Seven-Step Hiring Process
While some of these might seem like evident knowledge, you'd be shocked at how friendlier it is for someone when their questions are addressed before they arise. Spend time on your new hire; the more you invest now, the less time you'll need to invest afterward.
Articulate the Need
Defining the need for a new hire is the first step. This should be done throughout the strategic planning process to ensure the new hiring supports company goals.
Create a job description for employees that supports organizational or departmental objectives.
Specific work activities, responsibilities, and performance standards should be accurately reflected in the job description.
Employee goals should be specified in the job description so that the new hire will know exactly what is expected of them and how their performance will be evaluated.
Identify Job Prospects
It can be challenging to locate the ideal candidate for a certain position. So what do you do? There are numerous ways to spread the news and locate the ideal candidate.
By word of mouth, spread the news and see if anyone you know has the skills you're seeking for.
Use social media and the tools you have for social networking to make this happen. Facebook, Twitter, and LinkedIn are all useful tools for finding employment candidates.
Websites for online employment, including Indeed, Monster, CareerBuilder, Jobs.com, etc.
Old-fashioned newspaper ads are an antiquated method of finding job seekers, but some people still look in the newspaper for opportunities.
Determine Job Recruits
Examine each application after you have all the applicants and look for the following:
How is the information presented? Does the resume look professional? Are there any errors in the material? How is the information laid out? If you were seeking someone to assist with facilities instead of employing a CPA, you would approach this differently.
What is their professional background, including the places they have worked and the roles they have held in the industries? For instance, if you own a small dry cleaner and locate someone who formerly worked at a major store's service desk, they might have relevant experience.
What were their previous roles' accomplishments? – Look for tangible achievements, such as creating a budgeting procedure for more than ten divisions or developing an excel sheet to track and report on quarterly customer comment cards.
What kind of education do they have? Look for pertinent education. For instance, a high-level administrative employee might need secretarial training, and a CPA could require a master's degree.
What kind of continuing education have they received? Did they attend these programs to learn new skills or keep their certifications?
What professional groups do they participate in? How active are they in these organizations? (For higher-level employees)
Although there are various schools of thought on this, I believe that the more a person is associated with a professional group, the more they are exposed to multiple ideas and practices that can be advantageous to the organization.
Do they have outside interests – While many don’t see much value in this, I personally think you can learn a lot about someone’s character based on what they do outside the office.
For example, if someone volunteers at a hospital or homeless shelter, they show warmth for people.
Although conducting interviews is challenging, it is a skill that can be learned.
Make a list of the questions you want to ask the candidate and give it some thought.
When conducting an interview, remember that the person may be looking for work for various reasons. You ought to try to ascertain why.
When conducting an interview, keep the following in mind:
Does the applicant maintain clear eye contact?
How well-spoken is the individual?
Allow the other person to speak for the most part; only ask them questions, then elicit answers.
By simply listening to someone communicate, you can learn a lot about them.
Confirm Their Information
Once you've found the candidate you believe to be the best fit, it's crucial to perform a few last-minute inspections before extending an offer of employment.
The significance of conducting background checks, reference checks, drug tests, and competence assessments cannot be overstated.
Remember that just because something is printed doesn't mean it is true. Test someone if they claim to know about a particular software piece.
Additionally, colonial-style testing may be beneficial. Some colonial styles are better suited to specific positions.
Although not conclusive, this can provide information about a person's natural working style. Although numerous models are available, there are HR solutions businesses that can help with all of these assessments.
Avoid letting emotion influence your choice because some people communicate better than others, and some know how to sell themselves, which occasionally includes inflating true abilities or skills.
Okay, you found the appropriate Recruit, and they passed every test. The moment has come to put together a salary offer and benefits package.
You should study and use available tools to discover a suitable wage range.
You may find compensation ranges by region, experience, and job title on most recruitment websites and numerous additional websites like Payscale.com.
This is a fantastic place to start.
As a general guideline, you should never recruit somebody who is paid more than the middle. If they lack experience, they should unquestionably begin at the bottom of the range.
The objective is to provide you with a reasonable wage that you can afford.
After determining the pay range, consider the other benefits you provide and put together a package that outlines the employee's overall remuneration, including health, dental, and retirement benefits, as well as the cost to the company of their complete benefits package.
This reveals to the applicant the total price the company will pay to hire them.
Never talk about money without also talking about other benefits. Ask what advantages came with that wage and make a comparison if they use previous salaries as a benchmark.
Use this chance to improve your negotiating abilities since, as you should keep in mind, they are trying to get the most out of you, and you are trying to acquire them for the least amount of money.
Prepare for the New Employee
You now have a start date after the individual accepts the offer. You must now decide where they will sit and what furniture they require, such as a desk, filing cabinet, computer, phone, and supplies.
As soon as they arrive, set up a workstation to make them feel at home.
The final crucial stage in acclimating the employee to the new workplace is new employee orientation. It's vital to assist them in the transition. They might need to be aware of the following:
When is payday (believe it or not, I started a job once, and they “forgot” to put me on the payroll. I was there three weeks, and finally, I asked, when is payday?)
How do they account for their time – timecards, electronic, etc?
What are the employee policies?
How do they use other office equipment, i.e., copy machines?
How long is the lunch break?
What is the culture like? – for example, casual as compared to formal.
Do people go out or eat for lunch?
What is the dress code?
What is the computer login information?
What industry-specific software needs to be learned?
Who is their supervisor?
What is their job description?
What are job expectations, goals, etc.?