HUMAN RESOURCES & HIRING
Finding the right people for
the job is as much about your instincts as anything else
Universal Jobmatch service off ered through Government Gateway portal. If you’re going to advertise through media,
your options are local press, specialist business to business titles in your fi eld or national press, which can be expensive. If you’ve built your own site, you can also use that to get the
“we’re hiring”, message out. Most recruitment advertising is now online because it enables people to respond directly to the vacancy and fi re off their CV straight away.
Randstad Success depends on the people around you. That’s why Ranstad, a recruitment agency off ering a comprehensive range of services, prides itself on building teams, with expert insight across more than 70 branches in England, Scotland, Wales and Northern Ireland, to help businesses fi nd the right person for the right role.
randstad.co.uk
Alternatively, you can use a recruitment
agency and there are even agencies that specialise in particular fi elds – technology, media, catering, etc.
The right stuff The aim of recruitment is to get the best person for the job. Appointing people unsuited to a vacancy can be costly and means additional time
spent training and
supporting that member of staff . There is also a strong chance your new recruit will leave or need to be fi red from the role. So you will need to waste time going through the whole process again. Choosing the right person is crucial to the
The Interview Once you’ve sifted through what will hopefully be a healthy amount of applications to get in on the ground fl oor of your amazing business, and selected which ones you like, you get to interview them. Like most people, you will have been on the other side of that situation as the interviewee, so here’s where you get to turn the tables. What fun, eh? That said, it can be just
Appointing
people unsuited to a vacancy can be costly
continued success of your project, and the process starts with you. You need to be clear about exactly what the job description is and the expectations that go with it, available training, salary, benefi ts, hours and so on.
as nerve-wracking asking the questions as it can be answering them. So, you need to be prepared. Aside from the obvious questions about why they want the job, what their experience is, why
they left their last job, when they can start etc. you might want to spice it up with few more interesting ones to see if they can think on their feet. Like these:
• Tell me about a time you set diffi cult goals. What did you do to achieve them?
• What is your most signifi cant career accomplishment to date?
• Is it better to be perfect and late, or good and on time?
• What’s your defi nition of hard work? • What’s the hardest decision you’ve had to make over the last 12 months?
• If I was to hire you, how would I know if you were doing a good job?
• Tell me about a time you messed up. • Tell me about a work incident in which you were totally honest, despite a potential risk or downside.
• If you get the job, how could you lose money for me?
• What would you change about this interview process thus far?
Recruitment fi rms have us believe it is an exact science, but fi nding the right staff is as much about your instincts as anything else. Use the interview to get to the real person and you will get an idea of whether they’re ‘the one’.
B.
Be Your Own Boss distributed with
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