opportunity : Diversity Positive recruitment :
The Role of HR

Tips and Tools

Example position description – Scientist Web sites recommended for CGIAR recruitment Internet research tools Print media position announcement – Scientist Web site position announcement – Scientist Sample candidate assessment form Briefing selection committees Practical assessment tasks Checking references Diversity-positive salary setting

This section of the guidelines deals with the following issues:

• overview of HR’s role in the entire recruitment process
• regional stations’ capability for recruitment
• provision of pre-interview briefing material
• special considerations for expatriate recruitments
• post-interview processes
• post-selection processes
• enhancing future practice

Overview
1 HR has an important role in facilitating the entire recruitment process, particularly:

a) facilitating the pre-recruitment review – providing advice on whether any existing staff should be considered for filling the new staffing need and, if so, what process should be used to consider her/him/them; or providing advice on whether the new staffing need should/could be used to provide employment for an expatriate spouse and, if so, whom;

b) providing expert advice and guidance in the early stages of the recruitment – particularly with defining the position, drafting the position announcement, identifying and advising on suitable channels for announcement, arranging for the announcement to be placed through the agreed channels, and advising on selection committee composition and related arrangements;

c) functioning as an expert advisor to the selection committee throughout the entire selection process – particularly with briefing committee members on interview techniques, and providing expert advice in the screening, short-listing, and interviewing stages;

d) ensuring that short-listed candidates have briefing materials – providing materials, prior to the interview, about the Center, employment conditions and, when appropriate, lifestyle issues, and ensuring that all their questions on these issues are resolved after the interview; and

e) ensuring that all post-interview procedures are managed effectively – including those that affect the appointee’s transition into her/his new role, workplace and duty station, and those that will sustain unsuccessful candidates’ interest in employment at the Center.

2 HR can add value to the selection process by using experience of other recruitments, providing interview training, and looking at perceptions of the needs of the organization and or department (from the perspective of someone outside the department or program).

Diversity alert
The following actions should be taken by HR in the recruitment process.
• Discuss comprehensive competency requirements with the supervisor during the preliminary defining of the vacant position.

• Brief the selection committee on the Center’s diversity-positive recruitment policy and its ramifications, coach committee members on the “dos and don’ts” of interviewing.

• Alert selection committee members if they see behaviors or proposed steps that could introduce bias into the selection process.

• Ensure the interview process is consistent for all interviewees.

• Ensure the committee remains focused on the agreed selection criteria and does not explore factors that are irrelevant for job performance and could lead to bias in relation to gender and/or diversity issues.

Regional stations’ capability for recruitment
3 HR may not always be able to provide the full range of services listed above for recruitments across all duty stations in a Center, particularly in smaller regional and field locations. In such circumstances, it is important for HR at Center headquarters to identify which services can be provided and which can’t, and to implement arrangements (e.g. special briefings for selection committee members) to compensate for HR’s limited direct involvement.

Pre-interview briefing material
4 HR should ensure that all short-listed candidates are provided with an appropriate briefing package prior to their interview. The contents of the briefing package will depend on the nature of the position, particularly whether it is likely to lead to an expatriate appointment or a local appointment. All briefing packages should include information about the salary range for the position and a summary of key employment conditions and benefits.

5 Candidates will need to make decisions and tradeoffs regarding the relative importance of these factors if they are offered the position. HR must ensure that interviewees have the required information so that the candidate who is offered the position is able to make a fully informed decision whether to accept.

Diversity alert
Special considerations for expatriate recruitments
• Briefing packages for expatriates should include comprehensive information about issues affecting lifestyle at the duty station including such areas as the Center’s provisions for housing, education and spousal employment together with information about local amenities, support services, cost of living, transportation, security, etc.

Special considerations for national, non-local recruitments
• When a short-listed candidate for a national recruitment would, if successful, have to transfer a significant distance from her/his current location, consideration should be given to offering a briefing package with information about the Center’s provision for housing, education, local amenities, support services, cost of living, transportation, security, etc.

Post interview
6 Addressing candidates’ personal issues is critical to successful recruitment. Some candidates may wish to raise some of the above issues during the interview and other issues after the interview.

Diversity alert
• Ensure that appropriate time (and personnel) are allocated to ensure candidates’ personal issues are dealt with to the necessary degree of detail.

Post selection
7 HR should also ensure that all post-selection formalities are conducted effectively for unsuccessful candidates.

Diversity alert
• Ensure that personalized, considerate letters are sent that will sustain the candidates’ interest in future vacancies at the Center.

• Ensure that unsuccessful candidates from CGIAR Centers receive appropriate feedback.

Future practice
8 Finally, HR needs to reflect on the strengths and weaknesses of each selection, develop any necessary procedural changes for future recruitments (including pre-recruitment action), and provide suggestions to individual selection committee members about improved interviewing techniques, etc.

© CGIAR Gender & Diversity Program 2006