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Training and recruitment

Neither of these is in anybody's way. Both need the people to exist and neither is read by payroll or attendance, so they can be set up at any point after stage four and in either order.

Keep both short on a first implementation. A client who is still getting the payroll right does not need an assessment question bank in week three. What follows is the order to build each chain in when the client is ready, with the detail on each screen's own page.

Training​

The setup​

  1. Training Category. How courses are grouped: technical, safety, compliance, soft skills.
  2. Trainer and Training Vendor. Who delivers it, in house and outside.
  3. Training Course. The courses themselves.
  4. Training Setting. The company switches, once you know how the client wants it to run.

A Training Course holds more than a title. It carries how often the course has to be repeated, whether it is an induction course and within how many days of joining it has to be done, the bond threshold and bond length for an expensive course, and a trigger metric with a score below which the course becomes a need. That last pair is what links training to performance: a low score on a named metric can raise a training need by itself.

Training Setting holds the switches worth agreeing with the client early: whether an employee's own training request needs approval, whether a training day is marked as on duty for attendance, how many days before a certificate expires an alert is raised, how long after a course the effectiveness review is due, and how many retakes an assessment allows.

The running of it​

Training Need is where a gap is recorded, whether it came from an appraisal, a manager or the person himself. Training Plan is the budgeted plan: the type of training, the courses, the number of participants and the cost.

Training Schedule is one actual delivery: its days, its venue or online address, its nominees, its cost lines, its minimum attendance percentage and its result. Training Attendance records who turned up on each day of it.

Training Assessment is the test: total and passing marks, a duration, the allowed attempts, and the questions with their options and correct answers. Training Feedback is the reaction form afterwards, with a rating and its own questions.

Training Bond is the commitment a person gives in return for an expensive course: an amount, a start and end date, the months served and unserved, and the recoverable amount if he leaves early. A client that sends people abroad wants this one.

What a person has actually done ends up on Employee Courses and Employee Certification, which is where recruitment screening and Succession Plan read it from.

Recruitment​

The setup​

  1. Screen Stage, Screen Status, Screen Rate and Applicant Status Stage. The stages an applicant passes through and the states he can be in.
  2. Employee Recruiter. Who in the company recruits.
  3. Question Bank and Questionnaire. The questions applicants answer.
  4. Career Page Setting. The public careers page, if the client wants one.
  5. Recruitment Setting. The company switches.

The stage and status lists are the part to agree with the client before anything else, because they are the pipeline. Applied, shortlisted, screened, interviewed, offered, hired, rejected, with the client's own words for each. Changing them later means every applicant in flight is on a stage that no longer exists.

The flow​

  1. Request for Employee Recruitment. A manager asks for a person: the job description, the number of vacancies, the recruitment type and a deadline.
  2. Recruitment Requisition. The approved and specified vacancy: the position, whether it is budgeted, the role and responsibilities, the experience and age range, the salary range, the work place, the opening and closing dates and the application deadline.
  3. Recruitment Project. The campaign to fill it, with its recruiter, its organization assignment, its timeline, and where it is advertised: employee self service, the company website, or both.
  4. Recruitment Applicant. The people who applied, with their details, their current salary and their cover letter. Applicants who came through the careers page arrive here with their own portal access.
  5. Recruitment Applicant Screening. The first sift, against the screening types on Screening Type and Screening.
  6. Interview Evaluation. One round: the panel, the mode, the competencies with their weights and scores, and a recommendation.
  7. Offer. The offer, its grade, and whether it was accepted or declined and why.
  8. Employee Onboarding, with its Onboarding Checklist, which turns an accepted offer into an employee.

Applications Pipeline is the view across all of it: applicants, shortlisted, interviewed, offered and hired per request, with the stage and the rejection reason. It is the screen an HR manager will actually live in, so show it to the client early.

Two more screens exist for the public side: Career Application and Career Answer hold what an applicant submitted through the careers page and how he answered the questionnaire. BlackList is where a person the company will not consider again is recorded.

If something looks wrong​

  • "The applicant list is empty on the project" - nobody has applied yet, or the applicants were keyed against a different project.
  • "An applicant is stuck on a stage nobody recognises" - the stage list was changed after he entered the pipeline.
  • "The careers page shows nothing" - the project is not set to display on the company website, or its closing date has passed.
  • "An appraisal score should have raised a training need and did not" - the course has no trigger metric, or no score threshold below which it fires.
  • "A training day counted as an absence" - the on-duty switch on Training Setting.
  • "A bond recovery figure looks wrong" - check the bond's start and end dates against the person's leaving date.