From job requisition to offer: a recruitment process that scales

Most growing companies do not have a recruitment process. They have a habit: a manager tells HR they need someone, HR posts a role, resumes arrive in an inbox, interviews are arranged over chat and an offer letter is put together at the end from last year's template. That works for the first few hires. By the time you are hiring ten people a quarter across several teams, it produces delays, inconsistent decisions and candidates who drop out because nobody got back to them.

A recruitment process that scales is not about more paperwork. It is about agreeing a small number of steps, deciding who owns each one, and keeping every position and every candidate visible in one place. This guide walks through those steps, from the job requisition to the signed offer, with the decisions you need to make at each stage.

Why the recruitment process breaks as you grow

Hiring problems in a 30-person company are usually problems of memory. The founder knows which roles are open, which candidates are promising and what was agreed on salary. As the company grows, that knowledge spreads across managers, HR and inboxes, and the gaps start to show.

• Roles open without agreement. A manager asks for a hire, HR starts sourcing, and only later does finance ask whether the position was budgeted.
• Job descriptions are vague or copied. Candidates are screened against what each interviewer has in mind, not against a shared description.
• Feedback is scattered. One interviewer replies on email, another on chat, a third forgets. Decisions are made on impressions.
• Good candidates are lost. Someone who narrowly missed a role in March is forgotten by June, when a matching position opens.
• Offers go out with errors. Wrong designation, wrong salary split or an outdated clause, because the letter was edited by hand.

Each of these is fixed by a clear step with a clear owner. Here is the sequence.

Step 1: the job requisition

A job requisition is a short internal request to create or fill a position. It answers the questions that should be settled before anyone talks to a candidate:

• Role title, department and the person the hire will report to.
• Whether it is a new position or a replacement, and why it is needed now.
• Number of positions, location and work arrangement.
• Experience level, key skills and the budgeted salary range.
• Target joining date.

The requisition should be approved before sourcing starts, usually by the requester's own manager and, for new headcount, by whoever owns the budget. Keep the approval chain short and defined by role rather than by name. Once approved, the requisition becomes a job opening, and HR knows it is real.

Step 2: the job description

The job description turns the requisition into something a candidate can read. A good one is specific about what the person will do in their first six months, which skills are required and which are nice to have, and how the role fits the team. Avoid long lists of generic qualities that every candidate will claim.

Writing descriptions is where hiring often stalls, because managers are busy and HR does not know the technical detail. Drafting from the requisition helps: the role, level and skills are already agreed, so the first draft can be produced quickly and the manager only has to correct it. An AI draft based on the requisition is a reasonable starting point, provided a person reads and edits it before it is used.

Step 3: sourcing and screening

Once the opening is live, resumes arrive from referrals, job sites, agencies and your own network. Screening is the first filter, and it should be consistent: every resume is checked against the same job description, and the reason for shortlisting or rejecting is recorded.

• Use a short set of must-haves. Three to five criteria from the job description, such as a core skill, years of relevant experience and location.
• Record a decision for every resume. Shortlist, hold or reject, with a one-line reason. This protects you when a manager later asks why someone was not considered.
• Check your talent pool first. People who reached a late round for a similar role, or declined an offer for timing reasons, are often the fastest hires.

AI resume screening can save HR hours on high-volume roles by reading each resume against the job description and suggesting a score and a reason. Treat it as a first read, not a decision: HR reviews the suggestions and decides who goes forward. For more on how this works in practice, see our article on hiring requests with AI resume screening.

Step 4: interview rounds and feedback

Decide the interview rounds for each kind of role before the first candidate is invited. A common structure for professional roles is three rounds:

1. Technical or functional round, run by someone who does the work, to test the core skills.
2. Managerial round, run by the hiring manager, on fit with the team, ownership and judgement.
3. HR round, on expectations, notice period, compensation and culture.

Three rules keep rounds moving and decisions fair:

• One owner per round. Name the interviewer, or the panel members who can take that round. HR confirms the time; the interviewer is responsible for showing up and giving feedback.
• Feedback before the next round. The next round should not open until the previous interviewer has recorded a clear outcome: selected, rejected or on hold, with notes. This stops candidates progressing on silence.
• Structured notes. Ask interviewers to comment against the job description's criteria, not just give an overall impression. It makes comparison between candidates possible.

Speed matters here. Good candidates in India's technology and services market often have more than one offer. A process where each round's feedback is recorded within a day and the next round is scheduled immediately can cut a week or more from time to hire.

Step 5: the offer

By the time a candidate clears every round, most of the offer data already exists: the designation and department from the requisition, the reporting manager, the agreed salary and the joining date. The offer letter should be generated from that data, not typed into an old document.

• Use a standard template with the salary structure, probation terms and notice period your policies require.
• Get the offer approved and signed by the authorised signatory before it is issued.
• Track the outcome. Accepted, declined or withdrawn. Declined candidates with good feedback belong in the talent pool.
• Hand over to onboarding. An accepted offer should start the joining checklist, document collection and IT set-up, so Day 1 is ready.

Keeping a talent pool

Every recruitment cycle produces people you would have been glad to hire: the runner-up for a role, a strong candidate whose notice period was too long, someone who declined for personal reasons. In most companies they disappear into old email threads.

A talent pool keeps a short profile of each person who went through hiring but did not join: their skills, location and how far they got. When a new opening is approved, check the pool before you source externally. Be careful with personal data: keep only what you need, and do not hold resumes indefinitely for people who are no longer in process.

Measuring whether your recruitment process works

You do not need a dashboard of twenty metrics. Four numbers, reviewed monthly, tell you most of what you need:

• Time to approve: days from requisition raised to approved.
• Time to hire: days from opening approved to offer accepted.
• Stage drop-off: how many candidates pass each round, which shows whether screening is too loose or too strict.
• Offer acceptance rate: offers accepted as a share of offers made.

If time to hire is long, look at where positions wait: approvals, scheduling or feedback. The fix is usually a clear owner, not more effort.

Putting it into one system

The steps above can be run on spreadsheets and email, but the gaps between them are where hiring slows down. Techno Team Via runs the whole recruitment process on one page per position: job requisitions with their approval chain, AI-drafted job descriptions, AI resume screening with HR deciding, a talent pool with matches for new openings, interview rounds with feedback that unlocks the next round, and offers made from the approved data and handed on to onboarding.

If you would like to see it on one of your own open roles, book a demo of Techno Team Via and we will walk you through a position from requisition to offer.