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BS ISO 30405:201 6

BSI Standards Publication

Human resource management — Guidelines on recruitment

BS ISO 30405:201 6

BRITISH STANDARD National foreword This British Standard is the UK implementation of ISO 30405:201 6. The UK participation in its preparation was entrusted to Technical Committee HCS/1 , Human Capital. A list of organizations represented on this committee can be obtained on request to its secretary. This publication does not purport to include all the necessary provisions of a contract. Users are responsible for its correct application. © The British Standards Institution 201 6. Published by BSI Standards Limited 201 6 ISBN 978 0 580 87974 6 ICS 03.1 00.30

Compliance with a British Standard cannot confer immunity from legal obligations. This British Standard was published under the authority of the Standards Policy and Strategy Committee on 30 September 201 6.

Amendments/corrigenda issued since publication Date

Text affected

INTERNATIONAL STANDARD

BS ISO 30405:201 6

ISO 30405 First edition 2016-09-01

Human resource management — Guidelines on recruitment Management des ressources humaines — Lignes directrices relatives au recrutement

Reference number ISO 30405:2016(E) © ISO 2016

BS ISO 30405:201 6

ISO 30405:2016(E)

COPYRIGHT PROTECTED DOCUMENT © ISO 2016, Published in Switzerland

All rights reserved. Unless otherwise specified, no part o f this publication may be reproduced or utilized otherwise in any form or by any means, electronic or mechanical, including photocopying, or posting on the internet or an intranet, without prior written permission. Permission can be requested from either ISO at the address below or ISO’s member body in the country o f

the requester.

ISO copyright o ffice

Ch. de Blandonnet 8 • CP 401 CH-1214 Vernier, Geneva, Switzerland Tel. +41 22 749 01 11 Fax +41 22 749 09 47 [email protected] www.iso.org

ii

© ISO 2016 – All rights reserved

BS ISO 30405:201 6

ISO 30405:2016(E)

Contents

Page

Foreword ........................................................................................................................................................................................................................................ iv Introduction .................................................................................................................................................................................................................................. v 1 Scope ................................................................................................................................................................................................................................. 1 2 Normative references ...................................................................................................................................................................................... 1 3 Terms and definitions ..................................................................................................................................................................................... 1 4 Recruitment guidelines ................................................................................................................................................................................. 3

4.1 4.2 4.3

5

4.4 4.5 4.6 4.7 4.8

General ........................................................................................................................................................................................................... 3 Potential talent pool ........................................................................................................................................................................... 4 Talent pool .................................................................................................................................................................................................. 4 4.3.1 General...................................................................................................................................................................................... 4 4.3.2 Identi fy and/or confirm characteristics o f the vacancy/opening ......................................... 4 4.3.3 Create recruitment plan ............................................................................................................................................ 5 4.3.4 Internal talent pool ........................................................................................................................................................ 6 4.3.5 External talent pool ....................................................................................................................................................... 7 4.3.6 Tools to assist in the recruitment workflow ............................................................................................ 7 Applicant pool.......................................................................................................................................................................................... 7 Candidates for further assessment........................................................................................................................................ 8 Candidate management................................................................................................................................................................... 8 Pre-boarding ............................................................................................................................................................................................. 9 Boarding .................................................................................................................................................................................................... 10

Measurement, analysis and improvement ............................................................................................................................. 10

5.1 General ........................................................................................................................................................................................................ 10 5.2 Measurement process .................................................................................................................................................................... 11 5.3 Analyse results ..................................................................................................................................................................................... 11 5.4 Improvement ......................................................................................................................................................................................... 11 Annex A (informative) Employer brand and recruitment ........................................................................................................... 13 Annex B (informative) Commonly used recruitment metrics ................................................................................................. 15 Annex C (informative) Commonly used tools for sourcing/recruitment/search ................................................ 17 Annex D (informative) Commonly used tools for recruitment workflow ................................................................... 18 Bibliography ............................................................................................................................................................................................................................. 19

© ISO 2016 – All rights reserved

iii

BS ISO 30405:201 6

ISO 30405:2016(E)

Foreword

ISO (the International Organization for Standardization) is a worldwide federation of national standards

bodies (ISO member bodies). The work o f preparing International Standards is normally carried out through ISO technical committees. Each member body interested in a subject for which a technical

committee has been established has the right to be represented on that committee. International organizations, governmental and non-governmental, in liaison with ISO, also take part in the work. ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters o f electrotechnical standardization. The procedures used to develop this document and those intended for its further maintenance are

described in the ISO/IEC Directives, Part 1. In particular the di fferent approval criteria needed for the di fferent types o f ISO documents should be noted. This document was dra fted in accordance with the editorial rules o f the ISO/IEC Directives, Part 2 (see www.iso. org/directives).

Attention is drawn to the possibility that some o f the elements o f this document may be the subject o f patent rights. ISO shall not be held responsible for identi fying any or all such patent rights. Details o f any patent rights identified during the development o f the document will be in the Introduction and/or on the ISO list of patent declarations received (see www.iso. org/patents). Any trade name used in this document is in formation given for the convenience o f users and does not

constitute an endorsement.

For an explanation on the meaning o f ISO specific terms and expressions related to con formity assessment,

as well as information about ISO’s adherence to the World Trade Organization (WTO) principles in the Technical Barriers to Trade (TBT) see the following URL: www.iso. org/iso/foreword.html . The committee responsible for this document is Technical Committee ISO/TC 260, management.

iv

Human resource

© ISO 2016 – All rights reserved

BS ISO 30405:201 6

ISO 30405:2016(E)

Introduction 0.1 General

Recruitment is a major part o f human resource management, including the necessary activities an organization undertakes to attract, source, assess and employ people. The activities that comprise recruitment also overlap, to some degree, with those that comprise sta ffing, but the prime focus o f this

document is on recruitment.

The impact o f recruitment on organizational per formance was noted in a survey conducted o f 4 288 executives from 102 countries by the World Federation o f People Management Association (WFPMA), which showed that organizations ranked in the top 20 % in terms o f ability to deliver on recruiting experienced up to 3,5 times the revenue growth and as much as twice the average profit margin o f

other organizations.

This document aims to help organizations focus and deliver on recruitment per formance objectives by providing guidance on e ffective processes and procedures necessary for the recruitment o f people. 0.2 Relationship with human resource management in the context of the organization

The recruitment process begins when a requisition is approved. Recruitment is designed to attract, source, assess and employ people to carry out an organization’s activities. Figure 1 illustrates the overall recruitment process.

Figure 1 — Recruitment process within organizations

Figure 1 highlights the fundamental role of the employer brand, recruitment work and the four critical elements (attract, source, assess and employ people) that influence the quality and quantity o f people available to the organization. This in turn a ffects human resource management outcomes, ultimately affecting the organization’s performance. 0.3 Using this document

© ISO 2016 – All rights reserved

v

BS ISO 30405:201 6 ISO 3 0405 : 2 01 6(E)

This document provides guidance to those people responsible for recruiting. Clause 4 describes both processes and procedures, as well as the relevant criteria one can use to attract, source, assess Clause 5 f

and employ p e ople i n the orga n i z ation . i mprovement

NOTE

for

provide s guidel i ne s

or me a s u rement, a na lys i s and

a s s e s s i ng the e fficienc y, e ffe c tivene s s and i mp ac t o f the re cr uiti ng pro ce s s .

In some countries, permission is required when using or retaining personal data from

app l ic a nts/c a nd idate s .

vi

© ISO 2016 – All rights reserved

BS ISO 30405:201 6

INTERNATIONAL STANDARD

ISO 30405:2016(E)

Human resource management — Guidelines on recruitment 1 Scope T h i s do c ument provide s gu idance on how to attrac t, s ou rce, a s s e s s a nd re cr u it p e ople . I t

processes and practices, including: —

re cru itment p ol ic y development;

—

the flow

from

fo c u s e s

on key

the s ourci ng o f p o tentia l appl ic a nts to the b o a rd i ng o f new re cr u its;

— evaluation and measurement. T h i s do c ument c a n b e u s e d b y a ny orga n i z ation regard le s s o f typ e or s i z e .

NO TE

In

l a rger

o rga n i z ation s ,

the

re c r u itment

fu nc tion

is

typ ic a l l y

c a r r ie d

o ut

by

hu m a n

re s ou rce

pro fe s s ion a l s or re c r u itment e xp er ts . I n s m a l ler o rga n i z atio n s , re c r u itment c a n b e p er for me d b y p e o p le without

for m a l

hu m a n re s ou rce tra i n i ng or e xp er ience . T h i s do c u ment c a n b e u s e d b y a nyone p er for m i ng th i s

fu nc tio n ,

a s wel l a s hu m a n re s o u rce e duc ators a nd con s u lta nts who de ter m i ne , a n a l ys e a nd rep or t on re c r u itment.

2 Normative references There are no normative references in this document. 3 Terms and definitions

ISO 30400 f ISO and IEC maintain terminological databases for use in standardization at the following addresses: — ISO Online browsing platform: available at — IEC Electropedia: available at For the pu rp o s es o f th i s do cu ment, the term s and defi n itions given i n

and the

ol lowi ng apply.

http: //w w w. i s o . org/obp

http: //w w w. ele c trop e d i a . org/

3.1 applicant p ers on who i s i ntere s te d i n and who ha s appl ie d

3.2 applicant pool p e ople who have

forma l ly

appl ie d

for

for

a j ob

a s p e ci fic j ob

3.3 assess (verb)

ascertain work-related knowledge, skills, abilities or other characteristics of an individual or group of individuals 3.4 assessment s ys tematic me tho d and pro ce du re

for

a s cer tai n i ng work-relate d knowle dge, ski l l s , abi l itie s or o ther

characteristics of people or a group of people, or the performance of people or a group of people EXAMPLE

Tests, assessment centres, instruments or tools used to assess (3.3) people in workplace contexts.

[S OU RC E : I S O 10 6 67-1 : 2 011 , 2 . 2 , mo d i fie d]

© ISO 2016 – All rights reserved

1

BS ISO 30405:201 6

ISO 30405:2016(E) 3.5 attract (verb)

generate and induce interest of the potential targeted applicants (3.1) 3.6 boarding

activities following pre-boarding (3.13 ), which typically occur on the first day of work

Note 1 to entry: The recruitment (3.14) process ends when the candidate (3.7) reports for work and the requisition (3.15 ) is closed. The candidate becomes an employee on the first day he/she reports for work. On-boarding commences after the candidate reports to work, and is considered a separate process.

3.7 candidate applicant

(3.1) who is interested in and qualified for a job, and who is of interest to the organization

3.8 employ (verb)

engage the services of a person, or put a person to work 3.09 employer brand

organization’s reputation and di fferentiating characteristics as an employer within and outside the

organization

3.10 job description

list o f specific or general tasks, or functions, and goals or responsibilities o f a position, as well as

organizational conditions under which those tasks and functions are to be performed Note 1 to entry: A job description can include the organizational structure.

3.11 p

e

r

s

o

n



s

p

e

c

i

f i

c

a

t

i

o

n

knowledge, skills, abilities and other characteristics needed by a person to per form the job j

o

b



s

p

e

c

i

f i

c

a

t

i

o

n

3.12 potential talent pool

people who have, or who can develop, the knowledge, skills, abilities or other characteristics to perform organization

a specific function for the organization, regardless o f whether they would ever apply to work for the

Note 1 to entry: Members o f the potential talent pool can move to the talent pool (3.20 ) i f they develop the knowledge, skills, abilities or other characteristics that they do not currently possess.

3.13 pre-boarding

activities necessary to move a candidate (3.7 ) from accepting an o ffer to the first day o f employment 3.14 recruitment

process of sourcing (3.16), attracting (3.5), assessing (3.3) and employing (3.8) existing or new position within the organization

talent

(3.18) for an

3.15 requisition

request to recruit people 3.16 source (verb)

identi fy a pool o f potential applicants (3.1) 2

© ISO 2016 – All rights reserved

BS ISO 30405:201 6

ISO 30405:2016(E) 3.17 succession plan pro ce s s

for

identi fyi ng and developi ng c u rrent employe e s with the p o tentia l to fi l l key p o s ition s i n the

organization 3.18 talent

person who has or can develop the knowledge, skills, abilities or other characteristics to perform a fu nc tion,

j ob or role, a s re qui re d

3.19 talent mapping

diagramming the skills, knowledge, abilities of individuals or teams in relevant positions in other organizations 3.20 talent pool identi fie d group o f p e ople who p o s s e s s the knowle dge, s ki l l s , abi l itie s and o ther ch arac teri s tics

for

a

s p e ci fic j ob

N o te 1 to entr y:

M emb ers o f the

potential talent pool

(3.12

)

c a n mo ve to the ta lent p o ol i f the y de velop the

knowle dge , s ki l l s , ab i l itie s o r o ther ch a rac ter i s tic s th at the y do no t c u r rentl y p o s s e s s .

4 Recruitment guidelines 4.1 General This

clau s e

provide s

the

pro ce s s e s

and

prac tice s

ne ce s s ar y

for

the

re c ru itment

o f p e ople

for

a

vac a nt p o s ition . T he s e gu idel i ne s c a n help organ i z ation s to attrac t, s ou rce, a s s e s s and employ p e ople e fficiently and e ffe c tively.

Figure 2 illustrates the recruitment process, including critical elements and

maj or ac tivitie s .

NOTE

Based on Reference [6

]

Figure 2 — Recruitment process as a talent supply chain

Attracting describes the overall process of generating and inducing interest amongst suitable applicants f pool of applicants. Assessing is the evaluation of knowledge, skills, abilities and other characteristics f f Some of the activities associated with each function overlap other functions. Recruitment activities for

p o tenti a l employment opp or tu n itie s i n the organ i z ation . S ou rc i ng i s the pro ce s s o

i n order to p er orm a j ob . E mployi ng i s the pro ce s s o

generati ng a

movi ng the de s i re d c and idate i nto employment.

shou ld b e a l igne d to the ta lent flow to help en s ure the c a nd idate exp erience i s p o s itive .

© ISO 2016 – All rights reserved

3

BS ISO 30405:201 6 ISO 30405:2016(E)

4.2

Potential talent pool

The purpose o f identi fying a potential talent pool is to create awareness about the organization (employer brand) and to attract the interest o f potential applicants. This stage o f the recruitment process does not typically identi fy characteristics o f specific vacancies or open positions. Employer branding reflects an organization’s past, current and desired future reputation as a place to work, as well as the image it projects. The goal o f these activities is to assist in moving potential talent to the talent pool. A key activity is to articulate and communicate relevant in formation to current employees

and prospective applicants, and to ensure that it is consistent to both.

Employer brand re fers to the perceptions people have about an organization as an employer. The employer brand a ffects an organization’s ability to attract people and engage and retain current employees. Communications about the employer brand can include (but are not limited to) the following: — a description o f the organization’s purpose, strategy, culture and values; — a description o f the tangible and intangible rewards employees receive in return for their

contributions.

For more in formation on the employer brand, see Annex A. 4.3 4.3.1

Talent pool General

The talent pool consists of people who possess the knowledge, skills, abilities and other characteristics or a specific job. The goal o f the recruitment activities pertaining to the talent pool include:

f

— alerting current employees to job opportunities within an organization; — in forming non-employees that jobs are available. This clause provides guidance on activities and necessary decisions to move people from the talent

pool to the applicant pool. NOTE

The talent pool is sometimes re ferred to as the external supply o f labour, e.g. all engineering graduates

or all individuals who possess a degree in nursing and are licensed to practice. 4.3.2

Identi fy and/or confirm characteristics o f the vacancy/opening

The objective at this stage is to identi fy and/or confirm the purpose, functions and characteristics o f the job for which they are recruiting. People with knowledge o f the position should be consulted to ensure in formation is current and accurate. I f the open position is a replacement, the job description should be checked and updated i f necessary. A job description needs to be created i f none exists. The

following items should be included: a) date o f vacancy; b) job title;

c) job description (including travel/mobility requirements); d) reporting lines; e) location; f

) required person specifications;

g) desired, but not required, person specifications (specific skills, aptitudes and abilities); 4

© ISO 2016 – All rights reserved

BS ISO 30405:201 6

ISO 30405:2016(E)

for

h)

ma nageri a l/te a m relation s h ip s (rep or ti ng , ne tworki ng or col l ab oration re qu i re d

i)

worki ng hours and sh i fts;

j)

s a lar y and o ther b enefits (i nclud i ng havi ng a b a la nce o f ta ngible a nd i nta ngible reward s) ;

k)

numb er o f op en i ng(s) with cla s s i fic ation s (i f a ny) (e . g. d ivers ity cla s s i fic ation s) ;

l)

of

typ e

employment

(fu l l

ti me/p ar t

ti me,

p ermanent/temp orar y,

the p o s ition) ;

fi xe d-term

contrac t,

contrac tor/ fre el ance, replacement/new p o s ition) ;

m)

de s i re d s ta r ti ng employment date;

n)

bu s i ne s s j u s ti fic ation

o)

prob ationar y p erio d s and o ther rel ate d re qu i rements (i f any) ;

for

fi l l i ng the p o s ition;

p) other requirements. NO TE

T he

o rga n i z atio n

provided to candidates. 4.3.3

de ter m i ne s

wh at i n fo rm ation i s

for

i nter n a l

use

on l y,

a nd

wh at i n for m ation i s

Create recruitment plan

Using the information gathered in 4.3.2, a recruitment plan should be created, which can include the following: a)

reviews o f re s u lts and s ta keholder

fe e db ack from

for

b)

budge t a l lo c ation;

c)

identi fic ation o f ta lent p o ol;

d)

identi fic ation o f marke t cond ition s (e . g. u nemployment rate , marke t rate o f p ay) ;

e)

de term i n i ng s ta ff i nvolve d;

f)

de c id i ng ti me s e quence;

g)

de term i n i ng i f ta lent wi l l b e s ou rce d i nterna l ly, ex terna l ly, or b o th (s e e

previou s s e a rche s

tools and 4.3.5 f

s i m i lar p o s ition s;

4.3.4 for internal sourcing

or ex terna l s ourci ng to ol s) ;

h)

identi fyi ng ac ti vitie s and me d i a

for

s ourci ng b a s e d on organ i z ationa l ne e d s and j ob re qu i rements

(e . g. pri nt, d igita l, ne tworki ng) ;

i)

de s ign i ng

a

s p e c i fic

me s s age

con s i s tent

with

organ i z ationa l

va lue s ,

employer

brand,

j ob

re qu i rements and employe e va lue prop o s ition ( how an employe e views the reward s and b enefits that they re ceive i n re tu rn

j)

k)

for

thei r p er formance) ;

identi fyi ng j ob a nd orga ni z ation-relate d c riteri a

for

s ou rci ng p e ople;

identi fyi ng to ol s to as s e s s the e xtent to wh ich c and idate s me e t or exce e d organ i z ationa l a nd j ob

requirements (the method to be chosen is dependent on the goal of the selection process, the f f tools can include (but are not limited to) the following: 1) tests: numb er o

appl ic ation s a nd the nu mb er o

—

j ob knowle dge te s ts;

—

genera l knowle dge te s ts;

—

ap titude te s ts;

© ISO 2016 – All rights reserved

qua l i fie d c a nd idate s i n the appl ic a nt p o ol) ; a s s e s s ment

5

BS ISO 30405:201 6 ISO 30405:2016(E)

2)

3)

—

s ituationa l j udgment te s ts;

—

p ers ona l ity te s ts;

work s i mu l ation s (e . g. work s a mp le te s ts , c a s e s tud ie s , role plays e tc .) :

—

a s s e s s ment centre ac tivitie s;

—

c a s e s tud ie s;

—

role play;

—

s i mu lation s;

—

work s a mple s;

—

group ta sks;

o ther proven i n s tru ments (e . g. s truc ture d i nventorie s , bio graph ic a l d ata a na lys i s , e tc .) :

—

b ackground

of

che cks/veri fic ation

c and idate’s

appl ic ation

d ata

(e . g.

employment,

e duc ation) ;

— background investigations (e.g. social media, criminal, public records check, educational re cord s) ;

—

i nter views (the s e c an var y i n s tr uc tu re a nd c a n b e

face -to - face,

b y telephone or th rough

o ther d igita l me an s) ;

—

me d ic a l/ he a lth exam i nation s (i nclud i ng d r ug as s e s s ment) ;

—

c a nd idate pre s entation s;

NO TE

S ome to o l s m ight re qu i re co n s ent

regulations. 4)

from

c a nd idate s to co mp l y with data pro te c tio n l aws or o ther

p o s t- employment a s s e s s ment to ol s (e . g. prob ationar y p erio d) , me d i a a nd plat form s , i nclud i ng:

—

telephon ic;

—

i nterne t;

—

ga m i fic ation s o ftware (de s ign concep t to engage u s ers i n problem s olvi ng) ;

l) determining if there needs to be more than one round of assessments to determine suitable c and idate s;

m)

e s tabl i sh i ng the s ucce s s

evaluated (see Annex B

c riteria by wh ich s ou rc i ng and as s e s s i ng s trate gie s

for

com mon ly

used

exa mp le s

o f me tric s

for

and to ol s

eva luation

wi l l b e

o f e fficienc y,

e ffe c tivene s s , outcome s and i mp ac ts .) ;

n) ensuring the recruitment plan is aligned with the organizational vision, values, goals and strategies, and in compliance with legal and ethical practices. 4.3.4

Internal talent pool

T he s tep s

a)

for

identi fic ation o f the i nterna l ta lent p o ol are:

identi fic ation

of

the

p ers on

re s p on s ible

(e . g.

the

orga n i z ation’s

re c ru iter,

hu man

re s ou rce

genera l i s t, rep or ti ng manager, ad m i ni s trator, re c ru itment pro ce s s outs ourc i ng) ;

b)

s ele c tion o f a s ou rci ng op tion, b a s e d on organ i z ationa l a nd j ob re qu i rements:

1)

6

i nterna l p o s ti ngs;

© ISO 2016 – All rights reserved

BS ISO 30405:201 6 ISO 30405:2016(E)

2)

s ucce s s ion pl an s;

3)

i nterna l employe e c are er- datab a s e s e arch .

4.3.5

External talent pool

T he s tep s

a)

for

identi fic ation o f the e xterna l ta lent p o ol are:

identi fic ation o f the p e ople re s p on s ible, wh ich c an i nclude any or a l l o f the

func tion s/s ta ff,

b)

fol lowi ng

i n-hou s e

a s appl ic able:

—

s ou rci ng;

—

re cru itment/re s ou rci ng;

—

hu man re s ou rce s;

—

pu rch as i ng/pro c u rement;

—

ad m i n i s tration/ b ack o ffice s upp or t;

—

o ther p ers on(s) re s p on s ib le

for

acqu i ri ng ta lent;

identi fic ation o f e xterna l s ta keholder(s) /orga n i z ation s to b e i nvolve d, wh ich c an i nclude any or a l l

of the following: —

s ou rci ng agents;

—

re cru itment/s ta ffi ng comp an ie s;

—

pre ferre d s uppl ier l i s ts;

—

e xe c utive s e arch fi rm s;

—

re cru itment pro ce s s outs ou rc i ng;

—

hu man re s ou rce outs ou rci ng;

—

ta lent mappi ng

fu nc tion/s er vice;

NOTE The organization ensures that resourcing partners understand the organization’s requirements, values and culture. c)

choice j ob

of

s ou rc i ng/re cru itment/s e arch/s ele c tion

re qui rements

and

exi s ti ng

contrac tua l

c a nd idate s/appl ic ants are i nclude d i n

4.3.6

Annex C.

op tion(s)

based (i f

arrangements

on

a ny) :

orga n i z ationa l op tion s

for

a nd

fi nd i ng

Tools to assist in the recruitment workflow

I denti fy or s ele c t the to ol to a s s i s t i n tracki ng appl ic ants as they move th rough the re c ru itment pro ce s s .

Some of the options for tools that can be used are listed in Annex D. 4.4 Applicant pool T he appl ic ant p o ol con s i s ts o f p e ople who h ave

forma l ly

appl ie d

for

a s p e c i fic j ob . T he go a l at th i s s tage

o f re c ru itment i s to ob tai n a p o ol o f b o th i ntere s te d a nd qua l i fie d ta lent

a)

Review

segmenting into at least three groups:

organ i z ationa l

1)

do

no t

appl ic ants ’

qua l i fie d:

do c u ments

the s e

aga i n s t

appl ic ants

no t

me e t

a nd

the

j ob

for

a s p e ci fic j ob .

re qu i rements/comp e tence s

j ob ,

p ers on

or

by

organ i z ationa l

re qui rements/comp e tence s;

© ISO 2016 – All rights reserved

7

BS ISO 30405:201 6

ISO 30405:2016(E)

2)

qua l i fie d and no t pu rs u i ng: p e ople who me e t m i n i mum qua l i fic ation s/comp e tence s but who the organ i z ation ha s de c ide d no t to pu rs ue;

3)

qua l i fie d and pu rs u i ng: the appl ic a nt move s to the nex t s tage

NO TE

I t i s i mp or ta nt to de ter m i ne cle a r ob j e c tive me a s u re s

might be excluded from further evaluation.

for

for fur ther

eva luation .

why qu a l i fie d or comp e tent p e op le

b) Communicate with applicants, acknowledging receipt of application, next steps and expected timelines. 4.5 Candidates for further assessment 4.5.1

This p o o l o f candidates re fers to p eo p le who are b o th interes ted in and qualified

j o b . The go al at this s tage o f recruitment is to as s es s candidates o ther characteris tics to

4.5.2 a)

further

refine the p o o l o f candidates

fo r

fo r

fo r

a s p ecific

their kno wledge, s kills , ab ilities and

the j o b .

B e fo re the firs t meeting with the candidate:

arra nge pre - de term i ne d i n iti a l a s s e s s ments and a n i nter view s che du le;

b) acquire further information about the candidate. 4.5.3

D uring the firs t meeting with a candidate:

a)

gre e t the c and idate a nd de s crib e the re cr u itment pro ce s s s tep s;

b)

an s wer a ny que s tion s the c and idate h as ab out the pro ce s s;

c)

conduc t as s e s s ments;

d)

re cord

i n formation

acqu i re d

du ri ng

as s e s s ment

ac tivitie s

acc u rately,

u s i ng

a

pre de term i ne d ,

common template that each interviewer completes to ensure accurate comparison across all c and idate s;

e)

clo s e th i s a s s e s s ment;

f) describe the next step in the recruitment process. 4.5.4

Fo llo wing the firs t meeting with the candidate:

a) use the assessment results to decide whether the candidate will move to the next level of assessment or b e come the fi na l c and idate;

b)

s hare the a s s e s s ment re s u lts with a ny i nterna l s ta keholders re s p on s ible

and recruitment outcome.

NO TE 1

This is a

fu n nel

for fe e db ack

on pro ce s s

o r fi lter i ng pro ce s s . Succe s s i ve ac ti vitie s i n the a s s e s s ment p ro ce s s yield s ucce s s ivel y

s m a l ler a nd s m a l ler p o ol s o f c a nd id ate s

for fu r ther

e va lu ation . T he go a l o f a s s e s s ment i s a n a n a l ys i s o f e ach

c a nd id ate’s j ob -rel ate d qu a l i fic ation s , i n l i ne with the ne e d s o f the orga n i z ation .

NOTE 2 Assessors and interviewers are expected to be competent. 4.6 Candidate management T he c a nd idate management s tage

fo c u s e s

on the comple tion o f fi na l de c i s ion s re gard i ng i ntere s te d and

qua l i fie d c and idate s . T he go a l o f th i s s tage i s to o ffer j ob s to i ntere s te d and de s i re d c a nd idate s , wh i le ca nd idate s who are qua l i fie d

for

o ther employment s ituation s are cha nnel le d to o ther appl ic ant p o ol s ,

i f appropri ate . T he rema i n i ng c a nd idate s are tha n ke d a nd no ti fie d o f fi na l de c i s ion s .

8

© ISO 2016 – All rights reserved

BS ISO 30405:201 6 ISO 30405:2016(E)

To manage candidates, the following steps can be taken: a)

ran k order c and idate s;

b)

de term i ne wh ich c a nd idate s wi l l re ceive o ffers;

c)

ma nage the o ffer b y:

1) determining the offer content, including (but not limited to) the following:

d)

—

s tar t date;

—

typ e o f employment;

—

j ob de s ignation;

—

du ration o f contrac t;

—

comp en s ation;

—

s a la r y and b enefits;

—

worki ng hou rs;

—

i nduc tion and trai n i ng de ta i l s;

—

b onu s e s;

—

o ther term s and cond ition s (e . g. j oi n i ng re qu i rements) ;

—

accep ta nce term s;

2)

pre s enti ng the o ffer to c a nd idate(s) ;

3)

pro ce s s i ng j ob - o ffer accep ta nce ( provide ne xt s tep s to c and idate) ;

4)

pro ce s s i ng j ob - o ffer rej e c tion (de term i ne ne xt s tep s) ;

employment- el igibi l ity veri fic ation/contrac t s igne d .

NO TE

T h i s i s the pro ce s s o f de c id i n g wh ich s ele c te d ap p l ic a nts wi l l re ceive j ob o ffers , rem a i n i ng i n contac t

with those who accept and informing all other candidates of that decision. 4.7 Pre-boarding 4.7.1

This s tage

fo cus es

o n co mp leting the activities neces s ary to move the candidate

fro m

accep ting

an o ffer to the firs t day o f emp loyment. The go al o f this s tage is retain the interes t and des ire o f the candidate to j o in the o rganizatio n, by ens uring that required do cumentatio n is co mp lete and by initiating

the candidate’s social and cultural integration into the organization. 4.7.2

Prep are new emp loyee p ackage, which can include:

a)

welcome le tter;

b)

agenda

c)

vi s ion, m i s s ion and va lue s o f organ i z ation a nd dep ar tment;

d)

organ i z ationa l cha r t;

e)

co de o f conduc t and r u le s and regu lation handb o ok, i nclud i ng ( but no t l i m ite d to) con fidenti a l ity

for

fi rs t we ek;

a nd s e c u rity i n formation;

© ISO 2016 – All rights reserved

9

BS ISO 30405:201 6

ISO 30405:2016(E)

f

) departmental phone/email directory;

g) emergency procedures and/or health and sa fety in formation. 4.7.3

Pre-boarding activities:

a) noti fy department personnel/payroll/benefits representative o f new employee; b) noti fy IT department o f new employee, and provide list o f required so ftware/hardware; c) request email set up; d) noti fy telecommunications to set up phone hook-up and voicemail; e) prepare employee work area (i.e. supplies, furniture, nameplate, keys or key codes); f

) make lunch plans for employee’s first day;

g) identi fy employee with similar responsibilities to function as the new employee’s coach for workrelated processes and procedures; h) add employee to department and or unit organizational contact and routing lists; i)

prepare new employee paperwork (payroll and benefits in formation);

j)

prepare parking permit in formation/paperwork;

k) set up time sheets, i f necessary; l)

in form receiving manager and team to set aside time for introduction and meeting mentor/buddy.

NOTE

This process includes all activities beginning at the time a candidate accepts a job o ffer, and ending

when the candidate reports for work.

4.8 Boarding The recruitment process ends when the candidate joins the organization. The goal o f this stage is to transition the candidate (now an employee) to the on-boarding process, which will facilitate the candidate’s smooth induction and integration into the organization’s culture and work community. Activities such as the following assist in transitioning the new employee from the recruitment process

to the on-boarding process:

a) send a welcome message to sta ff announcing the new employee’s arrival and location; b) introduce the new employee to human resource/payroll/benefits representative to complete any new hire paper work and to receive an introduction to employee benefits. NOTE

This process includes the activities associated with introducing new employees to the representative

responsible for socializing them into the organization.

5 Measurement, analysis and improvement 5.1 General Measurement is critical to the recruiting process, and recruitment inevitably encompasses aspects o f the sta ffing process as well. For consistency, the term “recruitment” is used in this document, while acknowledging that the measurement process overlaps with sta ffing. Recognizing that value is created through the quality o f talent recruited as well as the costs incurred to secure that talent, three broad sets o f measures are suggested: e fficiency, e ffectiveness and impact. 10

© ISO 2016 – All rights reserved

BS ISO 30405:201 6

ISO 30405:2016(E)

I mprovements

to

the

re c ru itment pro ce s s

looking for deviations from desired results.

ca n

be

made

b y tracki ng the

me a s u rement re s u lts

a nd

C ol le c ti ng , a na lys i ng and ac ti ng on the me as u rement re s u lts help to en s ure th at h igh- qua l ity ta lent i s b ei ng employe d, wh i le ma xi m i z i ng e ffic ient u s e o f re s ource s .

5.2 Measurement process C omprehen s ive

me as u rement

o f the

re cr uitment

pro ce s s

re cord s

its

e ffe c tivene s s ,

e fficienc y

a nd

i mp ac t, and ca n b e a na lys e d i n its enti re ty and/or at va riou s p oi nts duri ng or a fter the pro ce s s (e . g. a fter employe e s comple te a prob ationa r y p erio d) . T he

a)

fol lowi ng

s tep s are i ntende d to gu ide th i s pro ce s s:

Annex B provides

s ele c t key re c ru itment me tric s that a l ign with the ne e d s o f the organ i z ation ( com mon ly u s e d me trics

to

as s e s s

the

re cr uitment pro ce s s ,

and outcome s

b as e d on e ffic ienc y,

e ffe c tivene s s and i mp ac t) ;

b) collect and benchmark data: 1)

2)

col le c t data i n a con s i s tent way;

bu i ld a pro ce s s

for

tracki ng me trics ( la rge orga n i z ation s typic a l ly u s e an appl ic ant tracki ng

s ys tem; s ma l ler organ i z ation s c an u s e s pre ad s he e t s o ftware) ;

3)

tran s late raw d ata;

4)

track d ata

5)

identi fy s ou rce s

6)

e s tabl i sh a go a l i nd ic ati ng a norma l range

for

i nterna l b ench ma rki ng;

for

externa l b ench marki ng data;

for

e ach p ar tic u la r me a s u rement;

7) collect data. 5.3 Analyse results O nce data a re col le c te d, it i s ne ce s s ar y to comp are the re s u lts o f the data with the pre - e s tabl i s he d go a l .

The following questions should be asked. a) What is the current measurement? b) How does the current state compare with the past state and the goal state? c) How does the current state compare with external benchmarks? d)

H ave a l l key s ta keholders i nvolve d i n the pro ce s s re ceive d the releva nt re s u lts?

e) Is action required? f)

g)

I f there i s a s ign i fic ant deviation

that contribute to the challenge?

from

What key me tric s ne e d to b e couple d

the de s i re d go a l , what are the i nterna l a nd ex terna l

for

fac tors

a comple te u nders tand i ng o f the c u rrent s tate?

5.4 Improvement T he pu rp o s e o f col le c ti ng data i s to a s s e s s the e fficienc y, e ffe c tivene s s and i mp ac t o f the re c ru itment pro ce s s . Ta ki ng ac tion

for

i mprovement i n the pro ce s s i s key to del iveri ng va lue to the overa l l hu man

re s ource s ys tem and the orga ni z ation a s a whole .

The organization should: a)

identi fy p o tentia l c au s e s o f devi ation s;

© ISO 2016 – All rights reserved

11

BS ISO 30405:201 6 ISO 3 0405 : 2 01 6(E)

b)

develop a n ac tion pl an to i mprove the re s u lts;

c)

comp are the re s u lts o f

d)

identi fy any o ther data that c an as s i s t i n trouble - sho o ti ng;

future

pro ce s s e s;

e) continue to improve until its goal is achieved.

12

© ISO 2016 – All rights reserved

BS ISO 30405:201 6

ISO 30405:2016(E)

Annex A

(informative) Employer brand and recruitment A.1 General The employer brand re fers to an organization’s reputation as a place to work and is there fore critical to the recruiting e ffort. The employer brand, or identity or image, includes the functional, economic and psychological benefits provided to an employee or prospective employee by their potential or actual employment with that particular organization (see Re ference [4]). The employer brand influences, and is influenced by, almost all human resource management practices and processes. This annex is intended to help to understand how to assess current employer brand and the brand’s impact on recruiting objectives.

A.2 Levels of employer brand Employers that have strong, positive brands can more easily attract people than organizations that have

negative or unknown or undistinguished brands. For recruitment, the level of attraction communicated

via the employer brand influences the pool o f applicants from which the employer can choose, ultimately defining the people who will work in an organization, as well as the volume o f necessary resources required to sta ff the organization properly. It is di fficult to develop or maintain a strong, positive employer brand without a sound corporate brand (see Reference [14]). According to the Corporate Leadership Council (see Reference [8]), elements for inclusion in the development o f messages regarding an employer’s brand are organizational culture, work-li fe balance, working environment, compensation and benefits. The value that the organization o ffers/brings to its community should also be considered. E ffective employer brands allow organizations to di fferentiate themselves from other organizations based on their o fferings as employers. There are three commonly accepted layers o f brand strength, as indicated by the following questions. a) Have potential employees heard o f the organization? b) Would potential employees consider working for the organization? c) Would potential employees consider the organization to be an employer o f choice, there fore ranking above other potential employers? The strength o f its employer brand clearly a ffects an organization’s ability to continually attract the best applicants/candidates throughout the recruitment process.

A.3 Incorporating employer brand into recruitment Incorporating the employer brand into the recruitment process is one o f the keys to success. At a minimum, in formation about the organization and job should be incorporated into the recruitment process. For national and international searches, community in formation should also be included: a) collect current external organizational communications (e.g. designs, logos, slogans, phrases); b) identi fy positive aspects o f corporate culture; c) identi fy external perceptions (customers, society and other relevant stakeholders);

© ISO 2016 – All rights reserved

13

BS ISO 30405:201 6

ISO 30405:2016(E)

d)

le aders h ip vi s ion and va lue s s tatements;

e)

re a l i s tic j ob i n formation;

f)

o ther i n formation that wou ld u n iquely p o s ition the organ i z ation to the app l ic a nt;

g) construct an authentic and compelling recruiting initiative: it is important that recruiting messages do

no t contrad ic t me s s age s

from

com i ng

o ther p a r ts

o f the

orga ni z ation

(they s hou ld

in

fac t

rei n force tho s e me s s age s) ;

h)

develop a com mun ic ation p lan

for

the targe t appl ic ants/c and id ate s that i nclude s de ta i l s ab out

how the bra nd me s s age wi l l b e deploye d th rough e xi s ti ng com mu n ic ation s cha n nel s (i nclud i ng marke ti ng cha n nel s , publ ic relation s , p ers ona l exp erience s with employe e s , and d i re c t mai l) : the com mu n ic ation pl an l ays out the targe t aud ience, the me s s age and how it i s del ivere d .

A.4 Measurements for employer brand relating to recruitment T he emp loyer brand c an b e eva luate d i n numerou s

ways .

To

e ffe c t on re cr uiti ng ,

eva luate its

the

following examples of common measurements can be considered (further information regarding measurements is given in Annex B): a)

nu mb er o f j ob appl ic ants;

b)

nu mb er o f u n s ol icite d appl ic ants;

c)

p ercentage o f appl ic a nts who move to c and id ate p o ol s;

d)

nu mb er

o f appl ic a nts

who s e

knowle dge,

s ki l l s

and

abi l itie s

me e t

or

e xce e d

the

j ob

vac anc y

ch arac teri s tics;

e)

nu mb er o f appl ic ants i n re s p on s e to s p e c i fic c a mp a ign s;

f)

average leng th o f ti me to fi l l a vac anc y;

g)

j ob o ffer-to - accep ta nce ratio

h)

p ercent o f s ele c te d ca nd idate s who show up

i)

nu mb er o f employe e re ferra l s

j)

re tention o f new employe e s a fter a given p erio d o f ti me (6 month s , 1 ye ar) : i n order to b e s tati s tic a l ly

for

e ach vac anc y;

for

for

the fi rs t day o f work

for

e ach vac a nc y;

e ach vac anc y;

acc urate, the s ame p erio d o f ti me s hou ld b e u s e d to de term i ne the nu mb er and/or p ercentage o f c and idate s who remai n emp loye d

k)

nu mb er

o f new

organization.

NO TE

employe e s

who

for

a l l vac a nc y p o s ition s;

a re

promo te d

with i n

a

s p e c i fic

ti me

that

is

typic a l

for

the

I t i s i mp or ta nt to comp a re a nd b ench m a rk the me tr ic s with o ther o rga n i z atio n s i n the i ndu s tr y i n

order to m a ke a j udgement.

T he

fol lowi ng

two

me as u re s

a re

critic a l

comparison to others in the marketplace: —

to

u nders tand i ng the

s treng th

o f the

employer bra nd

in

s u r vey o f appl ic a nts on the i n fluence o f the employer bra nd on thei r de c i s ion to pu rs ue employment with an organ i z ation;

—

s u r vey o f c and idate s o ffere d a j ob who rej e c te d the j ob o ffer, i n order to de term i ne i f they h ave ch ange d employment lo c ation, s ele c te d a n a lternative orga n i z ation as an employer, or de cide d to remai n with thei r pre s ent emp loyers , as wel l as the re a s on i ng b eh i nd th i s .

14

© ISO 2016 – All rights reserved

BS ISO 30405:201 6

ISO 30405:2016(E)

Annex B

(informative) Commonly used recruitment metrics B.1 General T he me trics i n th i s an ne x a re com mon ly u s e d me trics i n the re c ru itment pro ce s s . S ome organ i z ation s m ight cho o s e to me a s ure o ther elements th at c ap tu re key p er forma nce i nd ic ators

for

thei r s p e ci fic

s ituation s . T here are th re e typ e s o f me a s u re s:

—

e ffic ienc y;

—

e ffe c tivene s s;

— impact. T he ne e d s o f the orga n i z ation c an i n fluence the de ci s ion ab out me as u rement, but me trics

from

e ach

o f the categorie s are ne ce s s ar y to en s ure that the re cr u itment pro ce s s del ivers the b e s t ta lent, wh i le

preserving organizational resources and providing value to the overall operation of the organization. Clauses B.2 to B.4 address each of the three classes of metrics. B

.

2



E

f

f i

E fficienc y

c

i

e

n

c

y

m

de s c rib e s

e

t r

i

the

c

s

conne c tion

practices that it produces. Table B.1 in the recruitment process. T

a

b

l

e



B

.

Dimension Attract Source Assess Employ

1



—



E

f

f i

b e twe en

re c ru itment

and

the

ta lent-rel ate d

pro gram me s

a nd

provide s a non- exh au s ti ve l i s t o f com mon ly u s e d e ffic ienc y me trics

c

i

e

n

c

y

m

e

t

r

i

c

s



f

o

r



m

E

f

a

f i

j

c

i

o

e

Volume

r

n



c

r

y

e

c

m

r

e

t

u

r

i

i

t

m

e

n

t

e

l

e

m

e

n

t

s

c

Time

Cost

f f - Cost per applicant Number of applicants ment process Number of applicants from particuf f lar source(s) is made public to applications closed Cost per person f f Number of applicants assessed Cost per person process Numbers hired f N u mb e r o

d ays

o r a s p e c i fi c r e c r u i t

N u mb e r o

d ays

r o m d ate whe n j o b

N u mb e r o

d ays

o r a s s e s s m e nt

N u mb e r o

d ays to s ta r t r e c r u i tme nt

C o s t p e r h i r e (s e e I S O/ T S 3 0 4 0 7 )

B.3 Effectiveness metrics E ffe c tivene s s de s crib e s the con ne c tion b e twe en re c ru itment a nd cha nge s i n ta lent qua l ity (e . g. whe ther new employe e s i ncre as e s ki l l level s i n the organ i z ation) .

Table B.2 provides a non-exhaustive list of

com mon ly u s e d e ffe c tivene s s me trics i n the re c ru itment pro ce s s .

© ISO 2016 – All rights reserved

15

BS ISO 30405:201 6

ISO 30405:2016(E) Table B.2 — Effectiveness metrics for major recruitment elements Effectiveness metric

Dimension Attract

Quality

Percentage of applicants who meet minimum quali-

Source

fications Percentage o f qualified applicants from each source

Assess

Percentage of candidates who pass assessments

Employ

Stakeholder satisfaction

Number o f days from requisition to start o f recruit-

ment process

Sourcing tool e ffectiveness in providing qualified

candidates

Accuracy o f assessment tools

Percentage o f employees who success fully complete Performance rating on completion of probation (some probation period (success can be measured as a pass/ countries may be pass/fail)

fail or on a continuum)

B.4 Impact metrics

Impact describes the connection between the changes in recruitment and the strategic success of

the organization (e.g. whether increased skill levels actually enhance the organizational processes or initiatives that are most vital to strategic success). Table B.3 provides a non-exhaustive list of commonly

used impact metrics in the recruitment process.

Table B.3 — Impact metrics for major recruitment elements Dimension Attract Source

Impact metric Strategic impact

Number o f days position remains unfilled beyond plan Percentage o f success ful hires by source

Assess Employ

16

Net increase/decrease in sales/production, where applicable

© ISO 2016 – All rights reserved

BS ISO 30405:201 6

ISO 30405:2016(E)

Annex C

(informative) Commonly used tools for sourcing/recruitment/search T he

choice

o f s ou rc i ng/re cr uitment/s e a rch

op tion(s)

shou ld

be

based

re qu i rements and e xi s ti ng contrac tua l arra ngements (i f any) . O p tion s

can include (but are not limited to) the following:

a)

adver ti s ements ,

e . g.

s i ngle

a nd/or

c a mp aign,

bro adc as t

on

orga ni z ationa l

and

j ob

for fi nd i ng c a nd idate s/appl ic a nts

(rad io/televi s ion) ,

d igita l ,

emai l,

flyers/ h andbi l l s , outdo or, pri nt (maga z i ne s , news p ap ers) , vide o;

b)

apprentice s h ip s;

c)

c a re er/j ob

d)

employe e a lu m n i ne tworks;

e)

employe e re ferra l s;

f)

events s uch a s con ference s , ne tworki ng gatheri ngs;

g)

govern ment-r un employment/j ob centre s;

h)

group s (advo c ac y/s o c ia l/s upp or t/ hobb y/s p e c i a l i ntere s t

i)

j ob b o ard s ( genera l i s t, s p e ci a l i s t, aggregate) ;

j)

e duc ationa l outle ts , lo c a l and regiona l;

k)

organ i z ation/i ndus tr y events op en to the publ ic;

l)

mobi le re cr u iti ng app;

m)

organ i z ation’s web s ite, i nclud i ng de d ic ate d c a re er content;

n)

pro fe s s iona l employer organ i z ation s;

o)

pro fe s s iona l a s s o ci ation s;

p)

re cr uitment or s ta ffi ng agenc ie s;

q)

s e a rch fi rm s;

r)

d i re c t s e arch b y u s i ng s ou rci ng s o ftware a nd te ch n ique s to identi fy s p e ci a l i s t pro fe s s iona l s vi a the

fai rs;

for

i nd ividua l s) ;

i nterne t;

fa n, fol lower,

s)

s o c ia l me d ia

t)

s o c ia l me d ia plat form s th at are relevant to the organ i z ation and its targe te d aud ience;

u)

u n s ol icite d appl ic ation s;

v)

u n ivers ity re c ru iti ng ac tivitie s th rough c a re ers s er vice s , a lu m n i ne tworks and o ther ch an nel s .

© ISO 2016 – All rights reserved

bra nd con s umer ne tworks;

17

BS ISO 30405:201 6

ISO 30405:2016(E)

Annex D

(informative) C

o

m

m

o

n

l

y

u

s

e

d



t o

o

l

s



f

o

r



r e

c

r

u

i

t m

e

n

t

w o

r

k f l

o

w

T here are ma ny to ol s ava i l able to a s s i s t organ i z ation s i n tracki ng app l ic a nts a s they move th rough the re cr uitment pro ce s s , i nclud i ng the

fol lowi ng

com mon ly u s e d to ol s:

a)

appl ic ant tracki ng s ys tem s;

b)

c and id ate relation s h ip ma nagement s o ftwa re;

c)

c and id ate - s e a rch s o ftware;

d)

u n ivers ity re cr uiti ng s o ftware and s er vice s;

e)

corp orate c a re er s ite de s ign s er vice s;

f)

corp orate c a re er s ite ho s ti ng;

g)

employer bra nd i ng agenc ie s;

h)

h igh-volu me c a nd idate me s s agi ng s o ftwa re a nd s er vice s;

i)

j ob -p o s ti ng to ol s a nd s er vice s;

j)

mobi le pl at form s;

k)

re c ru itment adver ti s i ng agenc ie s;

l)

re c ru itment/s ta ffi ng and s e arch agenc ie s;

m)

re ferra l s o ftware s er vice s;

n)

s che du l i ng s o ftwa re;

o)

s e arch engi ne op ti m i z ation and s e arch engi ne marke ti ng s er vice s;

p)

s ou rc i ng das hb o a rd s;

q)

th i rd p ar ty vendor ma nagement s o ftwa re;

r) social media tracking services.

18

© ISO 2016 – All rights reserved

BS ISO 30405:201 6 ISO 30405:2016(E)

Bibliography [1]

ISO 10667-1:2011, Assessment service delivery — Procedures and methods to assess people in work and organizational settings — Part 1: Requirements for the client

[2]

ISO 30400, Human resource management — Vocabulary

[3]

ISO/TS 304071) , Human resource management — Cost-per-Hire

[4]

A mbler

[5]

B urkholder N. Calculating E fficiency. 2006. Available at: https://www.sta ffing.org/

[6] [7]

T., & B arrow pp. 85–106

S. The Employer Brand. Journal o f Brand Management. 1996, 4 (3)

C ascio W., & B oudre au J. Investing in People: Financial Impact of Human 2nd Ed, 2011, Pearson/FT Press, Upper Saddle River, NJ.

Resource Initiatives

,

C ascio W., & B oudre au J. Utility o f selection systems: Supply-chain analysis applied to sta ffing decisions. In: Handbook o f I/O Psychology, (Z edeck S. ed.). American Psychological Association,

[8]

Washington, D. C., Vol. 2 , 2011, pp. 421–44. C orporate L e adership C ouncil . The Employment Brand: Building Competitive Advantage in the Labour Market. Corporate Leadership Council, Washington, 1999

[9]

C u ff G. Cost Per Hire Survey. Employment Management Association, Wellesley, MA, 1983

[10]

D eutsch , S he a , E vans and the Employment Management Association, Survey, 1981, Wellesley, MA: Employment Management Association.

[11]

F itz -E nz J. How to Measure Human Resources Management. McGraw Hill, New York, 1984

[12]

F l amholtz E. Human Resource Accounting. Dickenson Publishing Company, Encino, CA, 1974

[13]

Direct Cost per Hire

F ranc a V., & Pahor M. The strength o f the employer brand: Influences and implications for recruiting. Journal o f Marketing and Management. 2012, 3 (1) pp. 78–122

[14]

L emmink J., S chuij f A., S treukens S. The role o f corporate image and company employment image in explaining application intentions. J. Econ. Psychol. 2003, 24 pp. 1–15

[15]

“O*NET Content Model”. Available at: https://www.onetcenter.org/

[16]

Taylor S. Resource and Talent Management. Chartered Institute of Personnel and Development, London, UK, 2014

[17]

World

Association and Boston Consulting https://www.bcgperspectives. com/content/ articles/people_management_human_resources_leadership_from_capability_to_profitability/

Group,

Federation

2012.

of

People

Management

Available

at:

1) To be published. © ISO 2016 – All rights reserved

19

BS ISO 30405:201 6 ISO 3 0405 : 2 01 6(E)

ICS  03.100.30

Price based on 19 pages © ISO 2016 – All rights reserved

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