Hiring the best staff for your tourism businessbusiness

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Slide outlining a 7 step recruitment process perfect for any business

Slide outlining a 7 step recruitment process perfect for any business

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  • 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.
    • CONTROLLING THE INTERVIEW
    • • 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