Employee search: preparing a clear recruitment task

Recruiting should start with the selection task - an agreement between the internal manager and HR about what work the person will do, what skills are required and how the decision will be made. This is not a practical test given to the candidate. The assignment is prepared by the person organizing the selection and approved by the hiring manager and the person responsible for approving the compensation budget. The template below can be adapted for self-searching or cooperation with an agency.

• Start with the job performance, not the previous employee's list of qualities.
• Distinguish between required skills, strengths and what can be taught.
• Agree on base pay, work location and schedule in advance.
• Provide a specific verification method for each criterion.
• Agree on who makes the decision and who you will replace if there are no suitable candidates.

Why recruiting starts with an internal agreement

The text of the advertisement is only the public part of the selection task. The internal document must contain information relevant to the decision: why the position is being created, what problems it will solve, who will evaluate the candidates and what conditions have already been approved. If these questions are not answered, HR may be looking for one person, and the manager may expect a completely different person in the interviews.

The task should be short enough to be used every day, but specific enough to avoid guesswork. Replace the wording "responsible employee required" with a description of what the responsibility means in this job: to notice the discrepancy, record it, and communicate the information in an agreed upon manner.

In a public offer, it is important to clearly present the functions, professional requirements, workplace, proposed fees and contacts - such guidelines for the preparation of the advertisement provide the Employment Service. An internal task helps you gather this information even before you write your ad.

Selection task template: what to fill in and how to check

Copy the table below into a shared document. Write your solutions in place of square brackets. If there is no answer, mark who will provide it: an empty field should not imperceptibly turn into a promise to the candidate.

Field	What to enter	How to check before searching
Purpose of the position	[Position], [team], [why the person is needed].	The manager identifies the problem that the new employee will solve.
Work result	[What the person must be able to do independently after agreed input].	The result is described by an observable action, not an abstract property.
Main functions	[Daily tasks], [limits of responsibility], [tools used].	The description corresponds to the actual job and does not combine unrelated positions.
Necessary criteria	[Ability], [why necessary], [how we will test].	Each criterion has a job-related justification.
Benefits and training	[Who will help], [what will we teach], [who will teach].	The manager confirms that time and support will be provided for training.
Working conditions	[Location], [schedule], [work organization method].	There are no unspoken expectations for shifts, travel, or availability.
Remuneration budget	[Basic Gross Remuneration or Range], [Terms of Attachments], [Budget Approver].	The base remuneration is clearly separated from the variable part.
Evaluation procedure	[Interview questions], [method of practical test], [assessors].	The same basic criteria apply to all applicants.
Decision and deadlines	[Decision maker], [feedback deadline], [preferred start of work].	Responsible persons confirm their availability.
Search preview	[Review date], [what we will evaluate], [what we will be able to change].	Agreed how requirements, conditions or channels will be changed.

The template is an editorial working tool, not a mandatory document form. It can be abbreviated to a simple position or supplemented with issues of confidentiality and responsibilities when conducting executive selection.

How to distinguish a necessity from a wish

A necessary criterion must have a working justification

For each requirement, ask: What task will the person not be able to perform if they do not have this ability? If the answer is not clear, it is a good idea to move the requirement to the benefits section or remove it. The previous job title does not in itself prove that the candidate knows how to perform the work you need.

For example, instead of "similar work experience is required" you can write "able to compare the order with the collected goods and explain the actions when a discrepancy is found." Such a criterion allows evaluating a candidate whose previous job title was different.

Advantage must not become a secret reason for rejection

If you listed knowledge of a specific program as an advantage, you should not make it a prerequisite at the end of the interview. Discuss the new requirement first with the selection team and decide how you will consistently review the applications that have already been evaluated.

Link the learned skill to the introduction plan. The phrase "we will teach you everything" is not enough: in the task, specify the person who is teaching, the content of the training and the signs by which you will understand that the employee is ready to work independently.

Compensation, schedule, and location: Pre-advertisement decisions

In the remuneration box, write down whether it is a monthly or an hourly amount, and clearly indicate the gross amount. Please describe the bonuses and their awarding conditions separately. In the job advertisement, the employer must indicate the base salary offered or a range thereof, as explained VDI transparent salary FAQ.

If there is a range, agree internally who would base the offer on the lower or upper end of it. It is more practical to tie the decision to proven abilities than to the general impression that the candidate is "strong". Confirm the budget limit before promising a candidate a specific amount.

You can view the preparation for the discussion Rasime.lt salary guide, but external information does not change the budget approved by your company. Describe the workplace more precisely than the name of the city: the place of arrival, the start of work and possible changes in the workplace are important to the candidate.

Uniform assessment criteria and a clear decision

Uniform selection criteria and conditions must be applied when hiring - it states VDI information on non-discrimination. In a practice paper, translate this principle into a general outline of questions and assessment notes linked to the position.

For each criterion, predict a possible conclusion: "conforms", "requires further verification" or "does not conform". Next, write the proof: an explanation of the candidate, a solution to the work situation or an example of specific experience. The remark "did not fit" does not explain which job requirement the person did not meet.

Evaluators should first record their findings and then discuss them. In the assignment, specify who will make the final decision and who will inform the candidate. If a practical test is used, describe its purpose, scope and assessment criteria; do not confuse it with the internal selection task discussed in this article.

Example: search for a warehouse worker in Kaunas

The example below is illustrative and not an actual company offer or market reward recommendation. It shows how to turn a common need into a testable task.

• Need: the team needs a warehouse worker to collect orders and prepare them for shipment.
• Result: after input, the employee collects the order based on the information provided, checks compliance and reports discrepancies.
• Required ability: accurately understand the order details and follow the explained sequence of actions.
• Inspection: all candidates are presented with the same sample order situation and asked to explain the actions in case of discrepancy.
• Advantage: previous experience of working with a warehouse system, if the use of a specific system will be taught.
• Conditions: a specific workplace in Kaunas, an agreed schedule and an approved base salary interval are entered.
• Responsibility: the warehouse manager evaluates the solution to the work situation, HR coordinates communication, the appointed manager approves the offer.

When adapting the example to your company, check that you have not left the default functions: receiving goods, inventory, using equipment or filling out documents. Include only those tasks that the person will actually perform, and select the appropriate check for each.

How to select a search channel and view a task

Choose the channel according to the agreed profile. When the position is easy to clearly present to the public, you can start with a job posting. When specific experience or a confidential search is required, it is worth considering a direct search or the help of a recruitment agency. These are guidelines for selection, not a guarantee of a specific channel result.

When delegating a task to an agency, provide the same approved document used by the in-house team. Separately coordinate service scope, candidate evaluation, reporting arrangements, and decision responsibilities. The agency should not guess which of your requirements may change.

You can review an offer before it goes public Rasime.lt job advertisements and compare how similar features and terms are delivered. This is a check of the clarity of the advertisement, not an analysis of the entire Lithuanian labor market.

If there are no suitable candidates, don't change everything at once. First, determine where the process breaks down: you don't get interest, candidates don't meet the necessary criteria, or they drop out after learning the terms. Then review the channel, requirements, or offer as appropriate and commit the changes.

Checklist before starting the selection

1. The manager confirmed the purpose, functions and expected result of the position.
2. Necessary criteria are separated from strengths and learned abilities.
3. The verification method is recorded for each criterion.
4. Coordinate base pay, work location, schedule, and onboarding support.
5. Appointed evaluators, decision maker and person responsible for informing the candidate.
6. Internal terms and search revision date recorded.
7. The text of the advertisement and the information transmitted to the agency do not contradict the approved task.

Conclusion: Confirm the task first

The search for employees becomes more consistent when the team agrees not only on the job title, but also on the work result, evaluation and proposal limits. The next step is to copy the template, fill it out with the hiring manager, and confirm any questions that have not been answered. When the document is ready, select employee search and selection service or submit the employee's need. Please include the features, working conditions and evaluation criteria discussed in the request.

Frequently Asked Questions

What must be included in the selection task?

Write down the purpose of the position, the main functions, the expected result, the necessary criteria and their verification. Also coordinate compensation, job location, schedule, evaluators, decision maker, internal deadlines, and search review procedures.

How do you distinguish a necessary requirement from an advantage?

An essential requirement must be directly related to a task that the candidate would not be able to perform without that ability. If a skill can be taught or would only make the job easier, mark it as a learnable competency or advantage.

How do I balance pay range, schedule, and workplace?

Before posting an offer, obtain approval from those responsible for base gross compensation, bonus terms, specific job location, and schedule. Inside, describe what proven abilities would justify a different offer within the salary range.

How to establish uniform evaluation criteria for candidates?

Link each criterion to a job function, prepare common key questions and a uniform evaluation form. Base your decision on written evidence, not general impression; if the criterion changes, also review already evaluated candidacies.

Sources used

1. FOR: Tips for employers
2. VDI: Transparent Pay FAQ
3. VDI: Non-discrimination
4. Dirba.lt: Search for employees