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SOP owner: Human Resources — Last reviewed: [Date] — ID: SOP-HR-001

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Overview

This SOP describes the full-cycle hiring process at Blevins Holdings — from identifying a hiring need through to a new hire’s first day. All hiring must follow this process to ensure consistency, fairness, and compliance. Key stakeholders:

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Process overview

The typical hiring process takes 3–6 weeks from requisition approval to offer accepted. Complex or senior roles may take longer.

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Steps

1

Open a requisition

Who: Hiring manager, approved by department headBefore beginning any outreach, the hiring manager must submit a formal headcount requisition through [HR system / form — link to be added] that includes:
  • Role title and level — Be specific (e.g., “Senior Account Manager, Mid-Market” not “Account Manager”)
  • Team and department
  • Justification — Why this role is needed: backfill, new work, growth
  • Proposed compensation range — Confirm with HR that the range aligns with internal bands
  • Target start date
  • Whether the role is remote, hybrid, or in-office
Requisitions must be approved by the department head and, for any net-new headcount above budget, by the CFO.
Do not contact recruiters, post roles, or begin interviews before the requisition is approved. Commitments made before approval create legal and compensation risk.
2

Write and approve the job description

Who: Hiring manager + HRHR works with the hiring manager to draft a job description (JD) that includes:
  • Role summary — What the person will do and why the role exists
  • Key responsibilities — 5–8 bullet points, focused on outcomes not tasks
  • Requirements — Separate “must haves” from “nice to haves”; be deliberate about what’s actually required
  • What we offer — Compensation range, benefits highlights, culture, flexibility
Guidelines:
  • Avoid gendered or exclusionary language (HR will review)
  • Don’t list “years of experience” as a proxy for skill — describe the capability you need
  • Compensation range must be listed in states/jurisdictions where required by law; Blevins lists it in all postings as a best practice
HR approves the final JD before posting.
3

Post the role and begin sourcing

Who: HR (posts); Hiring manager (referrals)HR publishes the approved job description to:
  • [Primary job board — e.g., LinkedIn, Indeed, Lever, Greenhouse]
  • [Industry-specific boards as relevant]
  • The Blevins careers page
  • Internal job board (posted simultaneously — internal candidates are encouraged to apply)
Sourcing approaches:
  • Employee referrals — Encourage your team to refer qualified candidates; referral bonuses apply per the referral program policy
  • Outbound sourcing — For senior or hard-to-fill roles, HR or a recruiter may proactively source candidates via LinkedIn
  • Agencies — Use of external recruiting agencies requires manager + HR approval; agency terms must be reviewed by Legal
Target: First candidates reviewed within 5 business days of posting.
4

Resume review and initial screening

Who: HR (initial screen); Hiring manager (shortlist)HR reviews all inbound applications and applies the criteria from the JD to create a shortlist for the hiring manager. Hiring managers review the shortlist and confirm who to advance to a screen.Screening call (30 minutes — conducted by HR):
  • Confirm interest, availability, and compensation alignment
  • High-level background: current role, reason for looking, key experience
  • Answer candidate questions about the role and company
After each screen, HR provides a written summary and recommendation (advance / pass) to the hiring manager.Candidate experience: Respond to all applicants within 10 business days of their application. No candidate should be left waiting without a status update for more than 2 weeks.
5

Interview process

Who: Hiring manager + interview panelThe interview process should be structured and consistent — every candidate for the same role goes through the same stages with the same criteria.Standard interview stages:Interview panel setup:
  • Assign each interviewer a specific area to evaluate (avoid overlap)
  • Share the interview guide and scoring rubric before the first interview
  • Do not share feedback between panelists until the debrief
What not to ask: Interviewers must not ask about age, family status, nationality, religion, disability, or any other protected characteristic. If in doubt, don’t ask it. Contact HR if you’re unsure whether a question is appropriate.Scoring: Use the structured scorecard in [ATS / HR system] immediately after each interview while it’s fresh. Scorecards are required before the debrief.
6

Debrief and decision

Who: Hiring manager + interview panel + HRWithin 24–48 hours of the final interview, the panel meets (or communicates async via the ATS) to:
  1. Review individual scorecards independently first
  2. Discuss the candidate against the role criteria — not against each other
  3. Reach a recommendation: Offer / No hire / More information needed
The hiring manager makes the final decision. HR provides guidance on compensation alignment and internal equity before the offer is made.Document the rationale for the hiring decision (and for any rejection of finalists) in the ATS.
7

Extend an offer

Who: HR (prepares and delivers offer)Once the hiring decision is made, HR prepares the offer letter using the approved template. The offer includes:
  • Role title, level, and start date
  • Compensation: base salary, any variable/bonus, equity (if applicable)
  • Benefits summary
  • Offer expiration date (typically 3–5 business days)
  • Conditions: references, background check
Verbal offer first: HR or the hiring manager calls the candidate to extend the offer verbally and gauge reaction before the written offer is sent. This creates space for questions and early negotiation signals.Negotiation: HR handles all compensation negotiation. Hiring managers should not make compensation commitments directly to candidates. Any deviation from the approved range requires HR + department head approval.Non-standard terms (e.g., severance, equity above standard, sign-on bonus) require Legal review.
8

Background check

Who: HRUpon offer acceptance, HR initiates a background check through [background check vendor — e.g., Checkr, Sterling]. Checks include:
  • Identity verification
  • Criminal history (jurisdiction-dependent; HR follows applicable ban-the-box and fair chance laws)
  • Employment verification (last 3 employers)
  • Education verification (if degree is required for the role)
  • Reference checks — see below
References: HR or the hiring manager conducts 2–3 structured reference calls. References should be former managers where possible. Use the standard reference guide in [HR system].The candidate’s start date may be contingent on a satisfactory background check result. Any adverse findings are reviewed by HR and Legal before a decision is made — no automatic disqualification for a record.
9

Pre-boarding and day one handoff

Who: HR + IT + Hiring managerOnce the background check is complete and the start date is confirmed:
  • HR sends the welcome email, links to new hire paperwork, and the onboarding guide
  • IT provisions the new hire’s accounts and prepares their device (target: ready by 9 AM on day one)
  • Hiring manager sets up the new hire’s calendar for the first week: intro 1:1s, team meeting, onboarding sessions
  • HR sends day one logistics: where to go/log in, who to contact, what to expect
The hiring manager is responsible for ensuring the new hire has a welcoming, organized first day. See the Onboarding Guide for the full first-week checklist.

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Timeline reference

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Candidate rejection and communication

All candidates who reach the phone screen stage must receive a personalized email rejection. Templates are in [HR system]. Do not ghost candidates — it reflects poorly on the company and may affect future candidates through reviews. For candidates who reach the final round but are not selected, the hiring manager or HR should offer a brief feedback call if the candidate requests one.

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Internal candidates

Internal applicants must follow the same process as external candidates. They should notify their current manager before applying (or at minimum before accepting an offer). HR manages any sensitive situations involving internal transfers.
  • Onboarding Guide
  • [Offer Letter Template — HR system]
  • [Interview Scorecard Template — ATS]
  • [Background Check Policy — HR system]
Last updated: [Date] — SOP owner: HR
Last modified on April 7, 2026