Unfortunately, a couple of months down the road, they find they have not hired the best person for the job. Moreover, they have overpaid both the employee and the headhunter. They start asking themselves, "What could I have done differently?" The answer: Devise a recruiting process.
A recruiting process does not have to be elaborate. However, following a consistent process can lead to lower costs, lower turnover, higher productivity, and - although not guaranteed - a system that is defendable in a court of law. By making your company's goal to recruit and select the best candidate for every position, you can comply with federal, state, and local regulations to form a diverse and inclusive workforce.
When creating your company's personalized recruiting process, you should cover the following points:~
- Form a general statement that reflects your company's attitude on the importance of effective recruiting.
- Define what is expected of each individual in the organization.
- Determine if you have an open job. Do not assume that because someone has left your organization, you have an opening. In many cases, responsibilities can be shuffled, people can be promoted, or the function can be outsourced or eliminated altogether.
- Analyze the position to create an all-inclusive job description. The following should be clear: title; location; reporting structure; salary range; FLSA status (exempt/non exempt); appropriate approvals; summary of job, duties, responsibilities, qualifications, education; certifications; physical demands; and work environment.
- Think about what questions you want to ask applicants. Make sure that you know what may be legally asked in an interview. Your policy should have this information listed in it.
- Decide where you are going to find the type of people you need, what internal and external sources you will use, and how much you want to spend to find the right person.
- Make sure you are fair and consistent during the interview process. Typical processes include the following: welcome the applicant, outline the interview, ask questions, listen, close the interview properly, and record information.
- Accommodate any disabilities. If your organization has more than 20 employees, you will want to include a statement that makes it clear that you provide individuals with disabilities the reasonable accommodations they need to interview. This might include a sign language interpreter, written rather than oral responses, large print or Braille material, and/or an accessible location. Interviews should be held in offices or conference rooms that are private and easily accessible to individuals with disabilities.
- Determine how you would like the hiring managers to communicate their final selection.
- Check references. Companies can avoid many embarrassing situations by accurately checking the information on the prospective employee's application. Decide if this process will be done in-house or outsourced.
- Decide what type of approval process your organization will follow. Also, determine who makes the offer and whether it is in writing, over the phone, or in person.
- Set a start date. Once the candidate accepts the offer, start the wheels in motion on what needs to happen before his or her first day on the job.
- Send letters out to the candidates who were not selected for the position. In the letter, mention your record retention process and return any materials for record keeping requirements.
- Decide who will be in charge of the new employee's orientation. Make sure the employee is informed of what is needed to be successful in your organization. Explain all forms that the new employee must fill out and their relevance.
Eileen Levitt is president of HR Team, a Human Resources outsourcing company. She can be reached at 410-995-5257.
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