Recruitment and Selection

Recruitment

Recruiting new employees Into your organisation is one of the most important tasks you can do.  Lets face it, people are what make an organisation great, so finding and attracting the right staff can be difficult.

Recruitment and selection can be an onerous task - from finding the right candidate to introducing them into your organisation.  The process takes time, and if it is done well, the rewards are immense.  The following information takes you step by step through the recruitment process, providing you with clear and helpful tips on the best way to attract and retain the right people.

Step 1:  Defining the job

By defining the requirements of the job and creating a profile of the type of person who will do the job successfully, you are more likely to hire the right person for the job. Below are some guidelines to help you gain a clearer understanding of the tasks and responsibilities of the job and your ideal applicant.

What do I want the employee to do?

The first step is to think about the job and the type of person needed to fill it. Ask yourself the following questions:

• why do I need a new employee?
• what duties do I want this employee to perform?
• how does the employee perform these duties?
• how will I know when the job is complete?
• where is the job located?

Your answers will help you to define broadly the tasks and responsibilities of the job and identify the skills and experience required to successfully perform these duties.
This then forms the basis of a job description.

Why do I need a job description?

A job description covers the objectives, tasks, activities, responsibilities and accountabilities of a particular position.

A well-prepared job description will give you guidelines for selecting applicants and a clearer understanding of your expectations.
It also gives your new employee a clear understanding of what is expected of him or her.

What should I cover in a job description?

A job description should cover all relevant information about the job, including:

• a job title which clearly describes what the employee is to do in the job
• an overview of the position which outlines the key objectives and main functions
• reporting relationships, such as the employee’s supervisor and any positions which might report to the employee
• a prioritised list of tasks and responsibilities, including details of a typical day’s work
• possible career progression, criteria/timing of performance review
• work location and any travel required
• total remuneration package, including base salary, superannuation, bonuses, commissions and benefits.

Who is my ideal applicant?

The job description defines the requirements of the job. The next step is to create a profile of the ideal applicant by considering the personal qualities needed to perform the job successfully. This includes:

• qualifications, for example, School Certificate, trade certificates, Polytechnic certificates or diplomas, university degrees.
• skills, such as typing speeds; communication and organisational skills, such as ability to work in a team, solve problems, use technology, handle customers.
• required experience.
• personal attributes including ability to work under stress, maintain confidentiality, adaptability and flexibility.

You will then need to decide what criteria are essential and what are desirable.

The essential criterion is then used in your job advertisement.

Consider whether you are offering the new employee a full-time, part-time or casual position.

Step 2:  Writing a job advertisement

A job advertisement needs to provide enough information to attract the right calibre of applicant and be specific enough to discourage unsuitable applicants from applying for the job. This section provides some useful tips to maximise the effectiveness of your job advertisement.

Do I need to advertise?

You can recruit new employees in many other ways than advertising in a local or daily newspaper. Other ways are: through a recruitment agency; through trade journals; advertisements signposted in the local area or your premises and word of mouth.

There is nothing wrong with any of these methods, as long as you still interview the prospective employee and give him or her a clear understanding of what will be expected of them.

How can I attract the right applicants?

A successful job advertisement will:

• stimulate the applicant’s interest and present a positive image of your business
• create a desire to apply based on the information provided about the job
• generate enthusiasm about the job
• motivate applicants to apply.

Ultimately, the success of an advertisement is measured by the suitability of the applicants rather the than number of applications.

What information should I include in the job advertisement?

Screen your applicants and encourage suitable applicants to respond by providing the following information:

• job title
• nature of work offered
• required experience
• skills and qualifications
• essential personal attribtutes
• brief description of your business
• location
• prospects for advancement
• salary and any other benefits
  

How can I encourage a response?

Maximise the response to your advertisement by making it possible for your applicant to contact you easily. At the end of your advertisement give the applicant appropriate contact details.
For example, "like to know more? Then contact Mary Smith on telephone 5555 5555 or write to XYZ Pty Limited at 77 Anywhere Street, Hometown with a brief personal résumé."

Don’t forget to include your business name and the full name of the contact person or the complete street address.  Encouraging telephone enquiries about the position is a good way to screen applicants. Effective telephone screening can enable you to obtain enough information to determine whether the caller satisfies the essential criteria for the position. 

If you specify a contact person, make sure that the person clearly understands the position and is available to respond to any enquiries. Also inform your receptionist and other relevant staff that the advertisement is running so that they can handle the response.

Writing an effective job advertisement

Here are a few simple tips to make your job advertisement more effective:
•    speak directly to your potential applicants by using the word "you" as this will personalise the advertisement and make it more relevant to them
•    quote a salary or a salary range to help filter out unwanted responses
•    provide enough information to help potential applicants decide whether the job is suitable for them
•    use your job description to include required skills, qualifications and experience and any desired attributes
•    don’t use too many words
•    don’t make the job into something that it isn’t as this will attract applicants who are not suited to the position.

What can’t I say?

Equal Employment Opportunity law prohibits advertisements that indicate an intention to discriminate on the grounds of:
•    sex
•    marital status
•    pregnancy
•    race
•    ethnic or ethno-religious background
•    disability
•    age
•    homosexuality
•    transgender status.
It is also against the law to discriminate against a person on the grounds of trade union activity. This information is very important.

Should I respond to all applications?

How you treat all the applicants can influence their impressions of your business. Though it may seem time consuming, acknowledging all applications with a brief letter or card will help create a positive image of your business.

Step 3:  Preparing for an interview

Preparation is the key to a successful interview.
By taking the time to prepare, you can evaluate applicants more objectively and more accurately assess how they will perform on the job. 

Whom do I interview?

Once applications have been received, you will usually need to create a short-list of applicants. Through your job description and ideal applicant profile you have already defined the essential and desirable criteria necessary to perform the job successfully.
Compare each application to these criteria. Divide your applications into three piles labeled: 

• "yes": those which satisfy all essential and desirable criteria
•  "maybe": which meet the essential but not the desirable criteria
•  "no": those that do not meet essential criteria.

In considering applications, you cannot discriminate against applicants on the basis of their sex, marital status, pregnancy, race, age, ethnic or ethno-religious background, disability, homosexuality or transgender.

Notify unsuccessful applicants, preferably with some explanation as to their unsuitability. This can be done either at the time the person is eliminated or once interviews have been completed.

How many applicants should I interview?

There is no "right" number of applicants to interview. Your decision will depend on the type of job, number and quality of applicants and how much time you have. One option is to call in a larger number of applicants for a first interview and then create a short-list for second interviews.
How many people should interview the applicants?

It largely depends on the size of your business but it is a good idea for at least one other person to interview the applicants with you. It could be your business partner, your spouse, the supervisor of the position you are interviewing for or any individual you feel will help you make an informed decision.

What should a job interview achieve?

A job interview is an opportunity for you to evaluate the applicant’s ability to do the job and satisfy your requirements. At the end of the interview you should be able to: 

• evaluate the applicant’s personality, appearance and attitude
• confirm and expand upon the details provided in the application form or résumé
• obtain a clear indication of the applicant’s normal job behaviour and relate it to the job in question
• assess the likely future job performance of the applicant, compared to other applicants.

At the same time, it is a chance for the applicants to see whether your business and the job opportunity satisfy their needs. The applicants will want as much information about the position and your business as possible so that they can make an informed decision whether the job is right for them.

What can I do to prepare for an interview?

There are a number of preparations that you can undertake to ensure that your interviews run as smoothly as possible:

• contact the applicants, advise them where to come, whom to ask for and whom to contact if they are unable to attend
• let your receptionist know the names of the applicants and interview times
• provide a reception area where applicants can wait in comfort
• organise a quiet and comfortable room for interviewing
• schedule enough time for each interview so that you are not rushed
• ensure that you are not interrupted during the interviews
• prepare your questions beforehand so that you can ask similar questions to all applicants as this makes comparison easier and lessens the possibility of discriminatory treatment

• review the applicant’s résumé or application form before each interview.

Addressing these details will reassure the applicant that you are taking the interview process seriously and that the applicant matters as an individual. It will also enhance the image of your business.

Predicting future job performance

Behavioural questions probe for specific examples of an applicant’s behaviour in past situations which are similar to situations that will be found in the new job. The applicant’s answers can help you to assess how an applicant will perform on the job.

Using your job description, create questions which relate to the job’s key duties.

Consider how you want the employee to perform these duties so that you can determine the behaviours that you want the employee to display on the job.  Then devise questions which focus on specific work-related situations to find out whether the applicant has displayed these desired behaviours.

The applicant’s answers need to include an example of a specific work-related situation, the applicant’s action in that situation and the outcome of the action.

Where the applicant has not been confronted by situations similar to those found in the new job, the questions can be formulated as situational questions, where the applicant is asked how they think that they would respond in certain situations.

Examples of behavioural questions

A shop assistant: tell me about a time when you had to deal with an angry customer. What did you do? What was the result?
A receptionist: give me an example of a time when you had to deal with a number of tasks at once. How did you do it? What was the outcome?
A team player: tell me about a time when you had to deal with conflict in a team environment. How did you deal with it? What was the result?

What other questions should I ask?

There are a number of other questions you might ask to gain a better understanding of the applicant’s personality, skills and experiences including:

• How would you describe your personality?
• What do you consider to be your greatest achievements?
• What are your strengths/weaknesses?
• How have you tried to develop your skills?
• Give me an example of your ability to manage or supervise others?
• What makes this job appealing to you?
• What are you looking for in a business?
• What is your long-term career objective?
• What did you like/dislike about your last job?
• Why are you leaving your current position?

Conducting the interview

If the interview is conducted appropriately, you will be able to assess which applicant has the knowledge and skills required to do the job.

How do I start the interview?

Welcome each applicant warmly and introduce yourself and the other interviewer. Try to establish rapport with the applicant and create a friendly atmosphere. This may be done by referring to the person’s interests or background. Wait until the applicant appears relaxed before moving on to the main part of the interview. 

Begin by outlining the approach that you will take to the interview. Ask the applicant’s permission to take notes. This will help you to review your opinion more objectively and not rely on your memory to assess the applicant’s performance. 

Help the applicant to relax by starting with questions that can be easily answered, for example, "Perhaps you could give me a brief outline of your work history".

Interview tips

• ask one question at a time

• use simple and appropriate words to make the questions easy to understand

• use open-ended questions which allow applicants to express themselves

• avoid leading questions which imply the correct answer

• let the applicant do most of the talking and listen carefully to the applicant’s responses

• respond to the applicant’s answers with interest to show that you are paying attention

• if answers are vague or avoid the question, probe for more specific and accurate information

• probe for details where information seems inconsistent or unfavourable as this will help applicants to clarify points, often to their advantage.

• keep the conversation under control and don’t let answers become long-winded

• ask to see any qualifications, certificates, special licences or other essentials required for the position.
  

By the end of the interview you should be able to assess:

• whether the applicant has the knowledge required to do the job based on answers to technical questions or examples of previous work

• whether the applicant is able to do the job by asking questions related to the applicant’s results and achievements in previous positions

• reasons for any gaps in work history

• the applicant’s strengths and weaknesses, including how the applicant has dealt with any mentioned weakness.

Look for negative factors such as undue criticism of former employers or frequent changes in jobs. Avoid unfavourable reactions to answers and refrain from making criticisms and jumping to conclusions. Fear of rejection may lead to the applicant providing answers which will please the interviewer rather than honest information.

What information do I give to the applicant?

Give a detailed description of the job, based on your job description. Outline the current tasks and explain how the role will develop in the future. Cover the duties, reporting relationships and conditions of employment.

Encourage questions and take the time to ensure that the applicant fully understands the job requirements.

As good applicants are in short supply, you will need to promote the benefits of the job to attract the right person. This includes your business, location, fringe benefits, training and opportunities for career development. The best applicants want a job that satisfies his or her needs, not just financial compensation.

How do I close the interview?

Ask whether there are any further questions. Give the applicant the opportunity to express interest in the position. Explain whether you intend to hold a further round of interviews. Advise when the applicant can expect to be notified about the outcome of the interview.
If references are to be checked, ask the applicant whether they have any objections and ensure that the applicant has nominated referees. Close the interview in a decisive and friendly manner and see the applicant out.

After the interview

Immediately after each interview, review your notes and compare them to your assessment criteria. Consider dress, overall presentation, personality, attitude and other relevant factors. Rate the applicant’s performance on a scale of one to ten.

Review these grades once you have completed the initial round of interviews as this will make your selection more objective.

Step 4:  Making a job offer

When you make the job offer, it will be the first contact your prospective employee will have with your business. It is essential that this contact gives the employee a favourable impression. It is also your first opportunity to ensure that your new employee understands what will be expected of him or her.  

Do I need to do a reference check?

A reference check will help you to verify the facts given at interview and gather more information about the applicant’s performance and behaviour at work.

While applicants will usually be able to supply favourable written references, it is preferable to talk to referees directly. Request a number of referees to obtain a range of perspectives and ask permission to contact them.

Some applicants may be unwilling to nominate current supervisors as referees for valid reasons. If this is the case, discuss the matter with the applicant and seek alternative referees. These could include previous supervisors, suppliers, clients or customers.

Prepare a list of questions to ask each referee so that you can compare responses. Reassure referees of confidentiality and keep accurate and objective records of the telephone conversations.

Questions to ask during a reference check

Ask for information about:

• Experience gained including dates of employment, promotions and training actual job title, responsibilities and duties
• skills and abilities
• relationships with supervisors, peers and subordinates
• performance, attitude and motivation
• attendance records
• strengths and weaknesses
• reason for leaving and whether the referee would rehire
• anything else you should know about the applicant in making an employment decision.

Often, the information you collect will either consolidate your decision or eliminate the applicant from contention.
However, some employers refuse to give reference checks and will only confirm the applicant’s dates of employment and the position held.

How do I make the hiring decision?

After carefully assessing the information you have gathered against each of the selection criteria, you are ready to make your decision. To decide as objectively as possible, keep in mind your job description and ideal applicant profile. Your aim is to match the applicant to the job.

Review all information, including the application or résumé, notes made during the interview, reference checks and any other documentation. If appropriate, involve the new employee’s supervisor in making the final decision.

The time taken to make this decision will vary from job to job. However, allowing the decision to "drag on" generates a poor impression of your business and may give preferred applicants time to accept other job offers.

Do I need to make an offer in writing?

You can make an offer of employment over the telephone, but always confirm your offer in writing. This forms the basis of the new employee’s contract of employment. The successful applicant should accept your offer by signing a copy of the letter of appointment and returning it to you before commencing employment.

What should a letter of offer include?

• Draft employment agreement outlining the terms and conditions of employment
  
• details of the position
• union coverage, if applicable and a summary of the collective agreement
• wages or salary and any other benefits
• commencement date and, if the job is for a fixed term, the finishing date
• any special terms or conditions of employment, such as dress requirements
• the length of any probationary period to ensure that the probation is agreed to and signed by the employee
• who to contact when reporting to work.

The letter should be friendly, welcoming and easy to understand.

Should I include a probationary period?

A probationary period can help to eliminate potential dismissal problems if the employee is not suited to the job. A probationary period allows you to assess the employee’s performance and personality on the job.
To maximise the effectiveness of the probationary period, review the employee’s performance with the employee both during and at the end of the probationary period.

What about unsuccessful applicants?

Don’t forget to write to unsuccessful applicants thanking them for their application and remember to return any original documents they have provided. This is a basic courtesy plus good public relations.

Step 5:  Induction

Induction involves introducing employees to their new job, workplace, colleagues and your business as a whole. Here are a few suggestions to make your new employee’s transition into the new job as smooth as possible.

• What are the benefits of an induction program?
• How can I help the employee to settle in?
• What should induction cover?

What are the benefits of an induction program?

A good induction program will give your new employee an effective introduction into your work place. Creating a good first impression will enable a positive start to your working relationship.

By providing a good induction program you can:

• help the new employee to settle in and become productive more quickly
• reduce the stress and anxiety associated with a new job
• improve employee morale
• decrease levels of absenteeism and staff turnover
• lower recruitment and selection costs due to reduced turnover.

Other benefits of induction include:

• giving the new employee a favourable impression of your business
• building employee’s confidence and commitment
• easing the transition to the new work environment
• helping the new employee adapt to the job more quickly.

How can I help the employee to settle in?

To help the employee settle in, prepare a timetable of events to cover the first few weeks of employment. This lets the employee know exactly what is going to happen and what is expected in the new job.

Nominate a staff member to "look after" the new employee and answer any queries. This would usually be a supervisor or experienced co-worker.

Have the employee complete any necessary forms and documentation before starting work.

These may include:

• IRD form
• banking form
• Kiwisaver form
• Personal details
  

What should induction cover?

• a tour of the work environment, including location of amenities
• an introduction to key personnel, particularly the new employee’s supervisor and immediate work colleagues
• clarification of the duties and responsibilities of the job
• terms of employment including any enterprise agreement, award and/or union coverage
• who to contact with any questions or problems relating to the job
• method of salary payments and who to contact with any associated problems
• hours of work including starting and finishing times, tea breaks, lunch times and completion of time sheets
• work conditions including dress requirements and telephone use
• grievance procedures including whom to contact and what to do
• leave provisions including annual, sick and other leave and who to notify if unable to attend work
• any car parking or travel arrangements
• after-hours access and security requirements
• information on company policies and procedures including what they are and where to find them, such as non-smoking and drug and alcohol
• occupational health and safety policies and procedures including what to do
• in cases of accident or injury, location of first aid box, first aid officers, fire extinguisher locations and evacuation procedures
• if the new employee has English language difficulties, an introduction to any employees who speak the same language.

Hiring people is not a simple process.  It takes time and consideration.  Remember that the people you hire today, will be key in moving your business forward into the future.

Need more help?

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