| Whether a new contract or a staff resignation | | | | Here are some tips to get down to business: |
| brings "hiring" to the top of your task list, it may | | | | · Clear your calendar for the interview. |
| be more expensive than you expected. According | | | | You don't want to be rushed, and you want to |
| to Staffing.org the average cost of recruiting is | | | | have a clear head. · Prepare your |
| 12.4% of the employee's annual salary. This is one | | | | questions. Be sure you have behavioral event |
| hat you dread having to ever put on. | | | | interview questions in mind which will encourage |
| While a standard two-week notice of resignation | | | | the interviewee to tell you how they handle |
| may be offered, most times it takes much longer | | | | specific situations. For example: "Tell me about a |
| to find the perfect replacement. Plus, your new | | | | difficult situation you've had with an employer and |
| employee may offer their current employer a | | | | how you handled it.", will bring about a much more |
| two-week notice. And you know that in order to | | | | informative answer than, "Have you ever had a |
| meet deadlines and control costs, they need to | | | | difficult situation with your employer?" · |
| be hired and trained as quickly as possible. That's | | | | Start with small-talk. This will make the candidate |
| why it's imperative that the interview and | | | | more comfortable and more apt to be honest |
| selection process be quick yet thorough. | | | | with their responses. · Find out why they |
| There are three primary steps from | | | | are looking for a new job. This may be the |
| pre-screening to hiring, each one just as important | | | | tale-tell answer that will make or break your |
| as the others: | | | | decision on this person. · Take notes. |
| 1. Pre-screening | | | | 3. Post-Interview |
| Sifting through resumes and applications is a | | | | Clear some time to go over your notes and the |
| daunting task. Here are some guidelines that will | | | | resumes before deciding. If you have access to a |
| help you "weed-out" candidates that are not right | | | | Pre-Employment Personality Assessment, you |
| for the task: | | | | may want to decide which candidates you want |
| - Set aside resumes that are difficult to read. | | | | to bring back in for this. If you have not begun to |
| Poor formatting issues, more than two or three | | | | utilize these assessments, you may want to look |
| pages (unless the position is executive-level), | | | | into it. Some companies that provide |
| photos of themselves, and personal bios are all | | | | Pre-Employment Personality Assessments are: |
| indicators that the candidate may not be as | | | | - Wonderlic |
| professional as you require. | | | | - PSI |
| - With the remaining resumes, focus on longevity. | | | | - Gallup Organization's Strengths Finder survey is a |
| If the last few positions lasted less than two or | | | | Good source to find out if the candidate has the |
| three years, you may be looking at a future | | | | aptitude for your position. This can also be utilized |
| employee resignation. Set those aside as well. | | | | before you schedule the interview. Gallup will want |
| - Look at the candidates' previous titles in their | | | | you to buy their Strengths Finder book. They |
| past positions. Make sure they have experience | | | | cleverly include a single survey access code in |
| that qualifies them. | | | | each copy. After you've made your selection and |
| - Next, review their computer proficiency, which is | | | | before your new employee starts, be sure you |
| now normally included on resumes. Also look at | | | | have someone in mind who is experienced to |
| job duties in previous positions. Their title may | | | | train them. Your time to your business is valuable |
| relate to what your company is looking for, but | | | | and assigning someone else to assist you in |
| their duties may differ. | | | | training will allow you to focus on your deadlines. |
| - Call the remaining candidates and have a short | | | | Check the training regularly, but don't get |
| telephone conversation. Don't offer them an | | | | wrapped up in it. According to Forbes, the |
| interview unless you feel comfortable with them | | | | companies with the top 10 training programs |
| at the end of the call. | | | | spend 2.3%-13.1% in employee training as a |
| - If you're left with 15 resumes, go through the | | | | percentage of payroll. While training is costly, the |
| process again. Your goal is to interview four or | | | | hiring process is more crucial because if the right |
| five candidates. | | | | person isn't selected, your hiring and training costs |
| 2. Interviewing | | | | will double. |
| Some employers interview applicants for two or | | | | Your company's most valuable assets are your |
| more hours. You may not have time for that. | | | | employees. Invest wisely. |