Recruitment Maturity Model

Modern organizations face a number of issues when it comes to recruitment and HR. Hiring managers don’t always fully cooperate with HR, job requirements are often not clearly defined, and HR departments commonly lack sufficient capacity and job market knowledge, just to name a few.

Organizations may deal with these issues in a number of ways; however, it is usually better to use a strategy, which is based on current best professional practice, rather than to try to reinvent the proverbial wheel.

One example of good overall practice for almost any area is provided by the Capability Maturity Model Integration (CMMI) which is designed to provide guidance for developing/improving processes in organizations.

Since most companies have fairly immature recruitment processes, which is usually the main reason for their issues, use of the CMMI would seem to be the optimal solution to their predicaments. Mapping recruitment and HR activities of an organization to the CMMI can help to identify areas for improvement in any company, no matter its size. The only question is which aspects of recruitment to cover and what level of detail to choose.

If you would like to use a CMMI-based maturity model in order to improve recruitment-related processes in your organization, you can do the mapping yourself, in any way which seems appropriate to you. Nevertheless, you don’t have to, since we have already created a reasonably generic model, which we use to improve processes in customer environments.

Our Recruitment Maturity Model (RMM) is based on Capability Maturity Model Integration (CMMI), along with ISO Standard No. 30405:2023 and good professional practice.

The Recruitment Maturity Model has 5 Phases split into 17 Areas, for each of which 4 Maturity Levels are defined. These are:

  • Level 1 – Initial This is the starting point for any organization in any area. No processes are defined, and all activities are performed in an ad-hoc fashion.

  • Level 2 – Managed At this stage, processes and activities are still mostly informal and reactive, however, someone is explicitly chosen as being “responsible” for their performance and for their outcomes.

  • Level 3 – Defined At this level, the processes are not just managed, but also written down and formalized in a way, which makes them repeatable.

  • Level 4 – Quantitatively Managed At this final Maturity Level of the RMM, an organization adds measurement and regular evaluation of its processes.

When using RMM, the previously mentioned Maturity Levels are measured across several Phases and Areas.

Each Phase of the RMM represents a high-level step in a recruitment lifecycle. Phases themselves consist of several Areas, which represent specific processes and activities, which are required for the Phase to be implemented in an efficient and effective manner.

Recruitment Maturity Model

How to move through the Recruitment Maturity Model levels

In order to move from one level to another in a specific phase and area, an organization needs to define and implement suitable processes. The Phases and Areas are structured in the following way:


  • Business needs for recruitment – any business should be able to specify why it needs to hire additional employees. This area is devoted to processes through which the business might specify its needs and regularly update them.

  • Recruitment strategy – before an organization starts recruitment activities, it should prepare a suitable recruitment strategy, define its content and engage responsible people. Processes related to these issues are covered in this area.

  • Role’s specification – an organization needs to know what the needs for each role on the technical and personality level are – processes through which it determines this are part of this area.

  • Cooperation with external recruitment suppliers – when an organization decides to cooperate with recruitment vendors, it should define the processes and responsibilities related to recruitment activities and coordinate them with an internal HR team.


  • Employer branding – an employer’s job market visibility and communication about their brand to the desired groups are essential for recruitment. Processes, activities and steps that an organization has to define and implement are covered in this area.

  • Internal recruitment communication (inside a company) – an organization has to decide what types of internal communication related to recruitment it would like to use and why. In order to do so, it should formulate the necessary processes and guidelines.

  • External recruitment communication – similiarly to the previous area, an organization needs to build relevant processes for external communication to the job market.


  • Internal candidate sourcing and recruitment (inside a company) by internal HR – an organization should be able to create a suitable sourcing strategy and choose the right channels based on its needs. This area is focused on developing suitable processes, guidelines and measurements.

  • External candidate sourcing and recruitment (outside a company) by internal HR – the same steps should be covered here as are in the above-mentioned area.

  • Sourcing through external recruitment suppliers – each company should consider this way of sourcing and prepare relevant processes, procedures and standards related to its suppliers.


  • HR assessment – an organization has to have processes, guidelines and metrics developed for non-technical assessments of candidates to ensure that they go through smoothly every time. Related processes are covered in this area.

  • Technical assessment – similarly to the previous area, processes, guidelines and metrics need to be set for technical assessment of candidates as well.

  • Cultural fit assessment – in order to discover who is a good fit for an organization and who is not, specific criteria need to be defined first. Processes related to these topics are covered in this area.

Hire & Employ

  • Hiring – each company needs to set up clear processes and guidelines for hiring, which are in compliance with a local labor laws and which are checked regularly and updated when necessary.

  • Pre-onboarding, onboarding, adaptation, training – in order to ensure that all activities related to the start of employment are running smoothly, an organization has to create necessary processes, guidelines and measurements.

  • Employee satisfaction, retention and turnover – a company has to have clear rules, processes and procedures set up to ensure its employees’ satisfaction with a focus on their positive experience.

  • Employment termination – similarly to the Hiring area, an organization needs to have process, guidelines and metrics in place for employee termination as well. This area is focused on their definition.

How does this help?

If you do a recruitment maturity assessment with the use of our RMM in your organization, you will immediately see which areas of your recruitment activities are more “mature” and which are less so. This will enable you to identify any areas where improvements and adjustments to your recruitment and HR processes might be necessary, as well as to plan and implement such improvements and adjustments.

Use of our Recruitment Maturity Model can bring significant benefits to your organization, such as:

  • improved decision making,
  • increased efficiency of recruitment activities,
  • ability to make measurable improvements,
  • and getting an edge over your competition.

If you are interested in our Recruitment Maturity Model implementation for your organization or you would like to discuss a specific RMM related topic you need help with, don’t hesitate to contact us.