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🔒 🔒 🔒[Audiobook] Human Resources | Hiring Strategies
What if you could revolutionize your hiring process and build a dream team that propels your company forward? This episode promises to uncover the art of effective hiring strategies that will forever change the way you recruit and onboard new employees. We begin with a deep dive into understanding the specific skills and attributes necessary for each position, using Brenda's detailed preparation to hire a new accountant as a prime example. Learn how to conduct thorough job analyses and create compelling job descriptions that attract the ideal candidates while tailoring your hiring strategy to align with your company's unique objectives.
Next, we explore the vital concept of corporate citizenship and its role in fostering a supportive and respectful work environment that not only attracts top talent but also keeps them engaged. We'll break down best practices for the recruitment and hiring process, emphasizing the importance of respectful treatment for all candidates. From evaluating resumes and cover letters to leveraging strategic phone interviews, you'll discover how to filter applicants effectively and create a fair hiring process that reflects your company's values. Through real-life examples, we'll demonstrate how these practices can build a team that truly embodies the spirit of your organization.
Finally, we delve into advanced interviewing techniques and the significance of a well-structured process. Learn how Gerald and Henry's meticulous interview tactics, including the use of the STAR method, can help you gather valuable insights from candidates. We also cover the importance of multiple interviews and trusting your instincts during the selection process. To ensure a smooth transition for new hires, we discuss onboarding and mentoring strategies that pave the way for their success, with practical tips and real-world examples like Samuel's effective integration of a new team member. With wisdom from industry giants like John W. Gardner, John D. Rockefeller, and Bill Gates, you'll be inspired to refine and implement hiring strategies that drive excellence within your organization.
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Sign up for our self-paced courses or instructor-led workshops at www.ht-a.solutions
Sign up for our self-paced courses or instructor-led workshops at www.ht-a.solutions
Hiring Strategies Module 1 Getting Started. Even the most experienced managers and human resources personnel can still have difficulty finding and hiring the perfect candidate for an open position. It can be difficult to determine if they will be right for the job or work well with the rest of the team. By learning how to utilize the information we have to find the best candidates, and reviewing not only the requirements but the candidates' attributes, you can hire the best people for your company. Module 2. Defining and Knowing the Position. Before you can hire a new employee, you have to know what you are hiring them for. You must first know what the position calls for and what type of person the job will need. During interviews, you will need to be able to define and describe the position calls for and what type of person the job will need. During interviews, you will need to be able to define and describe the position to the potential employee so that they are not surprised or left in the dark. Being prepared yourself can help prepare the employee as well. When preparing to hire a new employee, your first step should be to know what position you intend to hire them for. After all, you can't buy new tires if you don't know the model of the car or what size you'll need. One way is to learn what type of person worked in the position prior to it becoming available and research their performance. They can be the key to determining what kind of person you will need to find next, if the position is newly created. Speak with department managers and draw from them the type of person needed. This research will offer a better idea of what the job entails and what skill sets will be needed, which can help you form a more accurate job description to share with potential candidates. Points to determine what does this position require? What kind of skills will be needed? How did the previous employee handle the position? Is this a new position? How did the previous employee handle the position? Is this a new position? Hiring a new employee can be a great asset to the company if they are needed.
Speaker 1:When you have a new position to fill, it is a good opportunity to review your company's organizational needs and determine whether there are any gaps or overfilled areas. Determine if you will need one person to fill the job or maybe you will need multiple people to fill the roles. You will need one person to fill the job or maybe you will need multiple people to fill the roles. Are other areas affected by the change? If so, how? When looking at the position and its surroundings, what kind of needs does this job fulfill for the organization? What key responsibilities need to be included when creating the job description for this position? You want a candidate that will help the organization succeed and thrive. Determine if your current staff is meeting these needs and responsibilities and, if not, how can those gaps be filled? The position may be able to be filled by altering a role already established within the company. If not, you'll need to proceed with creating a job description to post for outside job seekers.
Speaker 1:A job analysis is a process used by managers and recruiters to collect information about the job, including the required duties, skills and responsibilities. Many of these details are key aspects of a job description. Start with the job title. Since this is the headliner for the job, it can give the applicant an idea of what it may or may not include. Titles such as customer service representative or business accountant hint as to what the job entails, while still leaving room for additional job titles or duties. The important thing to remember is that a job analysis focuses on the job itself. The job analysis is intended to help the hiring personnel. Determine a position's readiness to be filled and what exactly is needed to accomplish that.
Speaker 1:Common tasks of a job analysis. Reviewing necessary job responsibility. Determining the required duties and tasks of the position. Researching similar job postings in and outside the company. Deciding how to market the position effectively. After the job analysis is complete, many tasks and duties are defined and can further be analyzed. For the perfect employee candidate, a task analysis is similar to a job analysis, but this process breaks down how a task is completed and what materials are necessary to do it. This can include basic task activities, such as processes and materials, and expand all the way to determining task length, difficulty, energy or other unique characteristics of the position. Once the task analysis is gathered, the information can be helpful during the development of personnel criteria and employee training. Most of the time, the best way to complete a task analysis is to work with the employee in that position and their surrounding peers to observe their actions and what procedures they follow. These people are your best source of information on what is or or isn't performed on the job. However, if this person is not available or the position has been created recently, then research with outside companies or agencies with similar positions will be a better resource.
Speaker 1:Brenda was preparing to hire a new accountant for the company's business office. However, this position was under the business finance department rather than the customer service finance department, so Brenda was unfamiliar with the job duties that it entailed. She asked the department manager to explain the job to her. She took notes on the required duties and procedures and what would be expected of the new employee. With that information, brenda was able to verify that one person needed to be hired for the position and that they could not split the responsibilities between current employees. When Brenda finished speaking with the manager, she had enough information to form a detailed job description that she could share with potential candidates.
Speaker 1:Module 3. Hiring Strategy. Developing a hiring strategy may seem a little extreme, but it is actually a helpful tool when preparing to hire a new employee. When an opening comes available that you will need to fill, there are often several steps to take and follow in order to obtain the best workers. Many companies develop a standard hiring strategy for their open positions, but it is always a good idea to adapt your strategy to your company and its business needs. You cannot hire an employee to join your team if you don't know anything about your own company, you know that having an adequate staff can make the difference in how your company performs and can affect its growth. So when you are preparing to fill an open position, take a minute to analyze how your company has changed and is changing, based on the company's history. Predict any changes or growth surges ahead of time, which can help you determine what kind of staffing needs you will have. Will you need more than one person for now? Maybe you only need someone short-term. Knowing this information before beginning the candidate search can reduce the amount of stress and headaches you'll have later.
Speaker 1:Analyze Will the company grow more in the future. Will I need to downsize this position or department in the future? Will I need to downsize this position or department in the future? Do I need one person to handle this position? More than one? How will this position work out in six months A year?
Speaker 1:Money is a large driving force behind job descriptions and finding new employees. While many candidates may love the job they are coming into, the pay and salary will usually be a major deciding factor. As a hiring manager or recruiter, it is important to know the salary range the position offers and what kind of compensation the new employee will be worthy of. Many companies offer higher starting salaries for employees with more skills or with cross-training abilities. Research the history of the position in the department to understand the salary range. Is this range suitable for the next employee? Will it need to be increased or decreased? Look into similar positions offered at different companies to see if they offer a similar range or if they differ, and why. The point is not to beat their price, but you want to ensure your company is fair and staying competitive with other businesses.
Speaker 1:Every company has top performers that often outshine the rest of the team. These employees often show great initiative and strong work ethic, which would make them an asset to almost any company. Top performers are generally hard workers with great qualities, such as being on time, finishing work on time and even helping other employees with their work. Observe your employees and designate your top performers. Then determine what makes your top performers so great and why it works for the company. What skills do they possess? What qualities do they have as a top performer? When hiring for an open position, try to pull in candidates that can mimic and adopt these characteristics once they join the organization. Base your strategy on the goal of hiring new employees that will come into your workplace and learn to adopt some of these better qualities and become one of your top performers.
Speaker 1:Productivity can be affected when a position is open, leaving more work for other employees to take on along with their regular duties. While we can't always predict when a spot will open, we can prepare ourselves for when it does happen. If you try to fill the spot in a hurry, you may not find the best person for the job and will more than likely have to repeat the process if the employee doesn't work out. While every company should develop a standard hiring strategy, an emergency hiring strategy is also recommended. An emergency hiring plan consists of steps and processes to follow when a position needs to be filled in a hurry, but can still assure that the right person is hired. Partner with other managers and gather information about their positions and what kind of person they would consider to fill those positions. Work together to build a process that can help streamline the hiring process and find qualified candidates even in a pinch. Tips for developing emergency hiring strategy Know the aspects of the job before looking for candidates. Team with managers to examine potential new hires. Build strategies for using current employees temporarily, cross-training, job sharing, etc. Consider partnering with staffing or recruitment agencies.
Speaker 1:Adam was having a hard time hiring a new employee to work at the front desk of his law firm. He had hired three people in a row that had not worked out. He decided it was time to put together a better hiring strategy. First, he reviewed all of the aspects of the position and what role the position played in the company. This process helped him create an accurate job description. Next, adam reviewed the proposed salary and compared it to salary levels for similar jobs within the company. Finally, adam made a list of emergency resources he could use if the position suddenly came open again, such as borrowing employees from other areas or looking into a staffing agency for temporary workers.
Speaker 1:Module 4. Lure in great candidates. One of the first steps to finding great employees is determining what type of person will fit into the new position in the company. But finding the right way to lure candidates can be difficult if not done properly. The key is to reach out locally as well as outside the region, to reach a range of people and a range of talent. When planning to advertise, it's important to put your company name where you want to get candidates' attention. Industry-specific sites are an ideal place to post job openings or opportunities to hand in resumes. These sites can appeal to candidates currently looking for work or those simply interested in the particular type of industry and line of work. Online job websites are a resource for job seekers, which makes them a great place to advertise and seek new candidates. In print trade magazines appeal to a large group of magazine buyers and often cater to a focused group of job seekers. Although newspapers are decreasing in popularity and readers, advertising with posters or newsletter articles are a great place to start looking for new recruits. Increasing exposure to the growing public will increase chances of finding more candidates and increasing company exposure.
Speaker 1:Corporate citizenship is the process of a corporation working together to share responsibility and initiatives, Also known as corporate social responsibility. Corporate citizenship can cover a wide range of services and processes, including charity works, business plans and office procedures. Developing corporate citizenship among employees helps them become engaged with one another and hold each other accountable. When a company promotes corporate citizenship, it can help to draw in talent and potential candidates, since employees feel like they are part of a team. Utilizing corporate citizenship can also help retain current employees, because employees feel like they are part of a family and feel supported by the rest of their team when a problem arises. Any company knows that if the employees do not feel as though they are treated fairly and are respected, they will want to leave. Happy employees become loyal employees.
Speaker 1:However, it's important to treat new hires, as well as the candidates you choose not to hire, with respect. Any candidate who comes in contact with the company, whether by interview, resume or a simple phone call, that is not treated respectfully could not only lose interest in your company, but can share their mistreatment and cause other candidates to lose interest as well. Be honest with everyone you choose not to hire and offer advice and feedback before letting them go. Keep job seekers up to date and notified of interview processes and potential open positions. It is always good practice to be nice and treat candidates with respect. They will return the favor.
Speaker 1:Competition is not always clean and sometimes you can find the perfect candidate by playing a little dirty, while your company should not go scouting around to rival companies. Sometimes they have talented candidates that may not be happy and are looking for a change. Don't try to upsell your company or exaggerate what it has to offer, but be truthful about what you can give them and what kind of position you have open. Sometimes the employee just needs to know what's out there and with a little nudge they can make the decision to join your company. Always use a level of caution and finesse when trying to recruit from other companies, because you don't want your company to get a bad reputation as an employee stealer, nor do you want to open the door for other companies to poach your employees. Andrew needed to fill a number of open positions at the company. He decided to post the job openings on the company's website. Andrew was optimistic that they would receive applications because he knew that the company had a good reputation in the community. Andrew took note of the compensation packages offered by rival companies and made sure that his online postings were competitive.
Speaker 1:Module 5. Filtering applicants to interview. You've created job descriptions and help-wanted ads and now have a wave of responses. You have candidates to choose from, and now you will determine which ones you want to interview and which ones you don't. This filtering process allows you to see which candidates deserve a personal interview based on their skills or attributes, while removing the ones that do not.
Speaker 1:Although the cover letter is often forgotten, it is an important introduction for any person applying for a job. As a hiring manager, you know it can be annoying to receive countless resumes without a cover or adequate contact information. Companies are putting more stress on a good cover letter. A cover letter is a chance for potential employees to freely write a summary about themselves, including a brief summary of skills and previous jobs. It allows them to use their own voice and show their personality outside of the bullet lists on the resume. If a candidate neglects the cover letter by forgetting to include information or making grammar and spelling mistakes, it should send a red flag right away. Was the person in a hurry? Did they not put the effort into writing a good cover letter? Do they know how to write one? Remember no cover letter equals no interview.
Speaker 1:Many employees do not realize the importance of a well-thought-out and tailored resume, but a resume is one of the first impressions you will get from them. When reviewing or grading resumes, check for easy readability and flow of the document. On a closer look, check for typos and grammatical errors, since these are very unprofessional and do not reflect well on the candidate. Does the candidate's resume match the position they are applying for? If you are hiring for a sales clerk, are they giving you their qualifications? From their accounting position? The candidate usually lists an array of jobs and skill sets they possess, but don't let it overwhelm you or fool you into thinking they are the perfect fit. Remember what the position calls for tasks, duties, responsibilities and review the resume for these key needs If they display these characteristics in plain sight. And review the resume for these key needs. If they display these characteristics in plain sight, it is a good indication to extend an interview.
Speaker 1:Many job seekers disregard their online presence, considering it personal, but the internet is forever and unforgiving. Many forget about this when they are looking for employment. However, many employers search a potential candidate's online presence to capture a glimpse of that personal side of them. Some candidates may have distasteful photos from parties and events which can make a hiring manager think twice about their ability to focus or come to work the next day. Others may simply lack any kind of internet presence, such as a lack of social media, blogs or club sites. Since you never know what a search will produce, don't let it be the deciding factor when it comes to hiring. Use it as a tool to gauge what kind of personality a candidate has and how that can translate into your company's culture. If you want to pursue the candidate, invite them for an interview and keep your findings on the back burner.
Speaker 1:Phone interviews are a great way to gain a first live impression of a candidate. Not only do they save time by reducing the number of people coming and going to the office, but they can allow you to feel more prepared when asking questions. Prepare a set of questions you want to ask and take notes on the responses. This information can come in handy when discussing the candidate with other hiring personnel, when you want to have someone else review their qualifications. These types of interviews are a great way to introduce the candidate to the position and allow them to have a lot of the information up front. If the candidate decides the job is not for them, they can let you know right away, so they do not waste a trip into the office. If the initial phone interview goes well, bring them in for a face-to-face interview to look into their qualifications further. When conducting the interview, listen for signs of poor communication, such as incorrect grammar, frequent uhs or ums or a lack of listening and replying. If the person cannot hold a professional conversation over the phone, it can be a red flag about how they will communicate within the office. Candidates who have bad phone manners can indicate a lack of manners in person as well. If you decide this person is not right for the job after speaking with them, this is the best time to let them know so that you can continue with your search without wasting their time or yours.
Speaker 1:Kay needed to fill a nursing position for the night shift at a nursing home. She advertised the position online and in the online advertisement she asked candidates to include a cover letter with their resume. Applications from the candidates that did not include a cover letter were automatically discarded. Since Kay felt like these candidates could not follow simple directions, she further reviewed resumes for errors such as typos. She only interviewed applicants who had put effort into their applications, because she considered the effort they put into applying for a job to be a reflection of the effort they would put into their job.
Speaker 1:Module 6. The Interview, part 1. So you've sent out job descriptions, reviewed tons of resumes and even completed a few phone interviews. Now it's time for a face-to-face interview. Interviews are the classic way for hiring managers to meet with candidates and get to know their skills and qualifications. They allow for an employer and applicant to meet in person and discuss the position in depth.
Speaker 1:When starting an interview, it is important to ensure everyone knows each other. If the interview is done one-on-one, the interviewer and candidate exchange names and usually shake hands. Some interviews are done in groups or with a panel of interviewers, so candidates should be introduced to each person involved and make sure their information is available to them. Introductions will make everyone feel more comfortable, so nerves can be put at ease. It's best to open with a bit of small talk and natural talk, which can make the candidate feel more casual while staying professional. Start by telling the candidate a little bit about yourself, although nothing too personal, and wait for a reply from the candidate. Then lead into the interview by discussing your position, the position you are hiring for and what you are, overall, looking for.
Speaker 1:Many interviewers decide to use a panel when interviewing for open positions. Interview panels generally consist of a lead interviewer with two to three secondary interviewers. A panel with any more people than that can become too confusing and can make your candidate feel overwhelmed or intimidated. These panels allow you to have a chance to write down any notes after asking the candidate a question. While you are writing, another panelist can ask another question and keep the interview going. This method of interviewing offers a different perspective with questions you may not have thought of yourself. At the end of the interview, ask each panelist to rate the applicant and compare notes about their responses. Are the responses similar around the board? Do they differ? A panel interview not only saves time for the interviewer, but it gives a chance for more employees to meet a potential employee at once, which can have a bigger impact on choosing a candidate.
Speaker 1:Many typical interviews take place in a small office where the interviewer takes the applicant aside, asks several questions and then the applicant leaves without knowing much more about the job. A better tactic for an interview is to match it to the job that the applicant is coming in for. If possible, bring the environment to the interview, such as taking a tour through the facility while talking, or holding the interview in the actual office or work area of the position. When the applicant arrives, monitor how they have dressed and if it matches the position. Many applicants know to dress nice for the interview, but do they appear over or underdressed? Is their attire fitting for the company? Applicants know what kind of job they are coming in for, so try to make the interview match the position and let the candidate see into it further.
Speaker 1:There are a variety of types of questions to ask during an interview. The type of question depends on what type of information you want to gain from the applicant. There are questions meant to address personal attributes, questions about abilities and even questions about behavioral qualities. Open-ended questions offer in-depth answers, while hypothetical questions can help show the applicant's critical thinking skills. Stress interview questions are questions that are designed to determine how a person reacts under stress or increased pressure and usually involve rapid-fire questions with an expectation of a quick response. While they offer different sources of information, remember that they can be facts or opinions and should not be taken personally or at face value. Remember that certain questions cannot be asked in an interview, including questions related to age, marital status, religion or even sexual orientation. These types of questions impose too much bias and are extremely personal, so they should never be asked.
Speaker 1:The STAR method is a way to ask and answer questions based on the candidate's resume. It normally asks for concise details about their previous work experience and outlines exactly what they did in their previous jobs and duties. Star method example Situation what is the situation you faced in your previous job? Task what tasks were involved in that experience? Action what actions did you take Result. What were the results of those actions? Gerald and Henry were preparing to interview the first applicant for an open position in their accounting department. They had decided to conduct the interview together so that they would benefit from each other's perspective. When the applicant arrived, they noticed that she was appropriately dressed for the position. They introduced her to the other employees in the department and briefly showed her around before sitting in the conference room for the interview. Gerald and Henry took turns asking questions and took notes about her answers. They asked questions that got her to open up about her past work experiences and skills. At the end of the interview, they were pleased with her performance and they promised to call her in a few days for a follow-up visit.
Speaker 1:Preparing for an upcoming interview can seem like a daunting task that takes a lot of preparation. An effective interview can help find a qualified candidate quickly. A lot of preparation. An effective interview can help find a qualified candidate quickly, while weeding out the applicants that are not. When an interview is done smoothly and effectively, hiring managers can spend less time looking for candidates and will fill the position right.
Speaker 1:The first time when an applicant comes in for an interview, the interviewer has a bit of background about them and already has a head start on the conversation. So the applicant should return the favor and know a good amount of information about the company they are coming to interview for. Some common questions to ask include asking them what they already know about the position and what does the company do or make. Take notice of what they do know and make notes of what they don't. Is it simple information that can be found anywhere, or was there some research to find this information? If they don't know much about the position or the company, note this as a red flag. Did they not do their research before coming in? Did they not go the extra mile? For whatever reason, the candidate should always come prepared to an interview and by not doing so insinuates poor work ethic.
Speaker 1:When you are conducting an interview, you want your full attention on the candidate and the questions at hand. So, before the candidate arrives, check over the interview area and look for anything that could distract you or the applicant. If it will be in your office, ensure that the office phone is off and important papers are not lying around in the open. If the interview will be in an open area, such as the actual department or in a conference area. Check over the area and look for any distractions, and make sure the flow of outside workers is kept to a minimum. Most importantly, ensure that all cell phones are turned off. It is almost always guaranteed that cell phones will be present. They are one of the biggest distractions that can occur during an interview. Double-check your cell phone before entering the interview. If the applicant's phone rings or dings, consider that a red flag that their attention to detail or their lack of respect may be an issue.
Speaker 1:It's common knowledge that two looks at something are better than one. In this case, holding a second interview is better than having just one. When reviewing candidates to bring in for an interview, think of which questions you would ask in the first interview and which ones you would save for a second interview. The first interview is great for getting a first impression of the applicant and gaining some introductory information, but a second interview is a chance to expand on the information obtained from the first interview and bring the applicant further into the position. The second interview is typically the place to discuss topics such as salary and job duties, because the applicant is being highly considered for the position Topics typically covered in a second interview Proper dress code, pay or salary range, specific job assignments. As the interview comes to an end, ensure that things are professionally wrapped up before parting ways.
Speaker 1:Before the applicant leaves, ask them if they have any questions for you and if there was anything that was not covered in the interview. Be truthful with them about what they can expect next, such as a follow-up letter or a phone call. Do not give a specific time of when you will contact them, just in case something comes up, and do not set their expectations too high. Offer them a non-specific time range. You will try to contact them, such as a set number of days. Let them know the preferred method you will use, such as phone or email, and verify the contact information you have for them is correct. Give them a business card with your contact information and shake their hand before letting them go.
Speaker 1:Maria was following up with a candidate that she had interviewed over the phone for a sales clerk position. Josh seemed like a good candidate and Maria wanted to hold another interview with him Before he arrived. Maria decided to clear her office of paperwork and other distractions as well. She turned off her cell phone when Josh arrived. Maria asked him several questions about his past work experience. She wanted to know if he had done his research before coming in, so she asked him what he knew about her company. Surprisingly, he had a wide range of knowledge about her company, including when it was founded, what their core products and services were and how they were planning to expand in the near future. Before wrapping up, maria asked Josh if he had any questions for her or if she had missed anything. By the time Josh left, maria felt good about Josh as a candidate and made notes to move him further through the hiring process.
Speaker 1:Module 8. Selection Process, part 1. After you've conducted dozens of interviews, either on the phone or in person, it is time to select a candidate to hire. Of course, this is another process in itself, which can involve employee testing, profile setup and even background checks. Know the candidate you want to select before taking them to the next lengthy step of the hiring process.
Speaker 1:When an employee is about to be hired, many companies require some form of testing to be done, including written skills or even drug tests. Certain tests analyze a person's behaviors and traits that you may not be able to gather from an interview alone. These tests often involve hypothetical situations and ask for a solution in the employee's own words. Standard typing and numeric key tests are common in any job that utilizes computers, but know that these tests are not always 100% accurate. When analyzing speed alone, look for number of errors and progress speed before accepting a test result. Drug tests used to only be required for managerial positions, but now over 90% of jobs require them, even entry-level positions. The drug test can detect a variety of substances, including alcohol, narcotics and illegal drugs. The required test depends on the position you have open, so each department or job title can require a different set of tests.
Speaker 1:Punctuality and honesty are great traits to have in any employee, but traits like these do not make employees unique. Enthusiasm and passion are two qualities that cannot be taught in the workforce, but are developed in the employee themselves. When interviewing different candidates, ask yourself if you see these qualities in the person you are talking to. After all, you want an employee who will be happy to come to work every day and will put all of their effort into what they are doing. Do they seem passionate about the job they will be coming into? Do they act enthusiastic about starting with a new company and working as part of a team? Statistics say over 80% of people are unhappy at their jobs and have lost their passion and enthusiasm at work, which decreases productivity and employee morale. Can your company afford to add to this statistic, and can it afford a decrease in production?
Speaker 1:Background checks were originally voluntary and were not performed in many job positions, but currently they are included in almost all job positions. They are a form of security for the company and help ensure the safety of the company's assets. A background check generally covers driving records, credit reports and past employment, although they can go more in-depth depending on the position. It usually returns a list of occurrences, legal actions or even credit receipts on a person's driver's license or social security number, depending on your type of business. Some events may need to be investigated before continuing the hiring process, such as felonies or misdemeanors. If the incident relates to your type of company, such as a bank robbery for an applicant applying for a bank teller position, take extra precaution before continuing and be sure to weigh all options of hiring this high-risk applicant. It is required by law to let an applicant know when a background check is being requested. It is possible the applicant will refuse the check and forfeit their application. Consent for a background check is almost always included on the application itself, so applicants know that there could be a background check conducted. However, it is a good idea to remind the candidate that a check will be done upon being hired and what it will cover.
Speaker 1:Our instincts are our strongest indicators of red flags and even good omens. Instincts help guide us when we feel as though we're in danger or when we have a hunch about something. Don't ignore these instincts when interviewing a potential new hire. The hiring process can be prolonged and even delayed if the hiring manager second-guesses their instincts by conducting multiple interviews or assessments. Know that you can read resumes, cover letters and have an idea about a person, but when meeting a candidate, if your instincts tell you something else, take heed of what they are telling you. Do they display uncharacteristic body language such as crossing their arms or rolling their eyes? Do they seem to be inattentive? Do they seem interested in the position at all? At the end of the interview, trust what your gut tells you about the candidate. Their resume may be impressive, but if your instincts tell you otherwise, go with what you know.
Speaker 1:Amber finished interviewing a candidate for an opening as a telephone operator. She had already conducted a background check which came back clean and clear, as well as several new employee tests such as a typing test and a customer service test. She was impressed with his scores and enjoyed speaking with him during his second interview. He seemed very enthused about the position and seemed to love the kind of work that it involved, but Amber was still not sure about hiring him. While he was polite, amber noticed that he crossed his arms a lot and that his voice was gruff at times. When he was ready to leave, he shook her hand but did not make eye contact. Despite his initial friendliness and good test scores, amber's gut told her he would not be a good match for the company based on his interpersonal characteristics. Because of this, she decided to move on to the next candidate, module 9.
Speaker 1:Selection Process, part 2. The selection process is no easy task and can often take days or weeks to complete thoroughly. Sometimes this can scare potential employees away, while others don't mind the wait to join your team. Keep the candidates you don't hire on file for backup and focus your energy on the candidates that did make it through your screening process. Your screening process. Resumes are not usually balanced, in that the candidate has a longer list of past job experiences versus a longer list of education and degrees. In some cases, job experience may mean more than formal education, or vice versa, depending on the position available. In these cases, evaluate the position and determine what it would need for the employee to succeed. Highly educated individuals may have some of the newest information in the industry and formal training about these positions, but candidates with more work experience have more hands on training and more first hand knowledge of the kind of work available, which would be more important to the open position at your workplace, which would benefit the company more. Don't forget to trust your instincts and go with what your gut tells you.
Speaker 1:As the hiring process comes to a close, now is the time to build a consensus and review every aspect of the interviews that have been conducted. Many people are involved in the hiring process, so, before a final decision is reached, have a consensus between all of the interviewers. Take time to consult with each interviewer and compare notes, ratings and opinions. Gather how each person feels about the candidate and how they think they would fit into the company. When a group weighs the pros and cons together, they are more likely to find a better choice for the position than if one person tries to take on the task themselves. Build a consensus. Consult with all interviewers, compare notes and ratings, ask for opinions and perspectives. Come to an agreement about who to hire.
Speaker 1:Even if you decide not to hire an applicant, keep their information on file with the company for a certain amount of time. An interview can collect several types of personal information, so the company may need to create a folder for each applicant to keep their information together in one place. Although they were not chosen this time, it is a good idea to keep these files on hand for future use. You may want to revisit these candidates if another position comes open or if you need a temporary worker in another department. They are also a good resource to have if your top choice does not work out and you will need to consult the next person in line. Rank the non-hire by the likeliness to be hired next, in case you will need to offer the position to someone else and know that you will have their information nearby and ready to go.
Speaker 1:The last step of the hiring process is the process of checking the candidate's references that were offered. In a standard position, three to five references are great, while upper management positions can require up to ten, most of which should consist of previous managers or co-workers and few personal references, even though you've gathered first-hand knowledge about the candidate from the interview and started to form your own opinion. References allow you to speak with an outside source that has also worked with or knows the candidate and has a perspective of their own. Review the candidate's references and determine which one or ones to contact and why. While it is usually best to speak with a manager or department head, don't underestimate the value of a reference from a co-worker or a subordinate employee. These types of references will offer more insight into how the candidate interacts personally as well as professionally. Create a list of questions to ask the reference ahead of time. Always remember that even if the reference does not give a glowing review, it does not exclude the candidate from being hired. Take all information into consideration before making any final decisions. Tips for checking references Gather professional references rather than personal ones. Ask to speak with a manager or HR representative. Determine what you want to know from the reference. Prepare questions before checking with the reference.
Speaker 1:Brad needed to select a candidate to hire for the open position in the marketing department. Since he had interviewed the candidates along with a panel, he decided to have a group meeting with them to build a consensus about how they felt about each applicant. They reviewed their notes and compared their observations. One of the panelists had checked the references for each applicant and she shared the results with the group. Another panelist emphasized the importance of industry experience and recommended narrowing the pool of applicants down to those who had held similar positions in the past. Together, they were able to come to a consensus and they offered the job to a person that they all had confidence in.
Speaker 1:Module 10. Making an offer Congratulations. You've made it through the interviews, employee testing and background checks and have determined which candidate would be best for the position. Now is the time to make the job offer, which is an offer that contains the details of topics such as job title, job responsibilities, salary and benefits. The job offer can be negotiable, but in the end, it is up to you who will fill the position. Now that you have your job offer ready, move quickly to offer it to the candidate and let them know they have been chosen.
Speaker 1:Time is an important factor when making a job offer and bringing a new hire into the onboarding process. If the hiring manager delays notifying the candidate, they often lose their first choice because the candidate may have interviewed somewhere else or decided to take a position in another company while waiting for a response After the final interview and reference or background checks. Contact the candidate right away and share the news. This not only shows the candidate that you are interested in making them part of your team, but will help ensure that they accept your offer first before going elsewhere. If the candidate does not give a firm answer, agree on a deadline of when you will hear an answer from them, so that your time is not wasted waiting on a response. This lets the candidate know you are interested, but will move on after a certain amount of time. If the candidate decides to decline the offer, move quickly to offer the position to the next candidate in line, whomever the position goes to.
Speaker 1:The job offer process should be done quickly and efficiently to help speed up the final stages of the hiring process. Many companies make the mistake of believing that the job offer only covers the salary and benefits of a position, while the previously used job description will cover everything else. Sadly, this is not true and can often cause a lot of confusion with new hires. A job offer should be a complete package and include the details of employment, such as job title, duties and responsibilities, as well as the salary and list of benefits. This package of details should create a vivid picture of what is to be expected of the employee in the new job and what they can expect to receive in return. By leaving out certain aspects, you are misleading the candidate and not giving them the complete package. What to include about employment details, job title, assignments and daily duties, hours, shifts, lunches and breaks, job expectations, salary information, insurance, benefits, other information pertinent to the job.
Speaker 1:One of the hardest parts of the hiring process is notifying the candidates that were rejected for the position. Some companies choose to omit this part, whether it is due to lack of time or simply the desire not to speak with the candidate. This step is a great courtesy to the candidates that were not chosen and allows them to move on to another company instead of waiting around for your answer. If there is a small number of candidates to contact, a brief, friendly telephone call is the best way to inform the candidate and thank them for their time. For a larger number of candidates, some companies utilize formal letters that inform candidates that the position has been filled and the company has decided to go with another choice. Always remember to be polite and honest. After all, rejection is never easy to hear. If possible, offer some feedback on what you did or did not like about the candidate and highlight their skill sets they presented to you. Let them know that the company does keep interview files on record and that you will keep them in mind if something else comes open.
Speaker 1:One of the great things about a job offer is that it can be negotiable and flexible depending on the company and employee needs. When making the offer to a potential new hire, give them the standard offer the company has for the position and gauge how they react to it. If they need some change or trade-off, work with them to see what would work best for them as well as the company. Many employees want to have a work-life balance, so they may be willing to work different hours to ensure they are home more or have more vacation time. Some will value working certain shifts more than others and would be willing to make a trade working holidays or weekends for this. Others may care more about profit sharing or partaking in stock options, which the hiring manager can present by offering salary deductions. Being creative with a job offer allows for the candidate as well as the hiring manager to work out what each of them want while still achieving what is best for the position in the company.
Speaker 1:In the end, angela had finally selected a candidate for the open position in the accounting department. As soon as she reviewed all of the necessary paperwork, she knew she had to act fast to offer the candidate the job and present an offer. She decided to call Blake into her office to offer him the position there. When Blake arrived, angela offered him the open position and told him information about the job, hours and salary. Blake was happy to have been offered the job, but he said he preferred not to work early mornings since he had children at home. Angela was flexible with him and arranged a schedule that accommodated his needs. When everything had been finalized, the two shook hands and Blake left the office. Angela proceeded to contact the other candidates to let them know that the position was no longer available.
Speaker 1:Module 11. Onboarding. Onboarding is a term used to define the process of welcoming a new hire and helping them become a productive employee. Now that you have made your selection and brought the new employee into the company, it is time for them to begin the onboarding process by being trained and mentored. The company orientation is a process that is used to welcome and introduce the new employee to the company. It includes reviewing company policies, procedures and outlines the role of the employee. Here the employee can ask questions and learn what tools they will need on the job name badge, dress code, employee handbook, as well as meet fellow co-workers and tour the facility. Training usually explains the exact position the employee was hired for and focuses more on the job itself rather than the entire company. This is normally done with a trainer or a co-worker who will help the employee understand what they are supposed to do. At some point during training it is advised that the new employee have a meeting with their new manager as a welcome aboard meeting. During this time the manager and employee can go over any forms, define the employee's schedule and shifts and cover any information missed in orientation. The more prepared the employee feels in the beginning, the more likely they are to succeed later.
Speaker 1:A new candidate may need some time to adjust to a new work setting. They will need guidance from management and co-workers to help them understand their role in the company and how the team works together. One form of mentoring is assigning a co-worker to work with the employee for a certain amount of time monitoring their progress and teaching them as they work. At the end of the mentoring period, the co-worker can work with management to review the employee and see if they are ready to go out on their own. Other options include a mentorship program with several mentors or creating a peer group to help assist each other at all times. Whichever method or methods works best for the employee, never underestimate the benefit of mentoring new employees in the company before letting them loose.
Speaker 1:When an employee is hired, a probationary period is often assigned to see how they perform in the first few months on the job. This is the time to assess an employee on the job and how they do on their own. Standard probation periods include 30 days, 60 days and 90 days. At these checkpoints, it is important to sit down with the employee, provide feedback, review with them what they are doing right or wrong and where you can offer some tips for improvement. Before each period begins, ensure that the employee knows what is expected of them, such as performance markers and completed training. Help them make goals for each review and determine how they can work toward them and achieve them. Tips for review markers 30 days review introductory information and gauge how they are adjusting. 60 days. Go over what was reviewed in the last meeting, review current progress and set goals for the next meeting 90 days. Review the past 90 days and how the employee is working with the rest of the team, determine if they have met their goals, why or why not Make goals for the future and determine if further scheduled reviews will be needed.
Speaker 1:Being the new hire at work can be just as terrifying as being the new kid at school, but having some sort of welcome wagon can help the transition go smoothly and make the employee feel more at home. Employee retention is the goal and can be hard to do if the employee wants to leave. As soon as they arrive, Remind current employees that the new employee should be treated well. Perhaps they can be of assistance. Take the employee around and have everyone introduce themselves and become acquainted with one another. As the new employee begins their job responsibilities, let them know that you are available for any questions or problems that they have and ensure them that your door is always open. Remember that hiring new employees can be very expensive when you factor in the cost of interviews, training and new supplies for them. So it is important to focus on retaining the employee and trying to prevent them from leaving by making them feel more welcome. Tips for welcoming employees Organize necessary paperwork such as handbooks and policies. Make introductions between employees. Ease the employee into duties and responsibilities. Be available for questions and assistance.
Speaker 1:Samuel welcomed his new employee, melody, to the business office department on her first day. He wanted her to feel like part of the team, so one of the first things he did was give her a tour of the facility. He then sat down with her and reviewed the company's policies and procedures and told her about the office culture. Down with her and reviewed the company's policies and procedures and told her about the office culture. Samuel thought a great way to get started was to tell her about the 30, 60, and 90-day reviews that would be performed and what they would mean for her. Together they set goals for her to reach and determine what she needed to learn in the upcoming weeks. When Melody was ready to begin working, samuel asked one of the other employees to act as a mentor and to help Melody adjust to the new job. Samuel also told Melody that she could always come to see him if she had any problems or concerns. He hoped she felt right at home and would enjoy working with his team, module 12.
Speaker 1:Wrapping Up Although this workshop is coming to a close, we hope that your journey to developing your hiring strategies is just beginning. We wish you the best of luck on the rest of your travels. Words from the wise John W Gardner when hiring key employees, there are only two qualities to look for judgment and taste. Almost everything else can be bought by the yard. John D Rockefeller Good management consists of showing average people how to do the work of superior people. Bill Gates If we weren't still hiring great people and pushing ahead at full speed, it would be easy to fall behind and become a mediocre company. Rh Grant when you hire people that are smarter than you are, you've proven that you are smarter than they are.
