THERE’S an interesting inquiry in my Facebook’s human resource group. He asked: “Is it normal for a company to require their applicants to fill out an employment application in Google form and submit all pre-employment documents, including a clearance from the National Bureau of Investigation (NBI)?”

The twin requirements are required by an employer before an applicant is scheduled for the first interview. I replied: “Yes, it’s normal in many companies to have that stupid hiring policy.” Let me dissect the two issues that are often ignored by many recruitment managers who are also ignorant of why they’re taking so much time in hiring new employees:

One, using a Google form as an option for a printed employment application is a novel idea. But there’s a better option. For the initial review, why don’t you simply require the applicants to email their CVs in whatever style and substance? That would simplify the process. A Google form may need 10 to at least 30 minutes to complete, depending on its complexity.

If there are things missing in the applicant’s CV, then clarify them during the online interview. Chances are, there should be no other information missing in the applicant’s CV as long as they contain their educational attainment, employment record and skills certification, which are the only things you need to determine an applicant’s capacity to do a certain job.

Another questionable requirement is the submission of all preemployment documents prior to the interview schedule. I’ve not seen the list, but the inquirer lists down the NBI clearance as one of those imperative documents. Again, what’s the need for an NBI clearance when you’re not even sure that an applicant can do the job?

Lean hiring

In other words, these twin requirements are premature. Not all job applicants need to submit these documents. They’re not needed in the first stage of the hiring process but only from the top three shortlisted candidates. Imagine the effects of an administrative nightmare that it would impose on the recruitment department. Peter Drucker was right: “There is nothing so useless as doing efficiently that which should not be done at all.”

The path to an efficient hiring process is to make it easy for all job applicants and hiring managers. Simplify. Eliminate non-value-adding work steps and documentary requirements using the suggested lean hiring process:

First, review the soft copy of an applicant’s CV. This should not take more than two minutes to do. You can only do this if you’re clear about the job requirements, standards and other imperatives. Would you accept an applicant with two years of experience compared to your company’s requirement of three years? What are the exceptions?

If an applicant has potential and possesses many trade certifications from government agencies and accrediting bodies, would you accept them as an exception?

Second, arrange for an online job interview. This saves considerable time for you and the applicants. Satisfy yourself that an applicant can do the job by asking work situational questions that are often encountered by current workers and are difficult to manage for them. In other words, focus on the applicant’s competence.

Third, conduct a face-to-face interview for the second round. Request another hiring officer or the requisitioning department to vet the applicant. That depends much on the nature of the job and its complexity. To save time for the next ranking interviewer, arrange to have all applicants line up for the second-round interview.

Fourth, list down the top three candidates in a short list. By this time, require them to submit all important documents necessary to support their application. This includes the transcript of record, university diploma, employment certificates issued by past employers, trade certificates by government agencies, and other related documents.

In addition, require the shortlisted candidates to submit good character documents like the NBI clearance, police clearance, birth certificates, marriage contract and social security identification card. Emphasize they’re part of the hiring process and should not give any false expectations to anyone.

Five, make a written job offer to your number one candidate. This can only be done if the number one candidate has passed the medical and physical examination. Simultaneously, require the shortlisted candidates to fill out the employment application. This must be accomplished longhand by the applicant and the original copy submitted to the HR department.

This employment application form must contain a notice that the company is reserving its right to verify all information given by the candidate. Further, it includes a disclaimer that allows the employer to verify all submitted information with the concerned employers, academic establishments and government agencies.

Give the successful candidate three to five days to decide. Inform the person that after such date, your company will choose the next person on the shortlist.

Easy does it. Why complicate things when there are better options? The problem is that many people managers are not critical thinkers. They’re having difficulties with their job, and yet they appear to be at a loss on how to solve them with common sense.

In conclusion, there’s no better way but to do kaizen, lean thinking or continuous improvement every step of the way. Do not assume that everything is perfect. There’s no such thing. Be proactive in finding the issues. Distrust the current system and question your own style.