Jadiroon is organised around one continuous arc: Hire, then Develop, then Grow. The same data flows from the hiring stage into assessment, and from assessment into the growth surfaces. Understanding the arc makes the rest of the manual easier to read.
Hire — bringing the right people in
You author a role — title, description, required competencies. Candidates apply through a public portal that does not require a login. Their CVs are screened automatically against the role's required competencies, then ranked. You move qualified candidates through a six-stage hiring pipeline — APPLIED → SCREENED → INTERVIEWING → OFFERED → HIRED → REJECTED. You schedule and conduct interviews using a structured rubric that records ratings and notes against each required competency.
When you click Hire, the platform performs a single atomic operation: the candidate becomes an employee, the role is marked filled, and a draft growth plan is created for them. This is the handoff — the bridge from Hire to Develop.
Develop — measuring what you have
Once someone is an employee, you assign them assessments. Five types are supported: behavioural, cognitive, technical (self plus manager rating), structured interview, and simulation. Each runs differently, but every result feeds into one place: the employee's competency profile — a versioned, weighted aggregate of every measurement made of them so far.
Higher-fidelity assessments (a hand-rated simulation) carry more weight in the profile than lower-fidelity ones (a self-rated technical questionnaire). Recent results count for more than older ones. The full mechanics live in Fidelity and recency.
Grow — moving people forward
The competency profile is the spine for everything in Grow. The gap dashboard compares the profile against required competencies (by person, by role, or by competency across the organisation). Career paths suggest the top three roles a person could move toward. Succession planning ranks employees by readiness for roles you have marked as critical. Internal mobility highlights lateral moves. Learning recommendations propose courses and programmes from the Saudi market that close specific gaps.
The growth plan is the artifact where HR, the line manager, and the employee co-edit milestones, target role, and learning. Every change is logged.
Why the order matters
The arc is the order you would naturally use the platform: bring people in, measure them, move them forward. The docs are written in this order so a reader who follows them top-to-bottom arrives at competent operation in the order that the data itself flows.
You can read out of order. The sidebar on the left gives you direct access to any page. But the cleanest first read is to follow the arc.