The heart of any business is its staff no matter the size and recruiting is one of the most difficult and time consuming areas in any business to get right and even then it is a bit of a gamble as to whether the chosen person will stay or will fit in with an Employers culture. However, there are certain processes that can be put in place to ease the recruitment process and to enable employers to make more objective and informed decisions when recruiting but also what they can do to ease the transition for new employees.
Simple checklist Employers need to follow:
This includes creating a job description, person specification and being aware of current employment legislation to avoid any form of discrimination.
Employers need to consider which relevant publications they use and ensure they inform all internal employees of the role so they have the opportunity to apply. Employers should also consider what format they want applicants to apply by i.e. – application forms, CV’s, emails etc…
Employers should short list based on the job description and person specification documents; this process must be applied fairly and consistently.
Decide which specific questions should be asked of all candidates and how their answers should be scored. Ensure no questions which may be discriminatory or seek irrelevant information about a candidate’s personal life are asked. Questions should be open ended where possible.
Take careful minutes of the interview and of the candidate’s answers whilst remaining aware of data protection issues.
Provide feedback if requested. Consider whether this should be in a written format and who should be permitted to give the feedback.
- Consider what type of contract is to be offered, for example permanent or fixed term and consider any unique terms which may apply to the successful candidate and how they should be drafted in context with the rest of the documentation.
- Ensure the paperwork is consistent so that contracts do fairly reflect handbooks, policies and procedures.
- Make the offer in writing to the successful candidate. This should be subject to any references, proof of qualifications, Disclosure and Barring Service (formerly CRB) or medical requirement where appropriate. Consider whether you need to set a time limit for acceptance.
- The offer should refer to any probationary period.
- Before seeking references, seek permission from the successful candidate. This is especially important where the successful candidate is still in employment with the potential referee.
Commencement of Employment
- Obtain the new staff member’s P45 and fill in any new paperwork.
- If you are using a probationary period, set up a review meeting for the end of that period and the process by which the performance will be assessed and monitored.
- Consider and set the goals or objectives for the new staff member and organize any relevant training.
Provide the new staff member with a staff handbook and any policies or procedures
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