period set by the retention policy. Those items make the decision explainable and feed improvement of the process itself.
How do I write an advert that attracts the right profiles?
By describing the job's real activities, the team, and the results expected in the first year. A precise advert reduces the volume of applications and increases the share that fit, which is exactly the intended effect.
Explore next
- Payroll and personnelEmployee files, statutory registers, variable items, contributions, returns and payroll checking: personnel administration in practice.
- Supporting a pupilA method for supporting schoolwork: spotting a subject's characteristic block, prompting restatement, checking differently, and installing a short, regular rhythm.
- The credit systemHow the credit system works: 1 credit = 25 hours of work, 10 of them taught. Worked examples from the IHETC catalogue, block by block.
- Competence blocksWhat a competence block is, how it is validated and what it allows. 360 blocks across 72 professional titles, detailed.
- Assessing a skillAssessment through professional situations: expected deliverable, criteria grid, validation threshold, second marking. The method applied across IHETC programmes.
- Reading a certificateWhat a professional certificate carries: activity, validated blocks, hour count, credits, assessment method and third-party online verification.