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Recruitment Process at L’Orient-Le Jour and L’Orient Today

This process aims to efficiently and sustainably recruit a new employee. An effective process should evaluate the alignment between the company’s needs and the candidate’s qualifications: the job requirements, the professional skills, and especially the attitude/personality. The goal is to find the candidate who most closely matches the defined profile.

People Involved:

• Human Resources Manager

• Department Head

• Editor-in-Chief

• Executive Director

Recruitment Process Steps:

Step 1: Identify a need or opportunity for a job (departure of an employee, business development, strong growth in activity, transfer, etc.).

Step 2: Define the position and the desired profile: describe the details of the position to be filled and write or update the job description:

• What profile is required?

• What qualifications are ideal for the position? What other professional experiences are needed?

• What level of experience in the field is required?

• What technical skills are essential?

• Working conditions: Fixed-Term Contract, Permanent Contract, or internship; full-time or part-time

• Positioning within the organization (hierarchical relationships, etc.)

• Salary: the compensation range

Step 3: Sourcing actions.

Objectives:

• Be creative

• Always be in recruitment mode, not just waiting for needs to arise

• Launch recruitment campaigns through various channels

• Seek out young talent early at universities

For specific recruitment campaigns:

• Define the duration of the recruitment process (e.g., 2 weeks, 1 month, etc.).

• Launch a recruitment campaign:

  • Define the budget allocated for this recruitment campaign

  • Communication channels:

    • LinkedIn, Facebook, Instagram

    • L’Orient-Le Jour / L’Orient Today website

    • L’Orient-Le Jour print newspaper

    • Universities

For permanent recruitment:

• Keep a continuous job posting on our website to regularly gather applications (using Google Form)

• Universities:

  • Build strong ties with universities in Lebanon and abroad (France), implement a process, and develop an attraction approach.

  • Direct outreach (head-hunting).

  • A long-term internship program would be ideal.

  • Appoint journalists within the newsroom to organize presentations with HR (presentations, intern forums, etc.).

Step 4: Screen applications.

• The first “pre-selection” is done by the HR department, which analyzes the CV and cover letter according to the selection criteria to create a shortlist.

• The second selection is done by the department head, who selects the final candidates for an interview.

Step 5: Operational phase: Conduct job interviews and tests.

• A third selection of candidates is done through a skills assessment test, if applicable to the position.

• A fourth selection is made through an interview with the HR department and the department head.

• Final choice: the last interview with the Editor-in-Chief / Department Head / Executive Director.

The test and the first series of interviews can be done together.

It is mandatory that the candidate meets with at least two responsible persons for an interview before being selected.

Step 6: Communicate the job offer.

Unsuccessful candidates for the position are kept in the candidate database and may be considered for future hiring opportunities.

Step 7: Onboarding the new hire into the company.

Inclusiveness & Participation Guidelines

General Principles

Our approach is inclusiveness and participation. It is based on the values of mutual respect of the worth, integrity and dignity of individuals, and on the rejection of all forms of violence in solving conflicts. It is based on the ethics of care, justice, transparency and honesty, accountability of the network to its members and vice versa. The organisation recognises the efforts and the contributions of all individuals and organisations in the common work towards strengthening our organisational functioning and ethical values, in order to be truthful on the way to achieving our vision.

The organisation is guided in its work by the following main principles:

• Integrity: All members act with honesty, personal and professional integrity and openness in their dealings with beneficiaries and partners. The organisation promotes a working culture that values mutual respect and care for each other’s integrity. No abuse, threats and/or manipulations are tolerated. The organisation is committed to constantly work for revealing and dismantling those attitudes, language and practices.

• Transparency and openness: The organisation recognises that it is under constant development and improvement of its functioning. It promotes an environment of transparency and openness in communication. It strives to provide information to all members concerning not only activities, but management and governance. It strives in the spirit of openness to discuss with the concerned bodies goals, directions, and internal structures. All reports - financial, organisational, and/or program reports are accessible to members through meetings.

• Fighting racism and all forms of intolerance and exclusion: The organisation is committed to constantly work for identifying, revealing and dismantling those attitudes and practices.

• Ethical Funding, donations and gifts, partnerships: The organisation aims to work with and accept funding, donations and gifts only from groups that are not organised on practices and attitudes based on racism, sexism, and other forms of oppression. Priority will be given to organisations and institutions that have practices that are more consistent with our goals.

• Principle of non-discrimination: The members of the organisation may not engage directly or be part of any activity that discriminates based on age; gender; ethnicity; national origin; religion; belief, sexual orientation; disability; health conditions; marital, domestic, or parental 2 status, gender identity and gender expression; or any other applicable basis prescribed by national laws or international resolutions and conventions.

• Zero tolerance for personal threats and insults: Personal threats and insults are not acceptable under these guidelines. If a member engages with direct or indirect insults and threats, she/ he may be asked to leave the organisation.

• Zero tolerance for harassment: The organisation’s members may not engage in harassment of any person. Harassment occurs “when someone’s actions or words, based on the relevant grounds (e.g., gender, origin, sexuality, etc), are hurting and/or violate another person’s dignity and integrity or create a work environment that is intimidating, hostile, degrading, humiliating, or aggressive”.

• Accountability: We will work to provide all necessary requirements to activate internal accountability and community accountability associated with programs and projects.