Standard 4: Staffing for quality (technically sound, timely and effective) project management.

• Primary responsible: Hiring managerSince the project manager/chief of party (PM/CoP) is usually not available at this stage, the head of programming (HoP) often takes on the role of hiring manager for the PM/CoP and any other key positions that would report to the PM/CoP.
  • The hiring manager takes the lead in coordinating with the proposal team human resources lead and HR staff in HQ (talent acquisition specialists) on recruiting for all key personnel“Key personnel” is a specific term used by the U.S. government. Many requests for applications (RFAs) require that the applicant identify key personnel for the project; some require that the applicant propose specific individuals for key personnel positions and submit CVs for key personnel candidates. Key personnel candidates must be approved by the donor and any changes to key personnel during project implementation require prior approval from the donor. /other project leadership positions.

• Others involved: Proposal team human resources lead; country program human resources (HR) manager (if he/she is not the proposal team human resources lead); headquarters (HQ) talent acquisition specialist (for international staff); proposal coordinator; country representative (CR) and/or another member of the senior management team (SMT) as needed.
  • The proposal team human resources lead, with support as needed from country program HR staff, manages the recruitment process for staff hired locally;
  • HQ HR staff manage recruitment for international staff positions.
  • For competitive proposals:
    • The proposal coordinator may support the recruitment process and ensure candidates fulfill donor requirements;
    • The CR and/or one member of the SMT may also be involved for D band and band 8 and above positions.

Enlist the support of regional and/or headquarters technical staff: Regional and HQ programming and operations specialists can provide helpful inputs for job descriptions and sourcing strategies, and can also support as members of the hiring committee.

• For competitive funding opportunities: Ideally during capture planningCapture planning is the process of identifying particular funding opportunities, assessing the environment, and implementing strategies for increasing the chances of winning a specific opportunity. Capture planning occurs before release of a funding opportunity. ; initiate recruitment at latest within one week of the "go" decisionA “go/no-go decision” is the decision whether to pursue a specific funding opportunity. Go/no‑go decisions may be made at multiple points; a preliminary go/no-go decision may be made based on a draft solicitation or intelligence such as information in a forecast of upcoming funding opportunities. The go/no-go decision is often revisited after the formal release of a solicitation. .
• For other proposals: As early as possible during the proposal development process.

Don’t wait for a donor call for proposals to initiate key personnel/project leadership recruitment! CRS’ ability to identify and secure commitments from strong candidates should be a key consideration in the final go/no-go decision. You can initiate recruitment with basic information about a competitive funding opportunity. Identify likely key personnel or other leadership positions based on similar past funding opportunities from the donor, as well as capture planning discussions about CRS’ likely staffing needs. Do not wait for a “perfect” job description to start recruitment. The job description can always be adjusted later, if needed. Include a disclaimer in the job ad that the position is contingent upon donor approval. 

Implement this key action using the draft CRS Country Program National Staff Recruitment Checklist and Guidance (for national staff positions) and the Recruitment Guide for Hiring Managers (for international staff positions).

Follow these steps to proactively recruit for project leadership positions. Telescope steps as needed for different positions and project contexts (e.g., multi-country projects):  

Hiring strategy, posting, and developing assessment criteria

1. The hiring manager (or HQ talent acquisition staff, for international positions), proposal human resources lead (or designated HR staff), and proposal coordinator review the list of key personnel positions and/or other critical project leadership positions. They develop and implement a preliminary hiring strategy using the draft CRS Country Program National Staff Recruitment Checklist and Guidance and Recruitment Guide for Hiring Managers (for international staff positions). Developing the hiring strategy involves:

• Discussing donor preferences and requirements that might impact staffing (see Donor Reality Check(list)) and assessment criteria to determine the best candidate.
• Discussing the best ways to source highly qualified candidates.
• Adapting the relevant standard job description (JD) for each position.
• Preparing personnel requisition forms and submitting for approval. For international positions hired through HQ, the hiring manager creates a requisition via the Applicant Tracking System for Hiring Managers.

Continue refining the sourcing strategy: Keep strategizing about sourcing after the first job ad. For competitive funding opportunities, it’s especially important to update the sourcing strategy if needed following release of the donor call for proposals which may contain more precise information about key personnel or project leadership positions. Share the ad with colleagues and professional networks. Brainstorm multiple ways to get the ad in front of high capacity candidates, both male and female.

2. The proposal team human resources lead (or HQ talent acquisition staff) advances the recruitment process by:

• Confirming an interview panel (3-4 people) and blocking time on their schedules.
• Developing draft criteria for candidate assessment (5-7 critical factors).
• Shortlisting and pre-screening qualified candidates per hiring manager’s approvalIf the hiring manager is not part of the SMT and the position is Band 8 or D or above, an SMT staff or equivalent should also review the prescreen notes to shortlist candidates for interview (step 3) and contribute to the selection of the best candidate for the position (step 4) .
• Scheduling tests and interviews.
• Finalizing interview questions.
• HQ HR staff follow two extra steps: posting pre-screening notes in the applicant tracking system and having the candidate fill out the CRS online application.

Hold regular status check-ins on the recruitment process: The hiring manager, proposal team human resources lead, and proposal coordinator should check in regularly throughout recruitment. This expedites decision-making around issues such as alternate sourcing strategies, candidates to prescreen and/or invite for testing or interview, etc. This is especially important for competitive proposals, when multiple organizations may be pursuing the same candidates.

3. The hiring manager leads the CRS interview panel in interviewing candidates, using candidate evaluation forms and standard interview questions.

• Meet soon after completing all interviews to decide on a preferred candidate and discuss what to focus on in reference checks, and which references to contact.

Tip: Use the Interviewing section of the CRS Country Program National Staff Recruitment Checklist and Guidance or Recruitment Guide for Hiring Managers to prepare for interviews. 

4. The proposal team human resources lead (or HQ talent acquisition staff) checks references for the preferred candidate, writes up notes, and shares with the hiring manager, highlighting any concerns.
5. The hiring manager reviews the reference check information and either:

• Approves the preferred candidate as the first choice based on reference check feedback and requests that HR make an offer, or
• Advises the proposal team HR lead to check references of the second-choice candidate. 

Security and background checks, offer, and close-out

6. The proposal team human resources lead or HQ talent acquisition staff conducts a Bridger check, determines and secures approval for an appropriate offer range, and completes post-offer steps.

Tip: Lock in key personnel as much as possible to avoid project start-up and donor challenges should CRS win but a proposed key personnel candidate withdraws.