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The BTS ‘How To’ GuideNo 4: A Two Minute Guide To Staff RecruitmentBad recruiting decisions can cost your business heaps in both time and money. Do your homework and get it right the first time. I’ve called this the two-minute guide because that is about how long most of us in business spend drafting positions vacant ads, two minutes to prepare for the interview, two minutes to check the references and then a couple of years to live with poor selection decisions! If you want to get it right it takes time and some discipline of your own. If you think this short guide is useful to have handy when next you have to interview, tear it out and file it under “Recruitment Interview Agenda”. If you are going to get this process right then the single most important tool you will need is the Job Description (JD). Hopefully by now you have use the Guide to Developing a Useful Job Description which is available on our website. You simply cannot get staff selection right if you don’t have JDs that can form the basis of the selection interview. If you don’t have JDs, buy a lottery ticket! It starts with the Ad. Use it to describe the workplace you promote and type of individual you are looking for. In most (not all) cases the skills and qualifications are going to be reasonably clear by the position description and salary range should you choose to stipulate it. You need a person that makes your culture and has the skills. If they don’t match the skills and have the right attitude, they can be coached. The reverse is not always true. Next, be prepared for the interview. Look for characteristics that you feel suggests a good match. I like to ask work related questions and then when the conversation is deep into the business of the business, throw in some questions about their special interests. If someone cannot talk enthusiastically about their hobby, they are unlikely to be enthusiastic about anything! Don’t forget to study the application; it’s always good for a few questions. Try to find out what is real and what is just padding. If they put their origami certificate in their list of qualifications you either have padding or a truly fascinating past time to talk about to break the ice! Use the JD as an agenda. Talk about your expectations. Get them to describe what they view as a quality view as a quality outcome. Ask situational questions, at least TWO questions that put the applicant in a different situation and have then describe in detail how they would resolve it. Do they think like you? Do their answers match their staked skill level and experience? Watch body language carefully and study their behaviour (nerves aside, this is as good as it gets!). Tell them about your business and its history, and ask them to explain why they want the position with the company you have just described. Ask them to find something in the JD they disagree with or are not happy about. If they say they cant, ask them what would it be if there were one? I find a great question is this: If it comes down to a choice between a couple of equally good candidates, what do you hope I pay the most attention to in the selection process? Check references. Always. Use the JD as an agenda. Ask what would
the candidate be like at the following tasks? This gets you past
the automatic endorsement and gets you quickly into the type and
style of relationship the candidate has with the referee. Gauge
this against the description the candidate gave you in the interview
and the perspective of the referee. Always book time before the interview and immediately after to record your thoughts. When it comes to selection time, go with your instinct! Staff Recruitment ChecklistThis staff recruitment checklist will solve your dilemma.
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