Recruitment plan? Everything you need to know


How does a business grow?


You reach a point where you exceed your targets and you need to employ more staff to meet the growing demands. How do you meet the growing demands? Employ more workers. What happens if you can’t meet these demands? You stagnate, and most likely lose business to competitors.

The point being made is in most cases, if you want to grow you need to recruit. Although other factors are involved such as a lack of funding to appoint new staff, within this blog I will cover all aspects of recruitment planning to make sure the staff you do have are the best for your business.

So what is a recruitment plan? It is simply a working document that should show from the moment you’ve identified a vacancy through to the start date of the post. It should cover all the processes undertaken within that time. You may be thinking how do I go about setting up a recruitment plan? Initially, you will need to look at the role you have a vacancy for. Decide if there are any internal candidates or if it is open to external candidates. You then need to consider whether you need extra help from a recruiter? If so, what is your budget? Once these initial steps have been completed, you must then write the processes you will go through to reach the end goal and the time scale it will take.

Remember to also add in the notice period of a candidate. Many organisations forget the importance of this. For example if you are recruiting for a senior role, they may require up to 12 weeks’ notice. This means overall it may take anywhere up to 5 months to recruit for a senior role.

So how do you go about creating your initial job description? Look at existing job descriptions within the organisation and use this as a template. If you use any other competencies, critical factors or bench-marking tools, then look at the role you are attempting to recruit for and look at where that person would fit in that competency framework and build a job description from there. Also speak to the manager of the new role, look at people in similar roles and their skill base and make sure that the key skills are in the specification. It is also a good idea to do a draft and send it out to team members to feedback on.

Now the job description is complete, where do you advertise it? Free resources such as websites can attract a great deal of candidates but there is a caveat to that as with free resources, a higher percentage of applicants may not be relevant to your job as some people are pressurized into making job applications due to their personal circumstances. You also need to think about your current situation. You may not want to advertise the role publicly as you are replacing somebody who currently works for you without their knowledge. Look at resources that have worked for you in the past. Speaking to a specialist recruiter in the market is also another option as a recruiter is going to know how to source the best people.

Now you have sourced candidates, what do you ask them at interview? It is a good idea to look for a culture fit. Look for examples of candidates who have had experience doing things suitable for the role. How have they made things better/simpler? Do they understand your organisation? Have they looked at your social media and website and conducted research. Have they contacted your company prior to interview and spoken to someone in the organisation to show interest. Have they brought their own deep challenging questions to the interview rather than simply asking “how much do I get paid?”

In order to avoid discrimination when recruiting, always have a process that your team can follow, making sure everybody is marked on the same criteria. It should be a balanced view i.e. more than one person should meet the individual. Make sure everyone follows a screening process and a set of pre-qualification questions which are applicable to everyone. There is no filtering mechanism. The beauty of pre-screening is it filters out all the people who apply because they want to apply i.e. apply to anything. Pre-screening acts as the first hurdle for people to jump over.

“The internet’s brilliant because it’s open to everybody. The internet is also terrible because it’s open to everybody.”

Most importantly make sure all processes are above board and legal. If you are unsure with any part of your process, then take advice from a HR professional. The equality act is much more robust than before and the responsibility is on employers to make sure they follow it.

One reason businesses recruit is because they have analysed a skill gap. How do you know however if the applicants you are shortlisting have the required skills? First create a job specification, writing down everything entailed within the role. Have the role reviewed by other members of the organisation and decide the skills needed for role you are recruiting for. Now you can benchmark these skills against the applicants for the role. It is always good to keep in mind candidates have transferable skills. Sometimes you might want one particular skill and a certain candidate may have something similar. The only difference is it has been used in a different environment. As well as skills, are you recruiting someone with the right attitude? A candidate may not have all the experience and skills required for the role but if their attitude is right, they could possibly learn these skills and apply them quickly. There are therefore many factors to consider when choosing the right candidate. Another reason businesses have skill gaps within their organisation is due to employees leaving.

How are you therefore able to plan for the future if you don’t know when your workers leave? There are a few tell-tale signs and a variety of reasons an employee of yours may want to leave. It may relate to the organisation, a lack of training, bullying within the workplace or even wanting a wage rise for example. You should look at your employees attendance records. Does it suddenly drop off at short notice? Does this mean they are having interviews? Look at performance and outputs, how well are they doing, what is their attitude to things, everything around performance can potentially indicate if someone is engaged or not. Staff surveys are also a good indicator. Finally, the simplest thing you can do is ask somebody if they are unhappy. The fact you have asked shows you understand your staff on a personal level, you have realised they seem different and have taken the time to ask them. This is sometimes enough for an employee to seem valued, which could be the reason they were initially unhappy.

You could already be doing the above within your organisation, but employees will still leave. How are you therefore able to detail future leadership pathways when you cannot guarantee people will stay? As part of process should have a robust succession plan detailing how someone can get to the next level (see succession planning blog here). It should be clear very early on how that person can reach the next position. Do they need extra qualifications? Time served? Is there another mechanism, is it target based? Talk about future ambitions as an organisation. Large or small, the team needs to share the same vision and understand how to work towards that, how they fit into that.

“We don’t live in a world of static things anymore, the world progresses.”

I hope you find the following blog informative and encourage any comments you may have.




turro is a niche recruitment consultancy specialising in finding the right qualified, experienced permanent staff for health and social care organisations. The turro brand is underpinned by our expert team’s ability to deliver exclusive, high-quality candidates for permanent positions. turro look to change the face of recruitment by adopting a simple, open and transparent approach. For more information visit

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