Be clear about what you require – list the tasks and duties, the internal and external relationships, the responsibilities, accountabilities and authority involved in doing the job role as well as any other information that is relevant such as overtime or travel required.
Write up a job description and personnel specification – although this does take time it is a most useful step. Make sure they are both clear and are based on actual job requirements and job- related skills and abilities. This will also help you manage their performance in the future.
Ensure you do not “over-recruit” (recruit a person whose abilities and ambitions extend far beyond your vacancy) or “under-recruit” for your job role (recruit someone without sufficient skills or motivation to do the job well).
Take time to work out your values and vision –you need to be clear on this prior to interview so you can look for alignment with applicants through questioning.
Employ people only for the time you need them – work out what needs to be handled and who is best to be doing that. It takes time to employ and train people so it may be better to outsource particular services until you have a consistent, recurring need.
Carefully choose your recruitment source(s) – the wrong decision can be costly in terms of administrative time, labour turnover, lost production, morale and extra training time.
Obtain as much information as possible prior to interview – possible options are to use advertisement process to request specific information in applicants initial letter, carefully analyse resume of work history and/or application form, request prospects ring for a “chat” on telephone and use as a screening interviews to identify unsuitable people.
Use the behavioural interviewing technique – people tend not to change a great deal in their basic behaviour patterns such as being shy, acting responsibly or being thorough or not so by asking questions about how they have carried out their past roles and listening carefully to their answers you can predict how they will act in the future against your particular personnel specification.
Take time to evaluate the person’s suitability– write notes, take as long as you need to gather your thoughts and check their suitability against job and personnel requirements. Speak to the referees of all people being considered so you don’t make a quick or emotional decision.
Give people a trial period, if possible, before committing– this allows them a chance to try the role in your organisation and you a chance to try them out in it.