ISO 30405

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.

General Information

• Status: Not Published
• ICS: 03.100.30 - Management of human resources
• Technical Committee: ISO/TC 260 - Human resource management
• Drafting Committee: ISO/TC 260/WG 5 - Recruitment
• Current Stage: 6000 - International Standard under publication
• Completion Date: 21-Apr-2023

Relations

• Revises: ISO 30405:2016 - Human resource management — Guidelines on recruitment
• Effective Date: 23-Apr-2020

Standards Content (Sample)

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
RECIPIENTS OF THIS DRAFT ARE INVITED TO
SUBMIT, WITH THEIR COMMENTS, NOTIFICATION
OF ANY RELEVANT PATENT RIGHTS OF WHICH
THEY ARE AWARE AND TO PROVIDE SUPPOR TING
DOCUMENTATION.
IN ADDITION TO THEIR EVALUATION AS
Reference number
BEING ACCEPTABLE FOR INDUSTRIAL, TECHNO-
ISO/FDIS 30405:2023(E)
LOGICAL, COMMERCIAL AND USER PURPOSES,
DRAFT INTERNATIONAL STANDARDS MAY ON
OCCASION HAVE TO BE CONSIDERED IN THE
LIGHT OF THEIR POTENTIAL TO BECOME STAN-
DARDS TO WHICH REFERENCE MAY BE MADE IN
NATIONAL REGULATIONS. © ISO 2023
---------------------- Page: 1 ----------------------
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:
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

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.
RECIPIENTS OF THIS DRAFT ARE INVITED TO
ISO copyright office
SUBMIT, WITH THEIR COMMENTS, NOTIFICATION
OF ANY RELEVANT PATENT RIGHTS OF WHICH
CP 401 • Ch. de Blandonnet 8
THEY ARE AWARE AND TO PROVIDE SUPPOR TING
CH-1214 Vernier, Geneva
DOCUMENTATION.
Phone: [phone]
IN ADDITION TO THEIR EVALUATION AS
Reference number
Email: [e-mail]
BEING ACCEPTABLE FOR INDUSTRIAL, TECHNO­
ISO/FDIS 30405:2023(E)
Website: www.iso.org
LOGICAL, COMMERCIAL AND USER PURPOSES,
DRAFT INTERNATIONAL STANDARDS MAY ON
Published in Switzerland
OCCASION HAVE TO BE CONSIDERED IN THE
LIGHT OF THEIR POTENTIAL TO BECOME STAN­
DARDS TO WHICH REFERENCE MAY BE MADE IN
© ISO 2023 – All rights reserved
NATIONAL REGULATIONS. © ISO 2023
---------------------- Page: 2 ----------------------
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

iii
© ISO 2023 – All rights reserved
---------------------- Page: 3 ----------------------
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.
© ISO 2023 – All rights reserved
---------------------- Page: 4 ----------------------
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
© ISO 2023 – All rights reserved
---------------------- Page: 5 ----------------------
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.
© ISO 2023 – All rights reserved
---------------------- Page: 6 ----------------------
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

© ISO 2023 – All rights reserved
---------------------- Page: 7 ----------------------
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
© ISO 2023 – All rights reserved
---------------------- Page: 8 ----------------------
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.
© ISO 2023 – All rights reserved
---------------------- Page: 9 ----------------------
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;
© ISO 2023 – All rights reserved
---------------------- Page: 10 ----------------------
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;
© ISO 2023 – All rights reserved
---------------------- Page: 11 ----------------------
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

© ISO 2023 – All rights reserved
---------------------- Page: 12 ----------------------
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
© ISO 2023 – All rights reserved
---------------------- Page: 1 ----------------------
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: [phone]
EmailE-mail: [e-mail]
Website: www.iso.org
Published in Switzerland
ii © ISO 2023 – All rights reserved
---------------------- Page: 2 ----------------------
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

© ISO 2023 – All rights reserved iii
---------------------- Page: 3 ----------------------
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
iv © ISO 2023 – All rights reserved
---------------------- Page: 4 ----------------------
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.
© ISO 2023 – All rights reserved v
---------------------- Page: 5 ----------------------
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.
vi © ISO 2023 – All rights reserved
---------------------- Page: 6 ----------------------
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.]

© ISO 2023 – All rights reserved 1
---------------------- Page: 7 ----------------------
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
2 © ISO 2023 – All rights reserved
---------------------- Page: 8 ----------------------
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.
© ISO 2023 – All rights reserved 3
---------------------- Page: 9 ----------------------
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.

4 © ISO 2023 – All rights reserved
---------------------- Page: 10 ----------------------
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

© ISO 2023 – All rights reserved 5
---------------------- Page: 11 ----------------------
ISO/FDIS 30405:2023(E)

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).

6 © ISO 2023 – All rights reserved
---------------------- Page: 12 ----------------------
ISO/FDIS 30405:2023(E)

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

...