Build a Consistent Recruitment Process
Most growing businesses hire one urgent role at a time, with the requirement raised in one conversation and the offer decided in another. GullyHR designs a recruitment process your managers and HR team can follow for every role, from manpower requirement through to the candidate's first day, and helps you put it into practice.
What is workforce and recruitment process?
A workforce and recruitment process is the defined sequence a business follows to decide it needs a person, approve the position, describe the role, source and assess candidates, approve an offer and confirm joining. GullyHR designs that sequence for your business, documents it, configures it in software and trains the managers who use it. GullyHR designs and implements the process; it does not supply candidates.
When businesses ask us for this
- A manager tells you in passing that he needs two more people, and the first written record of that requirement is the offer letter you are asked to approve.
- The same role is advertised with a different description every time it opens, because whoever is hiring writes the job post again from scratch.
- You find out that a new position was created only when the salary appears on the payroll sheet.
- Candidates go quiet between the final interview and the offer, because nobody owns the follow-up once the panel has given its opinion.
- Two managers interview the same candidate, reach opposite conclusions, and neither has a written record of what they asked or what they judged.
- An offer is negotiated and released, and only afterwards does finance notice the salary sits above the band for that grade.
- A candidate accepts, stops responding and never joins, and the role reopens months later with no record of what went wrong.
- You are paying consultant fees on roles your own referrals could have filled, because nobody tracks which channel the people who joined actually came from.
What the work covers
GullyHR works on the process, not on filling the role. We study how hiring actually happens in your business today — who raises a need, who approves it, who interviews and who decides — then design a recruitment process that fits your size, document it, configure it in software and train the managers who run it. You supply the business context: the roles you expect to hire, the bands you work within, who may approve a position, and access to the managers who will use the process. This is usually a defined project with a review period after go-live.
A hiring need is raised against a plan, not in passing.
We define how a department states its manpower need — what triggers it, the form it is raised on, the headcount already sanctioned for that team, and whether the need is a replacement, an approved addition or an unbudgeted request.
Every position passes through a named approver before sourcing begins.
We design the requisition itself: what a manager must state about the role, the budget and the target joining date; who signs at each level by grade and cost; and what the recruiter is permitted to act on once it is cleared.
Each role gets one job description that everybody hires against.
We build a job description format for your business and draft descriptions for the roles you hire repeatedly — purpose, reporting line, responsibilities, must-have and good-to-have requirements — so the advertisement and the interview sheet describe the same job.
Sourcing follows a defined order and every candidate is screened the same way.
We set the sequence in which channels are used — internal movement, employee referral, your own database, job portals, external consultants — and the screening checklist a recruiter applies before any profile reaches a hiring manager.
Interviews follow a structure the panel agrees on beforehand.
We define the number of stages by role and grade, who sits on each panel, what each stage is meant to test, and the evaluation sheet interviewers complete, so a decision rests on recorded assessment rather than recollection.
An offer is approved on paper before it reaches the candidate.
We design the offer approval note: proposed compensation set against the band for that grade, parity with existing employees at the same level, the approval chain by value, and the point at which the offer letter may be released.
Someone owns the candidate between offer acceptance and the first day.
We define the follow-up in that gap — who stays in contact and how often, which documents are collected before joining, the notice-period checkpoints, and how a drop-out or a joining delay is reported and reopened as a requisition.
Management can see where hiring stands without asking for a status update.
We settle the short list of measures your management will actually look at — open positions by department, ageing of each requisition, the stage at which candidates are lost, the source of people who joined — and where each number comes from.
How it runs
We trace your recent hires from first mention to joining date.
We take positions you filled over the last several months and reconstruct what actually happened — who raised the need, how the role was described, where the candidates came from, how long each stage took and where the paper trail stops. The current-state picture comes from your own files, not from a questionnaire.
We settle the approval chain with the people who will use it.
With you and your department heads we agree who may raise a manpower need, who approves a position, at what value finance enters the decision and who releases an offer. Most of the real argument happens in this step, not in the document that follows it.
We design the process and build the forms that carry it.
Requisition form, job description format, screening checklist, interview evaluation sheet, offer approval note and joining tracker — all drafted for your grades, your departments and the role families you hire again and again.
We test the draft process on live vacancies.
Instead of asking you to sign off on paper, we run one or two real open positions through the draft with the hiring manager, and correct whatever proves impractical: an approver who is never reachable, a field nobody can fill, a stage that adds nothing.
We configure the workflow in software.
Requisition raising, approval routing, candidate stages and interview feedback are set up in the GullyHR recruitment module or in the applicant tracking tool you already run, with the user roles and permissions your approval chain requires.
We train the hiring managers, not only HR.
A working session for department heads and interviewers on raising a requisition, writing to the job description format, completing an evaluation sheet and the approvals they are personally accountable for. HR and recruiters are trained separately on the recruiter's side of the process.
We review the process against real hiring after handover.
We look at the requisitions raised since go-live, where they stalled, which fields are being left blank and which approvals are being worked around, then adjust the design or retrain the people concerned instead of letting the process quietly lapse.
What you receive
- Recruitment process map from manpower requirement to joining confirmation, with decision points, approval levels and hand-off points marked.
- Recruitment standard operating procedure (SOP) written in language a department head can follow, not only an HR specialist.
- Manpower requisition form with the approval routing rules set by grade and cost.
- Job description format for your business, plus completed job descriptions for the roles you hire repeatedly.
- Screening checklist and structured interview evaluation sheets, with the assessment areas defined for each role family.
- Offer approval note showing proposed compensation against the band and against existing employees at that level.
- Responsibility matrix naming, for every step, who performs it, who approves it and who is informed.
- Configured recruitment workflow with the management report definition, a hiring-manager training session and a post-handover review meeting.
Who it is for
- Founder-led businesses that have moved past hiring through personal networks, and are now recruiting for roles the founder has never done personally.
- Companies where hiring decisions have started passing through several hands — a department head, HR, finance — with no written order of approval between them.
- Multi-location or multi-shift operations such as retail chains, manufacturing units, clinics and field-service teams, where local managers hire and head office sees the cost afterwards.
- Businesses that have just appointed their first HR executive or in-house recruiter, and need a process to hand over rather than a set of habits.
- Companies planning a headcount expansion, where a hiring plan now has to be delivered against a budget and a date.
- Businesses paying recruitment consultant fees without a clear view of which channel produces the people who actually join.
Why GullyHR.
Recruitment is where consulting most often stops at a document. GullyHR designs the process, builds the requisition and evaluation forms, configures the workflow in software and trains the hiring managers who have to live with it — the same team across all four. And because we are not a recruitment agency, we have no interest in how many roles you outsource. The work is judged on whether your own managers can run a hire without you in the room.
What changes
- Every open position has a written requisition behind it, so management knows what has been sanctioned and what has not.
- Managers stop rewriting job descriptions, because the role already has one that the interview sheet is built from.
- Interview decisions are recorded, so a candidate rejected today can still be explained months later.
- Salary offers are checked against the band and against existing employees before the candidate hears a number, not after.
- The gap between offer acceptance and joining has a named owner, so a candidate going quiet surfaces early enough to act on.
- Hiring channels and recruitment spend become visible, so you can decide where the money goes rather than discovering it in the accounts.
Who does what
| Activity | GullyHR | Your team |
|---|---|---|
| Raising a manpower need | Designs the requisition form and the conditions under which a need may be raised. | Department heads raise the need and state the business justification behind it. |
| Approving a position | Designs the approval levels by grade and cost, and configures the routing in the system. | Names the approvers and holds them to the response timeline agreed during design. |
| Writing job descriptions | Provides the format and drafts descriptions for the agreed set of recurring roles. | Confirms the responsibilities, reporting line and requirements for each role described. |
| Sourcing and shortlisting | Defines the channel order and the screening checklist applied before a profile is forwarded. | Runs sourcing through its own recruiters, referrals, portals or consultants. GullyHR does not source candidates. |
| Interviewing and assessment | Designs the stages and the evaluation sheet, and trains the interviewers on using them. | Conducts the interviews and records the assessment against the sheet. |
| Offer and joining follow-up | Designs the offer approval note and the follow-up schedule between acceptance and joining. | Approves compensation, releases the offer and keeps contact until the candidate joins. |
Where the software fits
The GullyHR recruitment module carries the process rather than sitting beside it. A requisition is raised in the system and routed to the approvers your design names, so a position is visible from the moment it is raised instead of when the salary appears. The job description is attached to the requisition, so the advertisement and the interview sheet come from one record. Candidates move through the stages you defined, interview feedback is captured against a form rather than scattered across email, and open positions, requisition ageing and offer status appear in a management view. Once the candidate joins, the same record becomes the employee file, so joining details are not collected a second time. Where you already run an applicant tracking tool, we configure the process there and connect it to GullyHR at the joining point.
Ways to engage us
- Recruitment process diagnostic
- A short review of how your recent hires actually ran, ending in a findings note and a prioritised list of what to correct first. Suitable when you can see that hiring is untidy but not yet where it breaks.
- Recruitment process design and implementation
- The full project: current-state study, process design, forms and templates, software configuration, hiring-manager training and handover. The usual starting point for a business now recruiting across more than one function.
- Recruitment within a wider HR process build
- Recruitment designed alongside onboarding, employee records and exit, so a candidate becomes an employee without the same information being collected twice. Chosen when several processes need attention in the same year.
- Ongoing recruitment advisory
- Periodic review of open requisitions, hiring-manager practice and recruitment reporting, with support on role design and interview structure as new positions arise. For businesses running without a senior HR person in place.
Questions we are asked
It is the defined sequence a business follows from the moment a manpower need arises to the day the selected candidate joins. It covers requisition and approval, the job description, sourcing and screening, interview assessment, offer sign-off and joining follow-up, along with the record kept at each of those steps.
Usually when hiring stops being the founder's personal work. Once department heads recruit for their own teams, more than one person approves a position, or the business hires in more than one location, informal agreement stops holding and the same role begins to be hired two different ways.
We assess how your recent hires actually ran, from the first mention of the need to the joining date, and where the records stop. You receive a process map, a written procedure, the requisition, job description, screening, interview and offer formats, a responsibility matrix, a configured workflow and manager training.
Yes. The process is designed to be run by your own HR team and hiring managers, and we train them to run it. If you already use an applicant tracking or HR system, we configure the process inside that tool rather than asking you to change platforms.
After a consultation and a look at your current hiring records. Scope depends on the number of departments and grades involved, how many job descriptions are needed, whether software configuration is included and how many managers need training. The proposal names the deliverables, the phases and what your team must provide.
No. GullyHR is not a recruitment or staffing agency and does not supply candidates. We design the process your team uses to hire, including how you work with your own recruitment consultants, job portals and referral channels. Sourcing and every selection decision remain with you.
Often yes, though the process itself should be short. Low-volume hiring is where most is forgotten between one hire and the next, simply because nobody does it often enough to remember. A brief requisition, one job description per role and a single evaluation sheet are usually enough at that scale.
By keeping the manager's part small and designing it with them rather than for them. Managers are asked only for what nobody else can supply: the justification, the role content and their assessment of the candidate. Administrative work stays with HR or the system, and the forms are tested on live vacancies before handover.
Both, within an agreed set of roles. We build the format for your business and draft descriptions for the positions you hire repeatedly, working from discussion with each reporting manager. Roles outside that agreed set can be written by your own team in the same format, and we review a sample.
They are designed to hand over cleanly. The joining follow-up step ends where onboarding begins, with the candidate's details, documents and joining date already captured rather than collected again on the first day. Many businesses take up both processes together for exactly that reason.
Yes, but designed differently. Volume and local hiring generally needs a simpler requisition, sourcing through local channels and a shorter assessment carried out by a supervisor. We design separate paths where the role families genuinely differ, instead of forcing office hiring and shop-floor hiring through one flow.
Records of recent hires, your grade and salary band structure, whatever job descriptions or advertisements already exist, the names of the people who approve positions and spend, and time with the managers who hire. If you use a recruitment tool, access to it as well.
Prefer to talk first? +91 80958 58589 · hello@gullyhr.com