Recruitment
Our specialist recruitment and executive search service can assist you with full time or contract placements from our extensive network of HR and L&D professionals.
Think back to the last time you recruited someone. Were you confident then that you had selected the right person for the job? And has that person turned out to be a real winner? Hiring staff is a huge responsibility; it can arouse feelings of anxiety and hesitancy. In today's competitive world, however, the search for top-quality people is paramount. That's where Polson's skills in recruitment and selection will help. Here are some key considerations to help you with your selection process...
- Get the job description right.
- Create a picture of the ideal person.
- Devise a standard evaluation form.
- Generate a battery of relevant questions.
- Begin the search.
- Conduct first-round interviews.
- Conduct interviews of short-listed candidates.
- Consider replacing 'gut feel' with a screening test.
- Review all data.
- Make a decision - and an offer.
1. Get the job description right.
Examine the current job description thoroughly. Is it still appropriate? Consult with the position's immediate supervisor, even the present incumbent, and then revise the requirements in terms of title, purpose of job, key responsibilities and duties, skills, limits of authority, job relationships, special demands, and conditions of employment.
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2. Create a picture of the ideal person.
Review and itemise the job description, personal attributes, and the specific expectations of the person sought to fill the position. The list could comprise over 30 items, and would include educational and professional qualifications, experience, special attributes and skills, ability to communicate, interpersonal skills, organisational skills, motivation, and so on. You will have created a picture of the ideal person. Rarely, however, will such a person exist. Therefore, break the list of requirements into three categories: must-have, should-have, and like-to-have.
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3. Devise a standard evaluation form.
Prepare a standard data collection form for interviewers, to collect for each candidate as much high-quality information relating to credentials, experience, skills, and behaviour as possible, together with the interviewer's interpretative comments. This will later assist in reviewing the relevant merits of candidates.
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4. Generate a battery of relevant questions.
Compile a list of searching questions in preparation for the interviews. These questions are designed to collect from each candidate as much information as possible on the behavioural specifications and personal attributes you have already targeted.
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5. Begin the search.
Attracting suitable candidates is rarely a problem if you use advertise-ments, employment agencies, selection and search consultants, people you know, the grapevine, and your network to spread the word. Screen the résumés received; compile a list of 5-10 of the most promising candidates; send a thank-you letter to the remainder.
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6. Conduct first-round interviews.
The first-round of interviews are used to assess a candidate's compatibility and suitability in relation to future job performance. They enable you to gather and interpret the facts, so that you can compare all candidates against your picture of the ideal person. The purpose of the first round of interviews is to identify the most suitable candidates. Advise and thank unsuccessful interviewees.
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7. Conduct interviews of short-listed candidates.
You now have a short-list of the three most promising people. In second-round interviews you now ask in-depth questions about specifics. Don't accept candidates' accomplishments at face value since probing questions often reveal a great deal more than résumés or initial interviews disclose.
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8. Consider replacing 'gut feel' with a screening test.
It's important to hire someone whose personality fits your work culture and environment, and complements the personality of others they'll be working with. 'Gut feel' has traditionally been a reliable assessment tool; psychometric testing can also be used to provide helpful information. Tests are available to check most qualities. Myers-Briggs Type Indicator, DISC and SPQ Gold are popular examples.
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9. Review all data.
Analyse all the information collected on your short-listed candidates and assess individual strengths and weaknesses. Conduct a thorough check of qualifications and references. Talk to former bosses, peers, subordinates, and customers or clients if possible.
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10. Make a decision - and an offer.
Having followed the rigorous steps outlined above, you should be in a position to select the best person for the job. Confirm with the candidate the package on offer and follow up with official documentation within 48 hours; where required, make arrangements for the signing of an employment contract.
Finally, write and thank the unsuccessful short-listed candidates, remembering that they may well be worth considering for positions elsewhere in your organisation. Prepare an induction program for your new member of staff
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