Selecting the right people for the job is fundamental to success in your firm or business. As a manager, you get this done through other people, therefore choosing the right people to work with you has to be one of the most important decisions you will ever make.
As a business owner, manager or Recruiting officer, you have to note the following:
- Never you delegate this task
entirely, even if you are lucky enough to have a good human resource person to
help you, do not as the line manager or the employer delegate it, you are the
one who knows best what the new
recruit will have to do, and you are the one who will have to work with him or her.
- Therefore make sure you are involved to pick the right people.
- Involving in the recruitment process to select the right people can also save a vast amount of time and effort later correcting mistakes, or trying to train unsuitable people, and then finally maybe having to replace unsuccessful candidates.
- It is far more efficient to begin with the right person.
Check the first step you need to engage in selecting the right people:
The first thing is to describe what kind of person you need to do the job – that’s called the job spec or “job specification”.
Be very specific about what results the person in this position will be expected to produce, because this is the basis for all that thing that will follow in the recruitment process.
Do not require more than you really need – too high a requirement means that capable people may be excluded for want of a piece of paper they do not really need. On the other hand, do not set the bar too low, or you may be flooded with applicants who are not suitable.
Write what other skills or requirements may be needed such as you might need the person to have a driver’s license, or be willing to travel overnight to remote sites, for example.
LOOKING AT THE RIGHT PLACE
In deciding how to recruit applicants, the idea is to look widely enough to ensure that you have a pool of really suitable candidates to choose from, without attracting so many unsuitable candidates that you do not have time to find the good ones among them.
POSSIBLE RIGHT PLACES
- Send the job specification to your friends and associates,
- List the job online on one of the job sites,
- Advertise in the press, or even
- Retain a consultant to find you the right person
- Be careful to publish your job placement on the medium that all your target population will see. If you are placing a job for young people, don’t use radio, list online or any web source.
INTERVIWING THE PEOPLE
The following tips and characteristics will help you during the interview to select the best person.
The interview is the place where you finally meet face to face with the applicants who have made it through the initial screening process. Interviews that best predict performance need to be designed according to certain criteria.
- It is helpful to have more than one interviewer. Either in a panel together or one after the other. But do not to have too many interviewers on the panel – more than four can begin to get clumsy and intimidating for the candidate.
- The questions that test the criteria in the job specification are more likely to work than general questions.
- Put the same questions to all candidates, so that you can compare responses fairly.
- Create questions that don’t lead the candidate to tell you what you want to hear.
- Compare candidates systematically according to the criteria.
- It is important to take notes. If you are interviewing several candidates, you will forget specific information and fall back on your unreliable gut feeling.
Checklist for preparing for the interview
Introduce yourself and the rest of the panel, and other member of the channel
Explain the process.
Make it a relaxed opening so that anxious candidates have a fair chance to shine.
The danger of interviews as a selection technique is that they favour those with good interviewing skills – which may have little or nothing to do with the job.
So throughout the interview you want to be careful to be making your judgments on the basis of information rather than just social competence and fluency.
interviewing several candidates.
Avoid leading questions.
Do not indicate the answer you are looking at,rather craft a question that requires the candidate to give a description of something they have done in the past (e.g. “Tell us about an incident when you disagreed strongly with a colleague, and what you did”).
Focus on facts, not wishful thinking.
Asking the candidate what they have done (which is
potentially verifiable) is far more
predictive of what they will do than asking them what they think they would do.
Focus on relevant information.
Use your job spec to ensure that you only ask about things that matter for the job.
In many countries it is in fact illegal to ask personal questions that have nothing to do.
With the person’s ability to perform the job (e.g. “Does your husband support your application of this job?”).
Give the candidate an opportunity to ask questions.This is when you can find out how well he/she has prepared and understood your business, and how serious they are. Good questions based on independent research before the interview indicates that this is a serious candidate.
Close by thanking them for their interest and indicating when and how you will be notifying candidates of your decision.
Remember also to deal with the practical matters early on – no point interviewing someone who will not work for what you can offer.