When a company has a position to fill, it wants to be sure that it finds the candidate most suited for the job, the one whose skills and knowledge will help the company grow. Hiring the wrong employee can cost thousands in expenses and lost revenue.
While the interview may seem like the definitive moment for choosing the right person, making the right choice actually begins long before the interview. Success at recruiting depends on how well you prepare your job ad, publicize it, and screen those who apply. That way, when you get to the interview, you are meeting only the best candidates.
Prepare a job ad that works
You want to be sure that all the candidates truly understand the position. The more clearly you describe the requirements, tasks, working conditions and advantages, the less time you will waste examining and rejecting unsuitable applications.
An effective ad should include:
- Position title: Make sure it can be understood by everyone in your industry; avoid using a title that is unique to your company.
- Information about your company: Include a few lines to tell the reader why yours is a good company to work for (values, mission or recent awards).
- Job description: Summarize the most important tasks that the successful applicant will be required to perform. Highlight what makes the position unique and exciting, and tell candidates what contribution they will be making.
- Qualifications: Before you write this section, ask yourself and other key people in your company, "Who would be the ideal person for this post?" List the most important attributes and qualifications in order of priority.
- How to apply: Clearly state which items you want to receive (e.g., resume, references, other relevant documents) and whether you want candidates to apply in person or by mail, fax or email. If you don't want phone calls, make that clear. Give a deadline date and time.
Find the right recruitment tool
Once your ad is written, you need to find the right place to publish it. 2 factors will determine the best choice: your company's budget and the type of candidate you are looking for. Remember that using more than one tool increases your exposure.
It is important to keep track of the results. (This can be as simple as asking people how they heard about your company.) In time, this will help you determine which recruitment tools work best for your company.
Advertising can be effective if you choose a publication that targets the type of candidate you are after. If you are searching for someone with very specialized skills, or if you don't expect to be able to fill the position within your community, then you may wish to run an ad in a national or international newspaper. Advertising in industry publications or in the newsletters of professional groups can also be a good strategy. Factor in the time it takes to go through a large number of resumes.
Employment agencies cost more but usually provide a good range of candidates. They can save you a lot of time by handling the advertising, screening and reference checks, sending you only the applications that meet your requirements. They can even handle the interviewing. Some also maintain databases of resumes for referral in specialized areas. Remember that often recruitment agencies specialize in specific sectors, and that the larger agencies don't necessarily offer the best choice of candidates.
Online recruiting can give you inexpensive, worldwide access to possible employees. But given that it reaches only people who have computer access and are computer-literate, web recruiting is more effective for some occupations than others. It can also mean having to sort through an enormous number of applications.
There are also a variety of different ways to recruit online.
General job sites are aimed at a broad audience with a wide range of skills. For a detailed list, visit Service Canada's Job Bank site. The cost of using these sites varies, as do the tools they offer to help users manage the selection process.
Niche sites target specific industries (e.g., marketing or chemical engineering) or locations and can be very useful. University and college employment sites are a worthwhile option, offering access to educated workers beginning their careers, as well as to seasonal workers.
Email lists and newsgroups allow you to reach very specialized groups of workers to let them know about openings.
Resume services can save you time by allowing you to access a preexisting bank of resumes. Some will sort resumes by job type. Some also offer a range of recruiting services, including screening applicants and putting you in contact with only those who meet your requirements. The disadvantage is that some services don't update their databases, meaning that you also have to screen out the resumes of people who are no longer seeking employment. The federal government has a job bank where you can post your openings across Canada. The provinces also have their own versions, such as Emploi-Québec and NB Jobs.
Your web site can act as an ongoing recruitment tool if your site receives a worthwhile amount of traffic. Create an Opportunities or Careers section, or post vacancies on your home page. This approach also allows interested parties to find out more about your company before they apply.
Word of mouth, or simply telling your employees, friends and colleagues about a vacancy, is a time-tested and often effective strategy although it usually generates fewer applicants. The advantage is that you already know something about your recruiters and their skills, knowledge and achievements. Some companies offer employees a finder's fee (usually less than the cost of an outside agency) if they recruit someone.
Screen the applicants
Even when you need to hire urgently, it is important to take the time to screen candidates. The more carefully you do, the less likely you are to make a hiring mistake. There are several ways to screen.
E-mailing or telephoning people to ask for more information can help you decide if you really want to interview them.
Diagnostic testing can help you find the applicants whose skills, talents or values most closely match your ideal. Testing can assess cognitive skills, emotional intelligence, character, work preferences, etc. The tests should be administered and interpreted by external or in-house certified specialists, and can be provided by specialized companies (which can also provide online tests). Service Canada offers an informative look at diagnostic testing, including suggestions on where to purchase the tests.
Checking references is essential. Verify that the information given in the resume (employment dates, positions and responsibilities) is accurate. When you speak to an applicant's ex-employer, give less weight to positive comments (which are standard in that situation), and be on the lookout for evasive responses and for neutral or negative comments.
A criminal-record check is usually performed only after you offer someone a position, and only if the type of employment requires it (e.g., financial or caregiver positions).
Interview only the best
After you have very carefully evaluated the candidates, you are finally ready to interview the most promising ones. This is your opportunity to confirm their qualifications and determine if they are really interested in the job and whether they fit in with your company culture. To make the most of your time with the interviewee, prepare your questions in advance. There are various types of questions.
Behavioural-style questions help predict future behaviour by asking about past behaviour. They can help you assess the person's self-confidence, creativity and problem-solving skills.
Situational questions present the applicant with potential situations they could face on the job. This can help you evaluate the person's knowledge, skills and work methods. These questions usually start with, "What would you...?" or, "How would you...?"
Descriptive questions help you get specific information about the applicant. Asking people to talk about themselves and their plans can also help you judge their compatibility with your company values and culture.
Beware of asking questions about personal interests. They can get the interview off track or annoy people who want to keep their work and private lives separate.
The interview is also your opportunity to sell the candidate on the benefits of working for your company. You can begin the interview by talking about the position, the company and its future direction. This can provide the potential employee with the insight needed to decide if they want to work for you. You can also give interviewees a company brochure or information kit.
You should be prepared to answer the candidate's questions about the position and company. Only give information you are certain about. If you don't know the answer, tell the person you will find out and get back to them.
To help you make your decision, you can create a point system or an analysis grid to compare and rank the strengths and weaknesses of the interviewees. Consult the Finders Keepers recruitment guide from the Alberta government for a sample rating chart.
Salary
Discussing the interviewee's salary expectations is usually left for the end of the interview, or for the second or third interview, if there is one. While salary is important, remember that respect, interesting and meaningful work, and communication with coworkers are also crucial. Be sure to let the interviewee know all the advantages of working for your company.
Offering the job
When you have selected your front-runner, call and offer the position. If necessary, give the candidate a few days to decide before accepting it. Once they have confirmed, it is usual to write a letter of offer that states in writing what was discussed over the phone.
Don't forget to write a short letter to all the unsuccessful applicants to thank them for their interest and their time. If appropriate, you may want to keep the names of other interesting candidates on file. These can be considered when another post opens up.
For more information on interviewing, visit Service Canada's Guide to Hiring Employees, which provides an overview of the recruiting and interviewing process.
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