To run a successful business it’s important you have the right team to support you. Hiring the ideal person for the job can change the future and the dynamic of the entire organisation. On the other hand, the wrong recruit has the potential to affect your organisation for years to come both financially and culturally.
Here are our Human Resource Consulting Division’s top 10 tips that will give you the best opportunity to recruit a great long term team member:
- Create a proper, clear and vivid job description. First and foremost, a concise job description helps candidates understand the scope of the role. The job description also focuses the search and ensures that all individuals in the recruitment process understand the position. A clear, focused overview minimizes the likelihood of being distracted by impressive but irrelevant candidates. Don’t be afraid to share what sets the business apart — is it business culture? Employee benefits? Development and advancement potential?
- Be clear in your advertisements. Consider what type of personality, skill set, and experience level is needed to succeed in the position. Determine what is needed for the role, and use that to identify what is a necessity and what is “nice to have.” Try to step inside the shoes of a job seeker and draft the job advertisement to appeal to them.
- Keep focused and don’t get distracted. Once you have defined the gap that the role will fill for your business, determine what that role will add to the current team dynamic. Refer to the job description and don’t get distracted by candidates that don’t fit the requirements. Work with a sense of urgency and don’t allow good candidates to slip through your fingers with delays.
- Make applying easy. Many businesses make the barrier to entry too high (and the reward too low) by requiring applicants to fill out page-after-page of information before they can even submit a resume. The candidates you most want to attract usually have other options and may opt out if the application is too laborious. Don’t include psychometric testing just for the sake of it. Only include extra steps if you have a reason for doing so and believe it is necessary.
- Create a consistent recruitment process. Ensure that the same recruitment process is followed for all candidates. This can help establish a consistent path for successful hiring. Be fair and treat everyone as equals, regardless of their background or skills. Appreciate their time and don’t judge a book by its cover.
- Get the most out of phone screenings. Prepare for the phone screening by looking over the candidate’s resume. During the screening, use open-ended questions to collect as much information as possible. Conduct a thorough assessment so that only candidates who seem like a good fit are brought in for face-to-face interviews.
- Interview with honesty. Ask for specific examples to truly grasp the person’s background. Minimise risk by always involving others from the organisation in the final selection process. This way, you will ensure objectivity in the process, you won’t be caught by your own bias. Don’t forget that an interview is a 2 way street. The candidate is also meeting you to gauge whether they could work for your organisation. What is your business offering the candidate that no other business offers? It’s not just about the financial package - it can include professional development, cross-training, business management exposure, potential for small team leadership, workplace flexibility, cohesive collaborative workplace and the opportunity for career progression. Along with this, also set out the expected work hours and their participation in team social activities to identify any individuals that may not fit in with the work and team culture.
- Perform reference checks before you offer. Confirm that your decision has been a good one and that the best fit has been selected by checking the provided references. This is the final opportunity you have to ensure you have selected the right person for the job. When issues are identified, assess if they would be relevant towards the role being performed. Once it all checks out, you can make the offer with confidence.
- Send the employment contract without delay. The employment contract should be ready to go by the time the reference checks are completed. You should send this out immediately and request it to be returned by a specific deadline. Don’t assume the individual is secured until this has been returned with a signature and always follow up if the deadline passes.
- Accept them with a complete onboarding experience. Once the offer has been made and accepted, notify your team of the new recruit’s role and starting date. Make sure a detailed induction program is followed – one that allows for the new employee to not only understand the rules and regulations of the business, but also to have access to a network that will help them settle in quickly and easily.
Putting extra effort into this process will help improve your business to be what you want it to be, and in making your team dynamic a great one.
Hanrick Curran’s Human Resource Consulting Division supports the business strategies of our clients by providing comprehensive HR consulting services. If you would like assistance with establishing or implementing your recruitment process, contact your usual Hanrick Curran Advisor or alternatively our Human Resource specialist, Sandra Delpeyrou on 07 3218 3900.
Please note that this publication is intended to provide a general summary and should not be relied upon as a substitute for personal advice.