By Stephanie Boudehen
HR Advisor, Key Business Advisors
How many of your team members have come and gone over the last two years? Recruiting the right person is an important part of running a successful business. A mistake in the recruitment process that leads to an early employee resignation or dismissal can cost you two-thirds of the employee’s annual salary!
To avoid spending too much on your new hire, follow these steps:
- Ask yourself the right questions before recruiting anyone:
- What position are you looking to fill or replace?
- What skillset/competencies do you require for this role?
- How much are you willing to pay the right person?
- Do you have a clear, precise Position Description (PD) for this role?
- Decide on the right medium to recruit your next superstar.
Depending on the position you are looking to fill, you can use different methods to advertise the role. SEEK is one option, but think of these:
- Advertise your vacancy internally. Recruiting from within increases staff retention and motivation. If the employees themselves are not interested in the position, they might discuss the opportunity with a friend or family member. You can even ask your employees for referrals, and reward your staff with a voucher if the person they referred is still employed after six months.
- Use social media. If you have a Facebook or LinkedIn page, or even a careers page on your own website, you can advertise directly to attract the right candidate for your business.
- Write an attractive job ad.
Well-written advertisements will help attract the right type of candidates. Ensure you cover these points:
- Educate potential candidates about your company and what you’re looking for in a team member.
- Explain to applicants what experience, skillset, competencies and behaviours they must demonstrate to be considered for the role.
- Outline your offer – is the role full time, part time or casual? What salary, on-target earnings (OTE), commissions or bonuses are you offering? What are your business hours?
- Challenge applicants to send their résumé along with a cover letter that includes five reasons why they think they are the best candidate for the position.
- Efficiently manage applications.
Once you receive enough applications from high-quality candidates, you need to ensure you are organised! Review each applicant’s cover letter, which should include five reasons they believe they are the best candidate for the position. Depending on the role, you should aim to select 7 to 10 resumes at this stage.
- Screen resumes and candidates.
Once you have chosen the best applicants, prepare a list of five to six questions to ask them. Call applicants and make sure you follow your screening guide so you ask each applicant the same questions. Ask them to elaborate on the five reasons they believe they are the best candidate for the position. If you are happy with the applicant’s answers, then schedule a face-to-face interview. If not, then inform them that you will get back to them after you evaluate all applications.
- Conduct interviews.
After your screening calls, you should have selected three to five strong candidates whom you would like to interview. Depending on the role, two rounds of interviews may be necessary to ensure the right candidate is selected.First Round: As soon as applicants arrive for the first face-to-face interview, get them to complete an application form to gather all their details. To make good decisions and ensure compliance with legislation, we highly recommend you always follow an interview guide.Second Round: Ideally, two to three candidates who excelled in the first round should be interviewed a second time, with another person in the business who can give a second opinion. This time, educate the candidates more about your business and share your vision, then show some of the products, services and systems you use.
- Do relevant background checks.
You probably remember Myer’s mishap in the news recently, where it was discovered after a few weeks in the job that a new senior executive lied on his resume about his 10 years at Zara!To avoid a bad surprise, we recommend you conduct reference checks before making the offer to the top candidate. Get the candidate’s permission to conduct reference checks on them – ask them to provide their referees in writing.ALWAYS get more than one reference, as it will help form a better idea of what the candidate is really like. Ask the referee about the candidate’s strengths and weaknesses. Describe the position the candidate is applying for, and ask the referee how he or she feels the candidate would fit into the position. Avoid discussing personal characteristics.
- Make the job offer to the successful applicant.
Once you have conducted your background checks and are confident you have the one, make the offer. Explain the package in simple terms so that the candidate fully understands it. Give him or her a copy of the PD, employment contract with all terms and conditions, and a Staff Action Form that requests all of their personal details. Confirm the start date and time, and explain how you are going to induct them into your business to ensure they are successful in their new role.
- Properly induct your new team member – you need an effective induction process!
This step is too often overlooked, but it shouldn’t be!
- 86% of new hires decide to stay or leave a company within their first six months *
- New employees are 69% more likely to stay longer than three years if they experience well-structured induction!*
Make sure your new staff member understands your business’s policies and procedures; educate and train them on your key products, services and systems. Create an Action Plan for the next six to 12 weeks and praise them for each milestone, while providing constructive feedback to keep them on track.
For more information on the recruitment process, email firstname.lastname@example.org or call 1300 4 ADVICE.