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Hiring guide

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Learn everything you need to know about how to hire someone from start to finish!

Learn everything you need to know about how to hire someone from start to finish!

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  • 1. Hiring GuideEverything You Need ToKnow About Hiring FromStart to Finish
  • 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  it’s  -me  to  bring  on  another  member  to  your  team  or  company  can  seem  like  a  no-­‐brainer.    Maybe  someone  le;  and  you’re  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  employee’s  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  benefits  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  you’re  looking  to  hire  someone  to  fill  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  financial  costs  of  hiring  someone,  it’s  best  to  analyze  the  open  posi-on  and  see  if  it  truly  needs  to  be  filled  again.        People  leave  jobs  all  the  -me  for  various  reasons  including  not  feeling  fulfilled  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,  doesn’t  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  specific  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  find  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  staffing  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  effec-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  refilling  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  affect  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  fits  with  the  job  qualifica-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  benefits  will  be  offered.  Some-mes  ge[ng  this  informa-on  approved  can  be  difficult.    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  reflect  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  qualifica-ons  it  takes  to  do  it,  the  more  likely  you  will  be  to  find  that  right  fit.    HIRING GUIDEPage 9
  • 10.  If  you  are  working  with  a  staffing  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  fit  for  your  job  or  company.    Providing  them  with  all  the  important  informa-on  is  key  to  them  successfully  finding  the  right  person  for  your  job.  Even  in  your  internal  efforts  if  you  do  not  have  a  job  descrip-on  that  accurately  reflects  the  posi-on,  you  might  get  a  pool  of  wrong  candidates  thus,  extending  your  hiring  process.    Comple-ng  everything  correctly  the  first  -me  will  allow  you  to  recruit  for  your  posi-on  effec-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  it’s  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.  Qualifica;ons  •    You  can  also  bullet  qualifica-ons  out  •  Educa-on  requirements  •  Years  of  experience  •  Specific  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,  you’re  sure  to  get  a  handful  of  qualified  candidates.    It’s  easy  to  rule  out  many  from  your  non-­‐nego-able  qualifica-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  first  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.    It’s  great  if  you  have  ques-ons  pop  up  while  you’re  talking  to  someone  –  those  will  give  you  beZer  insight  into  that  specific  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  qualified  candidate  for  the  job,  feel  free  to  schedule  an  in  person  interview  with  them.    If  they  are  not  qualified  for  the  job  and  you  know  that  in  the  moment,  you  can  either  be  upfront  and  tell  them  that  you  don’t  feel  like  they  are  a  fit  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!    Don’t  leave  them  hanging.    You  and  your  company’s  brand  will  only  suffer  from  not  being  up  front.  When  scheduling  your  phone  interview,  send  your  candidate  a  confirma-on  email  or  calendar  invite  a;er  a  specific  -me  has  been  determined.    Verify  with  them  that  you  will  call  them  or  that  they  should  call  into  a  specific  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  don’t  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  office.      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  effec-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  first  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-­‐fi  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  first  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  isn’t  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  finds  the  best  candidates.  Follow  these  five  steps  to  conduc-ng  an  excellent  job  interview.    CHAPTER 4:In Person InterviewsPage 18
  • 18. 1.  Know  what  you’re  looking  for  You  need  to  understand  the  posi-on  you’re  trying  to  fill  beZer  than  anyone.  What  are  the  skills  required?    What  is  the  dynamic  of  the  team  this  person  is  being  hired  to  fill?  If  you  are  the  hiring  manager,  what  kind  of  an  employee  would  complement  your  skills?  If  you  know  what  you’re  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  fix  it?”  If  you  can  get  your  interview  off  the  beaten  path,  it  will  be  revealing.    Page 19HIRING GUIDE“FAILING 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  ramifica-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  employee’s  first  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.  Being  honest  is  important;  if  you  sugarcoat  the  job  you’re  only  going  to  ensure  that  there  will  be  unhappy  employees  down  the  line.      5.  Let  them  turn  the  tables      Allowing  -me  for  the  interviewee  to  ask  ques-ons  is  a  vital  piece  of  a  great  interview  you  don’t  want  to  skip.  Not  only  does  it  give  a  chance  for  the  interviewee  to  have  any  concerns  answered,  it  also  reveals  to  you  what’s  on  their  mind.  The  ques-ons  an  interviewee  asks  could  indicate  if  he  or  she  is  overly  concerned  with  salary,  wary  of  working  in  a  team,  self-­‐absorbed,  resistant  to  authority  or  perpetually  unhappy,  among  other  characteris-cs.      Page 20HIRING GUIDE
  • 20. BEWARE!      AVOID  THESE  ILLEGAL  INTERVIEW  QUESTIONS!  Illegal LegalAre you a US Citizen? Are you authorized to work in the US?What is your native language?What languages do you read, speak orwrite fluently?Do you own a car?Do you have a reliable method ofgetting to work?Are you married?Would you be willing to relocate ifneeded?Do you have children?Would you be willing to travel ifnecessary?What religion do you practice?Are you able to work the requiredschedule?What social organizations do youbelong to?Do you belong to any professionalorganizations relevant to this position?How do you feel about supervisingmen/women?Tell me about your managementexperience.Do you have any disabilities?Are you able to perform the essentialfunctions of this job with or withoutreasonable accommodations?Have you ever been arrested?Have you ever been convicted of_______? (Must be related to job forwhich they are applying)Were you honorably discharged?What type of education or training didyou receive in the military?Page 21HIRING GUIDE
  • 21. We know this is alot of informationand it’s easiersaid than done.If you needassistance infinding that rightperson, let usknow!Need Hiring Help?I wantSynergis tocontact meabout myhiringneeds!