Transcripts
1. Introduction: Hello. Today we are going to be talking about the recruitment process from start to finish and housing go about recruiting a member of staff for a new vacancy at your organization. So we're going to talk about how you define a new role, what you need sick and I get written down and so it out in terms of documentation, job specification, person specification. And we'll talk a bit about benchmarking of salaries, how you work out roughly what you should be paying this new person, and how you go about sourcing candidates as roles that will include advertising and direct sourcing of potential applicants will talk as well about the use of recruitment agencies. That whole process works, what the pros and cons of us are. And we'll talk about screening those applicants once you've got a long list of people who are potentially interested in how you go about whittling down to a final shortlist of candidates. And from there we'll talk about the most important part of the process, interviewing, how you construct an interview, what sort of templates and guidelines you should use, what you can and can't ask. And how many stages of anti-Jewish do how you should go through that whole process and then write the end. We will talk about the offstage, making sure that someone actually agrees to join your organization. And how you go about putting a offer over That's going to be successful.
2. Define the Role: The first thing you need to do when recruiting a new member stuff into your organization is defined very clearly the role that I going to be stepping into. So what you need to do is, first of all, draft a job description that covers all of the GCS they will be expected to do on a day-to-day basis at basic things like who they report into, anyone who reports into that position. And what you should do as part of this is work out what the minimum qualifications for someone to do this role. You can either do just listed minimums and then anything above and beyond that is great. Or you can do both a minimum and desired list. So if I go down this Roots, think very clear about what is genuinely a minimum for this. A lot of companies will go down the route of putting absolutely everything that they want from a candidate as a minimum, for example, yeah, yeah, this person must have a master's degree in a scientific subjects. Well, actually that might be someone who has been doing this job for 20 years, but it's now how does degree, but it's perfectly competent. So think very carefully about how much these things genuinely our requirements for the role. And you can always say no to someone who comes in as an applicant's because you decide actually know that they're really not any of the desired things that really not quite up to the standard we'd want them to be. What you can't do is, you know, someone sees the job adverts and goes, oh, well, I don't have these minimum requirements. I could definitely do the job. I don't have these minimum requirements, so I'm not going to apply for it. You'll never know that that person has made that decision. There's nothing you can do to go to the oh, no, actually wait. We would actually consider you and even though you don't have all of the things that we want on kinda wishlist for the job. See, I just think very carefully about what is actually a genuine minimum requirement for the role. Now the other part of this is kind of already covered a bit with that personal specification. What does the ideal person for this role look like? So that can include things like academic background, kind of amount of experience in a certain field, any specific products you'd like them to be able to work with. And it can include behavioral things as well. Cultural fit for your organization is really important. Think very carefully about exactly what sorts of person will work best within your organization. So if you have a very small company where people are quite independent and go off and do their own things. D is someone who is quite entrepreneurial and used to kinda thinking on their face. You can improvise on depression, not going to be the right person for you. Similarly, if you are a large corporate organization, someone like that actually he was very entrepreneurial and small business kind of agility focus might not be best for you. It might be, but it might not be. You may need someone who actually is good at following process, who has come from, you know, a more structured can a blue chip organization with clear delineation of Jude sees repulsing lines, etc. So have a think about what sorts of person and I think the best place for inspiration. This is look at your best people in the organization currently, where they come from. What are they like personality wise, what works for you? What is proven to work already within your organization.
3. Benchmark: Now, suddenly it's really important when you're deciding what level to pitch your role at. What sorts of candidates to go after is to benchmark of salary. Feel rubble. Now, there's a few elements to this. First and foremost, there is a set budget. There is a maximum amount that you can spend on this piece of recruitment and this person, you need to understand what your maximum amount you could spend on this person is. Now, going beyond that, it's really important to benchmark against the industry. So there are lots of resources online, things like Glassdoor, prospects, et cetera, which will let you kind of get a rough idea of what the salary range for a position is. Now these are ranges and they're not always entirely accurate and certainly not always accurate for your specific industry. And hopefully if you've been in this industry for a long time, you can Mondrian organization within this field for a number of years. You will hopefully have some idea. If you don't, there's a number of routes you can go down for this. If you go on any online job boards where you have kind of CV searching access, sometimes you can get current and desired salary information about people who are doing similar roles. Moment back can be a really good results. If that's something you don't have access to. Cold recruitment company up bringing a recruitment agency and ask them if they can give you some guidance on this. Nine times out of 10, they will be willing to do so from their side, they're thinking, right, your prospective customer. This is a piece of recruitment and hopefully they can help you with. And certainly in my experience, I've worked in the recruitment industry for not far off a decade now. And yet recruiters are nine times out of 10. Very happy to give very detailed salary benchmarking information and kinda salary guidance and about their specific industries.
4. Advertise: Advertising, your role is one of the best ways that you can source candidates. This is the easiest way to attract people who are definitely going to be interested because they are the ones who have expressed the interest. Now, there's a lot of advice out there and advertising and people say, you know, social media is best job bought up, studies best prints, emphasizing his best, advertise in this place because it has better results. The reality is, the best place you can advertise is wherever the people you are trying to attract spend that time. If you are trying to attack tracked people who work in social media marketing, social media is going to be a great place to attract them. It might not necessarily be a great place to attract nurses or mechanics. Now there may be a magazine that's all the polymers in your area rate, that's a great place to advertise for a plumber. You need to spend some time thinking about where the group of people are likely to spend their time. And this is another one where a recruitment agency may be able to help you with this. If you don't knows if making itself though, it's more like you probably would because it's going to be quite industry-specific. You know, if you're recruiting for a nurse through a lot, nursing journals and magazines are lots of Nursing forums online, et cetera, loads of really good places and a lot of which will be free where you can advertise. The best kind of advertising is usually free advertising because you can do an unlimited amount of debates. You can try lots of different formats about that. You can do loads of this without it costing you anything as soon as you get into paid advertising, you do or NZ issue that you are going to have to pay per adverts or per week of running side whatever. So you need to think more carefully at that point about exactly what content goes in there and that's where it might be beneficial to actually engage a professional copywriters to make sure you're ready, maximizing the return on advertising investments.
5. Sourcing Candidates: Now, once you've sorted out advertising, depending on the type of role that you're looking to fill, this may be sufficient for sourcing candidates, as you should probably know within about a week, whether your advert is going to pull the right sort of people and enough people to fill your job. If it looks like it isn't, then you need to look at directly sourcing candidates. Now, the main way to do this is usually through recruitment agencies which are going to cover next part of the video course. But if you want to source directly, there are a few ways you can do this. First of all, LinkedIn is a great tool for directly source and people. You can search By Location, look for people with specific skills, specific current job title or people working even at specific competitor companies. And using the free tools on there, you can add those people and Sunday customize notes with your catch requests so you can send the message straight off about for free. And if you don't have access to those people through that, so you can only go up to first second connections, usually someone's third connections. With that method, you can purchase products like LinkedIn recruiter or LinkedIn Sales Navigator, which will allow you a limited amount of messaging to anyone you want. The wider LinkedIn network. And now if you exhausting day anything, still need more people. At referrals are a great way to source people. So go around near the people who currently work at your organization or people you know, within the industry and offer them incentive-based pharaohs are usually a really good strategy for say, now, if you put us in touch with someone that we employ for one of these positions, we will give you 1000 pound bonus. For example. That's a really solid way of drawing more people in using the existing network and usually more cost-effectively than using a recruitment agency. And now, the other thing that you can do here is going directly use the methods to agencies use. Now headhunting in a traditional sense is possibly outside the kind of reach or African concentrations with it as well into the heterolytic directly from competitors depending on what industry you're in. But there are things you can do to directly source using things like job boards, you can purchase limited time access. This is usually quite expensive. It's going to cost you more money than the referrals route usually. And it doesn't have a guaranteed success. Boths. You can purchase access to things like reeds or job sites will have huge databases of CVs which you can search or have your HR team search through poor people who look interesting and directly approach those people yourself. So there's a number of things that you can do in terms of direct sourcing without having to use any sort of external consultants, agencies contract is to do this. And hopefully you've got a reasonably well-developed HR function. You will have people in that team who are experienced with these methodologies and can contribute.
6. Agencies: Now the next step in the recruitment process, if you've exhausted or you can just jump straight to use kings can be more cost-effective way of handling your project is talk about the use of recruitment agencies. Now, broadly speaking, there are two setups that you can use for recruitment. Certainly in the UK market, you can either use contingent or retained recruitment. Now contingent recruitment is the predominant model, is essentially the equivalent of no wind, no faith. You will engage one or more agencies, give them a specification. They will go out and find candidates for you, send them directly to you, arrange interviews alone, your timetables. We'll guide you through that process, liaise with you throughout it. And if you employ one of the people they've said yes, you pay them a fee, usually a percentage of the successful candidates salary. And I'll do that model retains, works pretty much the same way, but you would only ever use a single agency on retainer. You would pay them friends and you tend to get a slightly more in-depth surveys. You have a bit more control over that process. They often do additional things like benchmarking, background checks, et cetera. There'll be a lot more depth that process and it's more quality driven. And it's more the predominant model in the EU rather than the UK and the US. Both, both models have merits and demerits. It's really up to you to decide what to do with the overall cost is usually the same, and some companies will charge more for attains, but generally speaking, the cost is quite similar and you should certainly be able to negotiate it to a similar points anyway. The range of this is that you don't really have to do very much in terms of sorts in the candidates should give us back and they come to you with people that they think are going to be appropriate. It's a good time saving method, particularly if you don't have a large kind of internal resourcing team who you're going to use to find candidates yourself. This can be a really good kind of cost and time saving mechanism for you.
7. Screening: Now once you have a long list of candidates that you're interested in, why the methodology you've used so far for this. The next thing you need to do is screen those candidates and get down to a shortlist of people you're actually going to bring in for physical and virtual remote interviewing is it might be better as I'm filming this with kinda got COVID going on things. So it might be the ED, more video interviewing, but let's say generally speaking, the people you would bring in for a face-to-face interview. And now screening was a few things you can do. Benchmarking is really, really good. So put together a list of criteria and then you can score different CVs and give the kind of points totals. This is a really commonly used one in larger organizations by hate chalk, that you make objective judgments about people with potentially quite different skill sets. You would touch different weightings to things which are more or less important. So for example, let's say you are recruiting a quality manager for a medical devices company. And you might see, you know, the relevance ISO number. Knowledge is of moderate important. So anyone who knows all the crypto, so it gets a three. So then you get a two if you don't have any real experience told you no one or 0. But then you might also get well, actually, working with the FDA is going upward it into America is really important so that, you know, that can go up to a five so well that she has dealt with the FDA in God's product from the UK market into the US, they get a five. So that's more important. So this kind of scoring system lets you effectively balance different kind of parts of the spec and see each other unless she score people objectively and even removes some of the bias from the process. And now another thing that you can do it see you can screen your, your potential candidates, is to do kind of a blind analysis of them. So whoever is sourcing CVs takes got all the names of personal details and things also, they are not an issue. You just leave the job experience and qualifications on there that is passed over to Amanda. And this again is a good way of eliminating bias in that selection in screening process. And what you might want to do is put this principle is half an eight-year of candidates definitely want to interview potentially keeps some sort of beatty. Now it might be that you contact all of your AT candidates. And you either meet them or invite them for interview. And you know, only maybe 20 or 30 percent of them may actually be interested in the role and kinda come through the eustachian. But you actually, you know, maybe the best candidates from his basis. We need to move some of that book as well. We want to get a good spread and have a bit of a point of comparison for the people that we're actually going through an interview.
8. Interviews: Okay, so once you have decided who you're going to take through to your interview process, you need to decide what the interview process is going to actually look like. Now the things that you really need to consider here are firstly, who will conduct the interviews, who's going to physically be in the room asking the questions and who's going to make that decision? Secondly, what format will interview take? So how many stages will there be? What will the candidate be doing? What form up with the questioning take? Third thing is how you're actually going to score these candidates if you're doing a competitive interview process, specifically, how will you score candidates against one another and make a fair and objective decision on them. And a curve in the 1.1st in terms of what the interview process is going to actually look like and who's going to be doing it's, so who's going to be doing it? The most sensible person's conduct any interview is going to be the line manager, the person that this individual will be reporting to you if employed by your organization. Additional people to have in the room. You can go with HR. If you have a dedicated HR manager, that would always be a sensible choice. Line managers, line manager could often be appropriate socket go more high-level strategic stuff within the company. And colleague interviewing is a valid strategy as well. You can have someone who's doing the job that this person who's interviewing for, who can answer day-to-day questions about working experience in the environment that and now in terms of the actual formats at number of stages 2 is normal. And I would say one stage for entry level, very junior positions that you can do to still if you want to be fairly selective with those, I would reserve three-stage interviews only for very technical roles where you will have an entire dedicated stage of technical testing, of actual ability, probably against some sort of formal documentation. And for your final stages of your teeth stages, presentations are usually a good way to go. You don't have to different stations. You can just do conversational interviewing boats, getting someone to present something and actually do some work and put together a bit of a project to present to you can be a good way of getting for a feel for how they actually will work in your organization. Now, a really good project to use is what would you do in your first six months? It gets that candidate involved with their own on-boarding. And you get a really good feel for what their expectations are going to be from your side for the first six months of that role. Now how you actually score candidates. And the usual kind of professional way to do this would be to use a skills matrix. So you get a score, all the skills that you or the person have exactly what you did with screening process. You put this matrix together and then you can rank candidates against different criteria on it, give them numerical scores. I'm present a numerical total savings they objected to this person has performed the best at this interview.
9. Offers: So obviously you have individual candidates scold them, use whatever criteria you decide to go with a new, decided who you want to make a job offer. It's a and it is time to do the really exciting part of the process, make a job offer. Now how would you ensure that your geographers going to be accepted by your candidate? Now there's two avenues and go down with this. You can offer directly to the manager or business owner, negotiates what I'm bored with the candidates. This is the offer which act to accept it if they come back and say actually, I would like XYZ, you can then haven't negotiation around that. Now, while that can go wrong is that people often feel quite uncomfortable pushing back about stories and will sometimes just turn the job down outright rather than go actually the salary a little bit off or I'd like this change in the hours or the benefits that come with this role. If you're using a recruitment agency, this is already taken care of for you. You make the offer through the recruiter. They will handle all the negotiation stage for you and get a deal that works for both sides. And if you're not using recruit to be eastern, what they use this approach you, what you can do is use an intermediary from your organization. So use a Hate HR manager, etc. Someone who can be sort of a impartial middleman and negotiate between kind of business ownership and prospective employee. And that's really all there is to the office stage. It's a fairly straightforward financial negotiation, negotiation around working conditions. Once both sides are happy, you do all the paperwork which gets topic forward until you know the time. And and then yeah, you have secured your employee and they can commence their employment with you only earliest available dates.
James Moloney, Start up & Recruitment expert
