The State of Hiring and Recruitment
|Copyright 2014 by Virgo Publishing.|
|By: Greg Call|
|Posted on: 12/01/2004|
Do you feel comfortable with your self-storage applicants, their strengths and weaknesses, reliability and purpose? Do they seem genuinely interested in the position you offer? Do you ask relevant questions during the interview process? Do your candidates? Do they seem qualified at their current or past jobs? Do you check their references and backgrounds and talk to previous supervisors? Do you verify dates of employment, salary, eligibility and their reasons for leaving past positions?
The hiring process can be a mine field, with potential disaster at every turn. Following are some employment catastrophes to avoid:
Making yourself aware of these disasters will make your recruiting process more efficient and help you avoid legal liability. Research indicates a fundamental key to business success is hiring, training and retaining quality employees.
The most effective recruitment methods produce a plethora of applicants to be sorted and qualified. A good human-resources department will maintain and administer the process with consistency. Even without a dedicated HR staff, a formal, communicated hiring policy will increase the likelihood of selecting the right candidate who has knowledge and experience to be an asset to your business.
Define Your Needs
Your first step is to evaluate the need to hire. If the open position is the result of a termination, consider absorbing merging it into another job description, changing it to part-time status, filling it on a temporary basis, or eliminating it entirely. When a new position is created as a result of increased responsibilities or workload, the company should ask if this is a good time to consider more efficiency and use current personnel.
Have a process to identify and prioritize job openings. Remember the importance of record-keeping in recruiting. Accurate documents need to be maintained for each step, including the job description, recruiting methods used, applications received, candidates interviewed, candidates chosen, and the reason for their selection. Good records will provide evidence for valid selection criteria, which will help reduce the risk of faulty hiring practices.
Sources of Applicants
There are a number of avenues open to businesses seeking recruits. One of the most popular is the Internet. Traditional venues, headhunters and newspapers now compete with web recruiters. Determine your needs—when you need the hire and what his skill sets must be—and select an applicant source that will best match your requirements. You may want to try several.
The determination of salary is based on factors such as attitude, experience, education, aptitude and ethics. Consider paying a salary higher than the industry standard and including a performance bonus. This will almost always attract a more quality candidate and, in effect, enhance the performance of the business.
The Interview Process
Efficient interviews will help you avoid hiring mistakes. Ask questions that indicate the applicant’s past performance and relate directly to essential job qualifications. First and foremost, you will need to know how the applicant works with people.
Well-phrased questions will reveal the applicant’s level of experience and skill and how he might fit your company. Libraries and bookstores offer an extensive selection of books and periodicals on the subject of interviewing. Be sure you know what you can ask during an interview. One good resource is Try Smart Hiring for Your Business by Robert W. Wendover, which includes 500 questions to help screen candidates.
The ‘State of Hiring’ Survey
Consider these findings uncovered in a survey of managers, hiring professionals and job recruiters:
Do these findings sound familiar? In which year do you think the survey was conducted: 1957, 1974, 1988, 1999 or 2004? This is a trick question. The survey was taken during each of these years, with nearly the same results. Lack of commitment, poor hiring systems, overvaluing presentation to performance, and using skill-based and subjective job descriptions that preclude the best people from being considered are the most historically committed hiring mistakes.
When initiating the hiring process, consider talking to a qualified recruiter who can impart suggestions on how to improve your selection process. With a cautious, well-planned, well-informed process, there’s no reason to make poor hires 66 percent of the time.
Gregory A. Call is president and CEO of Irvine, Calif.-based Self StorageWorks, a management, consulting and development firm that specializes in the employment process and uses the Administaff personnel-management system. This article was referenced entirely through Administaff. For more information, call 800.779.6797;