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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:
- 10% falsely upgrade their academic qualifications.
- 35% claim specific achievements or experiences that are
- 70% indulge in puffery (upgrading the importance of
- 12% have some kind of criminal record, including serious
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
- 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
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
- Determine your options - Which skills are vital as opposed to
- 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.
- Have company information available for candidates.
- Allow plenty of time for the interview.
- Have detailed information about the candidate.
During the Interview
- Interview the person, not the skill set. Ask questions that are,
broad, open-ended, job-related, objective, meaningful, direct, clear,
understood & related.
- Be open and honest with the candidate.
- Tell the candidate what to expect in the hiring process.
- 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.
- Don't talk money.
Closing the Interview
- Insure that you and the candidate have concluded on common
- Ask if she/he has any other questions.
- At the end of the interview, if you are interested in the
candidate, let them know.
- Review the next steps with a clear and honest timetable (and
stick to it).
- Be friendly and honest to the end of the interview; don't give
false encouragement or go into details for rejection.
After the Interview
- Take time to update the next person in the interview process.
- Discuss the candidates reaction and interest.
- 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
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
- 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
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
Nature of Contracts
- Type of contract: permanent, temporary, fixed term
- Duration of a temporary contract or termination date for a fixed
- Period of notice required to terminate employment, or if
employment is for a specified period, the date when employment is to
Hours of Work, Schedules and Overtime
- Number of hours in workweek and workday. Â· Procedure
- 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
- 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
- Details of the disciplinary procedure
- Conditions under which the employer can terminate the contract
e.g. gross misconduct
- 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.
Health & Safety
- Employer and employee responsibilities
Protection of Business Information
- Details of confidentiality requirements
- Use and mis-use of electronic communications and Internet
About Probation Period
- Purpose & duration of the probationary period
- Benefits that will come into effect when the probationary period
- Criteria & frequency for evaluations.
Any Other Condition, Like
- Any collective or 3rd party agreement which affects the
employee's terms and conditions
Uniforms & Tools
- 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
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
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 Title
Accurate titles reflecting the function and level of the job.
- The Department
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
- Main Tasks
Identifying the tasks and include the objective or purpose of each
- 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
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
- 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
The language used in job descriptions
- Avoid jargon and unexplained acronyms and abbreviations.
- Be matched to the type of job and be readily understood by the
- Avoid ambiguity about responsibility and be clear about the
post-holder's accountability for results and resources.
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
- 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.
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