One of my clients Liz Johnston has just written a really interesting blog that I thought would be of interest to Networking in Berkshire members.
Recruiting the wrong person for a key job could cost your business as much as a year’s salary, plus the opportunity cost of not having a higher performer in the role. On the other hand, recruiting the right person can transform your business for the better.
There are the obvious costs such as advertising/agency fees, interviewing, induction training but if you recruit the wrong person there could be additional, hidden costs – the effect on the morale and productivity of colleagues, time taken to assess the poor hire and decision making over an exit strategy, cost of their notice period plus the cost of repeated recruitment process.
‘People are a company’s biggest asset’ – may be a great cliché; however underinvestment in other crucial areas such as technology or machinery would be seen as poor commercial decisions, so why would businesses not invest in recruitment? People – not systems – deliver high service standards, drive up customer satisfaction and create successful relationships with suppliers and partners.
Get it right first time.
1. Define the role – what is the nature of the job, its purpose, tasks, outputs required? This analysis should help to form the job description, providing a clear guide about the requirements of the job. The person specification can then be completed and identifies the qualifications, skills, experience and knowledge needed to do the job.
2. Attract applications – if having to recruit externally, where would your target market go to look for a new job? Agency, e-recruitment, local paper, social networking sites? In most cases you will need to write a job advert. Consider following the classical AIDA selling format: Attention, Interest, Desire and Action.
3. Manage the application and selection process – you need to be able to measure and evaluate a potential new recruit’s skills effectively. The traditional interview is a poor predictor of a candidate’s performance in the job. To build a better, more accurate and objective picture, consider ‘competency-based’ interviews and/or interviews alongside other selection techniques e.g. use psychometric and/or ability tests.
4. Make the appointment – before making an offer of employment, make sure they have the right to work in the UK and are appropriate for the work e.g. if working with children or vulnerable adults. Ignorance is not a defence, so be aware that there are significant potential penalties if these checks aren’t made. Finally, get references from current and former employers wherever possible.
And finally …candidates are customers too! A bad recruitment experience for a candidate can be just as damaging as a bad consumer experience – affecting your brand and ultimately your bottom line.
Liz Johnston MCIPD works with SME business owners and managers to help them progress their businesses through identifying and resolving their HR and people management issues.
t: 0118 9814663 e: firstname.lastname@example.org w: www.truepotentialcoaching.co.uk