End-to-end recruitment process from headcount request to first day.
Map hiring from the first headcount request to the new hire's first day, with every approval, the loops back when a stage falls through and the steps that run in parallel.
Should reference checks happen before the offer, as in the stage list, or after acceptance, as in the branch instructions? Please confirm the intended order before I draw the flow.
flowchart
WHAT YOU GET
One flowchart covering your whole hiring process, with each stage and its owner, approvals as decisions, loops back to earlier stages and every end point. Check that each loop has an exit and the order matches how your team really hires.
Two worked examples
A standard brief and an edge case.
Should reference checks happen before the offer, as in the stage list, or after acceptance, as in the branch instructions? Please confirm the intended order before I draw the flow.
Standard input
Nine-stage hire with a budget gate, a re-advertise loop and a runner-up path
Where the process starts and ends
From a manager's headcount request to the new hire's first day at Larkspur Analytics
Stages in order, as owner | stage
Hiring manager | Raise headcount request
Finance | Approve budget
Recruiter | Write and post the job ad
Recruiter | Screen applications
Interview panel | First interview
Interview panel | Task and final interview
Recruiter | Reference checks
HR | Offer and contract
IT and HR | Prepare accounts and first-day plan
Approvals, branches and loops back
Budget approved? No → request closed. Yes → post the ad
At least three strong applicants? No → re-advertise once, then review the role with the hiring manager. Yes → first interview
Offer accepted? No → offer to the runner-up if there is one, otherwise back to screening. Yes → references
Grouping or layout
One lane per owner, top to bottom
How many times may a rejected offer return to the interview shortlist, and where should the process end when that limit is reached?
Boundary input
Twelve stages with long names, parallel pre-boarding and two loops
Where the process starts and ends
From a clinic manager's request for a new physiotherapist to the end of the new hire's first week
Stages in order, as owner | stage
Clinic manager | Submit a request describing the caseload gap and preferred start date
Regional director | Approve the request against the annual staffing plan
Recruiter | Agree the job description with the clinic manager
Recruiter | Post on the careers page and professional job boards
Recruiter | Screen applications against the essential criteria
Clinic manager and senior physiotherapist | Structured interview
Clinic manager | Observed practical session with a volunteer patient
HR | Verify professional registration
HR | Conditional offer
HR | Reference and registration checks complete
IT | Set up clinic system accounts
Clinic manager | First-week induction plan
Approvals, branches and loops back
Request approved? No → request closed with a reason. Yes → job description
Enough candidates meet the essential criteria? No → re-advertise, up to two times, then pause the role. Yes → interview
Offer accepted? No → back to the interview shortlist. Yes → checks
IT account setup and the induction plan happen at the same time once checks are complete
Grouping or layout
One lane per owner
Checks that the re-advertise loop stops after two tries and exits to a paused role, the parallel IT and induction stages branch and rejoin, long stage names wrap, and owners shared by two people stay as written.
Same task, three directions
Pick a direction to start from.
01
Lanes by team
Hiring manager, recruiter, panel and HR each in their own lane, so handovers between teams are easy to see.
02
Candidate's-eye view
The same process framed around what the candidate experiences, using only the candidate-facing stages you list.
03
High-volume hiring
A version for hiring many people into one role at once, with batch stages and a talent pool loop you describe.
What the template keeps
The parts that stay consistent.
01
The whole journey
One chart from the first request to the last step you name, not just the interview stages.
02
Loops with exits
Re-advertising, runner-up offers and other loops go back to the right stage and show when they stop.
03
Clear ownership
Every stage shows who is responsible for it.
How to use it
From details to a result.
01
Set the start and the end
Say where hiring begins and where you consider it finished, such as the first day or the end of probation.
02
List stages with their owners
One line per stage, in order, starting with the person or team responsible.
03
Add approvals and loops back
Write each approval as a question. Say where a failed stage goes and how many times it can repeat.
04
Review in Vizify, then walk every path
Send it when it looks right, then follow each path from the request to an end point.
Output boundaries
What to check before you use it.
Vizify draws your process. It does not check it for fairness, employment law or your internal policies.
This is a diagram, not an applicant tracking system. It does not move candidates, send emails or track real vacancies.
Long processes with many loops can be hard to read in one chart. Consider an overview plus a detail chart for interviews.
Layout is automatic. Export options are whatever the Vizify App offers for the diagram.
QuestionsWhat should an end to end recruitment process include?+
Whatever your organization actually does, from the request to the point where the new hire is settled. The chart uses only the stages you list, so start from your current process rather than an ideal one.
How do I show that we re-advertise when there are too few applicants?+
Add it as a decision, such as "Enough applicants? No → re-advertise once". Say what happens after the last try so the loop has an exit.
Can the chart show steps that happen at the same time?+
Yes. Say which stages run in parallel, such as account setup and the induction plan. They branch from the same stage and rejoin at the next.
Can I include candidate names or interview scores?+
No. The chart describes a process, so keep it to roles and stages. Leave personal data about candidates out of the brief.
