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8/14/2019 Top Tips for Recruitment
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Be clear on what you want
Have you defined what the successfulapplicant will need to do? The job needs tobe defined to include purpose, duties andresponsibilities and a person spec. Youshould split the criteria into essential anddesirable.
Create an advertisement
Target the people who are most likely to beinterested. Will it be national or localpress? Professional journals or theInternet? Your money is wasted if yourtarget audience are unlikely to look whereyour ad is placed.
Prepare the job description and personspec
Have them ready to be sent to allapplicants, so that those who do not meetyour minimum criteria do not apply. Whenchoosing essential criterion, check howimportant they really are? Could some of the skills be quickly developed on the job?
Collect the information you want toprovide to candidates
Company literature, job and person spec,contact name for informal discussions etc.Get them ready in advance so you can sendthem out promptly.
Decide on the date of the assessment
You will want to ensure that the people tobe involved in the assessment process areavailable and suitable interview rooms arefree. Decide whether you will hold theassessment on your company premises orin a local hotel.
Place the advert
Allow sufficient time for applications to bereceived, a short list drawn up and letterssent out. It can be helpful to applicants if the assessment date is included in theadvert so they can keep the day free.
Decide on the format of theassessment
This will be based on your agreedcompetences. It is from this that youchoose the elements of assessment, don’tstart by choosing a numerical test and a
presentation; they might not be relevant.From the competences you can choose themost appropriate assessment method.Some but not all can be assessed viainterview, but if e.g. presentation or
influencing skills are important, then youneed the candidates to present, not just talk
about it.
Decide whether to introducepsychometrics (timed ability tests).
These can introduce some objectivity, andthere are definite right and wrong answers.Care needs to be taken over the choice of tests, as numerous ones are available. Thechoice has to be made on what is relevant tothe assessment. Are the tests at the rightlevel? (You do not want to set a testdesigned for a senior executive if your targetgroup is junior managerial level). Checks
also need to be made as to whether relevantnorms are available. This is the group thatyou compare the candidate’s response with.If you are recruiting for senior managers inthe public sector, is a norm group of engineering students appropriate?
Is a personality questionnaire going tobe used?
Benefits to the organisation are an in-depthunderstanding of a persons personalqualities. Care needs to be taken that thequestionnaire is designed for recruitment(some, like the MBTI, are not to be used forthis purpose). You also need to allow time inthe process for the questions to bediscussed with the candidate. It is goodpractice to do this, and it will validate theirresponses. Candidates also see this as avery positive aspect of the assessmentprocess.
Who will form the assessment team?
It will usually include a HR manager; linemanager and often an external consultantwho has been involved in designing theassessment elements. Often a panel inter-
view is included as it enables all assessors tosee candidates and have first hand evidenceon how the candidate behaves. Decisionsneed to be made on how to divide up thequestions, who will take notes etc.
All assessors should be trained in interviewtechniques to ensure they: plan questionsthat relate to the competences; askquestions which are open and probing ratherthan closed and leading; accurately recordthe responses; leave the evaluation to theend.
If a panel member has not been trained theyneed to be supported through the processto ensure all good practice interview guide-lines are adhered to.
Top tips for Recruitment: insider tips from a
chartered occupational psychologist
Manyorganisations
still rely oninterviews forselection, but
interviews canbe very
unreliable,
particularlywhen
undertaken byuntrained
interviewers.Follow these
top tips to getthe right
person inplace.
© Denise Taylor
Amazing People
3 Brook House Barns,
Aston on Carrant,
Tewkesbury GL20 8HL
01684 772888
www.amazingpeople.co.uk
8/14/2019 Top Tips for Recruitment
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After the assessments
Once all the candidates have been seen, it istime to review all the evidence and make adecision.
This is the time to go back to the initial jobanalysis and compare each candidateagainst your key criteria; this ensures youare not overly influenced by one specificpiece of evidence and that you will be ableto justify your decision should any candidatedecide to appeal against the decision. At theend of this round up session you shouldcollect in all the notes taken on eachcandidate and save them in case they need
to be referred to again. Letters should besent to all unsuccessful candidates and anoffer letter and perhaps a phone call to thesuccessful applicant.
Occasionally none of the candidates willmeet all your requirements.
You then need to decide if any of theapplicants will be acceptable withdevelopment. You also need to consider theimpact on the team and line manager of youdecide to appoint someone who does notrate highly on e.g. leadership qualities.
Sometimes it is better to start the processagain rather than to appoint someone who isnot acceptable.
Review
Before everyone departs it may be timely toconsider how you worked together. Whatworked, what didn’t, and how can youdevelop for next time.
Get in touch. For a confidential chat abouthow we could work together email or call
01684 772 888 [email protected]
Career Counselling and Guidance -Assessments - Job Search Support -
Assessment and Development Specialist
www.amazingpeople.biz
for assessment and development consultancy.
www.amazingpeople.co.uk For career guidance and counselling
Business client comments
“ I am always apprehensive when engagingother providers to work with my valuedclients but any concerns were unnecessarywith Denise. Indeed, I was proud to beassociated with her. Denise is very helpful,flexible and professional. She responds veryquickly to requests and goes out of her wayto be helpful. She fully understood thesensitivities of the situation and kept mesuitably informed of progress through-out, which I greatly appreciated. I wouldhave no hesitation in working with Deniseagain and I would highly recommend her to
others”. Phil Gott, www.philgott.com. "Denise has a relaxed style of engagement,which sets candidates at ease almostimmediately. Her softly spoken voice andrelaxed posture assist in encouraging staff to engage in dialogue. The resultantsummary descriptions of staff wereinsightful and helpful to a Board that had,otherwise, little additional information onwhich to judge candidates, one against theother." Barry Kavanagh, DepartmentFor International Development (DFID)
Getting theright person
for a vacancyis important,get it wrong
and you havenot only the
costs of having toadvertise
again, but alsothe costs
incurred bysomeone not
being aseffective as a
better
candidate –the lost
opportunitycosts.
© Denise Taylor
Amazing People
3 Brook House Barns,
Aston on Carrant,
Tewkesbury GL20
8HL01684 77288
www.amazingpeople.co.uk
Brought to you by Denise Taylor, Chartered
Occupational Psychologist and Director of
Amazing People. Denise is a careers expert
who specialises in helping individuals achieve
career satisfaction and to take a systematic
approach to job search.
Within organisations she is an assess-
ment specialist, recruiting graduates,
professional and senior management in
a wide range of organisations. Denise
has published extensively in the area of
career development and her specialist
knowledge is backed up with coaching
and counselling qualifications, an MSc in
occupational psychology and a MBA.
