Re­cruit­ment strate­gies

Grocott's Mail - - MAKANA VOICES - By LYNETTE HOBSON

It is a fact that one of the busiest times of the year for re­cruit­ment is at the be­gin­ning of the year. There are many dif­fer­ent rea­sons for this. As an em­ployer, this means you may find your­self hav­ing to re­place em­ploy­ees who have re­signed or you may see an op­por­tu­nity for growth in your busi­ness which re­quires more staff.

The im­por­tant thing is get­ting the right peo­ple for the job and your busi­ness.

Re­cruit­ment is not a on­estep process. It in­volves de­tailed se­lec­tion in or­der to re­tain good em­ploy­ees.

At­tract­ing and se­lect­ing the right peo­ple for the job and your busi­ness cul­ture is be­com­ing in­creas­ingly dif­fi­cult.

It is costly to make an in­cor­rect hir­ing de­ci­sion in terms of time and missed op­por­tu­ni­ties. A poor hir­ing de­ci­sion can have a neg­a­tive im­pact on other em­ploy­ees.

To com­pete in busi­ness to­day, at­tract­ing and keep­ing tal­ented em­ploy­ees is vi­tal. If you, the em­ployer, want to at­tract and keep the best, you need to adopt a value propo­si­tion - a spe­cial value which your busi­ness of­fers em­ploy­ees.

“Re­cruit­ing gets a whole lot eas­ier when you have a rep­u­ta­tion for be­ing a great place to work,” says en­tre­pre­neur Joanna Meise­les.

How to get the right per­son for the job

The fol­low­ing is es­sen­tial for ef­fec­tive re­cruit­ment and se­lec­tion:

1. Iden­tify the need to re­cruit and de­cide if re­cruit­ment is the best op­tion. 2. De­velop the job pro­file A com­pre­hen­sive job pro­file is im­por­tant and is used for re­cruit­ment, se­lec­tion, on­board­ing and per­for­mance man­age­ment. A com­pre­hen­sive pro­file should in­clude the fol­low­ing ar­eas; • The pur­pose of the job • Defin­ing four to eight job re­spon­si­bil­i­ties • List non-ne­go­tiable job re­quire­ments and • Se­lect the knowl­edge and skills re­quired in the po­si­tion.

3. Pre­pare an advertisement and de­cide on the best place to ad­ver­tise

Cre­ate an ap­pro­pri­ate advertisement for the po­si­tion that cor­rectly out­lines the job spec­i­fi­ca­tions and min­i­mum re­quire­ments.

De­pend­ing on your bud­get and the skills set re­quired, you need to iden­tify the most ef­fec­tive way of at­tract­ing the right peo­ple for your busi­ness and the po­si­tion.

This may be to ad­ver­tise in Gro­cott's Mail, GPN (Gra­ham­stown Par­ents Net­work) or on­line. Word of mouth is also pow­er­ful, but this can also be lim­it­ing.

4. Plan the in­ter­view and se­lec­tion process • It can be dif­fi­cult and time con­sum­ing to try and short­list can­di­dates if they pro­vide their CVs in dif­fer­ent for­mats, styles, and lengths. To make it eas­ier, you can de­velop a stan­dard ap­pli­ca­tion form. Re­mem­ber that our labour laws pre­clude any in­for­ma­tion re­lat­ing to age, gen­der, mar­i­tal sta­tus, gen­eral health etc. be­ing re­quested on an ap­pli­ca­tion form.

* Care­fully screen all CVs, high­light­ing where ap­pli­cants fit the non-ne­go­tiable job re­quire­ments, skills and knowl­edge re­quired for the po­si­tion. • Choose your best ap­pli­cants and then de­cide on the best se­lec­tion in­ter­view process. Hu­man Re­source Man­age­ment (HRM) Best Prac­tice sug­gests that you fol­low the “rule of three” when plan­ning the se­lec­tion in­ter­view process.

I be­lieve this to be a thor­ough way of as­sess­ing your ap­pli­cants. Al­though in smaller busi­nesses this may be more dif­fi­cult but you can adapt the idea to suit your busi­ness struc­ture.

This three-step in­ter­view process in­cludes the Screen­ing in­ter­view – which is a short 20- to 30-minute in­ter­view which can be done tele­phon­i­cally or via Skype.

The aim is to as­sess which ap­pli­cants meet the in­her­ent job re­quire­ments, in­clud­ing qual­i­fi­ca­tions, work ex­pe­ri­ence and com­pe­ten­cies rel­e­vant to the po­si­tion.

It also gives you an op­por­tu­nity to gauge how in­ter­ested the ap­pli­cant is in the po­si­tion. This in­ter­view can be done by your HR depart­ment, di­rect man­ager, or se­nior staff per­son.

The sec­ond step is the cul­ture and com­pe­tence in­ter­view. This is a face-to-face in­ter­view which can take an hour or more. This in­ter­view gives you an op­por­tu­nity to as­sess the ap­pli­cants in terms of your busi­ness cul­ture and the level of ca­pa­bil­ity against im­por­tant job-spe­cific com­pe­ten­cies.

This in­ter­view is done by the di­rect man­ager if it is a large busi­ness, or the owner in a smaller busi­ness, a se­nior staff per­son and a tech­ni­cal or pro­fes­sional ex­pert.

A panel in­ter­view is al­ways a good idea, how­ever don’t make the panel too big.

The third step in this in­ter­view process is the Team Fit In­ter­view.

This step in­volves your short­listed can­di­dates. In other words, those can­di­dates that came up top in the first two steps.

It is con­ducted by the owner or se­nior per­son and one or two peo­ple who will be work­ing with the new ap­pli­cant.

This is a good way of get­ting com­mit­ment and buy-in from your cur­rent em­ploy­ees who will be sup­port­ing the new em­ployee in their new po­si­tion.

Here you will be as­sess­ing the “can-do” at­ti­tude, flex­i­bil­ity and whether the ap­pli­cant is a team player. It is crit­i­cal who you choose an ap­pli­cant that will fit into your busi­ness cul­ture.

5 Ref­er­ence Check and val­i­da­tion of all qual­i­fi­ca­tions It is ex­tremely im­por­tant to do at least two thor­ough ref­er­ence re­ports and to val­i­date all qual­i­fi­ca­tions where nec­es­sary.

Here, you have an op­por­tu­nity to learn more about the ap­pli­cant and their work ethic.

It is more ef­fi­cient if you have a pre­pared ref­er­ence ques­tion­naire which en­sures that you ask all the nec­es­sary and im­por­tant ques­tions crit­i­cal to the po­si­tion you are re­cruit­ing for.

6 Pre­pare the of­fer It is al­ways a good idea to make an of­fer to the se­lected ap­pli­cant for­mally in writ­ing. This is an im­por­tant let­ter which briefly but clearly out­lines the job and em­ploy­ment de­tails.

It en­sures that there is no mis­com­mu­ni­ca­tion or mis­rep­re­sen­ta­tion of the of­fer.

It is a good idea that you get the se­lected ap­pli­cant to sign the of­fer in­di­cat­ing their ac­cep­tance. This does not re­place the em­ploy­ment con­tract.

Com­mu­ni­cate your com­pany val­ues and ethos to your ap­pli­cant.

There is a def­i­nite shift in the bal­ance of power from the em­ployer to the em­ployee. So to be com­pet­i­tive and to at­tract the right per­son, as a busi­ness owner you need to have a unique or spe­cial value that your busi­ness can of­fer your em­ploy­ees.

7 Plan and im­ple­ment an on­board­ing process You have done all the hard work in re­cruit­ing and se­lect­ing, it is now im­per­a­tive that you wel­come your new em­ployee to your busi­ness.

On-board­ing is the process where you wel­come your new em­ployee and you pro­vide them with all the knowl­edge, re­sources and sup­port they need to set­tle in and get pro­duc­tive as quickly as pos­si­ble.

It is a process of proper hand-hold­ing and a smooth tran­si­tion for the new em­ployee. This can last three weeks or more.

This step sets the foun­da­tion for fu­ture suc­cess. It al­lows your new em­ployee to have a bet­ter un­der­stand­ing of the busi­ness vi­sion, mis­sion, mar­kets, clients and val­ues, en­sur­ing clar­ity of all busi­ness sys­tems and pro­cesses.

Re­mem­ber that ef­fec­tive en­gage­ment with your busi­ness leads to higher lev­els of job sat­is­fac­tion which in turn means bet­ter re­ten­tion lev­els in the longer term and for you, the busi­ness owner, it means a con­sis­tent and sta­ble team and less staff turnover.

As a busi­ness owner or man­ager, you work hard at try­ing to en­sure that all ar­eas in your busi­ness are run­ning well. Time, ef­fort, and money is spent on the daily grind of jug­gling bud­gets, pleas­ing clients, build­ing new busi­ness re­la­tion­ships, pay­ing ac­counts, solv­ing IT is­sues, etc. that of­ten staffing gets ne­glected.

It is an oner­ous task in it­self, just get­ting your head around the re­cruit­ment, se­lec­tion and re­ten­tion process, let alone hav­ing the time there­after to see it through.

For all your re­cruit­ment needs call us and we will as­sist you in mak­ing this process ef­fi­cient and eas­ier for you.

Wish­ing you a suc­cess­ful 2017. • Lynette Hobson is a re­cruit­ment spe­cial­ist at Dy­namic Tal­ent Ac­qui­si­tion, 12 New Street, Tele­phone 079 526 8242.

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