Smart Hiring

Smart Hiring
Smart Business Book Series

Smart Hiring (Smart Business Book Series)
Title
Master Steve
Author
Somayeh Amiri, Tara Kamangar
Colleagues
Keyvan
Layout
Designer
Silk Road Publishing (Toronto, Canada)
Publisher
Printed Book: 978-1-927060-81-0
EBook: 978-1-927060-82-7
ISBN
www.MasterSteve.com
Website
Attributions:
Images Credits: Pch.Vector / Freepik
Note: The author of this book gives the right to use
the present content, provided that the source is cited,
to professors, educators, teachers, lecturers, and aca-
demic and non-academic educational centers, for an
indefinite period.
The copyright of this bookis internationallyregistered
for the author.

Contents
Introduction.........................................................................................................5
Chapter 1: Employment Manager.................................................... 7
Chapter 2: Hiring process ....................................................................12
Job Requisition .........................................................................................14
Recruitment Advertisement.................................................................18
The Importance of Literature in Recruitment Advertise-
ment ..........................................................................................................19
Including the Salary and Benefits in Recruitment Adver-
tisement ..................................................................................................23
Ad Distribution..........................................................................................24
Ad Distribution for Non-Technical Jobs..................................26
Ad Distribution for Technical Jobs ............................................ 27
Organizing and Bringing Order in Ad Distribution .........30
Feedback Assessment..............................................................................33
Assessing Distribution Methods of a Recruitment Adver-
tisement...................................................................................................34
Assessing Content of a Recruitment Advertisement.........36
Screening Job Applications..................................................................38
Employment Application Form...................................................41
Interview....................................................................................................... 45
Oral or Written Interview?.............................................................46
Gaining Experience for Interview...............................................47
Invite for Interview ........................................................................... 48
Prerequisites for Interview.............................................................49

Recording the Interview Session ............................................... 52
Combination of Interviewing Group ...................................... 53
Scheduling in Interview ................................................................. 54
Starting the Interview ...................................................................... 55
Evaluating Applicant During the Interview ......................... 60
Technical Questions Form .......................................................61
Interview Evaluation Form .....................................................63
Comment by Interviewer ..............................................................69
Checking and Approving the Right Choices for the Job.......70
Follow-up after Interview..................................................................... 72
Giving Job Offer to Applicant............................................................. 76
Chapter 3: Some Points Regarding Hiring............................. 79
Personality Tests..................................................................................80
Lack of Gender Discrimination in hiring ..............................80
Hiring Committed Individuals.....................................................81
List of tables and figures
Table 1. Status of posted ads ...............................................................32
Table 2. Form 1- Technical interview questions .....................62
Table 3. Form 2-Applicant final assessment form in the in-
terview ...........................................................................................................68
Figure 1. Hiring process ........................................................................13
Figure 2. Formulation of job description .....................................16
Figure 3. Formulation of job requirements .................................16
Smart Hiring
4

Introduction
Hiring has its peculiar complications and issues, and it’s
not possible to hire accurately and elaborately by simply
founding a company and managing it.
“Smart hiring principles” is another book in the “Smart
Business” series which gives you unique techniques for hir-
ing principles and process using a smart perspective and
a simple language so you can recognize different aspects
of hiring along with the standards presented in a business
or taught in colleges and it also enables you to proceed the
hiring process in a way that you can eventually achieve the
final goal which is selecting and hiring the suitable indi-
vidual.
Handling the hiring process unprofessionally could
waste time, funds and other resources of an organiza-
tion. It could also result in replacing or transferring the
hired individuals and could eventually, force the organi-
zation to redo the selection and hiring processes. This is-
sue is of great importance, especially for people who have
recently launched a business or face financial and capital
limitations.
5

People dealing with capital
limitations usually face time
limitation as well.
Imagine a situation in which a company has spent an
enormous amount of resources, money and time to hire
an individual only for the company to discover only that
the hired person is not a suitable option for the corre-
sponding job position in the organization.
Being aware of the influential factors in hiring is essen-
tial in managing any business.
Smart Hiring
6

Hiring is an extremely professional and intricate art. The
manager or owner of a company is not necessarily a good
employment manager. While experience is valuable and
applicable, years of being involved in a business simply
don’t provide hiring knowledge for an individual.
To hire new individuals through a process when need-
ed, an employment manager must learn a set of hiring
principles.
In the process of hiring workforce, required job titles
and positions are first sent to the employment manag-
er who then will look for different people based on the
information taken from various sources. The employ-
ment manager will then hire selected individuals after
they must have gone through different stages of inter-
viewing. The employment manager will also invite the
final choices, close and conduct a contract on behalf of
the company.
“We can do it ourselves with our eyes closed!” or “when
taking a look at someone, we know exactly what he/she
is made of!”; probably, you have frequently heard such
statements from business owners. Of course, experience
is not ineffective, but these sayings aren’t scientific at all
Smart Hiring
8

and there are numerous aspects in hiring that these people
ignore and because of that, they end up with significant
losses.
Loss is not always hiring an
incompetent individual; the
greater loss is sometimes fail-
ing to hire suitable individuals.
The hiringprocess is mostlyataskfor“employment man-
ager”. It may be considered an independent job position in
the organization or as a part of tasks given to individual(s)
who are also responsible for other tasks in other sections of
that organization. For example, a deputy director can also
be an employment manager in an organization, while in
another organization, an employment manager can be one
individual without any other job position or task.

”The employment manager knows the principles
and processes of recruiting new workforce based
on experience and knowledge and this manager
can be someone from outside or inside of the orga-
nization.

”The employment manager must have sufficient
experience and studies so he/she can hire individu-
al(s) in accordance with what the organization needs.
Employment Manager 9

”The employment manager must be aware of litera-
ture appropriate for hiring. For that matter, he/she
can do research or study. In this regard, Google has
made things really easy and the up-to-date literature
of hiring can be obtained.

”The employment manager must have the relevant
expertise. Let’s suppose you work for Toyota some-
day as an employment manager. Your expertise
must be in automobile industry. To be a successful
manager, you must be an expert in any industry you
work.

”The employment manager must have a plan and
structure for recruiting new forces.

”The employment manager must always do his/her
best to hire the best person for the position a com-
pany needs.
If someone claims to have knowledge in both restau-
rant/hospitality and food industries, or that he/she is fa-
miliar with both retail and automobile, and airplane man-
ufacturing industries and airlines, you can be sure that
person is not an expert in any of those fields.
It is necessary to have general knowledge and infor-
mation regarding hiring, but you need to direct yourself
through doing research and evaluation and become an ex-
pert in a special field. The more expertise you gain regard-
Smart Hiring
10

ing an industry or a job, the more you learn how to find
better recruits. In fact, when having thorough knowledge
of the corresponding industry, you are more aware of its
needs and you can easily hire someone who can solve the
problems and meet the needs of your company.
By hiring process, we mean a series of actions is set in
motion by the employment manager or the person in
charge of employment which leads to recruiting the suit-
able recruit. Now, let’s review every single stage which will
be covered in hiring process.
Employment Manager 11

Figure 1. Hiring process
Giving job
oﬀer to
applicant
Follow-up
after
interview
Checking
ﬁnal
options
Assessing
feedbacks
Screening
job
applications
Interview
Ad
distribution
Recruitment
advertisement
Job
requisition
Hiring process 13

The path to hiring the right and suitable workforce is a
continuous and time-consuming process. In this process,
the first step is job requisition; one or more company de-
partments announce that they need individual(s) who will
help them solve some issues. The employment manager
then acquires information from the corresponding de-
partments regarding the required job title.
In this stage, the important point is to ask what problem
the new hire will solve for the system? A full report needs
to be prepared to cover the following items:
ƒ
The reason a new hire is needed
ƒ
Specifications of needs
ƒ
A list of required qualifications
ƒ
Required education
ƒ
Required experience
ƒ
Required personality traits
Job Requisition 15

When the report of this stage is more transparent and
detailed, the employment manager has access to enough
information to take necessary courses of action. The out-
put of this stage includes job description and job require-
ments for the corresponding position.
Figure 2. Formulation of job description
Figure 3. Formulation of job requirements
How to resolve
this need?
what are the need's
speciﬁcations?
what is the need?
Job
description
what are the
required
personality traits
for the suitable
recruit?
what is the
required
experience for the
suitable recruit?
what are the
required skills for
the suitable
recruit?
what is the
required
education for the
suitable recruit?
Job
requirements
Smart Hiring
16

The employment managers prepare predetermined
fillable forms based on the requirement needed to com-
plete a task at hand. They ask this form to be filled when a
department announces that there is a need for new hire to
help carry out some tasks(when a job requisition is issued).
The main part of this form includes following items:
ƒ
What is the job title?
ƒ
What are the recruit’s tasks?
To be able to do the corresponding job effectively, what
competencies the recruit must have?
ƒ
In terms of education
ƒ
In terms of experience
ƒ
In terms of personal traits
The period for the new recruit to work must be deter-
mined as well:
ƒ
Is the new recruit supposed to work temporarily?
ƒ
Is the new recruit supposed to work permanently?
Hence, need for new hire is first announced in the be-
ginning stage of hiring a new recruit. Then,
ƒ
The reasons and purpose of hiring a new recruit,
ƒ
The required number of recruits,
ƒ
The required job title,
ƒ
The required details and responsibilities are defined.
The recruitment advertisement is formulated after this
stage.
Job Requisition 17

After job requisition (announcing the need for new hire), a
detailed job list must be prepared to be posted in different
networks.
The corresponding job is described using the required
competencies and reasons for the demand, specifications
and responsibilities for the job title to resolve the organi-
zation’s needs based on the demands received from within
the organization.
The Importance of Literature in Recruitment
Advertisement
The literature of a business is one of the points that the
employment manager needs to consider while formulat-
ing the recruitment advertisement – in accordance with
both the job title and the industry in which he/she is work-
ing. With significant advances in business and technology,
the language of business and hiring is gradually changing.
By literature, I mean the structure of a script; and you
may lose many potential applicants due to a wrong struc-
ture of a recruitment advertisement.
Recruitment Advertisement 19

The written notice for needing new hire
(called job requisition) is an intra-organiza-
tional script, while the recruitment adver-
tisement must be a script appropriate for
notification and advertisement in various
and several networks outside of an organiza-
tion to hire applicants.
The script of a recruitment advertisement must be or-
ganized according to hiring literature, doing research and
evaluating different types of recruitment advertisements.
Some of the elements to check and identify include: in
the advertisements placed, what items are covered, what
points are stated, and how much information is provided
for the audience.
The recruitment advertisement for a cook in the restau-
rant industry differs from a recruitment advertisement for
a printing machine operator for a printing office; many of
titles and contents, and much of literature and technical
terms used in these two advertisements are different from
each other.
Regulations and norms differ in various businesses and
there is no specific pattern that you could apply every-
where.
Notice
Smart Hiring
20

For you to get the desired result from your
recruitment advertisement, you need to fol-
low the rules of that industry’s literature in
the recruitment advertisement. You must
use necessary technical terms, jargons and
must follow the right procedure that recruit-
ment requires to get the right and perfect
candidate for the job.
Furthermore, the network you use for notifying about
your recruitment advertisement influences the liter-
ature of that ad. Suppose you are using media like TV,
newspaper or job search websites to reach the public and
notify prospective candidates about the job opening in
your organization, it is better to use a formal tone in your
advertisements. You can use a more informal tone when
announcing the corresponding job position in unofficial
sources such as social networks.
Therefore, after the departments of an organization an-
nounce their need for new hire, as an employment man-
ager, you need to research and study the online space for
you to realize the importance of literature and structure of
an advertisement.
Furthermore, to increase your knowledge and get more
information regarding recruiting right candidates, you
need to study books and articles that are primarily about
hiring. You must also read other books that are about hir-
Note

ing and which are professionally written by seasoned au-
thors (professional human resource managers). Internet
search and evaluation may resolve your instant needs and
many of your basic issues, but as a manager who wants to
do this on a continuously, you need to seriously study the
structure of this profession. In order to realize their ambi-
tious goals, large companies are always recruiting the best
employees; thus, they always facilitate effective and mod-
ern methods of recruitment.
To be a successful employment manager,
you need to follow companies and their
recruitment policies.
Formulate the recruitment advertisement in a way that:
ƒ
It would include the needs announced by a depart-
ment;
ƒ
It would be interesting script-wise so it can attract
potential applicants;
ƒ
It would be comprehensible for the audience; i.e.
people exactly realize what kind of individuals
with what characteristics you need for what type
of job.
Note
Smart Hiring
22

Including the Salary and Benefits in
Recruitment Advertisement
Based on the company’s policies and the correspond-
ing job title, you may announce the salary and benefits
in the recruitment advertisement or you may reach an
agreement during the hiring process. Pointing out remu-
neration in the recruitment advertisement depends on
the internal policies of the company and the norms of a
guild and industry.
Some specialties are very rare and it’s hard to find ap-
plicants for them. The experts in such fields are mostly
employed in other companies and they don’t leave their
previous workplace unless they find a better opportunity.
In this case, pointing out the salary amount in the recruit-
ment advertisement may encourage right candidates to
send their résumé and apply for the position.

Before publishing the advertisement in media, you need
to check with the corresponding department that asked
for new hire to ensure you both have reached a common
understanding of the corresponding job title. After evalu-
ation, you sometimes realize that their demand is not the
same as what you perceived. You can also discover that
their demands are unrealistic.
Based on general or technical nature of an ad, there are
diverse methods for publishing recruitment advertise-
ment. Publishing an ad can be generally conducted in two
ways: online and physical.
Ad Distribution 25

Ad Distribution for Non-Technical Jobs
For certain jobs, you need individuals with general
skills. In this case, you can use the following methods:
ƒ
Post an advertisement in public media such as
newspaper and job search websites which are in-
creasing in number daily.
ƒ
Some places such as colleges, academies and uni-
versities are suitable places for posting recruitment
advertisements. Most universities have a job intro-
ducing section or notification boards on which you
can put the recruitment ads. You can also email the
ad to the university and ask them to hand it out to
professors and students.
ƒ
Social networks are another alternative for posting
recruitment ads. In this regard, LinkedIn is a very
effective platform and the users on LinkedIn man-
age their LinkedIn accounts as network or platform
that is designed for recruitment of employees. The
platform is also good for sourcing right candidate
for a job. Facebook has launched a job search sec-
tion as well and this can also be used to source for
right employee.
ƒ
Another method is to announce to everyone you
know that you need new hire and anyone can refer
an individual for hiring.
Smart Hiring
26

ƒ
The next option is placing the recruitment ad as an
advertisement in a section in the company’s web-
site under the title of hiring colleague or recruit-
ment or staff. Even if you are a small company, do
it because it encourages people who are interested
in working with you to follow you.
Best people to be hired are those who are interested in
working with you. These individuals may be former re-
cruits of your competitors and for any reason, they want
to keep going with you.
Ad Distribution for Technical Jobs
The second type of ad is specifically placed for technical
jobs and its notification methods are different. This type
of job usually requires special skills and knowledge. Not
everyone can be an applicant for a technical job. That’s
why it’s better to use exclusive notification sources to at-
tract professional technical recruits.
For example, consider two bookkeeping and program-
ming jobs. It’s obvious that bookkeeping job is considered
as a general job because it doesn’t require any special skill
and knowledge, and it can be said that a major part of job
seeking applicants have the job requirements for this job
position. Therefore, wherever you distribute the book-
keeping recruitment ad, you definitely receive a great
number of applications and résumés. However, the scenar-
Ad Distribution 27

io is different in case of a programmer. This job position is
totally technical and requires special skills, knowledge and
education and it’s not something for which anyone could
be qualified. Therefore, it is not very likely for you to find
the suitable person for the job position of programming
when you put ad in a newspaper. In such conditions, social
media, job search websites, and technical forums are the
best notification sources.
To distribute the ads for technical jobs, you can:
ƒ
Act through agencies which do job searching in the
professional field of your desired job. Nowadays,
“recruitment agency” is one of the most important
businesses globally; companies have now conclud-
ed that they should use recruitment agencies for
recruitment exercise. Job-seeking institutes are also
working to ensure right candidates are employed,
i.e., they find specific recruits within a particular
career field.
ƒ
Distribute the recruitment ad in journals which are
specifically related to your industry.
ƒ
Search in profession social media such as LinkedIn,
find individuals whom you consider to be suitable
for your required job title and send them the re-
cruitment ad. Provide them with the links to your
website or page or even ask them officially to con-
sider your recruitment conditions.
ƒ
References are those who know professionals,
so take them seriously. These people can act as a
proper bridge between you and professionals.
Smart Hiring
28

The reason companies apply this method is to know
people. By introducing individuals, the broker makes it
easy to recruit new hire.
References are similar to recruitment agencies and they
have a huge résumé bank. You can ask them to provide you
with people’s résumés so you can search the résumés to see
whether there are any suitable individuals for the job or not.
ƒ
Another method is attending exclusive job search
events. You can receive and collect abundant ré-
sumés in there.
Make an effort to hire highly qualified indi-
viduals.
Keep that in mind that most people without
any job experience are generally looking for
a job and follow recruitment ads. However,
people with job experiences generally have
a job already and you need to look for these
people and offer them to work with you.
Post the ad such that people who use smart-
phones and aren’t frequent computer users
can easily see the ad on their cellphones.
Note 1
Note 2
Note 3
Ad Distribution 29

Organizing and Bringing Order in Ad
Distribution
You need to post and distribute the ad using plan and
purpose. Don’t post your recruitment ad on any website
you stumble upon, but if you have done it on numerous
websites, prepare a list of your usernames and passwords
in those sites so if there were any error in the content of
the ad, you could immediately proceed according to the
list and fix that error, otherwise some ads won’t be fixed
and it will bring inconsistency to your ads.
This is an important subject for your organizational
credibility. You may face legal issues due to information
contradictions for a job title or incorrect and illegal info
in an ad.
Smart Hiring
30

 To keep things organized in distributing
the ad, create a table in Excel and include the
name and information of all the websites in
which you have registered the ad. This infor-
mation includes name of the website, email
address and contact info, link to the posted
ad, and username and password you have
used for registration.
In certain websites, it takes some time for
your account or ad to be approved and
posted. You need to check your ad pages reg-
ularly and update the Excel table.
When an ad is successfully registered, high-
light it in green in the Excel table. Highlight
in yellow the ads that are pending or wait-
ing to be verified, and highlight in red the
unsuccessful or unverified ads you can’t post
for any reason.
At first, you may not realize the importance of creating
this table and updating it. However, when your ads’ vol-
ume increases, you will realize how much coherence and
order this action has brought to your works.
It takes less than a minute to enter the table, the user-
names and passwords you have registered in Excel on the
job search websites where you have registered. However,
you will have to spend a great deal of time to recover your
Notice
Ad Distribution 31

account’s information if you forget your username and
password.
In today’s life and especially in business, time is more
valuable than gold, and anything that can save time is of
great importance.
The following table is an example of the table you need
to prepare for your accounts.
Web-
site
name
Website address
Contact
info
User-
name
Pass-
word
Link
to ad
Ad status
LinkedIn www.linkedin.com Email: ***
Master
Steve
******* ……… posted
Indeed www.indeed.com Email: ***
Master
Steve
******* ………
Pending
verification
Eluta www.eluta.ca Tel: 416-***
Master
Steve
******* ………
Pending
verification
Monster www.monster.ca Email: ***
Master
Steve
******* ………
unsuccess-
ful
Table 1. Status of posted ads
Smart Hiring
32

Assessing Distribution Methods of a
Recruitment Advertisement
Immediately after the ad is posted, you enter the phase
of assessing feedback. As an employment manager, you
need to design assessment forms for yourself and check
if ad distribution, notification messages and résumés are
received from anyone.
You need “feedback forms” to check the feedback on
the ad. In fact, the employment manager assesses whether
the ad formulated by him/her has been suitable or it needs
to be revised.
Overall, gather some statistical information from every
network you have used to post your ad, rate the suitable
hiring networks and create an assessment table for your-
self.
To rate the corresponding notification channel, go
through the optimum path for next ads, and spend less
time, the employment manager must have all kinds of
work agreements, including a list of places where the ad
has been distributed whether physically or online.
Smart Hiring
34

For example, you have posted the recruitment ad in an
academy or on a board in a university or you have handed
it out among students, etc. In your report, list every meth-
od you have used.
Record somewhere all the accounts you
have created in different online channels for
online distribution of your ad so they can be
operational and you don’t have to look for
the info of these accounts the next time you
pay them a visit to post other ads.
In Excel or any other software, create a spreadsheet ta-
ble of people or networks with better feedback for you.
Through that, you will be able to know if you have been
able to find more suitable individuals -whether profes-
sionals or general workers.
For instance, on a scale of 1 to 10, you give a score of 10 to a
website, and you give a score of 8 to a journal. Therefore, later
on, cost and time will be saved in the hiring process because
you have already spent money and advertised in all of these
items so your job title would be noticed in the list of jobs.
Identify effective channels for posting ads,
do follow-ups and don’t waste your time and
money.
Notice 1
Notice 2
Feedback Assessment 35

Assessing Content of a Recruitment
Advertisement
The other part of an assessment is assessing the ad to
see whether the structure of that ad is proper, professional,
correct or not. Numerous questions posed by audiences
indicate that your content hasn’t been clear enough. Es-
pecially, when the job becomes more professional, asking
numerous questions shows you that there is a fault in your
structure. According to the feedbacks, edit the script you
have posted on different networks.
No one is flawless. Always
modify yourself.
Take lessons from your mis-
takes and make an effort to fix
the faults.
Don’t get disappointed if you didn’t receive suitable
feedbacks at the beginning of the work and off the first
ads. Suppose you have been recently appointed as an em-
ployment manager and you don’t have lots of experience.
In that case, you should start with ads regarding less sen-
sitive general job positions and then, fix the errors after
receiving feedback.
Smart Hiring
36

Consider the time constraint
in your assessments.
The ad is related to the period and date of the day it is
posted. The dominant circumstances in a country influ-
ence the hiring process. You may post the ad in another
date and day in another week or month with a different
condition and get better results from the same network
which didn’t give you any or useful results in the first at-
tempt.
Analyze the circumstances
dynamically.
You can try a website two years later even if that same
website is ineffective and gives you no tangible results in
the present time. Two years later, that website might be at
the top of its game and it might be a suitable option for
you. Therefore, you always need to consider the subject of
assessment during the time of recruitment. You also need
to check the current status of individuals and job distrib-
uting centers.
Feedback Assessment 37

You will receive many applications after distributing the
ads. Receiving, reviewing and categorizing résumés can
be done by software. Large companies have software that
reads résumés before an employment manager reviews
those résumés. Résumés are categorized according to the
keywords, criteria and scores that you define for the soft-
ware.
The employment manager needs to get reports from
such software because these types of software have already
done the initial screening according to what you want to
see (defined scores and criteria) as the employment man-
ager.
The software cannot read résumés but can only rate the
keywords. The résumé is uploaded in the software which
reads the information and makes a report.
Résumés have various structures. Different types of
software also understand various structures, but on many
occasions, information is lost or an item is missed. There-
fore, many credible companies have their own online sys-
tems or use the online systems of large recruitment com-
panies. A proper selection is done before getting to the
stage of interviewing.
Screening Job Applications 39

In accordance with their organizational conditions and
their industry’s status, the managers who don’t use soft-
ware define a “personal evaluation system and technique”
for recognizing qualifications and rating the applicants
and read all résumés very carefully.
Smart Hiring
40

Employment Application Form
When an employment manager defines a standard
structure for an employment application form, he/she has
practically determined the needs of the corresponding
company for that job title.
Some managers take more elaborate initiatives and define a
certain system within the questions of an employment appli-
cation form posted on their websites or job search networks.
There is no identical standard
structure for employment
application form and every
company defines its own spe-
cific structure.
Having an employment application form makes it quite
easy to rate applicants. If you have your special form and
you have designed them professionally, you can rate ap-
plicants based on the information they have entered into
your recruitment system.
Define the scoring system and categoriza-
tion of applicants based on the employment
application form.
Note 1

For example, define what tier an applicant stands in
case of giving positive or negative answers to a specific
question. All questions won’t be answered by a simple yes
or no. Sometimes, you ask applicants to provide more ex-
planation. Define certain keywords and if these words are
applied in an answer, the applicant will get the score for
that question.
Consider a score for each question. For example,
you have posed 10 questions. These questions are aside
from information such as name, education and job ex-
perience; ask questions regarding the field and profes-
sional aspects of a job. Consider the total score out of
100 and define a minimum score for passing to inter-
view stage. For example, the individuals who get a score
of at least 70 will be qualified to attend the in-person
interview.
Create an interesting structure for the online
questionnaire form and make it easy to use
for both mobile and computer users.
Don’t just read a résumé without a scoring
system.
Note 2
Note 3
Smart Hiring
42

A smart form is necessary because you can handpick it
using certain tools and you won’t have to go through thou-
sands of résumés and read them all.
To do so, you better use applications, but, nevertheless,
you need to use a scoring system for yourself; it means:
You need to reach a level where you can cast a glance
and score a résumé when you put it in front of you,
whether it’s emailed, mailed, posted or faxed. If the pos-
itive marks reached a certain number, put that résumé
in the list of good ones, put some other résumés in the
list of mediocre ones and tag the rest as ineffective ré-
sumés.
All applicants aren’t necessarily good or
bad; keep a grey or mediocre list and when
you couldn’t reach a conclusion with good
résumés, you can go back and review the list
of medium ones.
When going through résumés, always read “cover let-
ters”. Most of the time, the main decision about an appli-
cant is made and scoring is practically done before the in-
terview and after checking the cover letter.
A cover letter is an introduction written by the owner of
a résumé. That person states his/her characteristics, expe-
riences, interests and objectives in a few paragraphs. The
cover letter is attached to the résumé and put before the
Note 4

résumé form so the interviewer can put together a general
idea of the corresponding individual.
Ask for cover letter from job applicants and
take it seriously.
Note 5
Smart Hiring
44

Oral or Written Interview?
Interview is an essential part of hiring process. Depend-
ing on the company’s policies, it can be in written or oral
form. The questions inserted in the initial employment
application are the same as written interview.
The written interview makes sense when it’s done smartly.
From the first moment an applicant sends his/her applica-
tion, he/she is doing a written interview because all of your
questions are discussed there, and the applicant actually de-
fines his/her résumé in form of your standard and template.
Many people are removed after filling the employment ap-
plication forms because they don’t get a good score.
Those with good scores may have hidden the facts about
themselves, and such issues become apparent in the oral
and in-person interview.
You need to have a form in all stages of interview. These
forms are scored and the total number of these scores de-
termines the final result.
My method is that I consider all the scores on a scale of 1
to 100. However, some recruitment managers have a five-
stage system and they give a score out of 20 for each of these
stages and, the applicant’s score is eventually determined.
Smart Hiring
46

Most stages will pass using the current modern tools and
by acting a bit smart, and based on the form an applicant
fills and his/her résumé and written interview, it can be con-
cluded if that individual is a suitable option for your job title.
Gaining Experience for Interview
An interviewer must be experienced. In case he/she is a
rookie or lacks much experience, he/she can learn how to
conduct interview by taking classes, attending numerous
seminars, reading books, studying different recruitment
process and using relevant tools. In the business world, many
employment managers gain experience in three ways:
The first way is to attend various employment inter-
views and other types of interviews and closely observe
the interview process. These individuals attend the em-
ployment interviews of other people because of having
friends or acquaintances in their working network.
The second way is that they send résumé to different
companies on the pretext of employment. Then, they at-
tend the interviews, pay close attention to how the inter-
view is done and learn useful interview procedures.
The third way is that they take training courses related
to hiring process and use the experience and knowledge
of instructors. In fact, they pay money and buy the experi-
ence of training instructors.
In addition to the aforementioned ways, there are web-
sites in which users share their experiences and feedback
from their job interviews. Reading these experiences help
you to learn from other people’s mistakes and make you
see the whole thing through the interviewee’s eyes.
Interview 47

Invite for Interview
When you want to invite someone for an interview,
the literature you apply in your conversations is of great
importance. Sometimes, all your efforts might go up in
smoke because of improper behavior. That individual
might be the suitable person you had considered for the
corresponding job title.
When inviting an applicant for interview, explain to
them how things are in the company so they can have a
background.
Some people use trick in interview to optimize time;
they contact applicants and do a short phone interview
with impromptu questions. In this case, the applicants
are unable to prepare themselves beforehand and their
level of appropriateness for the corresponding job title
is evaluated by asking some basic yet short questions.
It means an initial assessment is performed before the
main interview.
This assessment is a stage of identification in which you
check whether the individual is qualified to attend the in-
terview session or not.
Sometimes before interview, the applicants are told to
get ready for test and presentation. Or they are informed
that they need to demonstrate their skills.
Smart Hiring
48

Prerequisites for Interview
The companies which have Customer Relationship
Management (CRM) systems are more organized. They
define a code for every individual and this code is put on
his/her résumé and assessment forms. This code is applied
during the hiring process and it’s clear where the appli-
cant’s résumé is filed and people responsible in the hiring
process can follow this résumé in their system.
Prepare the tools an interviewee needs
during the interview.
For example, let’s say the interviewee has a presentation
and needs to present you some information in a comput-
er. Prepare the interview environment for the interview-
ee so the interview wouldn’t be stopped halfway through.
Furthermore, when you do that, you wouldn’t have to
postpone the rest of the interview until next sessions.
Therefore, it’s better to ask the applicants if they need any
special equipment for presentation and you need to ask
this before the interview and in time of invitation.
The environment for interview is not suitable in some
companies because they have temporary work offices.
For example, suppose someone (interviewee) is sitting on
Note 1
Interview 49

a lower level or place (short chair) and you (interviewer)
are sitting in a higher level or place (high chair), when you
interact with each other you will not be able to get both
the verbal and non-verbal messages you are both trying to
pass. This is because you aren’t face to face and the situa-
tion is not comfortable for the interviewee.
Try and prepare the environment and atmo-
sphere of the interview to make the appli-
cant comfortable for interaction during
interview.
Even if your workplace isn’t ready yet, try and prepare a
suitable environment for holding the interview sessions or
explain to the applicants the temporary condition of the
environment. In fact, the environment in which the inter-
view is held is the first indicator of you and your company
to the applicant. It gives a certain impression about your
company – this could be negative or positive impression.
The applicant might have been familiar with your busi-
ness, activities, and products via others or internet. How-
ever, the main interaction happens on the day of interview,
and the place where the interview is held has a significant
impact on gaining or losing the applicant’s trust.
Note 2
Smart Hiring
50

When scoring and reviewing the applicants’
résumés before interview, use different col-
ors to highlight the items which should be
examined more thoroughly in the interview
session. Doing this helps you find questions
you want to ask in the interview and you can
evaluate the accuracy of what has been men-
tioned in the résumé.
For example, highlight in red the parts that you think
might be inconsistent with reality, mark the suspicious
parts as well; it might be just typo. Some contradictions
may appear in the résumé. For example, the applicant
might have claimed he/she has a Ph.D. on top section of
his résumé and yet, at the bottom of the same résumé, the
date of receiving his/her master degree might be after the
date he/she claims to get his/her Ph.D. Check whether it’s
due to a mistake or dishonesty.
When you read a résumé, assess it using at
least two different colors. In the interview
with the applicant, go through the high-
lighted items as either good or bad.
Note 3
Note 4
Interview 51

Recording the Interview Session
Recording your interviews either in form of audio or vid-
eo is one of the methods for evaluating yourself in hiring
process. By reviewing the recorded file, you assess your en-
tire path from the beginning to the end. For example, you
realize whether your tone has been appropriate, whether
you have been monopolizing or you have provided the
space for conversation, whether you simply took notes of
what applicant was saying and you didn’t ask any new ques-
tion or you have found some points to consider during the
conversation and expanded them. Being aware of these
points make you modify yourself in order to improve your
methods. Therefore, evaluating yourself is important to
make your next interviewing session a seamless one.
Ask experts for their opinion on how you did the inter-
view as well. You can also send the video to another depart-
ment and ask for their comment. The representative of the
corresponding department might have been absent in the
session for any kind of reason such as insufficient time, but
they can comment on the interview after watching the video.
Should you plan to record the interview ses-
sion, let the applicant know as well that the
session will be recorded for educational pur-
pose and to solidify the systems, especially
recruiting process of the company.
Notice
Smart Hiring
52

Combination of Interviewing Group
Interviewing the applicants by different people can
complicate the whole process. To interview the invited
applicants, sometimes one individual from the com-
pany should be allowed to interview every applicant
and oversee all the interviewing stages. However, in
reality, this is not possible for many technical job po-
sitions.
The more professional a job is, the more important
it becomes. Therefore, sometimes the interviewer(s)
must be more than one individual. The person who
is supposed to ask the technical question sits next to
the employment manager. The employment manager
lacks the knowledge to pose the technical questions in
a proper form.
Before starting the interview, reach an agree-
ment with the group of interviewers so each
one is responsible for one part of the inter-
view. Furthermore, clarify what questions
must be asked by each person, assign task
to every member of the interview panel and
state how the interview process must be pro-
ceeded.
Notice
Interview 53

Scheduling in Interview
The interviewer must follow the schedule and be aware of
the time allocated to each person based on the questions and
the job title. For some job titles, ten minutes might be enough
to do the entire interview. Based on the job title and the way
an applicant is interacted with, you may consider one or two
hours for some job titles. Follow the schedule based on the
degree of importance for the corresponding job.
Ignoring the schedule in interview has an impact on
the next interviewees. These impacts are troublesome and
show your lack of organization. It also wears you out, since
if an interview takes longer than usual, you will need to
consider yourself a time for rest.
For the day of interview, have a “timetable”
which includes what things should be done and
how many people are going to be interviewed.
Take control of the interview session.
Some interviewees may become chatty and explain too
much to prove themselves. You need to manage the session
and whenever you feel the course of the session is getting
away from what you had in mind, direct the interviewee to
the main course of the session so you can proceed accord-
ing to the timetable and gain the information you need.
Note 1
Note 2
Smart Hiring
54

Starting the Interview
I believe you want to start the interview on a good note.
Therefore you must put everything in order before you
start the interview. Ensure you have put the application
form and the résumé on the table. Ensure you have al-
ready read the applicant’s résumé. At this point, you must
have also ensured that you have thoroughly examined the
résumé of all the interviewees.
Some companies provide the applicant with a short
form during the interview session. I don’t agree with it to-
tally. You should have asked any question you had in that
initial application form. The initial form isn’t probably a
smart form and these companies try to compensate for
the flaws by the new form. Out of experience, I say this
method is used by companies which don’t have a proper
structure.
The right way to do this is to only ask the name of the
applicants and welcome them. Match their information
with the person who has sent the résumé and start the in-
terview.
Try and build a trusting environment during
the interview.
Note 1
Interview 55

After the initial greetings and according to the time you
have specified, spend the first few minutes to set the mood
in the interview; it means you shouldn’t start assessing the
applicant’s capabilities right from the beginning. You defi-
nitely need to consider the initial mood setting to bring
down the interviewee’s guard or eliminate any assump-
tions they hold about you or about the company.
First, introduce the company concisely. By setting the
mood, explain clearly what field of expertise the company
works in and what responsibilities are expected from the
applicant.
Use your time smartly; while softening the mood, pro-
vide information for the applicant.
Then, explain about the job title.
Be a good listener during the interview; oth-
erwise, you won’t get definite answers for
your questions and the score you give to the
interviewee won’t be sufficiently valid.
Maintain the friendly conversation you have
started from the beginning and the nice
atmosphere you have managed to create by
preparation during the time.
Note 2
Note 3
Smart Hiring
56

In a friendly manner, assess the capabilities,
abilities and skills of the applicant.
Find out whether the applicant,
ƒ
Is a team player;
ƒ
Respects the rules and regulations;
ƒ
Is committed to the job.
During the conversation, get to know the applicant and
see whether he/she is compatible with your workplace’s
culture. You can’t finish the interview without considering
these points.
The technical questions of an interview must
be designed by the department dealing with
the requested job or a representative from
the corresponding department must person-
ally attend the interview and assess the tech-
nical skills and knowledge of the applicant.
Suppose you concluded during your initial
scoring that an applicant is a suitable option
for your required job title, then, there’s no
need applying fact-checking tricks anymore.
Note 4
Notice 1
Notice 2
Interview 57

The person who’s been invited for the interview must
have had the least qualifications, otherwise, your assess-
ment system is faulty. For example, if someone who intro-
duces him/herself as a printing machine operator doesn’t
have expertise that proves they are who they claim to be,
it’s fundamentally wrong to apply for that job in the first
place so you cannot consider such applicant for a job.
Before the interview, examine the docu-
ments regarding the expertise and prior
work experience of the applicants.
Specially, define certain key questions in the initial
“smart questionnaire” which you asked the interviewee
to fill. Using these key questions, you can determine the
applicant’s level of capability. The fact-checking and ver-
ification stage has been done before and your goal in the
interview is to assign a score to determine how qualified
an applicant is.
The main purpose of an inter-
view is examining the factu-
ality of items mentioned in a
résumé.
Notice 3
Smart Hiring
58

Sometimes, word has it that the interview questions
in some large companies such as Google are utterly ir-
relevant to the job position and expertise. An interview
shouldn’t be unrelated to the job position. If some per-
sonal or personality questions are posed in an interview,
which are seemingly far from the subjects of a job, they
are definitely related to the corresponding job; i.e., the
company needs someone with those characteristics for
that specific job title. Therefore as an interviewer, you
must ensure that each questions asked during interview
session has something to do with the job title that an ap-
plicant is vying for.
For example, many people can code in .NET or PHP,
but you need a programmer who for example knows psy-
chology as well. In this situation, the questions of an in-
terview might not be relevant to programming at all and
they might be about psychology, but it’s almost absurd for
the questions of an interview to be irrelevant to the job
position.
An interview aims to get to
know certain characteristics of
an applicant that are related to
your required job title directly
or indirectly.
Interview 59

Evaluating Applicant During the Interview
There must be four forms in the file of each applicant
for the interview:
ƒ
The initial form (which has been filled online)
ƒ
Résumé
ƒ
Technical questions form
ƒ
Interview evaluation form
The interviewer usually has the interview evalua-
tion form. Sometimes besides this form, there is a list
of questions as well. These questions are formulated
based on the needs and opinions of the correspond-
ing department. As a recruiting manager, you are sup-
posed to get what you are looking for through the an-
swers given to those questions by the prospective job
applicants.
The applicant’s résumé, the list of questions
formulated by the department which asked
for the new hire, and the interview evalua-
tion form of the applicants are the files you
need to have in front of you during the inter-
view.
Notice 1
Smart Hiring
60

Technical Questions Form
ƒ
Name, information, email address, phone num-
ber, and other applicant details are written at the
top of the form.
ƒ
The job title for which the interview is being con-
ducted is written above the questions.
ƒ
There’s a list of questions, and each question’s as-
signable score is written in front of it.
For example, there are ten questions and for each one, a
score out of ten is assigned.
The definition of scores for exclusive tech-
nical questions in an interview is a task of the
corresponding department.
The department which has announced the need for a
new hire defined the scores based on the importance of
topics discussed in the questions. Suppose there isn’t a
representative of the corresponding department during
the interview. In that case, it’s better that the interviewer
just takes notes of the interviewee’s answers and allows an
expert to do the evaluation and scoring of the interview-
ee’s responses. If a department representative attends the
session, he/she can score the applicant’s answer during the
interview session.
Notice 2
Interview 61

You can design the question form like the following one.
Applicant’s file code:
Education:
Field of study:
Marriage status:
Date of Birth:
Full name:
Address:
Email:
Phone number:
Technical questions for web design job
Score
Answer
Question
1
2
3
4
5
6
7
8
9
10
Total rating:
Table 2. Form 1- Technical interview questions
Smart Hiring
62

Interview Evaluation Form
Many standards formulated for interview and the hir-
ing process aren’t in line with the smart perspective I talk
about. Some people simply evaluate the whole interview
process before it starts and do another evaluation after the
interview has been duly conducted and completed.
My recommended method which includes a scoring
method is a combination of several methods and my own
methods together. I consider the scoring system in most
assessments and in smart business on a scale of 0 to 100.
Two scores are usually defined in the assessment form:
ƒ
One score before the interview,
ƒ
The other one after the interview.
I believe there must be a third score as well:
ƒ
It means a score before the interview, a score during
the interview and a score after the interview.
To assess and score a job applicant, consider a form with
four (4) columns;
¾
The score before the interview
Before the interview, assign two scores for the
job applicant:
One of the scores before the interview is a
score automatically assigned to each résumé by
the smart résumé evaluation system. The indi-
Interview 63

viduals who are invited for interview are the in-
dividuals who have earned the minimum score
from the system. For example, they scored 70 out
of 100.
You define the criteria for scoring and the
minimum score for being invited to the interview.
I recommend you consider 70% of the total score
as the criterion for résumé acceptance in the first
assessment stage.
This score is inserted in the first column be-
fore the interview.
Each résumé has another score before the in-
terview which is given by the employment man-
ager after reading the accepted résumés (which
reached the system’s acceptance threshold). For
example, a résumé which has been assigned a
score of 70 by the software receives a score of 75
through the employment manager’s assessment.
This score is inserted in the second column
before the interview.
¾
The score during the interview
During the interview, you consider another
score for the job applicant. For example, you give
him/her a score of 60 out of 100. This score is in-
serted in the third column of the assessment form.
During the interview, you have the list of
questions in front of you and you have already as-
Smart Hiring
64

signed them a certain score. In the question form,
you score each question after you hear the answer.
After hearing each answer, every interviewer
puts down a score in front of each question. Some
notes might be taken from what the interviewee
says and these notes might be evaluated in consult
with the corresponding department. These notes
also can be used later when deciding on the final
choice.
Notice that the score on the second column is
the score given to the applicant by the inter-
viewer before the interview is started and the
score on the third column is the score given
to the applicant by the interviewer during
the interview according to the questions.
¾
The score after the interview
The score on the fourth column is the fi-
nal score of the interview. It is basically the total
score of the day of interview which is put into the
column of interview scores; it means four levels of
rating are still functioning.
However, if there are more interviewers, each
one gives his/her score independently, and all
scores are put into the column related to the day
Notice 1
Interview 65

of interview because this column is a separate
column with its own scores; one interviewer has
asked the technical questions, another interviewer
has been the employment manager, and the other
one has talked about the background of the appli-
cant.
I don’t agree with giving a total score in the interview.
That’s why I said that you need to assign a score for each
question and see what score the applicant has earned at
the end instead of recording your personal understanding
and give the applicant, say, a score of 90 or 50 out of 100.
Such style of scoring shows your personal opinion and un-
derstanding, not your professional judgment.
It is hard to separate personal and profes-
sional opinions and it requires a professional
process. Therefore, try and reach a final eval-
uation by posing numerous questions and
scoring each question separately.
Of course, you can allocate a part of the rating to your
brief opinion of the applicant and consider the fact that
for example, you give the applicant a score of 60 out of
100.
Note
Smart Hiring
66

Therefore,
ƒ
The software has assigned a score to the résumé.
ƒ
Then, by examining the résumé, you have as-
signed a score to it.
ƒ
You also assign a score based on the interview.
In the job interview, everyone gives a score to the in-
terviewee based on his/her own expertise, and the em-
ployment manager guides the group of interviewers and
assigns the final score based on all the knowledge he/she
has regarding the employment interview.
If the employment manager gives a full score to the in-
terviewee, at the bottom of the form in a space which has
been provided already, he/she should give a reason why a
full score has been assigned.
Take your notes in the four sections specified for insert-
ing the score in the form. Record the information there as
well. The group of final decision makers only takes a look
at the last paper attached to the résumé and this last evalu-
ation form solves many problems that are associated with
the advertised positions and the interview process.
Do not start the next interview immediately
after one is over. Go back to your notes to see
what transpired between you and the appli-
cant.
Notice 2
Interview 67

In the interview session, score an applicant
as far as you remember the result of each
interview and you are certain about it.
The applicant assessment form
Final
rating
Interview
rating
Résumé rating
by interviewer
Résumé rating
by software
Interviewer
Employment manager
Technical expert
Human resources
manager
…..
Final average
Table 3. Form 2-Applicant final assessment form in the interview
Notice 3
Smart Hiring
68

Comment by Interviewer
During the interview, so many things may happen. The
interviews may be extended more than once or twice or
the applicants may be given the opportunity to attend the
interview more preparedly.
If you concluded at the end of the interview that the
applicant must attend the next interview, invite him/her
for the interview at the moment and give him/her more
information in the next interview regarding how to coop-
erate. In addition, ask the applicant to bring more docu-
ments if necessary.
Sometimes, you give your opinion immediately and
you don’t keep the applicant waiting. Still, sometimes, you
time to decide the right steps and you also need to consult
the corresponding department.
If the applicant has the qualifications
required for your job, you need to define
exactly the next stage for him/her.
Hold a meeting with the department which
has announced the need for a new hire so
you can select the suitable applicants based
on the assessment scores.
Note 1
Note 2
Interview 69

Checking and
Approving the Right
Choices for the Job

You need to check and verify the right choices for the job
before selecting them.
You can go through the checking process before or after
the final session. It’s better to do it when the individuals
have passed through the initial filters. Select an individual
who has earned a good score and whom you collectively
consider good enough to be one of the options.
Before holding the final session with the corresponding
department to make the final decision, examine and veri-
fy the accuracy of an applicant’s claims. For example, you
can contact the applicant’s previous workplace and exam-
ine all applicants’ academic and training certificates.
Checking and Approving 71

The time gap between the interview and employment
has its uniqueness. If this time gap is too long, the se-
lected applicant may start working somewhere else. The
longer this time takes, the more individuals you lose.
When this happens, you won’t be able to hire those ap-
plicants anymore and the time spent on previous stages
is wasted.
Follow an appropriate schedule in hiring
process. There is no reason for people to wait
for you. As the employment manager, define
a time plan for yourself and have a sched-
ule from the moment you are informed of
the need for a new hire all the way through
the hiring stage. Teach yourself and demand
your system as well to stick to the schedule as
much as possible.
Note 1
Follow-up after Intervie 73

Followup on the individualsyou have invited
to come and work with you. Notice that the
number of people is fewer in technical fields
and effective and qualified individuals are
also hard to find.
After the interview, follow up and make sure that the
applicants are updated about the hiring process. They
need to know that they still got the chance to work with
you. Keeping them in the dark makes them look for other
job opportunities.
Email or call all the individuals who have been rejected
in different stages of selection. Thank them for showing
interest in working with you, and tell them there might be
other opportunities in the future and that you would be
happy to have them work with you in the future.
Based on their field of expertise, archive
the information of those individuals who
have earned better scores in the interview,
and contact them for future hires. Another
company might hire them and they might
be working somewhere else, but they also
might be still interested in working with you.
Note 2
Note 3
Smart Hiring
74

Keeping a hiring record is one
of the essential parts of “smart
hiring”.
Follow-up after Intervie 75

Some individuals are selected after the interview. The
documents related to the selection stages with a short de-
scription of conversations during the interview and the as-
signed scores are the items you need to refer to the corre-
sponding department. With consult of the corresponding
department, make a list of the selected individuals based
on priority.
As an employment manager, you need to formulate a
job offer in this stage and appoint the salary, benefits and
other conditions of collaboration between the parties. You
must also clearly and explicitly determine the tasks, ex-
pectations and scope of authority for the hired individual.
The default assumption is that the applicant is aware of the
job title, and working rules and regulations of the country.
Send the job offer to the first person on the list and wait
for his/her response. If that person approved the condi-
tions, you enter the next precontract stage; otherwise, you
send the job offer to other individuals in the list according
to the priority. Obviously, if you want to hire more people,
the number of choices is higher.
Giving Job Offer to Applican 77

Suppose successful applicant refuse to accept
the job offer or the salary and job conditions
in the first stage. In that case, you can negoti-
ate for different conditions.
If the applicant has a rare yet outstanding expertise and
is working in another company, you need to make an ef-
fort to convince him/her.
Since one of the questions in the employment applica-
tion form is about the requested salary and benefits, you
can work around the number offered by the applicant. If
the figure you have offered is way less than what the appli-
cant has requested, you need to ensure that the applicant
starts negotiating with you. You may eventually hit the wall
and fail to reach an agreement.
Note
Smart Hiring
78

Chapter 3
Some Points
Regarding
Hiring

Personality Tests
Over the years, I have filled the résumé forms of many
large companies in the world and examined the big job
banks all around the world during my personal business
and work. I must say that it’s not like these companies are
taking the applicant toward personal evaluations unless
they feel the need in those certain job titles. Moods and in-
dividual personality are extremely important, but if these
subjects are overwhelmingly considered, they will become
restrictive and hamper the recruitment process.
Numerous standards are defined and there are various
assessment forms as well. However, it doesn’t mean that all
of these processes must be used everywhere. You need them
based on the requirements of the corresponding job title.
Lack of Gender Discrimination in hiring
This misconception is common that men do better than
women in technical affairs and accordingly, they should
get paid more! This conception is one hundred percent
wrong. There are many technical jobs that women can do.
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80

Because of physical issues, women may not be suitable
for some jobs. Still, it doesn’t mean you can or should use
words showing or highlighting the disability of women
in relation to the post where you need a worker in your
organization.
You can only hold and show such standard when a job
is clearly requires masculine traits. In technical jobs, such
belief is totally wrong and absurd, and everybody plays
same roles regardless of their gender.
Hiring Committed Individuals
Sometimes, hiring individuals from one family leads to
the formation of unofficial groups and decline in infor-
mation security. If structure of a system is based on order-
ly and organized standards, you don’t need to worry about
such issues. We see nepotism and favoritism or a cliquish
spirit in many countries where family members are gath-
ered together.
Hire family members when they only have required
qualifications and can help the system grow tremendous-
ly. You must understand that hiring family members so
they can be active in favoritism can negatively affect the
growth of an organization and can lead to security breach.
Define certain criteria for organizational
behavior to avoid possible problems.
Note 1
Some Points Regarding Hiring 81

The organizational behavior guideline is a guide book-
let regarding how to work in your job section. The indi-
viduals in your organization must understand those char-
acteristics they must duly possess for them to fulfill their
tasks.
The smaller a company, the easier its man-
agement and the larger an organization, the
harder is its management, vice versa.
From one point of view, it’s easier because everything
happens right in front of your eyes. From another point of
view, it’s harder because firing an individual can seriously
harm the system. For example, the fired person can launch
a job exactly identical to yours and with your customers.
The more organized of a system you have,
the better you avoid possible problems.
Define a standard structure so you can avoid many
problems and turn the instant threats to opportunities.
Keeping individuals with guarantees and compulsions
is of no use. The structure must be solid and proper. You
need to define the information security in a way that one
individual wouldn’t have access to all information of the
Note 2
Note 3
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82

company. However, if such access is granted, the con-
cerned employee must be bound by an official contract.
The contract must expressly state that such individual,
who has unrestricted access to the company information
and data, must be legally forbidden from launching a busi-
ness like yours for the next one, two or three years or must
be forbidden from working with your competitors, say, up
to a year after leaving your company. This procedure is
common in many parts of the world and you can also ap-
ply it to your business and recruitment process to forestall
any breach of trust or security.
Some Points Regarding Hiring 83

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