Your SlideShare is downloading. ×
Hiring the best staff for your tourism businessbusiness
Upcoming SlideShare
Loading in...5

Thanks for flagging this SlideShare!

Oops! An error has occurred.


Saving this for later?

Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime - even offline.

Text the download link to your phone

Standard text messaging rates apply

Hiring the best staff for your tourism businessbusiness


Published on

Slide outlining a 7 step recruitment process perfect for any business

Slide outlining a 7 step recruitment process perfect for any business

Published in: Business, Technology

  • Be the first to comment

  • Be the first to like this

No Downloads
Total Views
On Slideshare
From Embeds
Number of Embeds
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

No notes for slide


  • 1.
    • Nomads Manager’s Conference Cairns ’08
    • Day 4 –
    • Session: “The recruitment process"
    • … . Hiring staff and performance management
  • 2. The 7 step hiring process
    • Define and Attract
    • Initial screening
    • Validate information – Reference checking
    • Telephone Interview
    • Psychometric Assessment
    • The Main Interview
    • Screen the high performers (The Decision)
  • 3. Define and attract
    • Define the job and person required – Job Analysis
    • Attract the right applicants - Recruiting (internal or external). Ensure that the ad placed is reflective of what you defined in the “Job Analysis”
  • 4. The 7 step hiring process
  • 5. Attracting the right people
    • To assist we are in the process of making standardised ads for each position which will be based on best practices
    • Publish the advertisement . Some of your options are:
      • Newspapers – national or suburban
      • Professional / industry magazines
      • Internet job boards
      • Your website or your association’s site
      • Radio
      • Notice boards
      • Email circulars - newsletters
      • Mail box drops
      • Work your network
      • Job fair
      • Notice in account mail outs
  • 6. Attracting the right people
    • Take a marketing approach to your recruitment efforts.
    • Always caste your net wide – don’t settle for the first person that walks through the door
    • Brainstorm ways to advertise your position. Don’t just rely on a newspaper advert. Think outside the squares
  • 7. Initial Screening
    • View all CV’s/applications forms
    • If you have received CV’s and the applicant appears to be someone you are interested make the fill in an application form.
    • An Application Form is more efficient, it collects the information you want – CVs only give you the information the applicant wants you to have.
    • Once application form has been returned select applicants who you think would best suit the position and your company
    • See application form
  • 8. Validate info/reference check
    • Reference checking at this stage give you a more objective view of the client, you don’t have an emotional attachment to the person
    • Let the referee know that this may take as long as 10 minutes
    • Structuring the reference checks will increase the accuracy of your information:
      • Confirm the information provided by the applicant, such as employment dates.
      • Get the referees’ views of the applicants in terms of the essential performance factors e.g. sales ability, attention to detail etc. Ask them to rate the applicant on a scale from excellent to good, fair and poor.
      • Ask leading questions
  • 9. Validate info/reference check
    • Other questions you could consider are:
      • • How did this person perform relative to other people in this position?
      • • Would you re-employ them if you had an opening?
      • • Why did they leave your company?
      • • The applicant is applying for XYZ position; in yoru opinion is he/she qualified and able to do the job?
      • • What was their attendance like?
      • • Did they respect company property?
      • See reference check form
  • 10. Telephone interview and psychometric testing
    • Conduct a 15 - 20 minute preliminary interview via phone (email applicant prior to organize a suitable time for them)‏
    • See telephone interview form
    • Why use psychometric testing
      • Employment tests provide an objective, unbiased assessment of personal attributes and abilities. These personal attributes and abilities have been found to be a good indicator of likely performance in a variety of positions. They also provide insights that show where further investigating or checking should be done. The test reports provide interview questions and reference probes for this purpose.
      • Most managers’ hire on what a person can do, but will always terminate, or have problems based on who they are!
  • 11. Telephone interview and psychometric testing
    • We are looking at using a test which measures
      • Personality
        • Conscientious – persistent motivated
        • Tough-Minded – agreeable or cynical
        • Rules – structured and organized
        • Extroverted – emotional energy
        • Stability – resistant to stress, calm
        • Teamwork
        • Good impression
      • Can they retain and learn info
      • Attitudes
        • Dependability
        • Aggression
        • Honesty
        • Substance abuse
        • Sexual harassment
        • Computer misuse
  • 12. Main Interview
    • See interview form
    • Always interview in pairs
    • Do not use vague, unstructured questions such as:
      • Tell me about yourself.
      • How would your previous employer describe you?
      • What are your career goals
      • What are your strengths and weaknesses?
    • Structured interview questions can be:
      • • Behavioral questions
      • • Situational questions
      • • Knowledge questions
  • 13. Main Interview
    • Behavioral questions ask how an applicant has responded and behaved in past situations . They always start with, “tell me about a time…” or “give me an example of what you did…” etc.
    • Examples
      • Describe to me how you organise your day to ensure you complete all your tasks? (Listen for a system). When does this system fail you and why?
      • Tell me about a time when a colleague asked for help while you were in the middle of a very important task? What did you do?
      • Have you ever had to deal with an angry customer? Explain the situation and the outcome.
  • 14. Main Interview
    • Situational questions ask how applicants would respond to a specific situation. These questions usually start with “what would you do…” or “how would you react to…” etc.
    • Examples
      • What would you do if a customer complained about the quality of his or her service?
      • Your manager has asked you to stay for the next shift as there is a large customer inflow, but you have a prior arrangement. What would your response be?
    • Knowledge questions - ask applicants about their understanding and knowledge on specific aspects of the job. These questions usually start with, “do you know…” or “what experience do you have…” etc.
  • 15. Main Interview
    • Successful Interviewing = Good Questions + Listening Skills
    • Active listening involves:
      • • Paraphrasing to state in your own words what you think the person has said
      • • Asking questions (probing) to indicate interest and clarify understanding
      • • Using appropriate non-verbal communication like making eye contact,
      • nodding your head and showing interest.
    • • Referring to the time you have allowed for the interview
    • • Politely interrupting the applicant and asking a job-related question.
    • Every candidate must be asked the same questions.
  • 16. Screen high performers/decision time
    • Use an Applicant profiling form – compare apples with apples
    • Don’t select the best from a bad bunch. Be prepared to start again.
    • Advise all unsuccessful candidates immediately.
    • Ensure your employment agreement and or contracts are signed off
    • Before the person starts, instigate an induction program.
    • Start an employee appraisal program from day one.
    • Make your team the best they can be!
    • Use performance management