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How to prepare a selection procedure

Recruiting a new colleague is an important task with far reaching consequences. A sound preparation can lay the foundation for a successful decision and save your organisation both time and money.

By DeskDemon.com

Before you start

  • Identify whether a departed colleague actually needs to be replaced in the first place. Could it become a part-time, job-share or freelance position instead of a full-time one?
  • Update an existing job description or create a new one. Involve the manager and current jobholder, if possible.
  • Check whether the job has changed and if a candidate with a different set of skills and experience may be preferable. What skills, qualifications and personality will be needed? Be precise and realistic.
  • Assess how the people who will be directly working with the new colleague see the position.
  • Form a picture of the people who were previously in the job. What were they like? Did they do well?
  • Write down all information you can find on the job, such as salary and perks, overtime, travel, required skills and experience, holiday entitlement, position in the organisational hierarchy, training and development opportunities.
Methods of recruitment
  • Decide whether your want to recruit internally, through an agency, go by recommendation or place an ad in a relevant publication or on a website. Check whether a local job centre or university might be a good place to recruit. Take into account the resources (staff, time, money) needed and available to support each option.
  • If you decide to write a job ad, be precise and realistic in your description of the post, the ideal candidate and the work environment. A firm statement of skills and experience required helps eliminate unsuitable candidates. Always include the manner in which candidates should apply and a deadline for applications.
  • Don't include gender, race or age specific terms or descriptions in your ad. Run your draft ad past your legal department, if in doubt.
  • Use recruitment agencies if you don't want to have to process the applications yourself. Go for an agency with a sound knowledge of your company, industry and/or location. Agencies charge a fee or commission, but are usually able to shortlist high-calibre candidates within a very short period of time.
  • If you recruit directly, you will need an effective and efficient administrative system to deal with applications. Use standard reply letters and delegate routine tasks to a fully briefed office junior or temp.
  • Be prepared to deal with many phone or email inquiries if these details are included in your ad. Treat every inquiry as the first one your receive and be sure to leave a favourable impression of your organisation. Be polite, to the point and absolutely non-judgemental.
Assessing the applications
  • Throw out all candidates who don't meet the job's requirements. Create a separate file of borderline cases. Be resolute. Of the remaining applications, consider what first impression the CV and cover letter give you. Are they well-structured, grammatically accurate and logical? Look for trends, gaps and inconsistencies in a CV.
  • Notify unsuccessful candidates immediately in a polite and positive manner. Discuss the applications in your borderline file with a colleague, if necessary. Invite shortlisted candidates for an interview.
  • Create a separate file for each shortlisted candidate. Attach a sheet of paper on which you match the application's skills, experience and qualifications with your requirements. Interview the candidates with the best match first.
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