As an effective manager you understand that the first step of good management is hiring the right people. The quality of your workers determines the following important things for your organization:
- Its ability to function as a team
- Its ability to provide good service
- Its return on investment, and
- Its overall success
Hiring is also an investment of time and money in people. Turnover costs you money. We’re not just talking about thousands of dollars for an average location. Besides money, replacing personnel takes time ‘” interviewing time,
Orientation and job training time, not to mention all the time it takes to solve problems caused by an unsatisfied or unsatisfactory employees.
So how do you make the best possible investment in people? How do you identify a “good” prospective employee? The first step is to understand the job function and responsibilities and make sure you can identify candidates with the right skill set and qualifications for that job.
A “good” employee does not exist alone. A person is a “good” employee only if matched with the right job. The right employee fulfills the requirements of a job and that job fulfills the employee’s needs.
In hiring, therefore, you are looking for the best match between the job and the person.
What are the job tasks?
First, you need to identify the specific tasks which are performed regularly on the job. To do this you can review the job description, if you have a current one. Also, you can observe what actually happens on the job or talk with someone who is currently performing the job. If necessary, have someone else observe what happens on the job or talk to people currently on the job and report to you. If it’s a new position, this is the time to establish what the job tasks will be.
Job requirements should be realistic
They should be the minimum requirements necessary to perform the job satisfactorily and to improve that performance with time and training. For example, if you’re hiring a mechanic, don’t expect the person to already know how to do everything on the job. Realistically, the minimum requirements for this job should be to have the skills to perform diagnosis and repair work, have a particular level of mechanical knowledge and have the potential to learn other things with training. If you hire someone who already knows and can perform perfectly, chances are the person won’t stay long.
Also, consider whether you can provide the new person with immediate training.
If the employee has to work independently right away, you may have to set stricter job requirements.
Job requirements should be specific and measureable
With specific and measureable job requirement, you have a clear set of standards against which to evaluate job applicants.
Your list of job tasks and requirements are tools which you can use to help plan the interview and focus interview question son job-related areas. This will help you stay away from the “fuzzy” areas which can lead to problems with EEO laws.
What are the advantages and disadvantages of the job?
It’s also important to consider the answers to the following questions:
- What are the rewards and satisfactions of the job?
- What problems or dangers are associated with the job?
Understanding these characteristics of the job helps you in two ways. Firs, you get a cleared idea of the type of person who will be satisfied with the job. For example, does he or she thrive under pressure, how will customer complaints be handles? Second, you will be able to give an applicant a true picture of the job. This will help the person decide if the job is right for him or her. An applicant should know what problems must be faced in the job and what leeway the job allows for the person to use his or her talents and grow. Remember, we are hiring people, not machines.
After you’ve learned about the job, you’re ready to look for someone whose skills and qualities match the job requirements, and whose desire to grow can be provided for within the job.
No matter how carefully recruiting is done or how precisely advertisements are written, some applicants will not meet the minimum job requirements. So that you don’t waste time interviewing the wrong people, it’s a good idea to screen applicants
Probably the two most effective screening techniques are:
- Reviewing he application to make sure the applicant meets the minimum job requirements, or
- Making a brief phone call to the applicant. Here are some examples of areas that can be screened over the phone
- Does the applicant meet the minimum job requirements (those which cannot be determined by reviewing the application?)
- Are the applicant’s salary expectations within the limits of the salary for the job?
Screen out candidates who don’t meet the minimum job requirements, who want a higher salary than you can pay, etc., but make sure you are applying the same screening standards to every applicant.
The next step after the initial screening of applicants is interviewing the qualified candidates. Interviewing is probably the most important part of the hiring process. It’s usually the only time you meet a candidate face to face, and can get the specific information you need to evaluate the candidate’s abilities, experiment and personal qualities.
“5 Ways to Seek Out Prospective Employees”, http://info.profad.com/bid/59108/5-Ways-to-Seek-Out-Prospective-Employees
“How to Interview Prospective Employees”, http://aandasearch.com/how-to-interview-prospective-employees/