TIPS FOR EMPLOYERS
A
guide for corporate recruiters and HR personnel. Collections of the best
resources, carefully chosen for their usefulness in helping employers find,
hire, and retain the best employees.
The Interview Process
Many job applicants misrepresent their true status, background and
experience. This is true for both upper and lower entry employees. One
survey reported by Inc. magazine indicates the following about job
applicants:
- 15% of all job applicants falsify academic qualifications.
- 10% falsely upgrade their academic qualifications.
- 35% claim specific achievements or experiences that are
untrue.
- 70% indulge in puffery (upgrading the importance of
achievements).
- 12% have some kind of criminal record, including serious
automobile convictions.
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These statistics define the need of a sound recruitment
process. The beginning of a powerful employer-employee relationship begins
with the hiring process. The value of placing your efforts and resources
into the hiring process cannot be overstated.
Interview Tips for Interviewers
- Make notes of the questions you intend to ask.
- Decide the essential things you need to learn and prepare
questions to probe them.
- Plan the environment - privacy, no interruptions, ensure the
interviewee is looked after while they wait.
- Put the interviewee at ease - it's stressful for them, so do
not make it any worse.
- Begin by explaining clearly and concisely the general details
of the organization and the role.
- Ask open-ended questions Make sure the interviewee does 90%
of the talking.
- High pressure rarely exposes hidden issues - calm, relaxed,
gentle, clever questions do.
- Probe the CV/resume/application form to clarify any unclear
points.
- If possible, and particular for any position above
first-line, use some form of psychometric test, or graphology, and
have the results available for the interview, so you can discuss
them with the interviewee.
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The Interview Process
Employers can avoid most hiring mistakes by simply spending a little more
time preparing for the interview in advance. To do a wonderful job of
preparing for interviewing and present one's company professionally the
following points must be considered:
Before the Interview
1) Determine your options - Which skills are vital as opposed to
convenient.
2) If other people are going to be involved in the interview process, make
sure they have taken the time to prepare for the interview. Each person
should have a couple of overlap questions to provide insight on the
prospective employee's responses.
3) Have company information available for candidates.
4) Allow plenty of time for the interview.
5) Have detailed information about the candidate.
During the Interview
1) Interview the person, not the skill set. Ask questions that are, broad,
open-ended, job-related, objective, meaningful, direct, clear, understood &
related.
2) Be open and honest with the candidate.
3) Tell the candidate what to expect in the hiring process.
4) Tell them your expectations: career advancement, training, duties,
experience expected, the direction the department is headed in.
5) Show the candidate where they would fit into the organization.
6) Don't talk money.
Closing the Interview
1) Insure that you and the candidate have concluded on common ground.
2) Ask if she/he has any other questions.
3) At the end of the interview, if you are interested in the candidate, let
them know.
4) Review the next steps with a clear and honest timetable (and stick to
it).
5) Be friendly and honest to the end of the interview; don't give false
encouragement or go into details for rejection.
After the Interview
1) Take time to update the next person in the interview process.
2) Discuss the candidates reaction and interest. 3) Rate the applicant on a
1-5 scale as a potential employee.
Checklist Employee Contract
Employers are required to give employees written particulars of employment.
These particulars should include all the legal requirements or consist of a
letter of appointment with minimal information plus reference to additional
material that defines the conditions of employment.
Many employment contracts contain only vague references to the "policies
and procedures to which the employee will be bound". The employer
should provide the employee with all of the company policies and other
documents that relate to the contract or are referred to in the contract.
Checklist for Employee Contract :
Does the contract/letter of your organization consists of the following
details :
Contract Details
- Full name of employer and employee
- Address of employer
- Place of work of employee, and, where the employee is required or
permitted to work at various places, an indication of this
- Title of job or nature of the work or a brief job description
- Date of commencement of employment
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Pay & Benefits
- Wages/ salary details
- Rate of overtime work (if eligible for overtime pay)
- Any other cash benefits that the employee is entitled to Any
payment in kind that the employee is entitled to and the value of
that payment (e.g. accommodation)
- Any deductions to be made from the employee's remuneration (e.g.
Pension / Medical Aid)
- Method of payment and method of calculating wages
- Additional benefits, and any conditions under which they apply,
e.g. achievement of targets
- Pension scheme - whether one exists, and if so conditions
- Approvals for any deductions from pay, e.g. pension scheme other
than those required by law
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Nature of Contracts
- Type of contract: permanent, temporary, fixed term
- Duration of a temporary contract or termination date for a fixed
term contract
- Period of notice required to terminate employment, or if
employment is for a specified period, the date when employment is to
terminate
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Hours of Work, Schedules
and Overtime
- Number of hours in workweek and workday. · Procedure for
scheduling.
- Alternative work schedules/flex-time.
- Definition of overtime & pay or compensatory time off
- Advance notice of overtime & right to refuse overtime
- Staffing and workload standards.
- Meal and rest periods.
- Timekeeping and attendance requirements
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Leaves
- Annual leave entitlement
- Role of seniority in scheduling vacations.
- Conditions relating to taking leave, e.g. present company
holidays or notice requirements
- Details of any other paid leave entitlements
- Sick leave arrangements and conditions of any benefits
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Disciplinary
Procedures
- Details of the disciplinary procedure
- Conditions under which the employer can terminate the contract
e.g. gross misconduct
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Grievance
Procedure
- Definition of a grievance.
- Stewards' right to use work time for grievance investigations.
- Employees' right to union representation.
- Explanations of each step in grievance procedure and time limits
at each step.
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Health &
Safety
Employer and employee responsibilities
Protection of Business
Information
- Details of confidentiality requirements
- Use and mis-use of electronic communications and Internet
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About Probation Period
- Purpose & duration of the probationary period
- Benefits that will come into effect when the probationary period
is completed
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Performance
Evaluation
Criteria & frequency for evaluations.
Retirement Policy
Any Other Condition, Like
Any collective or 3rd party agreement which affects the employee's terms
and conditions
Uniforms & Tools
Allowance for
Acceptance
Acceptance clause whereby employees sign that they accept the contract of
employment and conditions therein. or provision of uniforms and/or tools for
affected employees
Checklists - Writing Job Description
Job descriptions are typically used to drive recruitment
campaigns, set expectations for new workers, establish salary grade levels
for groups of jobs, and align individual goals and activities with an
organization's strategic objectives.
With job descriptions essential to so many human resource functions, it's
particularly important that companies take the time to write their
organizations' descriptions. A good job description follows a simple but
consistent format that describes key roles played by that job, as well as "essential
functions."
Guidance On Writing Job Descriptions (Checklist)
A job description should clearly and accurately set out the duties and
responsibilities of the job. It should include:
Job specifications
- JOB TITLE
Accurate titles reflecting the function and level of the job.
- THE DEAPRTMENT
- POSITION
Stating the job title the employee is responsible to, as well as
titles of those reporting to the job holder.
- AREAS OF RESPONSIBILITY
- Concisely stating the overall purpose of the job, the principal
role of the job holder and the expected contribution to achieving
objectives
- MAIN TASKS
Identifying the tasks and include the objective or purpose of each
task.
- SEPARATE DESCRIPTIONS OF MAIN TASKS
- SPECIAL REQUIREMENTS
Equipment, tools, special skills.
- LOCATION - Of the job and travelling needed.
- SPECIAL CIRCUMSTANCES
- Night work, overtime, weekend working
- SIGNED AGREEMENT BY POSTHOLDER & DATE
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Person
specification
A person specification allows you to define the skills, experience,
competencies and qualifications required to carry out the activities
outlined in the job description. Identify the desirable criteria in the
following four categories:
- EDUCATION, QUALIFICATIONS & TRAINING
- EXPERIENCE
- WORK BASED COMPETENCIES
(i.e. what does the candidate need to be able to do such as use
Excel, deliver training or work in French etc.)
- BEHAVIOURAL COMPETENCIES
(Such as the ability to influence people, identify problems and
work together with a team to find solutions, demonstrate personal
drive, ability to work alone, to communicate effectively orally and
in written reports etc.)
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The language used in job descriptions
should:
- Avoid jargon and unexplained acronyms and abbreviations.
- Be matched to the type of job and be readily understood by the
employees concerned.
- Avoid ambiguity about responsibility and be clear about the
post-holder's accountability for results and resources.
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Points to remember
- Try to give as much information as possible to allow candidates
to make an informed and rational decision about their suitability
for a post.
- Consider any legal requirements i.e. work and travel permissions
that might prevent a candidate from working in a specific country.
- Provide relevant details of climate/security/isolation that
candidates need to consider before applying for a post.
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Checklist
For Hiring The Best
A bad hire can wreak havoc on even the most professional organizations and
highly trained staff.
An organization's continued growth and success depend on making smart
choices and hiring the best. Today's economy is exploding with talent,
allowing one to be selective about the staff one hire. Yet, the crucial step
to filling a position is finding the right talent for the organization -
someone that has the skills for the job, easily blends with the culture,
interacts well with the team and believes in the company's mission.
Recruiting the best employees for your organization is an ongoing challenge
for every manager, supervisor and human resources professional. Hiring the
best talent requires both an aggressive, relationship-based recruiting
strategy to find the right people, and a highly effective evaluation
methodology to select the best candidate for every position.
For any given job category, the important items that should be on one's
hiring checklists are:
- What constitutes a "Good Fit"
define the outcomes desired from the person you hire.
- Define the Job Specification -
develop a job description that clearly describes the performance
responsibilities of the person you hire.
- Write a Job Requirement Checklist.
- Develop the largest pool of qualified candidates
possible.
(Search via professional associations, personal contacts,
universities, search firms, and other creative sources when
necessary.)
- Decide on the Recruitment Methods.
- Select the Best Method for the Job.
- Pre-screen the Resumes.
- Prepare for the Interview.
Devise a careful candidate selection process that includes culture
match, testing, behavioral interview questions, customer interviews
and tours of the work area.
- Set questions
Although it will take a time investment, you should have a strong
list of questions ready before you begin interviewing a candidate.
- Second Interview
Conduct at least two interviews with a candidate before hiring him
or her, especially if the position is very important.
- Think about Pay and Title Equity.
- Manage the Interview.
- Background Check.
Perform appropriate background checks that include employment
history, education, criminal records, credit history, drug testing
and more.
- Make the Hiring Decision.
- Finalize an Offer Package.
- Provide training, education and development to build a
superior workforce.
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