Recruitment

Start with who needs hiring support and candidate matching and why. Around employers and job seekers drive demand in Dubai, Abu Dhabi and the other emirates.

• List 10 offers or suppliers in the UAE with price per placement in AED and who buys.
• Interview 5 people from employers and job seekers: what do they buy now, how often, what do they pay, what annoys them?
• Learn three terms: Role brief (a clear list of what the job needs); Shortlist (the best few candidates passed to the employer); Time to hire (days from brief to accepted offer).
• Write a one-page brief: user, need, hoped-for price, and the rule that matters most.

Activity. Complete the market table, five interview notes and the brief.

Standard to meet. Price ten offers, interview five users, and state one need in one sentence.

Know the rule before the work. Main hazards here: unfair bias and personal data leaks. Hazard thinking means list each step, ask what could go wrong, and decide the control.

• Ask your local authority or free zone which licence, permit or inspection applies. Write the answer and the date you asked.
• For each step (take the role brief; source; screen and shortlist; support the offer) write the hazard and the control.
• Use a hierarchy: remove the hazard, replace it, separate people from it, change the way of work, then protective equipment last.
• Keep a one-page incident rule: who you call, what you stop, what you record.

Activity. Draw the flow and mark hazard and control at each step.

Standard to meet. Name a hazard and a control for every step, and answer the licence question in writing.

The work is a short chain: take the role brief, source, screen and shortlist, support the offer. Learn each link, then link them with records.

• Write a checklist for each of the 4 steps: input, action, check, output.
• Time each step three times and note the slowest.
• Record a defect or delay each time it happens: what, where, cause, fix.
• Measure shortlisted candidates who are hired; this is your main number.

Activity. Run the chain three times (simulated or real) and fill the log.

Standard to meet. Complete three logs, and give the slowest step a cause and a fix.

What you do not measure you cannot improve. Your main measure is shortlisted candidates who are hired.

• Define shortlisted candidates who are hired: what counts, what does not, and over what period.
• Draw a simple chart of the last 10 results and mark the average.
• Find the top two causes of loss with a tally sheet, then fix the biggest one first.
• Check measuring tools: are they accurate, clean and in date?

Activity. Collect a tally for one week and make a Pareto chart.

Standard to meet. Complete the tally, name the biggest cause, and plan one fix with a date.

Know the cost of one placement before you set the price. Include materials, labour, energy, transport, licence share, waste and a safety margin.

• Cost per placement = total cost divided by placements sold (not made).
• Margin = (price minus cost) divided by price.
• Break-even units = fixed costs divided by gain per unit.
• Test the price with two users and write down the answer.

Activity. Build the cost sheet with AED on every line and have your mentor check it.

Standard to meet. Check that no cost is missing, and calculate the margin twice by different routes.

Customers return when you keep promises. Promise only what your workflow can deliver.

• Write a one-page offer: what is included, what is not, price, time, how you fix mistakes.
• Write a short script for the first call or visit.
• Agree dates in writing; confirm each change.
• Handle a complaint in four steps: listen, apologise for the impact, fix, record what changed.

Activity. Present the offer to two users and note changes.

Standard to meet. Write an offer with scope, price, time and a fix rule, and collect comments from two users.

Small, real and recorded. Change one thing at a time and learn quickly.

• Keep a daily log: date, units, cost, delays, defects, safety notes.
• Hold a 15-minute review each week with your mentor.
• Write down every complaint and what you changed.
• Take photos only where allowed and never of people without consent.

Activity. Complete 30 days of the log and four weekly reviews.

Standard to meet. Log 30 days, give each defect a cause, and keep weekly notes.

A decision beats a feeling. Compare plan with result and choose to scale, change or stop.

• Make a before and after table: cost per unit, defects, delays, repeat users.
• Write three lessons.
• Decide scale, change or stop, with the numbers behind it.
• Give two peers one strength and one fix each.

Activity. Present to a review room and collect one written comment from a user.

Standard to meet. Justify the decision with numbers, and give two peer reviews.

A clear brief and fair screening save weeks.

• List must-haves apart from nice-to-haves.
• Score every candidate with the same sheet.
• Never judge on traits unrelated to the job, such as religion or marital status.
• Record reasons for every rejection.

Activity. Score 10 sample CVs against one brief.

Standard to meet. Use the same sheet for all and log reasons.

Speed and respect win good people.

• Track days from brief to accepted offer.
• Reply to every applicant within a set time.
• Prepare candidates for interviews.
• Never charge candidates a fee.

Activity. Build a stage-by-stage timing table.

Standard to meet. Find the longest stage and name a fix.

A recruiter handles personal information and shapes careers, so fairness and privacy are part of the job.

• Judge candidates only on skills, experience and the needs of the role; leave out age, gender, nationality, religion and family status.
• Collect only the data you need, store it safely and delete it when you no longer need it.
• Never charge a candidate a fee for a job and never keep their original documents.
• Give clear, kind feedback to candidates who are not chosen, ideally within 5 working days.

Activity. Rewrite a biased job advert and draft a decline message for a sample candidate.

Standard to meet. Use no protected traits, ask no fee, and write a polite and specific reply.

On the slide: L1 Basic · Parts of hiring

Notes: Name a role brief, a shortlist and time to hire and say who owns each. Notes: use a UAE employer hiring one role and ask learners to point out the step where a candidate drops out.

On the slide: L2 Awareness · Bias, data and candidate fees

Notes: Describe why unfair bias and personal data leaks are risks and why candidates must never be charged a placement fee. Notes: show one fair and one biased job advert; learners mark the difference.

On the slide: L3 Foundation · Write a role brief and screen

Notes: Write one role brief and screen three candidate summaries against it. Notes: check each criterion is about the job, personal data is kept private, and a supervisor reviews the shortlist.

On the slide: L4 Practitioner · Run a 30-day hiring pilot

Notes: Take a brief, source, screen and shortlist for a real or simulated role and report shortlisted candidates who are hired. Notes: price at AED 9,000 per placement against AED 5,200 cost, a gain of AED 3,800 or 42.2 per cent; record days from brief to accepted offer.

On the slide: L5 Specialist · Compare sources and decide

Notes: Compare two sourcing channels by hires per shortlist and cost per placement and decide to scale, change or stop. Notes: at only 15 placements a month, one lost hire is a large share, so judge on cost per placement.

On the slide: L6 Advanced · Coach a recruitment team

Notes: Set brief, screening and data rules and a weekly review for a small team. Notes: sample five shortlists for fair criteria and five files for data safety.

On the slide: L7 Super expert · Design the hiring system

Notes: Design a recruitment system with fairness and data audits and a 12-month plan. Notes: at 15 placements a month and AED 3,800 gain each, gross gain is AED 57,000; present one risk, one saving and the plan.