Date post: | 28-Jan-2015 |
Category: |
Technology |
Upload: | synergisit |
View: | 125 times |
Download: | 2 times |
Hiring Guide Everything You Need To Know About Hiring From Start to Finish
Ready to Hire?........................................3
Writing An Effective Job Description……….8
Conducting A Phone Interview……………..12
• Skype Interviews………………………..16
In Person Interviews…………………….…….18
• Illegal Interview Questions………….21
TABLE OF CONTENTS:
Knowing when it’s -me to bring on another member to your team or company can seem like a no-‐brainer. Maybe someone le; and you’re looking to replace them. Or maybe you and your fellow coworkers are drowning in work. Some-mes, knowing when to hire is that easy. But there are other things you should consider before bringing someone on.
CHAPTER 1: Ready to Hire?
Do we have enough money in the budget?
Is there enough work to be done?
Should we hire a consultant?
Page 3
Cost In addi-on to an employee’s annual salary, there are many other costs associated with employing them. The three biggest costs are statutory costs, discre-onary costs and human resources expenses.
Statutory Costs: These are mandatory expenses that all organiza-ons are obligated to pay. They include costs such as Social Security, Medicare and unemployment insurance.
Discre;onary Costs: These costs are employee perks and benefits that are not legally required. They include vaca-on days and paid holidays.
Human Resource Costs: These costs include costs such as job adver-sements, job fairs and compensa-on for recruiters, managers or HR personnel.
HIRING GUIDE
Recruiting cost per hire for an IT professional is between $9,777 and $19,219. HR overhead cost per hire are around 5% of total wages. Source: Society of Human Resource Management
Page 4
Workload Maybe you’re looking to hire someone to fill a posi-on that has come open a;er an employee has le;. This seems like an easy decision to make, but perhaps you need to think twice. Considering what you know about the financial costs of hiring someone, it’s best to analyze the open posi-on and see if it truly needs to be filled again.
People leave jobs all the -me for various reasons including not feeling fulfilled or having enough to do to stay busy. When conduc-ng your exit interview with your out-‐going employee, make sure you get the real reason for their leaving. If not having enough to do is uncovered as an issue, you might not need to rehire this posi-on.
Even if this was not the reason as to why they le;, consider all your op-ons. Can these job du-es be taken on by someone else in the company who is managing their -me well or to someone else who might be ready for a new challenge? Be careful though, distribu-ng extra job du-es to employees who feel over worked and stressed already might not be your best op-on. Carefully analyze your employees and their situa-ons before deciding to bring someone else on or not.
HIRING GUIDE
Page 5
“ORGANIZATIONS WHO UTILIZE CONTINGENT LABOR HAD A MEDIAN SAVINGS OF 13% OF THEIR EXPENSE BUDGETS Staffing Industry Analyst
Consul-ng A;er analyzing your current employment needs, you might have found that while you do need some extra hands, it might only be because you have a lot of projects going on at the moment but things are going to slow down a;er that. Just because you have a heavy workload at the -me, doesn’t mean you will in 6 months.
Your best op-on in this scenario is to hire a consultant.
HIRING GUIDE
Page 6
A concern people have about consultants are that they are less likely to do a good job if they are only going to be with your company a short -me. Another concern is that while consultants usually have a wide variety of experience, they might not have the specific experience needed for your job. While these might be valid concerns, you should know that many people prefer the consul-ng life to the full-‐-me one. They love being able to work across a wide variety of industries and companies – and have some great experience as a result. They are just as talented and hard working as their permanent employee counterparts. Plus, if you decide to use a consultant, you can find an agency to help you in the hiring process.
As previously stated, employment is a major por-on of costs in an organiza-on. By using a staffing company and hiring a consultant, you are able to save your organiza-on money while allevia-ng much of your -me to get back to your regular job du-es.
HIRING GUIDE
Page 7
Being able to write a job descrip-on that effec-vely captures all the demands and du-es of your new job may sound like an easy task. For some, it might be even easier if you are refilling an old job. However, it never hurts to go back and review your descrip-on again before pos-ng.
The job descrip-on you create will directly affect the kind of talent you aZract to the job and ul-mately whom you hire. So what exactly is needed in order to start publishing your job on the boards and recrui-ng great talent?
CHAPTER 2: Writing An Effective Job Description
Page 8
First and foremost, you need a -tle. What a Project Manager is to your company might not be what a Project Manager is to another. You need to make sure the -tle fits with the job qualifica-ons and experience you are looking for. Along with this, you need to determine who this posi-on will report to, where the posi-on will be located, what the salary range is and what benefits will be offered.
Some-mes ge[ng this informa-on approved can be difficult. If you are wai-ng for approval or feedback from a higher up or your HR team, do not publish this job just to start the process. Doing so might get you candidates in the interim, but your lack of informa-on and inability to move forward will show your company in a bad light and turn those candidates away in the long run.
Once you get the informa-on you need to move forward, deciding the day-‐to-‐day tasks is the next area of your job descrip-on you need to work on. These tasks should properly reflect the job -tle and salary of the posi-on. This requires some brainstorming and thoroughly wriZen descrip-ons. The more you can nail down exactly what this person will be doing and also the qualifica-ons it takes to do it, the more likely you will be to find that right fit.
HIRING GUIDE
Page 9
If you are working with a staffing company they also need a completed job descrip-on. If they are not supplied with the proper informa-on they might be looking for a candidate who will not be a fit for your job or company. Providing them with all the important informa-on is key to them successfully finding the right person for your job.
Even in your internal efforts if you do not have a job descrip-on that accurately reflects the posi-on, you might get a pool of wrong candidates thus, extending your hiring process. Comple-ng everything correctly the first -me will allow you to recruit for your posi-on effec-vely and ul-mately, ending up with the perfect employee for the job.
Follow our template of a job descrip-on to help you outline yours!
HIRING GUIDE
Page 10
HIRING GUIDE
Job Title Loca-on Salary Range: If applicable
General Job Descrip;on Here you will give a quick overview about this posi-on and why it’s a needed job. Something like “A Project Manager at ABC Company will oversee the day-‐to-‐day opera-ons of our new 123 Project. This posi-on will work closely with our Z team and provide feedback to upper management on progress”.
Essen;al Job Func;ons • These are fundamental job du-es of the posi-on which are required to be performed, with or without reasonable accommoda-on. • They are tasks that are cri-cal, primary and necessary to the job. • They begin with a verb and are clearly wriZen and not redundant.
Qualifica;ons • You can also bullet qualifica-ons out • Educa-on requirements • Years of experience • Specific tools or so;ware knowledge • Anything else mandatory to be successful at this job
About Your Company This is your opportunity to sell your company to your applicant. Talk about awards that have been won and what your workplace environment is like. If you have social media accounts for your company, reference them. These will give people a chance to see more about what your company is all about.
Job Descrip;on Template
Your Logo Here
Page 11
CHAPTER 3: Conducting A Phone Interview
A;er you have posted your well wriZen job descrip-on on the job boards, you’re sure to get a handful of qualified candidates. It’s easy to rule out many from your non-‐nego-able qualifica-ons: loca-on, salary, educa-on, and years of experience. From the resumes you have le;, you have to carefully determine which candidates are your top 5, 10 or 20 and reach out to them for your ini-al interview: the phone interview.
Page 12
The following are great ques-ons for you to ask during a first phone interview:
Tell me about your skills and experience.
Why do you want to leave your current job?
What are your starting and final levels of compensation?
What are your salary expectations?
Tell me what you know about our company.
What interests you about this job?
Page 13
HIRING GUIDE
Have what ques-ons you are going to ask prepared before you get on the call with the candidate. It’s great if you have ques-ons pop up while you’re talking to someone – those will give you beZer insight into that specific person. But keeping the ques-ons the same for all candidates is a good way to compare them against each other.
HIRING GUIDE
Page 14
When you have completed the phone interview, clearly communicate what the next steps of the interview process will be. If you have determined right there that this person is a qualified candidate for the job, feel free to schedule an in person interview with them. If they are not qualified for the job and you know that in the moment, you can either be upfront and tell them that you don’t feel like they are a fit for your posi-on or tell them you will follow up with them. If you tell them you are going to follow up with them, do it! Don’t leave them hanging. You and your company’s brand will only suffer from not being up front.
When scheduling your phone interview, send your candidate a confirma-on email or calendar invite a;er a specific -me has been determined. Verify with them that you will call them or that they should call into a specific number. When the -me comes to do the interview, do not be late in calling or answering their call. Even though they are the one being interviewed, it is s-ll important for you to make a good impression as well. You don’t want your candidates to get the wrong impression of you or your company. Be prompt, be polite, be prepared.
While phone interviews are great ini-al ways to get a read on people, an even beZer one are video interviews. Technology has changed the way we interview and hire candidates in that, we can see them and interview them without them ever coming into your office.
KEEPING UP WITH TECH….
The video interview might not be beZer necessarily than a face to face interview but if conducted properly, can be very effec-ve. These -ps can help you beZer prepare for a video interview:
Set the Stage Conduct the interview in a quiet, well lit se[ng. Keep the background simple and free of cluZer and distrac-ons. Avoid wearing bright colors and paZerns and s-ck with neutral blues and blacks. Ensure that your Skype account name is some form of your first and last name vs. a non-‐business related name (avoid winelover2013) and dress professionally, as you would expect the candidate to do so as well.
Page 16
HIRING GUIDE
ACCORDING TO THE ABERDEEN GROUP,
42% OF BUSINESSES USED VIDEO INTERVIEWS LAST YEAR FOR RECRUITING COMPARED TO 10% IN 2010
Tech Check Make sure you have familiarized yourself with the equipment ahead of -me. Check your internet connec-on. Ethernet is recommended over wi-‐fi as a more solid connec-on. Depending on the quality of your built in microphone, it may be necessary to purchase an add-‐on microphone to guarantee beZer sound quality.
Ac;on! In addi-on to the typical ques-ons that you would prepare before any face to face interview, there are a few other things to keep in mind during a Skype interview. Make sure to look at the camera and not the screen so you appear to be giving direct eye contact. Speak loudly and clearly into the microphone and give the candidate adequate -me to complete their thoughts in case of a delay.
Skype interviews are becoming more and more necessary for employers who are looking to cut costs but s-ll hire the best employees, regardless of their current loca-on. Employers not currently u-lizing Skype or other forms of video technology to conduct interviews may be strictly limi-ng their hiring op-ons and can cause them to miss out on top talent for their organiza-on.
Page 17
HIRING GUIDE
Do you remember how nervous you were for your first job interview? Making sure you dressed the right way, presented yourself well, and showed up on -me? Well, being on the other side of the table isn’t much easier. Sure, it may not be as nerve-‐racking, but now, more than ever, as a manager or Human Resources professional, you need to make sure your company's interview process finds the best candidates. Follow these five steps to conduc-ng an excellent job interview.
CHAPTER 4: In Person Interviews
Page 18
1. Know what you’re looking for You need to understand the posi-on you’re trying to fill beZer than anyone. What are the skills required? What is the dynamic of the team this person is being hired to fill? If you are the hiring manager, what kind of an employee would complement your skills? If you know what you’re looking for going in, it will be easier to evaluate interviewees in real -me, and have a sense of where they rank a;erwards.
2. Be unexpected A;er you get over the small-‐talk,
try to avoid the most predictable ques-ons, like, “How would you describe yourself?” Instead frame a ques-on (even as simple as that) to allow the interviewee to talk about their personal experiences, like, “Tell me about an experience that challenged your integrity and how you reacted?” Or, instead of asking, “How do you like working on a team?” ask, “When have you been on a dysfunc-onal team before? And what did you do to fix it?” If you can get your interview off the beaten path, it will be revealing.
Page 19
HIRING GUIDE “FAILING TO PROVIDE A REALISTIC JOB PREVIEW CAN RESULT IN HIGH TURNOVER RATES OF NEW HIRES. FOR A STRONGER CHANCE OF SUCCESS, IT IS IMPORTANT FOR CANDIDATES TO UNDERSTAND BOTH POSITIVE AND NEGAITVE ASPECTS OF A POSITION.”” -‐Yeva Jermakyan HR Generalist, Synergis
3. Stay within the lines It should go without saying that as a hiring manager or Human Resources professional, you need to be aware of the legal ramifica-ons of interviews: absolutely no asking discriminatory or derogatory ques-ons. Contact your HR partner if you are unsure about these guidelines (check out our illegal interview ques-ons on page 21).
4. Represent your company well Not only does the interview screen poten-al applicants, it also serves as a poten-al employee’s first experience with a company. You should aim to be courteous and forthright about the corporate culture and department the interviewee is looking to work for. Being honest is important; if you sugarcoat the job you’re only going to ensure that there will be unhappy employees down the line.
5. Let them turn the tables Allowing -me for the interviewee to ask ques-ons is a vital piece of a great interview you don’t want to skip. Not only does it give a chance for the interviewee to have any concerns answered, it also reveals to you what’s on their mind. The ques-ons an interviewee asks could indicate if he or she is overly concerned with salary, wary of working in a team, self-‐absorbed, resistant to authority or perpetually unhappy, among other characteris-cs.
Page 20
HIRING GUIDE
BEWARE! AVOID THESE ILLEGAL INTERVIEW
QUESTIONS! Illegal Legal
Are you a US Citizen? Are you authorized to work in the US?
What is your native language? What languages do you read, speak or write fluently?
Do you own a car? Do you have a reliable method of getting to work?
Are you married? Would you be willing to relocate if needed?
Do you have children? Would you be willing to travel if necessary?
What religion do you practice? Are you able to work the required schedule?
What social organizations do you belong to?
Do you belong to any professional organizations relevant to this position?
How do you feel about supervising men/women?
Tell me about your management experience.
Do you have any disabilities? Are you able to perform the essential
functions of this job with or without reasonable accommodations?
Have you ever been arrested? Have you ever been convicted of
_______? (Must be related to job for which they are applying)
Were you honorably discharged? What type of education or training did you receive in the military?
Page 21
HIRING GUIDE
We know this is a lot of information and it’s easier said than done. If you need assistance in finding that right person, let us know!
Need Hiring Help?
I want Synergis to contact me about my
hiring needs!