Quarsh Recruitment Audit Tool

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Resource Strategy

Attraction and Sourcing

Assessment and Selection

Offers and On-boarding

Data Management and Measurement

Results

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Resource Strategy

In the first section of the tool, we'll be looking at your overall recruitment strategy and how well your business plans for future hiring. 

 

Q1: How well does your company plan its recruitment?

  • Is there a plan at all?
  • Is the plan revised and revisited regularly?
  • How far in advance does the plan operate?

Q2: Is your organisation's recruitment plan aligned with the overall business plan?

  • Does the recruiting function have access to the business plan?
  • How detailed is the business plan?
  • Are variations in the business plan over the year noted and fed into the recruitment plan?

Q3: Are there formal succession plans and a talent development plan in place?

  • Is succession planning undertaken for key roles?
  • Is there a talent development process?
  • Is there an overall talent planning process?

Q4: Is there central visibility of all recruitment across the business?

  • Is there full knowledge of all requirements centrally?
  • How detailed is the knowledge?
  • Is the recruitment activity monitored and analysed to be used in modifying the recruitment plan?

Q5: Has a graduate or apprentice programme been considered and, if required, implemented?

  • Is a graduate programme needed?
  • Has a programme been designed and implemented?
  • How do you manage your links with local colleges and universities?
  • Would graduates be attracted to your business?

Q6: Is there a robust and clearly defined approval process for recruitment requirements?

  • Is the process robust?
  • Is there proper governance?
  • Is the process tracked?
  • Does the hiring community understand the process?
  • Is the process followed universally?

Q7: Is a clear business case developed for each recruitment requirement?

  • If a new role, is there a clear need for the position both now and in the future?
  • If a backfill, is it necessary to re-hire exactly the same kind of person?
  • Is the role still needed? What impact will the person have on the business? What will be the negative impact if they are not hired?

Q8: Is a proper job specification developed for each new requirement?

  • Are job specs detailed and comprehensive enough?
  • Are job specs reviewed actively for each requirement to ensure they are accurate and fit for purpose?

Q9: Are job specifications benchmarked against the external market?

  • Is the required skill mix one that exists in the market?
  • How realistic are your expectations vs. reality? 
  • Is the role one that is likely to be attractive to someone with the right skill mix?

Q10: Are salaries and benefit packages benchmarked against the external market?

  • Where does the company sit against the market?
  • How do your salary packages compare to your competitors?
  • Are they attractive enough to both attract and retain talent?

Q11: Are business cases and job specifications matched against overall talent plans?

  • Does the hiring community consider the internal promotion and development prospects for new hires?
  • Are the job specs reviewed and matched against talent planning and recruitment planning activity?

Q12: Are clear candidate competencies identified for every requirement?

  • Do you have a clear idea of what you're looking for in candidates?
  • Is it clear what kind of candidate will be the right candidate?
  • Do all of the stakeholders in the hiring process agree about the key criteria?

Attraction and Sourcing

In this section, we'll explore the management and effectiveness of your attraction and sourcing strategies.

 

Q1: How proactive is your organisation's recruitment?

  • Does attraction only start when a specific need is identified, or are needs anticipated and candidate pipelines built up?

Q2: What percentage of recruitment activity is currently done in-house?

  • Do all vacancies get filled by external suppliers?
  • Is any direct hiring done at all?
  • If hiring is done directly, is it by the hiring community or via the recruitment function?

Q3: Has a Talent Warehouse been developed?

  • Are recurring recruitment needs identified?
  • Once identified, are the channels to source the best candidates known?
  • Is there a mechanism for storing and searching known candidates?
  • Are the candidates actively managed and engaged with your business?

Q4: Are individual plans of action developed for each piece of recruitment?

  • Are recruitment options tailored for each requirement?
  • Are timelines established?
  • Are key stakeholders identified and informed?
  • Is the plan of action documented?

Q5: Is there active effort to maintain and develop a recruitment/employer brand?

  • Does the company make use of social media such as LinkedIn to promote its brand and to highlight recruitment activity?
  • Does the company use social media to promote itself as a place that candidates would want to come and work?
  • Does the company monitor chat/discussion on industry appropriate internet forums?
  • Are there proper candidate packs to send to potential candidates?

Q6: Is there central control and knowledge about the use of recruitment agencies?

  • Is there full knowledge centrally of all recruitment agencies being used?

Q7: Are there agreed terms and standard working practices with the recruitment agencies being used?

  • Have terms been agreed with all suppliers?
  • Are terms standardised?
  • Are terms checked for business risk?
  • Have the terms been benchmarked against the market?
  • Are the terms documented and renewed?
  • Are there any framing agreements, such as PSLs and SLAs, with suppliers?

Q8: Is there a referral programme in place?

  • Are there referral incentives via a 'refer a friend scheme' for employees?
  • Does anyone who refers successfully get rewarded sufficiently?
  • Is the scheme publicised?
  • How often is it used?

Q9: How well are internet job boards and the company website utilised?

  • Does the company have a recruitment page on their own website?
  • How often/well is it monitored and used?
  • Does it just contain live vacancies? Or is there other information to engage candidates with?
  • Does the recruitment function have access to online candidate databases?

Q10: Is there a clear social media strategy for recruitment?

  • Does the company use sites such as LinkedIn, Twitter, Facebook etc?
  • Does the company have a clear message on Social Media separate from the business message?
  • Do all hiring managers have standardised and assessed LinkedIn profiles?
  • Does company social media include peer to peer media to appeal to prospective hires?

Assessment and Selection

This part of the audit looks at your screening and interview processes, as well as the candidate experience through the recruitment lifecycle. 

 

Q1: Are candidates properly briefed about the role and company before interviews take place?

  • Is a job spec provided to the candidate before interview?
  • Is the job spec optimised for external use?
  • Is there a broader candidate pack provided?

Q2: Is there a standardised interview process?

  • Does the company have standards for an interview process?
  • Are those standards understood by the hiring community?
  • Are they followed universally?
  • Are candidates interviewed using the same process for the same job?

Q3: Is the interview process robust?

  • Are multiple interviewers used?
  • Is there consistency in who does the interviewing for a particular vacancy?
  • Are candidates interviewed fairly?
  • Do all candidates interviewing for a vacancy go through the same process?
  • Are internal candidates treated differently?
  • Are candidates assessed both technically and for wider company/cultural fit?

Q4: Are appropriate selection tools and methodologies in use?

  • Are selection tools available as required? (Psychometrics or aptitude tests, for example.)
  • Have standard competencies been developed?
  • Are competency-based questions used during the interview? 
  • Is consideration given to the best tools to be used for each requirement?

Q5: Is everyone involved in the interview process properly trained?

  • Have hiring managers been trained as interviewers?
  • If technical interviewers are used, have they been trained?
  • Are technical interviews conducted by technically qualified staff?

Q6: Are there defined criteria for selection at interview?

  • Have the criteria been clearly identified?
  • Are all stakeholders in agreement about the criteria?
  • Have they been documented and communicated to the interview panel?

Q7: Is there a clear decision making process after interview?

  • Is there a ‘wash-up’ after every interview?
  • Are all key stakeholders consulted about the decision?
  • Is the decision made in a timely and efficient manner?

Q8: Is feedback given to all candidates throughout the recruitment process?

  • Once a decision is made, is it communicated to the candidate?
  • Are all candidates given feedback, whether successful or not?
  • Is the feedback process managed effectively?

Q9: Does the recruitment process encourage candidates to join the company?

  • Does the process make the candidate want to join?
  • Does everyone involved remember that they also have to sell the business to candidates?
  • Is an effort made to ensure the company seems like an attractive place to work?

Q10: Are all legal requirements followed during the recruitment process?

  • Do your job adverts meet equal opportunity requirements?
  • Are 'Right to Work' checks carried out and the correct documentation stored?
  • Are interview notes captured and stored centrally?
  • Are decisions documented?

Offers and On-boarding

This section looks how well successful candidates are on-boarded and inducted into your business. 

 

Q1: Do you have all the relevant information to ensure the right offer is made?

  • Did the interview panel check directly with the candidate what their current package was?
  • Did they ask what package the candidate was looking for?
  • Do they understand the candidate’s reasons and motivation for moving?

Q2: Is the offer process managed and controlled effectively?

  • Is direct contact made with the candidate?
  • If negotiation is needed, are decisions made quickly?
  • How are negotiations managed?
  • Are counter-offers dealt with effectively?

Q3: Are formal offers generated and sent out in a timely and accurate manner?

  • How do physical offer packs get generated?
  • How quickly are they generated?
  • How accurate is the process?
  • Can written offers be e-mailed if needed?

Q4: Is the offer/new starter pack comprehensive and attractive?

  • Does the pack specify all of the benefits offered?
  • Does the pack look attractive?
  • Does the candidate know what to do next?

Q5: Is the candidate managed through their notice period?

  • Does the company keep in touch with the candidate through their notice period?
  • Do they work to ensure the candidate remains motivated to join and engaged?

Q6: Where used, are relocation issues managed effectively?

  • Is relocation assistance offered when appropriate?
  • If so, how is it delivered?
  • Is there a standard package?

Q7: Are reference, qualification and background checks managed effectively and appropriately?

  • Are basic work references taken up quickly?
  • Are more extensive background checks required?
  • Are qualifications checked?

Q8: Is there a proper process for ensuring that the new employee’s first day runs smoothly?

  • Is there a new joiner process?
  • Is all relevant equipment (IT and comms, etc.) available on day one?
  • Does the new joiner know where they are going on their first day?
  • Is someone assigned to meet and greet the new joiner?
  • Does the new joiner 'buddy-up' with an existing team member?

Q9: Is there a structured induction process for new starters?

  • Is there a formal induction process?
  • Does the process cover all of the basics required? (Fire exits, holiday, expenses, etc.)

Q10: Do you periodically follow up with new employees once they have joined the business?

  • Is new joiner progress checked?
  • Is there a follow-up to check their experience of the recruitment and on-boarding process?
  • Are they made aware of things like a referral programme?

Data Management and Measurement

In the final part of the audit, we'll look at how well you manage your recruitment data and how you analyse the figures to improve your recruitment environment.

 

Q1: Are all candidates tracked through the process?

  • Are candidates tracked by name?
  • Are all candidates on this list?
  • Is it managed to ensure lack of duplication?
  • Who has access to this?

Q2: Is there a candidate database?

  • Does the company use an Applicant Tracking System?
  • Can this be searched as an active recruitment tool?
  • Is the database actually used?
  • Who has access to this?

Q3: Are there basic recruitment metrics and KPIs in place?

  • Is headline cost measured?
  • Are detailed cost breakdowns used?
  • Is account taken of non-headline costs (lack of person in post, business risk, lost management time, etc.)?
  • Is basic time to hire measured?
  • Is this reported effectively?

Q4: Is the satisfaction of the hiring community measured?

  • Are hiring managers surveyed for feedback?

Q5: Is candidate feedback and satisfaction captured and measured?

  • Are candidates surveyed for feedback?
  • Are they contacted whether successful or not?

Q6: Is there measurement of the effectiveness of attraction methods and sources?

  • Are hires tracked by method/source?
  • Are candidates tracked by method/source?
  • Is ROI calculated on each method/source?

Q7: Is the overall recruitment process tracked and measured?

  • Are times for different stages tracked?
  • Is process compliance tracked?

Q8: Do you undertake detailed analysis of your recruitment data?

  • Is performance analysed across different business area or different recruiting managers?
  • Are specific process areas measured and assessed to look for issues?
  • Are timescales checked against planned timescales?
  • Is this reported effectively?

Q9: Do you measure the performance of recruitment agencies?

  • Is data on supplier performance and the performance of their candidates measured?

Q10: Is data and analysis used for continuous improvement?

  • Are issues identified?
  • Are processes and procedures re-engineered to fix issues?
  • Is data measuring effectiveness used to plan activity for the future?


Thanks for completing our audit!

This is the first step to making things better. There are loads of things that can be done to improve performance, so call us on 01908 889 718 or book some time in the diary for a full analysis or just to talk it through.

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Recruitment Audit Tool Results

Name:
Company:
Email:
Resource Strategy Attraction and Sourcing Assessment and Selection Offers and On-boarding Data Management and Measurement
50 50 50 50 50
D D D D D

Key

Grade Score Comments
A* 90+ Excellent performance and practices.
A 80+ Strong performance, good in all aspects with some room for specific improvements.
B 70+ Generally good performance, with some weak aspects in need of improvement or attention.
C 60+ Moderate performance, some weak aspects in need of attention and some notable failings.
D 50+ Poor performance overall, with several weak aspects and multiple notable failings.
E 40+ Poor performance overall with serious and widespread weaknesses. Notable failings in key areas.
F < 40 Very poor performance, weaknesses in all areas and failings in major aspects.
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