Build the first part of the course on a business studies foundation where recruitment is seen in the context of the business. The study of organisational development will illustrate why people need to recruit and also who they need to recruit. It’s important to understand where an organisation is in its own development; for instance, the needs of a start-up will differ to those of an established business. Company culture must be understood. The relationship between the business plan and the hiring plan should be explored.

Questions that must be explored include: Does the human capital of the business cost the right amount? And does it produce what it should? Is the management structure appropriate to the business plan? What are the company’s weaknesses and strengths, and how do they manifest themselves in the hiring plan? Then there’s working effectively with clients, a topic in itself as many recruiters only take their own point of view as being important. Also helpful would be modules about employment law, and how payroll and employment taxes work. Budgeting, accounting, cashflow, reading a balance sheet and understanding the health of a business are vital for recruitment managers.

The second part of the course should concentrate on selection and the hiring process itself [see also pp28-30]: interviewing, the many techniques of assessment, psychometric testing and how to apply it. Testing and handling candidates takes practice to do well. There is also much to learn about approaching and handling candidates properly and how to work with them in the future. Helping clients integrate new hires is sometimes seen as above and beyond the call of duty, but it shouldn’t be. Understanding the client’s appraisal system is important: how they assess training needs and what resources they have for staff development are issues often missed.

The third part of the course might be about understanding candidates’ personal development issues and how organisations develop their staff. Skills such as decision making, problem solving, organisational skills and prioritising, team working and goal setting can help the recruiter understand their clients’ and candidates’ needs in a contextual framework. An element of counselling would be useful. Most people start their careers expecting an upward career trajectory as long as they work. However, as only a few make it to the top, people need help to be the best they can be without promotion on promotion.

A period of study and a qualification might actually help all concerned. You wouldn’t go to an unqualified doctor or lawyer, so why patronise an unqualified recruiter?

Recruitment is now a much bigger sector than it was 15 years ago. Great recruiters have learnt the hard way how to add value to everyone they have contact with. However, we still have a problem with the variable quality of new entrants to our world. A period of study and a qualification might actually help all concerned. You wouldn’t go to an unqualified doctor or lawyer, so why patronise an unqualified recruiter?

Is it time to have a degree in recruitment?

Stefan Ciecierski is director at international design and digital recruiter Nakama International