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<ul><li> 1. Hiring GuideEverything You Need ToKnow About Hiring FromStart to Finish</li></ul><p> 2. Ready to Hire?........................................3Writing An Effective Job Description.8Conducting A Phone Interview..12 Skype Interviews..16In Person Interviews..18 Illegal Interview Questions.21TABLE OF CONTENTS: 3. Knowing when its -me to bring on another member to your team or company can seem like a no-brainer. Maybe someone le; and youre 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 4. Cost In addi-on to an employees 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 benets 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 GUIDERecruiting cost perhire for an ITprofessional isbetween $9,777 and$19,219.HR overhead costper hire are around5% of total wages.Source: Society of Human ResourceManagementPage 4 5. Workload Maybe youre looking to hire someone to ll 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 nancial costs of hiring someone, its best to analyze the open posi-on and see if it truly needs to be lled again. People leave jobs all the -me for various reasons including not feeling fullled 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 GUIDEPage 5 6. ORGANIZATIONSWHO UTILIZECONTINGENTLABOR HAD AMEDIAN SAVINGSOF 13% OF THEIREXPENSEBUDGETSStaffing Industry AnalystConsul-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, doesnt mean you will in 6 months. Your best op-on in this scenario is to hire a consultant. HIRING GUIDEPage 6 7. 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 specic 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 nd 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 stang 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 GUIDEPage 7 8. Being able to write a job descrip-on that eec-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 relling 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 aect 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 JobDescriptionPage 8 9. 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 ts with the job qualica-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 benets will be oered. Some-mes ge[ng this informa-on approved can be dicult. 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 reect 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 qualica-ons it takes to do it, the more likely you will be to nd that right t. HIRING GUIDEPage 9 10. If you are working with a stang 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 t for your job or company. Providing them with all the important informa-on is key to them successfully nding the right person for your job. Even in your internal eorts if you do not have a job descrip-on that accurately reects the posi-on, you might get a pool of wrong candidates thus, extending your hiring process. Comple-ng everything correctly the rst -me will allow you to recruit for your posi-on eec-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 GUIDEPage 10 11. HIRING GUIDEJob Title Loca-on Salary Range: If applicable General Job Descrip;on Here you will give a quick overview about this posi-on and why its 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. Qualica;ons You can also bullet qualica-ons out Educa-on requirements Years of experience Specic 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 12. CHAPTER 3:Conducting A PhoneInterviewA;er you have posted your well wriZen job descrip-on on the job boards, youre sure to get a handful of qualied candidates. Its easy to rule out many from your non-nego-able qualica-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 13. The following are great ques-ons for you to ask during a rst phone interview: Tell me about your skills andexperience.Why do you want to leaveyour current job?What are your starting andfinal levels of compensation?What are your salaryexpectations?Tell me what you know aboutour company.What interests you about thisjob?Page 13HIRING GUIDE 14. Have what ques-ons you are going to ask prepared before you get on the call with the candidate. Its great if you have ques-ons pop up while youre talking to someone those will give you beZer insight into that specic person. But keeping the ques-ons the same for all candidates is a good way to compare them against each other. HIRING GUIDEPage 14When 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 qualied candidate for the job, feel free to schedule an in person interview with them. If they are not qualied for the job and you know that in the moment, you can either be upfront and tell them that you dont feel like they are a t 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! Dont leave them hanging. You and your companys brand will only suer from not being up front. When scheduling your phone interview, send your candidate a conrma-on email or calendar invite a;er a specic -me has been determined. Verify with them that you will call them or that they should call into a specic 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 dont want your candidates to get the wrong impression of you or your company. Be prompt, be polite, be prepared. 15. 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 oce. 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 eec-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 rst 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 16HIRING GUIDE 16. ACCORDINGTO THEABERDEENGROUP,42% OFBUSINESSESUSED VIDEOINTERVIEWSLAST YEARFORRECRUITINGCOMPAREDTO 10% IN2010Tech Check Make sure you have familiarized yourself with the equipment ahead of -me. Check your internet connec-on. Ethernet is recommended over wi- 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 17HIRING GUIDE 17. Do you remember how nervous you were for your rst 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 isnt 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 companys interview process nds the best candidates. Follow these ve steps to conduc-ng an excellent job interview. CHAPTER 4:In Person InterviewsPage 18 18. 1. Know what youre looking for You need to understand the posi-on youre trying to ll beZer than anyone. What are the skills required? What is the dynamic of the team this person is being hired to ll? If you are the hiring manager, what kind of an employee would complement your skills? If you know what youre 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 x it? If you can get your interview o the beaten path, it will be revealing. Page 19HIRING GUIDEFAILING TO PROVIDEA REALISTIC JOBPREVIEW CAN RESULTIN HIGH TURNOVERRATES OF NEW HIRES.FOR A STRONGERCHANCE OFSUCCESS, IT ISIMPORTANT FORCANDIDATES TOUNDERSTAND BOTHPOSITIVE ANDNEGAITVE ASPECTSOF A POSITION.-Yeva Jermakyan HR Generalist, Synergis 19. 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 ramica-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 employees rst 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....</p>
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