The most common methods include job boards, direct search or headhunting, internal recruitment, referrals, partnerships with educational institutions, and social media. Many recruitment processes combine more than one of these methods.
| Method | It goes better with | A limitation you should consider |
|---|---|---|
| Job Portals | Candidates with good availability and large-scale processes | We may receive a large number of applicants who need to be screened |
| Direct Search | Executives, specialists, and individuals who are not actively seeking employment | It requires more dedication and an attractive proposal |
| Internal Recruitment | Jobs Where It's Important to Know the Company | It requires clear criteria and leads to a replacement |
| Referrals | Reputable and Trustworthy Companies | It can reduce diversity if it is the only option |
| Educational Institutions | Internships and First Jobs | It requires training time |
| Social and Professional Networks | Active Online Profiles and Employer Branding | It depends on the consistency and scope |
For executive positions, you can learn how headhunting works in Chile. If there are many similar openings, a mass recruitment approach is recommended, with its own screening criteria and timeline.
A structured process consists of seven steps: defining the profile, planning the search, screening, evaluating, conducting a background check, finalizing the offer, and onboarding the candidate.
Skipping the first step is often the most costly mistake. A vague job description leads to interviews based on inconsistent criteria and internal disagreements when it comes time to make a decision.
There is no single, universal cost: it depends on the method, the position, and the time each team spends on the task, so it must be calculated based on your own data.
The figures that are often cited as averages rarely explain where they come from or what they include, so it's best not to use them for budgeting. These are the factors that really matter:
| Factor | How it influences |
|---|---|
| Profile Level and Rarity | Rare or executive-level positions require more direct recruitment and more evaluation |
| Channel | Changes to what is paid: fees, licenses, commissions, or a supplier's rate |
| Internal Hours | The hours worked by Human Resources staff, managers, and interviewers represent a real cost |
| Evaluations | Technical and psychological/occupational tests come at a cost and provide different information depending on the position |
| Emergency | A tight deadline may require allocating more resources simultaneously |
| Open Position | Work that is not completed or covered by overtime has an impact on operations |
| A Failed Hiring Decision | It involves repeating the process, in addition to the costs associated with termination and onboarding a new employee |
External costs, valued internal hours, and—if a reliable measurement is available—the cost of the vacancy are added together for a specific period and a given position.
Use this formula with your data:
Track separately how much time is spent on each stage and by each interviewer. Even with just a few processes, it’s possible to identify bottlenecks. If you want to compare with an external option, calculate the total cost by breaking it down into what your team would continue to handle and what the vendor would take on. The criteria for choosing a headhunting firm can help with that comparison.
You should use your own data to measure: how long it took, how much it cost, and what happened to the person hired after they started.
With a small sample size, the percentages can vary significantly even with just a few cases. Therefore, it is important to interpret these indicators in conjunction with the reasons for each departure.
The process must avoid arbitrary discrimination, respect the privacy of candidates, and not request information that the law prohibits from being requested.
The most significant trends include the use of artificial intelligence, competency-based assessment, employer branding, inclusion, and remote or hybrid work, although each must be evaluated based on its own evidence.
The mistakes that drive up costs the most are starting without an agreed-upon profile, making decisions based on impressions, dragging out the process, and failing to verify the information provided.
This is recommended when the position requires a specialized search, the in-house team lacks the capacity, or the search requires confidentiality.
It may also be appropriate if there are several open positions at the same time, if the company lacks assessment tools, or if the position is uncommon for the company. On the other hand, the process can remain internal when dealing with standard profiles and the team has the time and a proven method. In both cases, management continues to be involved, and the final decision rests with the company.
Wiseplan offers a talent search service that includes profile definition, recruitment and pre-screening, psychological and technical assessments, background and reference checks, and candidate reports.
It depends on the position, the channel, and the internal time used. Calculate it by adding up external costs and valued internal hours, then divide by the number of hires for the period. It is not advisable to budget using averages whose source is unknown.
There is no legal deadline. It depends on the participants' profiles and availability. Set a phased schedule, track its actual duration, and address any areas where delays occur.
It depends on the position. Hard-to-fill roles usually require direct recruitment, while those with available openings can be filled through job boards or referrals. The most reliable approach is to compare your own results by channel.
In general, hiring cannot be contingent on the absence of debt. There are exceptions related to certain positions, so the specific case should be reviewed before requesting that information.
There is no general requirement for all positions. It should be used when it provides relevant information, administered by qualified professionals, and while safeguarding the confidentiality of the results.
The time per stage and the initial retention rate of new hires. With these two metrics, it’s already possible to see where the process is taking too long and whether the company is successfully retaining new hires.
If your company needs help with a recruitment process, you can talk to the Wiseplan team.
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