Produced & written through the efforts of Q2 HR & Marketing Team

Recruitment has always been one of the trickiest part to get right in any organisation. It may look simple but once you get going, you realise there are a lot of intricacies required to make it right. Here are some practical tips to start off and make recruitment work for your organisation:



Recruitment is often seen in organizations as a “stand-alone” activity, handled either by a line manager, HR partners or an internal recruitment team. This also means that the opportunity to grow and develop a business through the use of recruitment can often be missed.
When we visualize recruitment’s role in the business, we should see its place at the heart of everything. After all, the PEOPLE you either have or will have, are your BEST ASSET.

This means your strategy should involve not just recruitment itself but also, retention, assessment, development and engagement. This way of thinking will ultimately lead to significant increase in returns on investment.

The need for recruitment is driven by the success or failure of the other parts of the organization.
Highly successful business = Growth = Recruitment as a prime driver
Wrong Hires/Attrition = Slowdown = Recruitment as a symptom of a wider problem

A recent study conducted by PriceWaterhouseCoopers reveals that the cost of replacing a competent member of staff equates to approximately a year of that person’s salary, reflecting all costs associated with lost skills and productivity, cost of replacement and training of new recruits.



A lot of companies recruit just for the sake of filling a gap, or at times the thought process on the need for recruiting is plainly because ‘someone was doing it before’. If this is the case, the company’s growth most probably won’t be realized.

Setting up a well thought of Recruitment Strategy is a must if you want to capitalize on growth through talent. Here, Recruitment can become your Competitive Advantage.

I would like to share 4 initial steps on building an effective Recruitment Strategy:

Step 1: Where am I now?
This should be answered by a Situational Analysis of your business. You can ask, “what is my business all about?”, “what are the raw facts about my business?”, “what are the opportunities and threats that could affect my business and my people” and “what is the corporate culture I would like to cultivate in my company”.

Similar to corporate planning, I suggest that you use a SWOT (or Strengths, Weaknesses, Opportunities and Threats) Analysis. But this time develop this in direct relation to your recruitment and talent strategy. In this manner, it’s easier to visualize the direction you would want to pursue in recruiting.

Step 2: Where do I want to be?
This should be answered by your Objectives & Goals. But you should remember that there is little value in setting goals that do not support the company’s overall mission and vision.

If your company visualizes global expansion, your recruitment strategy should reflect this. If your mission is to be the industry leader, then you should be recruiting people who can steer you towards this direction.

Step 3: What is the difference between where I am and where I want to be?
This should be identified by comparing your SWOT analysis and your defined Mission, Vision, Goal and objectives.

For example, you have identified that part of your vision is to be an industry leader. Now compare it with the SWOT Analysis you’ve just made and ask yourself “Given, the following situation my business is in, how far am I in reaching my corporate vision?”. Once the gap is identified, you can now begin to define your strategy. Part of this may be making a business case for investment into a particular aspect of recruitment or retention you want to improve.

Step 4: How am I going to reach my goals?
Now that you are well informed about your recruitment need, the next thing to do is to ask “What are my options for achieving the result that I want?”. Your new goals may be as simple as hiring one person, or an entire team; are they going to be full-time, contractual or project-based? Should they be experts or beginners in the trade?

Once you have reached the 4th step, you should be ready to work on your Recruitment Plan.



Gone are the days where we can just post and job advertisement in our storefront or even on newspapers and expect good results. The current talent pool is highly segmented and has various needs, wants and aspirations. Not only that, the rise of new media has increased the ways and means on how to reach your potential candidates making it more difficult and complicated. The best way to make your plan work is to view recruitment with the mind of a marketer.

Begin by viewing the RIGHT EMPLOYEES FOR YOUR COMPANY as TARGET CUSTOMERS. These are “CUSTOMERS” who should “BUY” the idea of working for your company.

Identify their Needs, Wants and Aspirations. This will be useful when you develop your recruitment message or even during negotiations.

There are various media available to broadcast your need. There’s Online Job Portals, Newspapers, LinkedIn, Recruitment Activities, etc. Pick the ones which can best reach your target candidates with the least spending.

Similar to developing any promotional message, you need to be very clear with what you need. You need to able to identify an accurate and detailed job specification for the role you’re recruiting for. Otherwise, you’ll end up with a generic requirement which doesn’t compel people to apply.

Define your Employer Brand’s positioning statement. You can do this by designing your company’s image and offerings so that it occupies a distinct and valued place in your target candidate’s mind relative to competitive offerings.

Similar to the concept of Integrated Marketing Communications, your Employer Brand’s positioning statement should be reflected in everything that your company does. What’s the point if you can’t walk the talk?



Recruitment does not begin when you realize you need to add someone in your company, it should have begun even before you knew you needed it. Starting to develop your recruitment efforts when you want to hire someone is just too late.

This is why it is ideal that your marketing department should work closely with your recruitment team. Who your company is and how it is being perceived by everyone else will determine your identity as a company. The right identity helps attract the right people for your company. You would know if you are effective here, when you get a constant stream of quality walk-in applicants.



Part of the recruitment process is to assess the capability of the potential employee to do the job that is required. In most cases, interviewees are prepared and already have reviewed in detail their past experiences to come up with the best answers for the interview. The best way to validate their answers is through references.

References won’t have any bearing during paper screening but it will make sense once you have reached to the point of deciding whether to hire a person or not. There is one reason why companies ask for references, and this is to check for Integrity. Some would argue that candidates would most likely provide contacts who would give the best recommendation. This is true, but this should not stop you to dig deeper. Don’t ask “does he work well with others”, or “is he a good team player”, be more specific and ask specific questions about specific instances – ideally the same questions you asked the candidate during the interview process. And after that if you still don’t feel content, ask for people who worked closely with them, ask their contact details and see if you can also interview them.



To cultivate the culture that you would like to maintain for your company, you should hire for CHARACTER, and hone for SKILLS. Character is inherent in everyone, but skills can be developed. Pick the ones whose character complements your company’s ideals.

Right Character (fixed) + Workable Skills (variable) = The Right Person for your Company