sop · People, Operations & Finance
Hiring
Hiring
Purpose
Provide one repeatable process for identifying a hiring need, assessing candidates, selecting the best-fit candidate, and preparing an approved employment offer.
This SOP applies to normal employee hiring and is reused by special programs such as internships wherever the recruitment process is materially the same.
When to Use
Use this SOP when a team/department needs to recruit a new employee or intern.
Contractors, consultants, or highly specialized engagements may require different commercial/approval steps, but shared candidate-assessment practices should be reused where applicable.
Owner
People Operations coordinates the hiring process. The hiring manager/department lead owns the role requirement and role-specific assessment.
Procedure
1. Confirm the hiring need
The requesting lead/manager defines:
- why the role is needed;
- employment/engagement type;
- role title and expected outcomes;
- required skills/experience;
- expected start timing;
- compensation/budget requirement where applicable.
Do not begin external recruitment for an unapproved role or budget.
2. Prepare the role description
People Operations and the hiring manager ensure the role description accurately states responsibilities, expected outcomes, qualifications, reporting relationship, employment type/location/schedule where relevant, and selection requirements.
Use a canonical job-description template once one is approved in the library.
3. Source and screen candidates
Use appropriate sourcing channels and screen candidates against consistent role requirements. Keep candidate information in approved recruitment/HR records rather than scattering personal data across unnecessary tools.
Hiring decisions should be based on role fit, capability, evidence, performance/potential, and legitimate business requirements.
4. Assess candidates
Use only assessment stages that add decision value. Depending on the role, these may include initial/HR screening, structured interview, portfolio/work review, technical or practical assessment, hiring-manager/final interview, and relevant reference/background verification.
Interviewers/evaluators should record evidence against consistent role criteria and separate observed evidence from personal impressions wherever practical.
5. Select and recommend
The hiring manager/department lead and People Operations consolidate assessment evidence and identify the recommended candidate.
Before approval, confirm the role/reporting line, compensation/engagement terms, proposed start date, and probation/internship terms where applicable.
6. Obtain hiring and offer approval
The standard approval flow is:
Team/Department Lead → People Operations/HR → CEO final approval
The Team/Department Lead recommends the candidate and confirms role fit. People Operations/HR reviews the employment terms and process. The CEO provides final approval before a binding offer is issued.
Material changes to approved compensation, role scope, employment terms, or other controlled conditions must be re-approved through the appropriate part of this chain before commitment.
7. Issue the offer
After final approval, People Operations/HR coordinates the offer/appointment documentation and candidate communication.
8. Close recruitment and hand off to onboarding
Once the candidate accepts, retain required hiring records, update recruitment status, notify responsible stakeholders, and initiate Employee Onboarding.
Exceptions / Escalation
Escalate when compensation or role scope exceeds the approved requirement, candidate information appears materially false, a conflict of interest exists, an assessment raises a legal/ethical/security concern, or a proposed hiring method materially deviates from the standard process.