ISO 30405:2023
(Main)Human resource management — Guidelines on recruitment
Human resource management — Guidelines on recruitment
This document provides guidance on how to attract, source, assess and employ people with the goal of meeting the organizational needs while fostering a positive candidate experience. It focuses on key processes and practices, including: — preparing and planning; — managing the different phases and stakeholders; — reviewing and learning. This document can be used by any organization, regardless of type or size. NOTE This document can be used by anyone managing or performing the recruitment function, whether this is a dedicated role within the organization or an additional task for someone with another role, as well as those who evaluate, teach or consult in recruitment.
Management des ressources humaines — Lignes directrices relatives au recrutement
Le présent document fournit des recommandations sur la façon d’attirer, de rechercher, d’évaluer et d’embaucher des personnes afin de satisfaire les besoins organisationnels tout en favorisant une expérience du candidat positive. Il se concentre sur des processus et pratiques clés, notamment: — la préparation et la planification; — la gestion des différentes phases et parties prenantes; — la revue et l’apprentissage. Le présent document peut être utilisé par toute organisation, indépendamment de son type ou de sa taille. NOTE Le présent document peut être utilisé par toute personne gérant ou assurant des fonctions de recrutement (que ce poste soit dédié à cette tâche ou qu’il s’agisse d’une tâche incombant à une personne assurant un autre rôle au sein de l’organisation), aux personnes qui évaluent, forment ou conseillent en matière de recrutement.
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INTERNATIONAL ISO
STANDARD 30405
Second edition
2023-06
Human resource management —
Guidelines on recruitment
Management des ressources humaines — Lignes directrices relatives
au recrutement
Reference number
ISO 30405:2023(E)
© ISO 2023
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ISO 30405:2023(E)
COPYRIGHT PROTECTED DOCUMENT
© ISO 2023
All rights reserved. Unless otherwise specified, or required in the context of its implementation, no part of this publication may
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the internet or an intranet, without prior written permission. Permission can be requested from either ISO at the address below
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Published in Switzerland
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ISO 30405:2023(E)
Contents Page
Foreword .iv
Introduction .v
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 Recruitment guidelines .3
4.1 General . 3
4.2 Preparing and planning the recruitment process . 4
4.2.1 Requisition . 4
4.2.2 Planning . 4
4.2.3 Confidentiality and data protection . 6
4.3 Attract . 6
4.4 Source . 7
4 . 5 A s s e s s . 7
4.5.1 General considerations . 7
4.5.2 The ratio of candidates to vacancies . 8
4.5.3 The identified knowledge, skills, abilities and other characteristics required . 8
4.5.4 Cost and effectiveness . 8
4.6 Decision-making . 8
4.7 Pre-boarding . 9
5 Learning and continual improvement .10
Annex A (informative) Employer brand and recruitment .11
Annex B (informative) Artificial intelligence .13
Annex C (informative) Verification .15
Bibliography .16
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ISO 30405:2023(E)
Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards
bodies (ISO member bodies). The work of preparing International Standards is normally carried out
through ISO technical committees. Each member body interested in a subject for which a technical
committee has been established has the right to be represented on that committee. International
organizations, governmental and non-governmental, in liaison with ISO, also take part in the work.
ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of
electrotechnical standardization.
The procedures used to develop this document and those intended for its further maintenance are
described in the ISO/IEC Directives, Part 1. In particular, the different approval criteria needed for the
different types of ISO documents should be noted. This document was drafted in accordance with the
editorial rules of the ISO/IEC Directives, Part 2 (see www.iso.org/directives).
Attention is drawn to the possibility that some of the elements of this document may be the subject of
patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of
any patent rights identified during the development of the document will be in the Introduction and/or
on the ISO list of patent declarations received (see www.iso.org/patents).
Any trade name used in this document is information given for the convenience of users and does not
constitute an endorsement.
For an explanation of the voluntary nature of standards, the meaning of ISO specific terms and
expressions related to conformity assessment, as well as information about ISO's adherence to
the World Trade Organization (WTO) principles in the Technical Barriers to Trade (TBT), see
www.iso.org/iso/foreword.html.
This document was prepared by Technical Committee ISO/TC 260, Human resource management.
This second edition cancels and replaces the first edition (ISO 30405:2016), which has been technically
revised.
The main changes are as follows:
— document restructured to include a practical approach to create a positive candidate experience;
— structure now follows the phases of the recruitment process within the hiring organization;
— information about the relevance of describing requirements of a position included;
— new Annex B on artificial intelligence added;
— previous Annexes C and D deleted;
— information on data protection and privacy advice added;
— new Annex C added, presenting options for checking work eligibility and background information of
candidates;
— definition of the candidate experience broadened to include not only the best-fitting candidates in
the final stages of the recruitment process but also all applicants, candidates and persons interacting
with the organization during the recruitment process but not hired.
Any feedback or questions on this document should be directed to the user’s national standards body. A
complete listing of these bodies can be found at www.iso.org/members.html.
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ISO 30405:2023(E)
Introduction
0.1 General
Recruitment is one of the most impactful functions of human resource management. Recruitment is a
dynamic, complex process which does not always fit a linear model. An open systems approach with
continual learning will be as beneficial here as with other human resource management systems. This
document focuses on the necessary activities an organization undertakes to attract, source, assess and
employ people, including both internal and external candidates.
The impact of recruitment on organizational performance is known and was highlighted in a milestone
survey of 4 288 executives from 102 countries conducted in 2012 by the World Federation of People
Management Association (WFPMA), which showed that organizations ranked in the top 20 % in terms
of ability to deliver on recruiting experienced up to 3,5 times the revenue growth and as much as twice
[17]
the average profit margin of other organizations.
More recently, the body of evidence which confirms the central role of hiring for success has been
growing. Risks identified by leaders are increasingly directed to the availability of skills and talents to
[14],[15]
realize entrepreneurial goals. Although the pandemic of 2020 and the following years changed
the priorities of human resource management in organizations throughout the world, in the 2021
[10]
survey of WFPMA the critical importance of recruitment for organizations was confirmed.
This document provides guidance on effective and efficient processes and practices for the recruitment
of people that support the achievement of organizational and recruitment objectives. It also includes
guidance on promoting a positive candidate experience and the link with the employer brand.
0.2 Relationship with human resource management in the context of the organization
The recruitment process is required when an organization identifies a need for skills, knowledge,
capability or talent, often leading to a requisition. It includes phases to attract, source, assess and
employ people.
Figure 1 illustrates an exemplary of the overall recruitment process with its phases from the starting
point to the end point. It highlights the candidate experience as a dimension that is influenced by every
single recruitment phase and that itself affects these.
Organizational needs, HR policies and objectives, and the legal and social environment, including
labour relations and workforce planning, may contribute to the identification of the recruitment need
and how the recruitment is carried out. This document outlines a process for successfully meeting the
organization's recruitment needs.
For more in-depth information on workforce planning, see ISO 30409.
Figure 1 — Overview of the recruitment process
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ISO 30405:2023(E)
Anything an organization does can impact its employer brand and its attractiveness to candidates. In
Figure 1, “Attract” refers to activities to attract candidates for identified vacancies.
0.3 Structure of the document
This document follows the phases of recruitment shown in Figure 1.
It provides recommendations throughout the recruitment process, including typical instances of
interaction up to the new hire's start date.
This structure helps align organizational activities, processes and functions with the needs of the
organization and all applicants and candidates.
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INTERNATIONAL STANDARD ISO 30405:2023(E)
Human resource management — Guidelines on
recruitment
1 Scope
This document provides guidance on how to attract, source, assess and employ people with the goal
of meeting the organizational needs while fostering a positive candidate experience. It focuses on key
processes and practices, including:
— preparing and planning;
— managing the different phases and stakeholders;
— reviewing and learning.
This document can be used by any organization, regardless of type or size.
NOTE This document can be used by anyone managing or performing the recruitment function, whether
this is a dedicated role within the organization or an additional task for someone with another role, as well as
those who evaluate, teach or consult in recruitment.
2 Normative references
The following documents are referred to in the text in such a way that some or all of their content
constitutes requirements of this document. For dated references, only the edition cited applies. For
undated references, the latest edition of the referenced document (including any amendments) applies.
ISO 30400, Human resource management — Vocabulary
3 Terms and definitions
For the purposes of this document, the terms and definitions given in ISO 30400 and the following
apply.
ISO and IEC maintain terminology databases for use in standardization at the following addresses:
— ISO Online browsing platform: available at https:// www .iso .org/ obp
— IEC Electropedia: available at https:// www .electropedia .org/
3.1
applicant
person who is interested in and who has applied for a job
3.2
applicant pool
people who have formally applied for a specific job
3.3
assess
ascertain or measure work-related knowledge, skills, abilities or other characteristics of an individual
[SOURCE: ISO 30400:2022, 3.15.2, modified — Definition revised.]
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ISO 30405:2023(E)
3.4
assessment
systematic method and procedure for ascertaining or measuring work-related knowledge, skills,
abilities or other characteristics of an individual, or the performance of an individual
[SOURCE: ISO 30400:2022, 3.15.3, modified — Definition revised and notes to entry removed.]
3.5
attract
generate interest from, and appeal to, the targeted potential applicants (3.1) or candidates (3.6)
3.6
candidate
person who is being considered for a job
3.7
candidate experience
experience with, and resulting perceptions about, the organization
Note 1 to entry: This includes the experiences of all those who are interested in, apply for or are considered for
the vacancy throughout the process.
3.8
employ
engage the services of a person or put a person to work
3.9
employer brand
organization’s reputation and differentiating characteristics as an employer, internally and externally
3.10
job description
list of specific or general tasks or functions and goals or responsibilities of a position, as well as
organizational conditions under which those tasks and functions are to be performed
[SOURCE: ISO 30400:2022, 3.9.9, modified — Note to entry removed.]
3.11
person specification
knowledge, skills, abilities and other characteristics needed by a person to perform the job
3.12
pre-boarding
activities necessary to move a candidate (3.6) from accepting an offer to the first day of employment
Note 1 to entry: This can also be referred to as onboarding.
[SOURCE: ISO 30400:2022, 3.9.10, modified — Note to entry added.]
3.13
recruitment
process of sourcing (3.15), attracting (3.5), assessing (3.3) and employing (3.8) talent (3.16) for an
existing or new position within the organization
3.14
requisition
formalized request to recruit for a position or positions
3.15
source
identify and develop supply channels of potential applicants (3.1)
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3.16
talent
person who has or can develop the knowledge, skills, abilities and other characteristics to perform a
function, job or role, as required
4 Recruitment guidelines
4.1 General
This clause describes the functions, processes and practices for the recruitment of people to fill a
position. Following the guidance can enable more engaging, effective and efficient attraction, sourcing,
assessment and hiring of people. This clause also sets out practices that promote the respectful
treatment of all applicants and candidates. Gaining the commitment of all those involved in the
recruitment process is a prerequisite to ensure a positive candidate experience.
The needs of applicants and candidates should be taken into account in the design of the whole
process and communication regarding each step should be clear and transparent. For communication
concerning assessment, see the ISO 10667 series.
The organization should use every opportunity of interaction with candidates to provide information
that develops the candidate’s understanding of the role and the experience of working for the
organization. To support candidates in making informed decisions about continuing their application or
accepting offers where made, information should be provided about the context, tasks and requirements
of the role.
At every stage of the process, applicants and candidates alike should have the opportunity to ask
questions and get full and meaningful responses.
Timely and appropriate communication throughout the recruitment process can pre-empt questions
and reduce the recruiters’ workload.
NOTE In some jurisdictions, employee and employer representatives can play a leading role in recruitment,
including but not limited to the planning of recruitment (4.2) and assessment (4.5) of candidates.
Figure 2 shows the key phases of the recruitment process and some of its inputs and outcomes, described
in more detail in the following subclauses. Organizational needs and how effectively recruitment is
performed impact the quality and quantity of talent recruited.
Figure 2 — Key phases of the recruitment process
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ISO 30405:2023(E)
Attraction is essential to generate and maintain interest from applicants and candidates for potential
employment opportunities.
Sourcing is the phase in which recruiters identify and clarify the channels to communicate with
potential candidates and applicants or to approach potentially suitable candidates.
Assessment involves ascertaining or measuring work-related knowledge, skills, abilities and other
relevant characteristics in order to select the candidate(s) that best meet the needs of the organization.
Some of the recruitment activities associated with one phase may overlap with other recruitment
phases.
Recruitment processes have a substantial impact on the diversity of an organization and should be
guided by the principles in ISO 30415.
For the use of AI in recruitment, see Annex B.
4.2 Preparing and planning the recruitment process
4.2.1 Requisition
Recruitment begins with a need that has been identified to fulfil a work requirement. The starting point
for recruitment can be the need to hire as few as one person or as many as hundreds.
The process then depends on what kind of need this represents:
— to fill a job that already exists and has been vacated;
— to create a new job to fulfil a new work requirement;
— to fill numerous jobs that experience high staff turnover or new jobs that need to be filled to carry
out new work at the organization.
NOTE Recruitment can meet organizational needs but can sometimes be initiated when an opportunity to
take on a person of special value to the organization is identified.
4.2.2 Planning
4.2.2.1 General
Planning the recruitment process is important to ensure an effective and efficient process which meets
the organizational needs, involves stakeholders and takes into account appropriate contextual factors.
4.2.2.2 Contextual factors
4.2.2.2.1 General
A number of contextual factors affect recruitment and should be considered in planning and preparing
an appropriate process.
4.2.2.2.2 The job market
The job market refers to considerations regarding the general availability of talent and jobs and the
way this changes over time. There are international, national and local effects on job markets. Other
factors include the mobility of target groups, the knowledge, skills and abilities held by available talent,
new or emerging professions and skill sets and competitor recruitment activity.
Information resources to help with recruitment planning include, but are not limited to:
— governmental statistics;
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ISO 30405:2023(E)
— consulting with colleagues;
— local job agencies.
If there is a lack of information, testing the job market with a generally framed job advertisement placed
in popular job search sites can be helpful.
4.2.2.2.3 The employer brand
Employer brand refers to the perceptions people have about an organization as an employer. A positive
employer brand will enhance an organization’s ability to attract potential candidates. A negative
employer brand will make recruitment more difficult. The quality of the employer brand should be
taken into account when designing the recruitment process, as should the potential impact of the
recruitment process on the employer brand.
For more information on the employer brand and employer branding activities, see Annex A.
4.2.2.2.4 Compensation
Depending on the life-cycle of your organization or budgetary constraints, having robust compensation
can improve recruiting effectiveness. This includes base pay, bonuses and other benefits provided to
employees.
4.2.2.3 Job description
The job description supports the entire recruitment process by providing a clear overview of the role
and its tasks. It should show the more detailed job activities, work environment and requirements, such
as responsibilities and result expectations of the role. It can also provide clarity during pre-boarding,
onboarding and, later on, performance review. In planning, additional specifications and information
regarding, for example, compensation and job grading (if applied) should also be included. For more
information on the job description, see requirements analysis in the ISO 10667 series.
4.2.2.4 Person specification
The person specification clarifies the essential formal and informal criteria to be used for selecting
the individual or individuals most appropriate for the role. This can include, but is not limited to, a
minimum level of education and experience, behavioural competencies or expert knowledge required.
The characteristics listed should be clearly worded to ensure that they reflect necessary requirements
and not personal or discriminatory biases (see ISO 30415). The most appropriate way to develop the
person specification is through a formal and structured requirements analysis (see the ISO 10667
series).
4.2.2.5 Stakeholder involvement
Organizations should establish a list of stakeholders to be involved in the different stages of the
recruitment process and consider how to integrate their timely and appropriate involvement in the
planning and implementation of different phases of the recruitment process. The identification of
stakeholders will depend on the nature and structure of the organization, but in general stakeholders
are those who have an interest in the process and outcome of the recruitment, including those whose
support is needed, who can support the process or help mitigate risks and challenges that may arise.
4.2.2.6 Scheduling
Recruitment activities should be scheduled to ensure the availability of all stakeholders involved in any
activity. Scheduling should include the definition of milestones to be met in the different phases and
coordinating where and how the recruitment activities take place, including but not limited to:
— the timing and placement of advertising and other sourcing initiatives;
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ISO 30405:2023(E)
— setting deadlines to receive applications;
— setting dates, times and locations for assessments (e.g. interviews, tests);
— contacting applicants who have been chosen to progress to assessment phases;
— contacting unsuccessful applicants to let them know they are not under consideration;
— decision-making after assessments and selection.
4.2.3 Confidentiality and data protection
The nature of recruitment activity entails collecting personal data about applicants and candidates
which is often sensitive. To maintain the confidentiality and security of data collected, recruiting
organizations should:
a) establish clear guidelines as to how long identifiable personal data are to be retained (by the
organization itself or the data processor);
b) explain levels of confidentiality and limit access to candidate data to those with a right to know,
including protecting data retained;
c) obtain the relevant consents or articulate the appropriate alternative legitimate basis for
processing before releasing data;
d) set up procedures to respond to requests from candidates regarding their data.
NOTE In different countries, different laws apply for data protection and privacy.
4.3 Attract
To attract people with the potential to contribute to the organization, efforts should be made to
communicate realistic and relevant messages regarding the organization and the benefits of being an
employee.
Consideration should be given to the most effective ways of creating awareness about the organization
and the role or roles to be filled in order to engage the interest of potential applicants.
These activities include, but are not limited to:
— sharing stories and visuals through both formal and informal channels relating to both the role and
the relationship of the organization with its staff;
— informing potential candidates about opportunities and challenges;
— communicating in a timely and professional manner throughout the recruitment process.
The organization should identify what makes it different and how it will create awareness about itself,
the work it does and the characteristics of the role or roles to be filled and tailor this information to
attract the interest of potential applicants who are likely to meet the job requirements. The various
perspectives and interests of potential applicants from different groups and with diverse backgrounds
should be taken into account in developing communication and outreach activities (see ISO 30415).
Attraction (or discouragement) of potential candidates is not only a result of activities aimed at
attracting people. It can also be a result (or side effect) of how applicants are treated throughout the
recruitment process as well as the employer brand influence (see Annex A).
Ensuring that all applicants and candidates have a positive experience during the recruitment process
enhances the attractiveness of the organization as an employer.
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ISO 30405:2023(E)
4.4 Source
Sourcing should be informed by the job requirements, ideally based on a job description and person
specification for the role. Channels should be identified (both online and offline) that will yield qualified
applicants for the role. Decisions should be made based on information about the relevant channels and
approaches, by defining the target audience, narrowing down to target groups and conducting keyword
research.
Writing a compelling job advertisement and placing it in relevant channels is a common form of
sourcing.
Other examples of sourcing activities include identifying where job advertisements can be posted or
other ways to directly contact people, such as:
— qualified existing employees;
— the hiring organization’s own employee alumni groups;
— employee referrals;
— university alumni groups;
— professional networks;
— professional associations;
— hobby or special interest groups;
— relevant and available résumé and CV libraries, banks and databases.
Recruitment marketing activities should complement employer branding within the attraction process
by providing more specific information about characteristics of concrete vacancies or of open positions.
Further activities can include offline and social media searches or other techniques by which qualified
potential applicants can be reached. The identification of potential applicants or candidates should be
based on the requirements of the person specification. Following identification, the person doing the
sourcing should contact the individuals, share information about the role and the organization, and
discuss context and potential interest for the position. The information should include a description of
the recruiting organization, as much information from the job description as appropriate, an indication
of the requi
...
NORME ISO
INTERNATIONALE 30405
Deuxième édition
2023-06
Management des ressources
humaines — Lignes directrices
relatives au recrutement
Human resource management — Guidelines on recruitment
Numéro de référence
ISO 30405:2023(F)
© ISO 2023
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ISO 30405:2023(F)
DOCUMENT PROTÉGÉ PAR COPYRIGHT
© ISO 2023
Tous droits réservés. Sauf prescription différente ou nécessité dans le contexte de sa mise en œuvre, aucune partie de cette
publication ne peut être reproduite ni utilisée sous quelque forme que ce soit et par aucun procédé, électronique ou mécanique,
y compris la photocopie, ou la diffusion sur l’internet ou sur un intranet, sans autorisation écrite préalable. Une autorisation peut
être demandée à l’ISO à l’adresse ci-après ou au comité membre de l’ISO dans le pays du demandeur.
ISO copyright office
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CH-1214 Vernier, Genève
Tél.: +41 22 749 01 11
E-mail: copyright@iso.org
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Publié en Suisse
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ISO 30405:2023(F)
Sommaire Page
Avant-propos .iv
Introduction . vi
1 Domaine d’application . 1
2 Références normatives .1
3 Termes et définitions . 1
4 Lignes directrices relatives au recrutement. 3
4.1 Généralités . 3
4.2 Préparer et planifier le processus de recrutement . 4
4.2.1 Demande de personnel . 4
4.2.2 Planification. 5
4.2.3 Confidentialité et protection des données . 6
4.3 Attraction . 7
4.4 Recherches . 7
4.5 Évaluation . 8
4.5.1 Considérations générales . 8
4.5.2 Ratio du nombre de candidats par rapport au nombre de postes vacants . 9
4.5.3 Connaissances, compétences, aptitudes et autres caractéristiques
identifiées et exigées . 9
4.5.4 Coûts et efficacité . 9
4.6 Prise de décision . 9
4.7 Pré-intégration . 10
5 Apprentissage et amélioration continue .10
Annexe A (informative) Marque employeur et recrutement .12
Annexe B (informative) Intelligence artificielle .15
Annexe C (informative) Vérification .17
Bibliographie .19
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ISO 30405:2023(F)
Avant-propos
L'ISO (Organisation internationale de normalisation) est une fédération mondiale d'organismes
nationaux de normalisation (comités membres de l'ISO). L'élaboration des Normes internationales est
en général confiée aux comités techniques de l'ISO. Chaque comité membre intéressé par une étude
a le droit de faire partie du comité technique créé à cet effet. Les organisations internationales,
gouvernementales et non gouvernementales, en liaison avec l'ISO participent également aux travaux.
L'ISO collabore étroitement avec la Commission électrotechnique internationale (IEC) en ce qui
concerne la normalisation électrotechnique.
Les procédures utilisées pour élaborer le présent document et celles destinées à sa mise à jour sont
décrites dans les Directives ISO/IEC, Partie 1. Il convient en particulier de prendre note des différents
critères d'approbation requis pour les différents types de documents ISO. Le présent document
a été rédigé conformément aux règles de rédaction données dans les Directives ISO/IEC, Partie 2
(voir www.iso.org/directives).
L'attention est attirée sur le fait que certains des éléments du présent document peuvent faire l'objet de
droits de propriété intellectuelle ou de droits analogues. L'ISO ne saurait être tenue pour responsable
de ne pas avoir identifié de tels droits de propriété et averti de leur existence. Les détails concernant
les références aux droits de propriété intellectuelle ou autres droits analogues identifiés lors de
l'élaboration du document sont indiqués dans l'Introduction et/ou dans la liste des déclarations de
brevets reçues par l'ISO (voir www.iso.org/brevets).
Les appellations commerciales éventuellement mentionnées dans le présent document sont données
pour information, par souci de commodité, à l'intention des utilisateurs et ne sauraient constituer un
engagement.
Pour une explication de la nature volontaire des normes, la signification des termes et expressions
spécifiques de l'ISO liés à l'évaluation de la conformité, ou pour toute information au sujet de l'adhésion
de l'ISO aux principes de l'Organisation mondiale du commerce (OMC) concernant les obstacles
techniques au commerce (OTC), voir le lien suivant: www.iso.org/avant-propos.
Le présent document a été élaboré par le comité technique ISO/TC 260, Management des ressources
humaines.
Cette deuxième édition annule et remplace la première édition (ISO 30405:2016), qui a fait l’objet d’une
révision technique.
Les principales modifications sont les suivantes:
— restructuration du présent document pour y inclure une approche pratique visant à créer une
expérience positive pour le candidat;
— restructuration du présent document pour qu’il suive désormais les phases du processus de
recrutement au sein de l’organisation recrutant;
— ajout d’informations sur la pertinence de décrire les exigences relatives à un poste;
— ajout d’une nouvelle Annexe B relative à l’intelligence artificielle;
— suppression des précédentes Annexes C et D;
— ajout d’informations sur la protection des données et de conseils concernant la confidentialité;
— ajout d’une nouvelle Annexe C présentant des moyens possibles de vérifier l’éligibilité au travail
ainsi que les antécédents des candidats;
— élargissement de la définition de l’expérience du candidat pour inclure non seulement les meilleurs
candidats pour un poste lors des étapes finales du recrutement, mais également tous les postulants,
candidats et personnes qui ont été en contact avec l’organisation dans le cadre d’un processus de
recrutement sans avoir été retenus.
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ISO 30405:2023(F)
Il convient que l'utilisateur adresse tout retour d'information ou toute question concernant le présent
document à l'organisme national de normalisation de son pays. Une liste exhaustive desdits organismes
se trouve à l'adresse www.iso.org/fr/members.html.
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ISO 30405:2023(F)
Introduction
0.1 Généralités
Le recrutement est l’une des fonctions les plus critiques du management des ressources humaines. Il
s’agit d’un processus dynamique et complexe qui ne suit pas toujours un modèle linéaire. Une approche
en système ouvert et en apprentissage continu se révèlera tout aussi bénéfique dans ce cas que dans
d’autres systèmes de management des ressources humaines. Le présent document se concentre sur les
activités nécessaires qu’une organisation entreprend pour attirer, rechercher, évaluer et embaucher
des personnes, qu’il s’agisse de candidats en interne ou en externe.
L’incidence du recrutement sur les performances organisationnelles est connu et a été mise en évidence
lors d’une enquête clé menée en 2012 sur 4 288 cadres issus de 102 pays et réalisée par la Fédération
mondiale des associations en ressources humaines (WFPMA, de l’anglais World Federation for People
Management Associations). Cette enquête a montré que les organisations faisant partie des 20 %
meilleures en termes d’aptitude en matière de recrutement ont réussi à augmenter leurs recettes
jusqu’à 3 fois et demie et à atteindre une marge bénéficiaire moyenne deux fois plus importante que
[17]
celle d’autres organisations .
Les preuves confirmant le rôle clé du recrutement dans la réussite d’une organisation se sont récemment
étoffées. Les risques identifiés par les responsables sont de plus en plus liés à la disponibilité des
[14],[15]
compétences et des talents quand il s’agit d’atteindre des objectifs entrepreneuriaux . Même si la
pandémie de 2020 et les années qui ont suivi ont changé les priorités du management des ressources
humaines dans les organisations du monde entier, l’étude de la WFPMA menée en 2021 a confirmé
[10]
l’importance cruciale du recrutement pour les organisations .
Le présent document fournit des recommandations relatives aux processus et pratiques efficaces et
efficients pour le recrutement du personnel qui contribuent à l’atteinte des objectifs organisationnels et
de recrutement. Il offre également des recommandations pour encourager la création d’une expérience
positive pour le candidat et renforcer le lien avec la marque employeur.
0.2 Relation avec le management des ressources humaines dans le contexte de l’organisation
Le processus de recrutement est requis dès lors qu’une organisation identifie un besoin en compétences,
connaissances, capacités ou talents, ce qui entraîne souvent une demande de personnel. Il comprend les
phases d’attraction, de recherches, d’évaluation et d’embauche des personnes.
La Figure 1 illustre un exemple de processus de recrutement global, de la première à la dernière phase.
Elle considère que l’expérience du candidat et chaque phase du recrutement s’influencent mutuellement.
Les besoins organisationnels, les politiques et objectifs des ressources humaines ainsi que
l’environnement légal et social, y compris les relations de travail et la planification de la main d’œuvre,
peuvent participer à l’identification du besoin en recrutement et impacte la manière de recruter. Le
présent document met en avant un processus destiné à satisfaire les besoins en recrutement d’une
organisation.
Pour des informations plus détaillées sur la planification de la main d’œuvre, voir l’ISO 30409.
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ISO 30405:2023(F)
Figure 1 — Vue d’ensemble du processus de recrutement
La moindre action d’une organisation peut avoir un impact sur la marque employeur ainsi que sur son
attractivité auprès des candidats. Dans la Figure 1, «Attirer» fait référence aux activités destinées à
attirer les candidats afin de pourvoir les postes vacants identifiés.
0.3 Structure du document
Le présent document suit les phases de recrutement indiquées à la Figure 1.
Il fournit des recommandations concernant l'intégralité du processus de recrutement jusqu’au premier
jour de travail du nouvel employé, y compris toutes les interactions types entre deux.
Cette structure permet d’aligner les activités, les processus et les fonctions organisationnels avec les
besoins de l’organisation ainsi qu’avec ceux de tous les postulants et candidats.
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NORME INTERNATIONALE ISO 30405:2023(F)
Management des ressources humaines — Lignes
directrices relatives au recrutement
1 Domaine d’application
Le présent document fournit des recommandations sur la façon d’attirer, de rechercher, d’évaluer et
d’embaucher des personnes afin de satisfaire les besoins organisationnels tout en favorisant une
expérience du candidat positive. Il se concentre sur des processus et pratiques clés, notamment:
— la préparation et la planification;
— la gestion des différentes phases et parties prenantes;
— la revue et l’apprentissage.
Le présent document peut être utilisé par toute organisation, indépendamment de son type ou de sa
taille.
NOTE Le présent document peut être utilisé par toute personne gérant ou assurant des fonctions de
recrutement (que ce poste soit dédié à cette tâche ou qu’il s’agisse d’une tâche incombant à une personne
assurant un autre rôle au sein de l’organisation), aux personnes qui évaluent, forment ou conseillent en matière
de recrutement.
2 Références normatives
Les documents suivants sont cités dans le texte de sorte qu’ils constituent, pour tout ou partie de leur
contenu, des exigences du présent document. Pour les références datées, seule l’édition citée s’applique.
Pour les références non datées, la dernière édition du document de référence s'applique (y compris les
éventuels amendements).
ISO 30400, Management des ressources humaines — Vocabulaire
3 Termes et définitions
Pour les besoins du présent document, les termes et les définitions de l’ISO 30400 ainsi que les suivants
s’appliquent.
L’ISO et l’IEC tiennent à jour des bases de données terminologiques destinées à être utilisées en
normalisation, consultables aux adresses suivantes:
— ISO Online browsing platform: disponible à l’adresse https:// www .iso .org/ obp
— IEC Electropedia: disponible à l’adresse https:// www .electropedia .org/
3.1
postulant
personne intéressée par un emploi et qui a postulé en ce sens
3.2
vivier de postulants
ensemble de personnes ayant officiellement soumis leur candidature à un poste spécifique
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ISO 30405:2023(F)
3.3
évaluer
apprécier ou déterminer les connaissances, les compétences, les aptitudes ou d’autres caractéristiques
professionnelles d’un individu
[SOURCE: ISO 30400:2022, 3.15.2, modifié — Par rapport à la version anglaise, la définition a été revue.]
3.4
évaluation
méthode et mode opératoire systématiques permettant d’apprécier ou de déterminer les connaissances,
les compétences, les aptitudes ou autres caractéristiques professionnelles d’un individu, ou les
performances d’un individu
[SOURCE: ISO 30400:2022, 3.15.3, modifié — Par rapport à la version anglaise, la définition a été revue
et les notes à l’article ont été supprimées.]
3.5
attirer
susciter l’intérêt général et l’attrait des postulants (3.1) ou candidats (3.6) cibles potentiels
3.6
candidat
personne envisagée pour occuper un poste
3.7
expérience du candidat
expérience auprès d’une organisation et perceptions en découlant
Note 1 à l'article: Cela inclut l’expérience de toutes les personnes intéressées par un poste vacant, ayant postulé
au poste vacant ou étant envisagées pour occuper ledit poste, durant l’intégralité du processus.
3.8
embaucher
engager les services d’une personne ou mettre cette personne à l’œuvre
3.9
marque employeur
notoriété d’une organisation et ses caractéristiques distinctives en tant qu’employeur, à l’intérieur et à
l’extérieur de l’organisation
3.10
description de poste
liste des tâches ou fonctions et des objectifs ou responsabilités, spécifiques ou généraux, d’un poste
ainsi que les conditions organisationnelles dans lesquelles ces tâches ou fonctions doivent être remplies
[SOURCE: ISO 30400:2022, 3.9.9, modifié — Par rapport à la version anglaise, la note à l’article a été
supprimée.]
3.11
profil professionnel
connaissances, capacités, aptitudes et autres caractéristiques qu’une personne doit posséder pour
accomplir le travail
3.12
pré-intégration
activités nécessaires pour faire passer un candidat (3.6) de l’acceptation d’une offre au premier jour
d’embauche
Note 1 à l'article: Cette étape peut également être appelée «intégration».
[SOURCE: ISO 30400:2022, 3.9.9, modifié — Par rapport à la version anglaise, la note à l’article a été
ajoutée.]
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ISO 30405:2023(F)
3.13
recrutement
processus consistant à rechercher (3.15), attirer (3.5), évaluer (3.3) et embaucher (3.8) des talents (3.16)
pour occuper un poste existant ou un nouveau poste au sein de l’organisation
3.14
demande de personnel
demande formelle de recrutement pour pourvoir un ou plusieurs postes
3.15
rechercher
identifier et développer des canaux de postulants (3.1) potentiels
3.16
talent
personne possédant ou pouvant acquérir les connaissances, les compétences, les aptitudes et d’autres
caractéristiques pour exercer une fonction, un travail ou un rôle, le cas échéant
4 Lignes directrices relatives au recrutement
4.1 Généralités
Le présent article décrit les fonctions, les processus et les pratiques pour le recrutement de personnel
afin de pourvoir un poste. Suivre ces recommandations peut rendre l’attraction, les recherches,
l’évaluation et l’embauche de personnel plus engageantes, efficaces et efficientes. Cet article établit
également des pratiques qui favorisent un traitement respectueux de tous les postulants et candidats.
Obtenir l’engagement de toutes les personnes impliquées dans le processus de recrutement est une
condition prérequise afin de garantir une expérience du candidat positive.
Il convient de prendre en compte les besoins des postulants et candidats au moment de concevoir
l’intégralité du processus. Il convient également que la communication concernant chaque étape soit
claire et transparente. Voir la série de normes ISO 10667 sur la communication relative aux évaluations.
Il convient que l’organisation saisisse toutes les opportunités d’interagir avec les candidats pour leur
donner des informations afin que ces derniers comprennent mieux le rôle et l’expérience de travail
proposés au sein de l’organisation. Il convient de fournir des informations sur le contexte, les tâches et
les exigences du rôle proposé afin de permettre aux candidats de prendre des décisions éclairées sur le
fait de poursuivre leur démarche ou d’accepter les offres faites.
Il convient qu’à chaque étape du processus, les postulants comme les candidats puissent poser des
questions et obtenir des réponses complètes et qui ont du sens.
Une communication appropriée et en temps voulu tout au long du processus de recrutement peut
permettre d’anticiper les questions et de réduire la charge de travail des recruteurs.
NOTE Dans certaines juridictions, les représentants des employés et les représentants des employeurs
peuvent jouer un rôle prépondérant dans le recrutement, y compris, mais sans s’y limiter, concernant la
planification (4.2) et l’évaluation (4.5) des candidats.
La Figure 2 montre les phases clés du processus de recrutement ainsi que certaines entrées et sorties,
qui sont détaillées plus avant dans les paragraphes suivants. Les besoins organisationnels et l’efficacité
du processus de recrutement influencent la qualité et le nombre des talents recrutés.
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ISO 30405:2023(F)
Figure 2 — Phases clés du processus de recrutement
L’attraction est essentielle pour susciter de l’intérêt, et le conserver, chez les postulants et les candidats
vis-à-vis de potentielles opportunités d’embauche.
Les recherches correspondent à la phase où les recruteurs identifient et clarifient les canaux pour
communiquer avec des candidats et postulants potentiels ou pour approcher des candidats convenant
potentiellement aux postes.
L’évaluation implique de vérifier ou de déterminer les connaissances, compétences, aptitudes et autres
caractéristiques professionnelles pertinentes afin de sélectionner les candidats les plus à même de
satisfaire les besoins de l’organisation.
Il arrive que certaines activités de recrutement associées à une phase puissent en même temps
concerner d’autres phases de recrutement.
Les processus de recrutement ont une influence considérable sur la diversité d’une organisation et il
convient que ces processus respectent les principes énoncés dans l’ISO 30415.
Consulter l’Annexe B pour en savoir plus sur l’utilisation de l’IA lors du recrutement.
4.2 Préparer et planifier le processus de recrutement
4.2.1 Demande de personnel
Le recrutement commence par l’identification d’un besoin de satisfaire à une exigence de travail. Le
point de départ du recrutement peut être d’avoir besoin de recruter une seule personne ou plusieurs
centaines.
Le processus dépend ensuite du type de besoin à satisfaire:
— pourvoir un poste déjà existant ou vacant;
— créer un nouveau poste afin de satisfaire une nouvelle exigence de travail;
— couvrir de nombreux postes qui présentent un taux de renouvellement du personnel important
ou de nouveaux postes nécessitant d’être pourvus pour assurer une nouvelle fonction au sein de
l’organisation.
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ISO 30405:2023(F)
NOTE Le recrutement peut servir à satisfaire les besoins organisationnels mais il peut parfois être amorcé
quand l’opportunité de recruter un talent ayant une valeur spéciale pour l’organisation se présente.
4.2.2 Planification
4.2.2.1 Généralités
Planifier le processus de recrutement est important pour assurer un processus efficace et efficient
répondant aux besoins organisationnels, impliquant les parties prenantes et prenant en compte les
facteurs contextuels pertinents.
4.2.2.2 Facteurs contextuels
4.2.2.2.1 Généralités
Le recrutement est influencé par de nombreux facteurs contextuels qu’il convient de prendre en compte
lors de la planification et de la préparation d’un processus approprié.
4.2.2.2.2 Le marché du travail
Le marché du travail renvoie aux considérations relatives à la disponibilité générale des talents et des
postes ainsi qu’aux changements correspondants au fil du temps. Les marchés du travail dépendent
de facteurs internationaux, nationaux et locaux. D’autres facteurs interviennent encore, comme la
mobilité des groupes cibles, les connaissances, compétences et aptitudes des talents disponibles, les
nouveaux métiers ou ceux émergents, les ensembles de compétences ainsi que l’activité de recrutement
des concurrents.
Les ressources informationnelles utiles à la planification du recrutement comprennent, sans s’y limiter:
— les statistiques gouvernementales;
— les discussions entre professionnels;
— les agences d’emploi locales.
Si les informations manquent, il peut s’avérer utile de sonder le marché du travail à l’aide d’une offre
d’emploi généraliste publiée sur des sites professionnels populaires.
4.2.2.2.3 La marque employeur
La marque employeur fait référence à la perception que les personnes ont d’une organisation en tant
qu’employeur. Une marque employeur positive permet d’améliorer l’attractivité d’une organisation
auprès des candidats potentiels. Une marque employeur négative ne facilitera pas le recrutement. Il
convient de prendre en compte la qualité de la marque employeur au moment de concevoir le processus
de recrutement, ainsi que l’impact potentiel du processus de recrutement sur la marque employeur.
Pour plus d’informations sur la marque employeur et les activités qui y sont liées, voir l’Annexe A.
4.2.2.2.4 Rémunération
En fonction du cycle de vie ou des contraintes budgétaires de l’organisation, offrir une forte
rémunération peut améliorer l’efficacité du recrutement. Cela comprend la paie de base, les bonus ainsi
que d’autres avantages proposés aux employés.
4.2.2.3 Description de poste
La description de poste sous-tend l’intégralité du processus de recrutement en offrant une vue
d’ensemble claire du rôle et des tâches à assurer. Il convient que la description de poste présente plus en
détail les activités, l’environnement de travail et les exigences liées au poste, comme les responsabilités
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ISO 30405:2023(F)
et les résultats attendus. Elle peut également clarifier la situation lors de la pré-intégration, de
l’intégration et ultérieurement, lors de la revue des performances. Il convient que soient également
incluses des spécifications et informations supplémentaires (comme la rémunération et la catégorie de
poste, le cas échéant) dans la planification. Pour plus d’informations sur la description de poste, voir
l’analyse des exigences spécifiée dans la série de normes ISO 10667.
4.2.2.4 Profil professionnel
Le profil professionnel clarifie les critères essentiels formels et informels servant à sélectionner la ou
les personnes correspondant le plus au rôle à assurer. Il peut comprendre, sans s’y limiter, le niveau
minimal de formation et d’expérience ainsi que les compétences comportementales ou les connaissances
spécialisées exigées. Il convient que les caractéristiques énumérées soient formulées de façon claire
pour s’assurer qu’elles reflètent les exigences nécessaires, sans biais personnel ni discriminatoire
(voir l’ISO 30415). Le meilleur moyen d’établir un profil professionnel est d’effectuer une analyse
structurée et formelle des exigences (voir la série de normes ISO 10667).
4.2.2.5 Implication des parties prenantes
Il convient que les organisations établissent une liste des parties prenantes à impliquer lors des
différentes étapes du processus de recrutement et réfléchissent à la manière d’intégrer leurs
contributions en temps voulu et de façon appropriée lors de la planification et de la mise en œuvre des
différentes phases du processus de recrutement. L’identification des parties prenantes dépendra de la
nature et de la structure de l’organisation, mais les parties prenantes sont, en général, les parties pour
lesquelles le processus et les résultats du recrutement présentent un intérêt, y compris celles dont le
soutien est nécessaire, qui peuvent accompagner le processus ou qui peuvent aider à limiter les risques
et les défis pouvant se présenter.
4.2.2.6 Programmation
Il convient que les activités de recrutement soient programmées afin d’assurer la disponibilité de toutes
les parties prenantes impliquées dans quelque activité que ce soit. Il convient que la programmation
définisse des étapes clés à franchir lors des différentes phases et intègre la coordination des lieux
de déroulement des activités de recrutement ainsi que de leur organisation, y compris mais sans s’y
limiter:
— prévoir et publier des annonces ainsi que d’autres initiatives liées aux recherches;
— fixer les délais pour recevoir les candidatures;
— définir des dates, des heures et des lieux pour les évaluations (par exemple: entretiens, tests, etc.);
— contacter les postulants retenus pour passer aux phases d’évaluation;
— contacter les postulants non retenus afin de les informer qu’ils ne font pas partie des candidats
sélectionnés;
— prendre des décisions après les évaluations et sélections.
4.2.3 Confidentialité et protection des données
La nature même des activités de recrutement implique de r
...
FINAL
INTERNATIONAL ISO/FDIS
DRAFT
STANDARD 30405
ISO/TC 260
Human resource management —
Secretariat: ANSI
Guidelines on recruitment
Voting begins on:
2023-02-23
Management des ressources humaines — Lignes directrices relatives
au recrutement
Voting terminates on:
2023-04-20
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NATIONAL REGULATIONS. © ISO 2023
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ISO/FDIS 30405:2023(E)
FINAL
INTERNATIONAL ISO/FDIS
DRAFT
STANDARD 30405
ISO/TC 260
Human resource management —
Secretariat: ANSI
Guidelines on recruitment
Voting begins on:
Management des ressources humaines — Lignes directrices relatives
au recrutement
Voting terminates on:
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NATIONAL REGULATIONS. © ISO 2023
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ISO/FDIS 30405:2023(E)
Contents Page
Foreword .iv
Introduction .v
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 Recruitment guidelines .3
4.1 General . 3
4.2 Preparing and planning the recruitment process . 4
4.2.1 Requisition . 4
4 . 2 . 2 Pl a nni n g . 4
4.2.3 Confidentiality and data protection . 6
4.3 Attract . 6
4.4 Source . 6
4 . 5 A s s e s s . 7
4.5.1 General considerations . 7
4.5.2 The ratio of candidates to vacancies . 8
4.5.3 The identified knowledge, skills, abilities and other characteristics required . 8
4.5.4 Cost and effectiveness . 8
4.6 Decision-making . 8
4.7 Preboarding . 9
5 Learning and continual improvement . 9
Annex A (informative) Employer brand and recruitment .11
Annex B (informative) Artificial intelligence .13
Annex C (informative) Verification .15
Bibliography .16
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ISO/FDIS 30405:2023(E)
Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards
bodies (ISO member bodies). The work of preparing International Standards is normally carried out
through ISO technical committees. Each member body interested in a subject for which a technical
committee has been established has the right to be represented on that committee. International
organizations, governmental and non-governmental, in liaison with ISO, also take part in the work.
ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of
electrotechnical standardization.
The procedures used to develop this document and those intended for its further maintenance are
described in the ISO/IEC Directives, Part 1. In particular, the different approval criteria needed for the
different types of ISO documents should be noted. This document was drafted in accordance with the
editorial rules of the ISO/IEC Directives, Part 2 (see www.iso.org/directives).
Attention is drawn to the possibility that some of the elements of this document may be the subject of
patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of
any patent rights identified during the development of the document will be in the Introduction and/or
on the ISO list of patent declarations received (see www.iso.org/patents).
Any trade name used in this document is information given for the convenience of users and does not
constitute an endorsement.
For an explanation of the voluntary nature of standards, the meaning of ISO specific terms and
expressions related to conformity assessment, as well as information about ISO's adherence to
the World Trade Organization (WTO) principles in the Technical Barriers to Trade (TBT), see
www.iso.org/iso/foreword.html.
This document was prepared by Technical Committee ISO/TC 260, Human resource management.
This second edition cancels and replaces the first edition (ISO 30405:2016), which has been technically
revised.
The main changes are as follows:
— document restructured to include a practical approach to create a positive candidate experience;
— structure now follows the phases of the recruitment process within the hiring organization;
— information about the relevance of describing requirements of a position included;
— new Annex B on artificial intelligence added;
— previous Annexes C and D deleted;
— information on data protection and privacy advice added;
— new Annex C added, presenting options for checking work eligibility and background information of
candidates;
— definition of the candidate experience broadened to include not only the best-fitting candidates in
the final stages of the recruitment process but also all applicants, candidates and persons interacting
with the organization during the recruitment process but not hired.
Any feedback or questions on this document should be directed to the user’s national standards body. A
complete listing of these bodies can be found at www.iso.org/members.html.
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ISO/FDIS 30405:2023(E)
Introduction
0.1 General
Recruitment is one of the most impactful functions of human resource management. Recruitment is a
dynamic, complex process which does not always fit a linear model. An open systems approach with
continual learning will be as beneficial here as with other human resource management systems. This
document focuses on the necessary activities an organization undertakes to attract, source, assess and
employ people, including both internal and external candidates.
The impact of recruitment on organizational performance was highlighted in a milestone survey of
4 288 executives from 102 countries conducted in 2012 by the World Federation of People Management
Association (WFPMA), which showed that organizations ranked in the top 20 % in terms of ability to
deliver on recruiting experienced up to 3,5 times the revenue growth and as much as twice the average
[17]
profit margin of other organizations.
More recently, the body of evidence which confirms the central role of hiring for success has been
growing. Risks identified by leaders are increasingly directed to the availability of skills and talents to
[14],[15]
realize entrepreneurial goals. Although the pandemic of 2020 and the following years changed
the priorities of human resource management in organizations throughout the world, in the 2021
[10]
survey of WFPMA the critical importance of recruitment for organizations was confirmed.
This document provides guidance on effective and efficient processes and practices for the recruitment
of people that support the achievement of organizational and recruitment objectives. It also includes
guidance on promoting a positive candidate experience and the link with the employer brand.
0.2 Relationship with human resource management in the context of the organization
The recruitment process is required when an organization identifies a need for skills, knowledge,
capability or talent, often leading to a requisition. It includes phases to attract, source, assess and
employ people.
Figure 1 illustrates an exemplary of the overall recruitment process with its phases from the starting
point to the end point. It highlights the candidate experience as a dimension that is influenced by every
single recruitment phase and that itself impacts on these.
Organizational needs, HR policies and objectives, and the legal and social environment, including
labour relations and workforce planning, may contribute to the identification of the recruitment need
and how the recruitment is carried out. This document outlines a process for successfully meeting the
organization's recruitment needs.
For more in-depth information on workforce planning, see ISO 30409.
Figure 1 — Overview of the recruitment process
v
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ISO/FDIS 30405:2023(E)
Anything an organization does can impact its employer brand and its attractiveness to candidates. In
Figure 1, “Attract” refers to activities to attract candidates for identified vacancies.
0.3 Structure of the document
This document follows the phases of recruitment shown in Figure 1.
It provides recommendations throughout the recruitment process, including typical instances of
interaction up to the new hire's start date.
This structure helps align organizational activities, processes and functions with the needs of the
organization and all applicants and candidates.
vi
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FINAL DRAFT INTERNATIONAL STANDARD ISO/FDIS 30405:2023(E)
Human resource management — Guidelines on
recruitment
1 Scope
This document provides guidance on how to attract, source, assess and employ people with the goal
of meeting the organizational needs while fostering a positive candidate experience. It focuses on key
processes and practices, including:
— preparing and planning;
— managing the different phases and stakeholders;
— reviewing and learning.
This document can be used by any organization, regardless of type or size.
NOTE This document can be used by anyone managing or performing the recruitment function, whether
this is a dedicated role within the organization or an additional task for someone with another role, as well as
those who evaluate, teach or consult in recruitment.
2 Normative references
The following documents are referred to in the text in such a way that some or all of their content
constitutes requirements of this document. For dated references, only the edition cited applies. For
undated references, the latest edition of the referenced document (including any amendments) applies.
ISO 30400, Human resource management — Vocabulary
3 Terms and definitions
For the purposes of this document, the terms and definitions given in ISO 30400 and the following
apply.
ISO and IEC maintain terminology databases for use in standardization at the following addresses:
— ISO Online browsing platform: available at https:// www .iso .org/ obp
— IEC Electropedia: available at https:// www .electropedia .org/
3.1
applicant
person who is interested in and who has applied for a job
3.2
applicant pool
people who have formally applied for a specific job
3.3
assess
ascertain or measure work-related knowledge, skills, abilities or other characteristics of an individual
1
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ISO/FDIS 30405:2023(E)
3.4
assessment
systematic method and procedure for ascertaining or measuring work-related knowledge, skills,
abilities or other characteristics of an individual, or the performance of an individual
[SOURCE: ISO 10667-1:2020, 3.2, modified — Definition revised and notes to entry removed.]
3.5
attract
generate interest from, and appeal to, the targeted potential applicants (3.1) or candidates (3.6)
3.6
candidate
person who is being considered for a job
3.7
candidate experience
experience with, and resulting perceptions about, the organization
Note 1 to entry: This includes the experiences of all those who are interested in, apply for or are considered for
the vacancy throughout the process.
3.8
employ
engage the services of a person or put a person to work
3.9
employer brand
organization’s reputation and differentiating characteristics as an employer, internally and externally
3.10
job description
list of specific or general tasks or functions and goals or responsibilities of a position, as well as
organizational conditions under which those tasks and functions are to be performed
3.11
person specification
knowledge, skills, abilities and other characteristics needed by a person to perform the job
3.12
pre-boarding
activities necessary to move a candidate (3.6) from accepting an offer to the first day of employment
Note 1 to entry: This can also be referred to as onboarding.
3.13
recruitment
process of sourcing (3.15), attracting (3.5), assessing (3.3) and employing (3.8) talent (3.16) for an
existing or new position within the organization
3.14
requisition
formalized request to recruit for a position or positions
3.15
source
identify and develop supply channels of potential applicants (3.1)
3.16
talent
person who has or can develop the knowledge, skills, abilities and other characteristics to perform a
function, job or role, as required
2
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ISO/FDIS 30405:2023(E)
4 Recruitment guidelines
4.1 General
This clause describes the functions, processes and practices for the recruitment of people to fill a
position. Following the guidance can enable more engaging, effective and efficient attraction, sourcing,
assessment and hiring of people. This clause also sets out practices that promote the respectful
treatment of all applicants and candidates. Gaining the commitment of all those involved in the
recruitment process is a prerequisite to ensure a positive candidate experience.
The needs of applicants and candidates should be taken into account in the design of the whole
process and communication regarding each step should be clear and transparent. For communication
concerning assessment, see the ISO 10667 series.
The organization should use every opportunity of interaction with candidates to provide information
that develops the candidate’s understanding of the role and the experience of working for the
organization. To support candidates in making informed decisions about continuing their application or
accepting offers where made, information should be provided about the context, tasks and requirements
of the role.
At every stage of the process, applicants and candidates alike should have the opportunity to ask
questions and get full and meaningful responses.
Timely and appropriate communication throughout the recruitment process can pre-empt questions
and reduce the recruiters’ workload.
NOTE In some jurisdictions, employee and employer representatives can play a leading role in recruitment,
including but not limited to the planning of recruitment (4.2) and assessment (4.5) of candidates.
Figure 2 shows the key phases of the recruitment process and some of its inputs and outcomes, described
in more detail in the following subclauses. Organizational needs and how effectively recruitment is
performed impact the quality and quantity of talent recruited.
Figure 2 — Key phases of the recruitment process
Attraction is essential to generate and maintain interest from applicants and candidates for potential
employment opportunities.
3
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ISO/FDIS 30405:2023(E)
Sourcing is the phase in which recruiters identify and clarify the channels to communicate with
potential candidates and applicants or to approach potentially suitable candidates.
Assessment involves ascertaining or measuring work-related knowledge, skills, abilities and other
relevant characteristics in order to select the candidate(s) that best meet the needs of the organization.
Some of the recruitment activities associated with one phase may overlap with other recruitment
phases.
Recruitment processes have a substantial impact on the diversity of an organization and should be
guided by the principles in ISO 30415.
For the use of AI in recruitment, see Annex B.
4.2 Preparing and planning the recruitment process
4.2.1 Requisition
Recruitment begins with a need that has been identified to fulfil a work requirement. The starting point
for recruitment can be the need to hire as few as one person or as many as hundreds.
The process then depends on what kind of need this represents:
— to fill a job that already exists and has been vacated;
— to create a new job to fulfil a new work requirement;
— to fill numerous jobs that experience high staff turnover or new jobs that need to be filled to carry
out new work at the organization.
NOTE Recruitment can meet organizational needs but can sometimes be initiated when an opportunity to
take on a person of special value to the organization is identified.
4.2.2 Planning
4.2.2.1 General
Planning the recruitment process is important to ensure an effective and efficient process which meets
the organizational needs, involves stakeholders and takes into account appropriate contextual factors.
4.2.2.2 Contextual factors
4.2.2.2.1 General
A number of contextual factors affect recruitment and should be considered in planning and preparing
an appropriate process.
4.2.2.2.2 The job market
The job market refers to considerations regarding the general availability of talent and jobs and the
way this changes over time. There are international, national and local effects on job markets. Other
factors include the mobility of target groups, the knowledge, skills and abilities held by available talent,
new or emerging professions and skill sets and competitor recruitment activity.
Information resources to help with recruitment planning include, but are not limited to:
— governmental statistics;
— consulting with colleagues;
4
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ISO/FDIS 30405:2023(E)
— local job agencies.
If there is a lack of information, testing the job market with a generally framed job advertisement placed
in popular job search sites can be helpful.
4.2.2.2.3 The employer brand
Employer brand refers to the perceptions people have about an organization as an employer. A positive
employer brand will enhance an organization’s ability to attract potential candidates. A negative
employer brand will make recruitment more difficult. The quality of the employer brand should be
taken into account when designing the recruitment process, as should the potential impact of the
recruitment process on the employer brand.
For more information on the employer brand and employer branding activities, see Annex A.
4.2.2.2.4 Compensation
Depending on the life-cycle of your organization or budgetary constraints, having robust compensation
can improve recruiting effectiveness. This includes base pay, bonuses and other benefits provided to
employees.
4.2.2.3 Job description
The job description supports the entire recruitment process by providing a clear overview of the role
and its tasks. It should show the more detailed job activities, work environment and requirements, such
as responsibilities and result expectations of the role. It can also provide clarity during pre-boarding,
onboarding and, later on, performance review. In planning, additional specifications and information
regarding, for example, compensation and job grading (if applied) should also be included. For more
information on the job description, see requirements analysis in the ISO 10667 series.
4.2.2.4 Person specification
The person specification clarifies the essential formal and informal criteria to be used for selecting
the individual or individuals most appropriate for the role. This can include, but is not limited to, a
minimum level of education and experience, behavioural competencies or expert knowledge required.
The characteristics listed should be clearly worded to ensure that they reflect necessary requirements
and not personal or discriminatory biases (see ISO 30415). The most appropriate way to develop the
person specification is through a formal and structured requirements analysis (see the ISO 10667
series).
4.2.2.5 Stakeholder involvement
Organizations should establish a list of stakeholders to be involved in the different stages of the
recruitment process and consider how to integrate their timely and appropriate involvement in the
planning and implementation of different phases of the recruitment process. The identification of
stakeholders will depend on the nature and structure of the organization, but in general stakeholders
are those who have an interest in the process and outcome of the recruitment, including those whose
support is needed, who can support the process or help mitigate risks and challenges that may arise.
4.2.2.6 Scheduling
Recruitment activities should be scheduled to ensure the availability of all stakeholders involved in any
activity. Scheduling should include the definition of milestones to be met in the different phases and
coordinating where and how the recruitment activities take place, including but not limited to:
— the timing and placement of advertising and other sourcing initiatives;
— setting deadlines to receive applications;
5
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ISO/FDIS 30405:2023(E)
— setting dates, times and locations for assessments (e.g. interviews, tests);
— contacting applicants who have been chosen to progress to assessment phases;
— contacting unsuccessful applicants to let them know they are not under consideration;
— decision-making after assessments and selection.
4.2.3 Confidentiality and data protection
The nature of recruitment activity entails collecting personal data about applicants and candidates
which is often sensitive. To maintain the confidentiality and security of data collected, recruiting
organizations should:
a) establish clear guidelines as to how long identifiable personal data are to be retained (by the
organization itself or the data processor);
b) explain levels of confidentiality and limit access to candidate data to those with a right to know,
including protecting data retained, so that only people with access rights can obtain them;
c) obtain the relevant consents or articulate the appropriate alternative legitimate basis for
processing before releasing data;
d) set up procedures to respond to requests from candidates regarding their data.
NOTE In different countries, different laws apply for data protection and privacy.
4.3 Attract
To attract people with the potential to contribute to the organization, efforts should be made to
communicate realistic and relevant messages regarding the organization and the benefits of being an
employee.
Consideration should be given to the most effective ways of creating awareness about the organization
and the role or roles to be filled in order to engage the interest of potential applicants.
These activities include, but are not limited to:
— sharing stories and visuals through both formal and informal channels relating to both the role and
the relationship of the organization with its staff;
— informing potential candidates about opportunities and challenges;
— communicating in a timely and professional manner throughout the recruitment process.
The organization should identify what makes it different and how it will create awareness about itself,
the work it does and the characteristics of the role or roles to be filled and tailor this information to
attract the interest of potential applicants who are likely to meet the job requirements. The various
perspectives and interests of potential applicants from different groups and with diverse backgrounds
should be taken into account in developing communication and outreach activities (see ISO 30415).
Attraction (or discouragement) of potential candidates is not only a result of activities aimed at
attracting people. It can also be a result (or side effect) of how applicants are treated throughout the
recruitment process as well as the employer brand influence (see Annex A).
Ensuring that all applicants and candidates have a positive experience during the recruitment process
enhances the attractiveness of the organization as an employer.
4.4 Source
Sourcing should be informed by the job requirements, ideally based on a job description and person
specification for the role. Channels should be identified (both online and offline) that will yield qualified
6
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ISO/FDIS 30405:2023(E)
applicants for the role. Decisions should be made based on information about the relevant channels and
approaches, by defining the target audience, narrowing down to target groups and conducting keyword
research.
Writing a compelling job advertisement and placing it in relevant channels is a common form of
...
ISO/FDIS 30405
ISO/TC 260
Secretariat: ANSI
Date: 2022-11-152023-02-09
Human resource management — Guidelines on recruitment
Management des ressources humaines — Lignes directrices relatives au recrutement
FDIS stage
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ISO/FDIS 30405:2023(E)
© ISO 20222023
All rights reserved. Unless otherwise specified, or required in the context of its implementation, no part of this
publication may be reproduced or utilized otherwise in any form or by any means, electronic or mechanical,
including photocopying, or posting on the internet or an intranet, without prior written permission. Permission can
be requested from either ISO at the address below or ISO’s member body in the country of the requester.
ISO copyright office
CP 401 • Ch. de Blandonnet 8
CH-1214 Vernier, Geneva
Phone: + 41 22 749 01 11
Fax: +41 22 749 09 47
EmailE-mail: copyright@iso.org
Website: www.iso.org
Published in Switzerland
ii © ISO 2023 – All rights reserved
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ISO/FDIS 30405:2023(E)
Contents
Foreword . iv
Introduction . v
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 Recruitment guidelines . 3
4.1 General . 3
4.2 Preparing and planning the recruitment process . 4
4.2.1 Requisition . 4
4.2.2 Planning . 4
4.2.3 Confidentiality and data protection . 6
4.3 Attract . 6
4.4 Source . 7
4.5 Assess . 7
4.5.1 General considerations . 7
4.5.2 The ratio of candidates to vacancies . 8
4.5.3 The identified knowledge, skills, abilities and other characteristics required . 8
4.5.4 Cost and effectiveness . 8
4.6 Decision-making . 8
4.7 Pre-boarding . 9
5 Learning and continual improvement . 9
Annex A (informative) Employer brand and recruitment. 11
Annex B (informative) Artificial intelligence . 13
Annex C (informative) Verification . 15
Bibliography . 16
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ISO/FDIS 30405:2023(E)
Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards
bodies (ISO member bodies). The work of preparing International Standards is normally carried out
through ISO technical committees. Each member body interested in a subject for which a technical
committee has been established has the right to be represented on that committee. International
organizations, governmental and non-governmental, in liaison with ISO, also take part in the work. ISO
collaborates closely with the International Electrotechnical Commission (IEC) on all matters of
electrotechnical standardization.
The procedures used to develop this document and those intended for its further maintenance are
described in the ISO/IEC Directives, Part 1. In particular, the different approval criteria needed for the
different types of ISO documents should be noted. This document was drafted in accordance with the
editorial rules of the ISO/IEC Directives, Part 2 (see www.iso.org/directives).
Field Code Changed
Attention is drawn to the possibility that some of the elements of this document may be the subject of
patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of any
patent rights identified during the development of the document will be in the Introduction and/or on
the ISO list of patent declarations received (see www.iso.org/patents).
Any trade name used in this document is information given for the convenience of users and does not
constitute an endorsement.
For an explanation of the voluntary nature of standards, the meaning of ISO specific terms and
expressions related to conformity assessment, as well as information about ISO's adherence to the World
Trade Organization (WTO) principles in the Technical Barriers to Trade (TBT), see
www.iso.org/iso/foreword.html.
This document was prepared by Technical Committee ISO/TC 260, Human resource management.
This second edition cancels and replaces the first edition (ISO 30405:2016), which has been technically
revised.
The main changes are as follows:
— — document restructured to include a practical approach to create a positive candidate experience;
— — structure now follows the phases of the recruitment process within the hiring organization;
— — information about the relevance of describing requirements of a position included;
— — new Annex BAnnex B on AIartificial intelligence added;
— — previous Annexes C and D deleted;
— — information on data protection and privacy advice added;
— — new Annex CAnnex C added, presenting options for checking work eligibility and background
information of candidates;
— — definition of the candidate experience broadened to include not only the best-fitting candidates
in the final stages of the recruitment process but also all applicants, candidates and persons
interacting with the organization during the recruitment process but not hired.
Any feedback or questions on this document should be directed to the user’s national standards body. A
complete listing of these bodies can be found at www.iso.org/members.html.
Field Code Changed
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ISO/FDIS 30405:2023(E)
Introduction
0.1 General
Recruitment is one of the most impactful functions of human resource management. Recruitment is a
dynamic, complex process which does not always fit a linear model. An open systems approach with
continual learning will be as beneficial here as with other HRMhuman resource management systems.
This document focuses on the necessary activities an organization undertakes to attract, source, assess
and employ people, including both, internal and external candidates.
The impact of recruitment on organizational performance was already highlighted in a milestone survey
conducted in 2012 that includedof 4 288 executives from 102 countries conducted in 2012 by the World
Federation of People Management Association (WFPMA), which showed that organizations ranked in the
top 20 % in terms of ability to deliver on recruiting experienced up to 3,5 times the revenue growth and
[17 [18]]
as much as twice the average profit margin of other organizations. .
More recently, the body of evidence which confirms the central role of hiring for success ishas been
growing. Risks identified by leaders are increasingly directed to the availability of skills and talents to
[14],[15 [15][16] ]
realiserealize entrepreneurial goals. . Even if Although the pandemic of 2020 and the following
years changed the priorities of human resource management in organizations throughout the world, in
[10
the 2021 survey of WFPMA the critical importance of recruitment for organizations was confirmed. .
[11]]
This document provides guidance on effective and efficient processes and practices for the recruitment
of people that support the achievement of organizational and recruitment objectives. It also includes
guidance on promoting a positive candidate experience and the link with the employer brand.
0.2 Relationship with human resource management in the context of the organization
The recruitment process is required when an organization identifies a need for skills, knowledge or,
capability or talent, often leading to a requisition. It includes the phases to attract, source, assess and
employ people.
Figure 1Figure 1 illustrates an exemplary of the overall recruitment process with its phases from the
starting- point to endpointthe end point. It highlights the candidate experience as a dimension that is
influenced by every single recruitment phase and that itself impacts on thosethese.
Organizational needs, HR policies and objectives, and the legal and social environment, including labour
relations and workforce planning, may contribute to the identification of the recruitment need and how
the recruitment is carried out. This document outlines a process for successfully meeting the
organization's recruitment needs.
For more in-depth information on workforce planning, see ISO 30409.
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ISO/FDIS 30405:2023(E)
Figure 1 — Overview of the recruitment process
Anything an organisationorganization does, can impact its employer brand and its attractiveness to
candidates. In Figure 1Figure 1, “Attract” refers to activities to attract candidates for identified vacancies.
0.3 Structure of the document
This document follows the phases of recruitment shown in Figure 1Figure 1. .
It provides recommendations throughout the recruitment process, including typical instances of
interaction up to the new hire's start date.
This structure helps align organizational activities, processes and functions with the needs of the
organization and all applicants and candidates.
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ISO/FDIS 30405:2023(E)
Human resource management — Guidelines on recruitment
1 Scope
This document provides guidance on how to attract, source, assess and employ people with the goal of
meeting the organizational needs while fostering a positive candidate experience. It focuses on key
processes and practices, including:
— — preparing and planning;
— — managing the different phases and stakeholders;
— — reviewing and learning.
This document can be used by any organization, regardless of type or size.
NOTE This document can be used by anyone managing or performing the recruitment function, whether this
is a dedicated role within the organization or an additional task for someone with another role, as well as those who
evaluate, teach or consult in recruitment.
2 Normative references
The following documents are referred to in the text in such a way that some or all of their content
constitutes requirements of this document. For dated references, only the edition cited applies. For
undated references, the latest edition of the referenced document (including any amendments) applies.
ISO 30400, Human resource management — Vocabulary
There are no normative references in this document.
53 Terms and definitions
For the purposes of this document, the terms and definitions given in ISO 30400 and the following apply.
ISO and IEC maintain terminology databases for use in standardization at the following addresses:
— — ISO Online browsing platform: available at https://www.iso.org/obp
— — IEC Electropedia: available at https://www.electropedia.org/
3.1
applicant
person who is interested in and who has applied for a job
3.2
applicant pool
people who have formally applied for a specific job
3.3
assess, verb
ascertain or measure work-related knowledge, skills, abilities or other characteristics of an individual
3.4
assessment
systematic method and procedure for ascertaining or measuring work--related knowledge, skills,
abilities or other characteristics of an individual, or the performance of an individual
[SOURCE: ISO 10667-1:2020, 3.2, modified — Definition revised and notes to entry removed.]
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ISO/FDIS 30405:2023(E)
3.5
attract, verb
generate interest from, and appeal to, the targeted potential applicants (3.1(3.1)) or candidates (3.6(3.6))
3.6
candidate
person who is being considered for a job
3.7
candidate experience
experience with, and resulting perceptions about, the organization
Note 1 to entry: This includes the experiences of all those who are interested in, apply for or are considered for the
vacancy throughout the process.
3.8
employ, verb
engage the services of a person or put a person to work
3.9
employer brand
organization’s reputation and differentiating characteristics as an employer, internally and externally
3.10
job description
list of specific or general tasks or functions and goals or responsibilities of a position, as well as
organizational conditions under which those tasks and functions are to be performed
3.11
person specification
knowledge, skills, abilities and other characteristics needed by a person to perform the job
3.12
pre-boarding
activities necessary to move a candidate (3.6(3.6)) from accepting an offer to the first day of employment
Note 1 to entry: This maycan also be referred to as onboarding.
3.13
recruitment
process of sourcing (3.15(3.15),), attracting (3.5(3.5),), assessing (3.3(3.3)) and employing (3.8(3.8)
)talent (3.16(3.16)) for an existing or new position within the organization
3.14
requisition
formalized request to recruit for a position or positions
3.15
source, verb
identify and develop supply channels of potential applicants (3.1(3.1))
3.16
talent
person who has or can develop the knowledge, skills, abilities and other characteristics to perform a
function, job or role, as required
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ISO/FDIS 30405:2023(E)
64 Recruitment guidelines
6.14.1 General
This clause describes the functions, processes and practices for the recruitment of people to fill a position.
Following the guidance can enable more engaging, effective and efficient attraction, sourcing, assessment
and hiring of people. This clause also sets out practices that promote the respectful treatment of all
applicants and candidates. Gaining the commitment of all those involved in the recruitment process is a
prerequisite to ensure a positive candidate experience.
The needs of applicants and candidates should be taken into account in the design of the whole process
and communication regarding each step should be clear and transparent. For communication concerning
assessment, see the ISO 10667 series.
The organization should use every opportunity of interaction with candidates to provide information that
develops the candidate’s understanding of the role and the experience of working for the organization.
To support candidates in making informed decisions about continuing their application or accepting
offers where made, information should be provided about the context, tasks and requirements of the role.
At every stage of the process, applicants and candidates alike should have the opportunity to ask
questions and get full and meaningful responses.
Timely and appropriate communication throughout the recruitment process can pre-empt questions and
reduce the recruiters’ workload.
NOTE In some jurisdictions, employee and employer representatives may havecan play a leading role in
recruitment, including but not limited to, the planning of recruitment (4.2(4.2)) and assessment (4.5(4.5)) of
candidates.
Figure 2
Figure 2 — Key-Phases of the recruitment process
Figure 2 shows the key phases of the recruitment process and some of its inputs and outcomes, described
in more detail below.in the following subclauses. Organizational needs and how effectively recruitment
is performed impact the quality and quantity of talent recruited.
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ISO/FDIS 30405:2023(E)
Figure 2 — Key phases of the recruitment process
Attraction is essential to generate and maintain interest from applicants and candidates for potential
employment opportunities.
Sourcing is the phase in which recruiters identify and clarify the channels to communicate with potential
candidates and applicants or to approach potentially suitable candidates.
Assessment involves ascertaining or measuring work--related knowledge, skills, abilities and other
relevant characteristics in order to select the candidate(s) that best meet the needs of the organization.
Some of the recruitment activities associated with one phase may overlap with other recruitment phases.
Recruitment processes have a substantial impact on the diversity of an organization and should be guided
by the principles in ISO 30415.
For the use of AI in recruitment, see Annex BAnnex B.
6.24.2 Preparing and planning the recruitment process
6.2.14.2.1 Requisition
Recruitment begins with a need that has been identified to fulfil a work requirement. The starting point
for recruitment can be the need to hire as few as one person or as many as hundreds.
The process then depends on what kind of need this represents:
— — to fill a job that already exists and has been vacated;
— — to create a new job to fulfil a new work requirement;
— — to fill numerous jobs that experience high staff turnover or new jobs that need to be filled to carry
out new work at the organization.
NOTE Recruitment can meet organizational needs but can sometimes may be initiated when an opportunity to
take on a person of special value to the organization is identified.
6.2.24.2.2 Planning
6.2.2.14.2.2.1 General
Planning the recruitment process is important to ensure an effective and efficient process, which meets
the organizational needs, involves stakeholders and takes into account appropriate contextual factors.
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ISO/FDIS 30405:2023(E)
6.2.2.24.2.2.2 Contextual factors
4.2.2.2.1 General
A number of contextual factors affect recruitment and have toshould be considered in planning and
preparing an appropriate process.
6.2.2.2.14.2.2.2.2 a) The Job Marketjob market
The Job Marketjob market refers to considerations regarding the general availability of talent, and jobs
and the way this changes over time. There are international, national and local effects on job markets.
Other factors include the mobility of target groups, the knowledge, skills and abilities held by available
talent, new or emerging professions and skill sets and competitor recruitment activity.
Information resources to help with recruitment planning include, but are not limited to:
— — governmental statistics;
— — consulting with colleagues;
— — local job agencies.
If there is a lack of information, testing the job market with a generally framed job advertisement placed
in popular job search sites can be helpful.
6.2.2.2.24.2.2.2.3 b) The Employeremployer brand
Employer brand refers to the perceptions people have about an organization as an employer. A positive
employer brand will enhance an organization’s ability to attract potential candidates. A negative
employer brand will make recruitment more difficult. The quality of the employer brand should be taken
into account when designing the recruitment process, as well asshould the potential impact of the
recruitment process on the employer brand.
For more information on the employer brand and employer branding activities, see Annex AAnnex A.
6.2.2.2.34.2.2.2.4 c) Compensation
Depending on the life-cycle of your organization or budgetary constraints, having robust compensation
can improve recruiting effectiveness. This includes base pay, bonuses, and other benefits provided to
employees.
6.2.2.34.2.2.3 Job description
The job description supports the entire recruitment process by providing a clear overview of the role and
its tasks. It should show the more detailed job activities, work environment, and requirements, such as
responsibilities and result expectations of the role. It can also provide clarity during pre-boarding,
onboarding and, later on, performance review. In planning, additional specifications and information
regarding, for example, compensation and job grading (if applied) should also be included. For more
information on the job description, see requirements analysis in the ISO 10667 series.
6.2.2.44.2.2.4 Person specification
The person specification clarifies the essential formal and informal criteria to be used for selecting the
individual or individuals most appropriate for the role. This can include, but is not limited to, a minimum
level of education and experience, behavioural competencies or expert knowledge required. The
characteristics listed should be clearly worded to ensure that they reflect necessary requirements and
not personal or discriminatory biases (see ISO 30415). The most appropriate way to develop the person
specification is through a formal and structured requirements analysis (see the ISO 10667 series).
6.2.2.54.2.2.5 Stakeholder involvement
Organizations should establish a list of stakeholders to be involved in the different stages of the
recruitment process, and consider how to integrate their timely and appropriate involvement in the
planning and implementation of different phases of the recruitment process. The identification of
stakeholders will depend on the nature and structure of the organization, but in general stakeholders are
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those who have an interest in the process and outcome of the recruitment, including those whose support
is needed, who can support the process or help mitigate risks and challenges that may arise.
6.2.2.64.2.2.6 Scheduling
Recruitment activities should be scheduled to ensure the availability of all stakeholders involved in any
activity. Scheduling should include the definition of milestones to be met in the different phases.
Scheduling should include co-ordinating and coordinating where and how the recruitment activities take
place and includes, including but is not limited to:
— — the timing and placement of advertising and other sourcing initiatives;
— — setting deadlines to receive applications;
— — setting dates, times and locations for assessments (e.g. interviews, tests);
— — contacting applicants who have been chosen to progress to assessment phases;
— — contacting unsuccessful applicants to let them know they are not under consideration;
— — decision-making after assessments and selection.
6.2.34.2.3 Confidentiality and data protection
The nature of recruitment activity entails collecting personal data about applicants and candidates which
is often sensitive. To maintain the confidentiality and security of data collected, recruiting organizations
should:
a) a) establish clear guidelines as to how long identifiable personal data are to be retained (by the
organization itself or by the data processor);
b) b) explain levels of confidentiality and limit access to candidate data to those with a right to know,
including protecting data retained, so that only people with access rights can obtain itthem;
c) c) obtain the relevant consents or articulate the appropriate alternative legitimate basis for
processing before releasing data;
d) d) set up procedures to respond to requests from candidates regarding their data.
NOTE In different countries, different laws apply for data protection and privacy.
6.34.3 Attract
To attract people with the potential to contribute to the organization, efforts should be made to
communicate realistic and relevant messages regarding the organization and the benefits of being an
employee.
Consideration should be given to the most effective ways of creating awareness about the organization
and the role or roles to be filled in order to engage the interest of potential applicants.
These activities include, but are not limited to:
— — sharing stories and visuals through both formal and informal channels relating to both the role
and the relationship of the organisationorganization with its staff;
— — informing potential candidates about opportunities and challenges;
— — communicating in a timely and professional manner throughout the recruitment process.
The organization should identify what makes it different and how it will create awareness about itself,
the work it does and the characteristics of the role or roles to be filled and tailor this information to attract
the interest of potential applicants who are likely to meet the job requirements. The various perspectives
and interests of potential applicants from different groups and with diverse backgrounds should be taken
into account in developing communication and outreach activities (see ISO 30415).
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Attraction (or discouragement) of potential candidates is not only a result of activities aimed at attracting
people. It can also be a result (or side effect) of how applicants are treated throughout the recruitment
process as well as the employer brand influence (see Annex AAnnex A).).
Ensuring that all applicants and candidates have a positive experience during the recruitment process
enhances the attractiveness of the organization as an employer.
6.44.4 Source
Sourcing should be informed by the job requirements, ideally based on a job description and person
specification for the role. Channels should be identified (both online and offline) that will yield qualified
applicants for the role. Decisions should be made based on information about the relevant channels and
approaches, by defining the target audience, narrowing down to target groups and conducting keyword
research.
Writing a compelling job advertisement and placing it in relevant channels is a common form of sourcing.
Other examples of sourcing activities include identifying where job advertisements can be posted or
other ways to directly contact people, such as:
— — qualified existing employees;
— — the hiring organization’s own employee alumni groups;
— — employee referrals;
— — university alumni groups;
— — professional networks;
— — professional associations;
— — hobby or special interest groups and;
— — relevant and available résumé and CV libraries, banks and databases.
Recruitment marketing activities should complement employer branding within the attraction process
by providing more specific information about characteristics of concrete vacancies or of open positions.
Further activities can include offline and social media searches or other techniques by which qualified
potential applicants can be reached. The identification of potential applicants or candidates should be
...
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