The document outlines key steps and considerations for hiring employees, including assessing readiness to hire, finding candidates, and the importance of effective screening. It emphasizes preparing to be a strong leader, conducting thorough interviews, and establishing clear expectations with new hires. Additionally, it highlights the necessity of follow-up and ongoing support for new employees to ensure their success.

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When to Hire, How to Hire
Presented by Sue Walsh
April 12, 2012

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Welcome
 Are you ready for help? Are you ready to be the “boss”?
 Identifying your needs.
 Finding good candidates.
 Screening applicants.
 Closing the deal.
 FOLLOWUP!!!

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Are you ready to hire?
• Are you running your business or is your
business running you?
• Are there other activities that would be a
better use of your time?
• Are you turning business away because
you can’t keep up?
• Are there activities that need to get done
but aren’t because you lack the expertise?
• Beware the difference between a contractor
and an employee!

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Are you ready to be the “boss”?
 Being the boss is hard work. Be prepared.
 Know your style.
 Communicate.
 Be tough.
 Be consistent.
 Observe and adjust.

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Finding Good Candidates
 Tap in to your network.
 Should you use “traditional”
recruitment methods?
 Think about what’s important.
Develop sound bite.
 What are the essential skills and
characteristics?
 Differentiate between “must
have” and “would be nice to
have”.
 Be concise.

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Screening Applicants on Paper
What to Ask For
 Have a paper application which must be completed and signed.
 Ask for COMPLETE information even if they present a resume.
 Print 2-page application on same sheet front/back.
 Ask on the application if they have ever been convicted of a
crime.
 If planning to do background checks, ask for permission to do
so in writing.

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Screening Applicants on Paper
 Attention to detail
 Experience and qualifications
 Check dates
 Compare application to resume – do they match?
What to Look For
Susan M. Welch
PO Box 1234
Portland, ME 04614
Dear Miss Welsh:
Tradwinds Marketplace, blue Hill, ME 5/08-10/09
Assistant Non-Foods Manager
Objective: To secure a position which
will allow ample time and income to
pursue my true passion for home
brewing.

8. HERRESHOFF MARINE MUSEUM AND AMERICA’S CUP HALL OF FAME — Bristol, RI
Membership Coordinator, 2002 to 2004
Managed membership database, tracked renewals, recruited new members, developed membership rewards programs, tracked
charitable contributions, and managed fundraising and member events.
DEFENDNET SOLUTIONS — Providence, RI
Human Resources Generalist, 2000 to 2001
Managed sourcing, screening, placement and support for all technical, administrative, sales, marketing, financial and
management roles for this internet security firm.
USAMEDSEARCH — Yarmouth, ME
Director of National Recruiting, 1999 to 2000
Directed all operations, marketing, sales, staffing and administration for this startup healthcare executive placement firm.
JOHN HANCOCK FINANCIAL SERVICES — So. Portland, ME
Human Resources and Community Relations Manager, 1998 to 1999
Sourced, screened, and trained candidates for financial services roles. Represented the agency in community organizations to
increase visibility and credibility.
SELF-EMPLOYED — Portland, ME
Consultant, 1997 to 1999
Assisted a variety of organizations, primarily startups and non-profits, in the areas of human resources, marketing and event
management. Provided career counseling to individuals such as resume writing, search strategies and interview skills.
GALERIE NOEL — South Nyack, NY
Managing Director, 1996 to 1997
Directed all operations for this importer and wholesaler of high-end, hand-crafted Christmas decorations.

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Screening Applicants in Person
 Prepare interview questions in advance. Ask the same
questions of every candidate.
 What are the key qualities that are important to you in a team
member?
 What are the most important skills for the position?
 What level of experience is necessary?
 Think about how much training you are willing to do. Are any
qualities missing in a candidate “trainable”?
 Sell yourself and your company but be honest!

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Closing the Deal
• Check references!!!!! Check not only those
supplied by the candidate but use your
connections to dig deeper.
• Set forth clear expectations. How will
success be measured?
• Establish policies and procedures in
writing. Be consistent!
• 90-day probationary period is highly
recommended.

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FOLLOWUP!
 Your job is just beginning when your new employee comes on
board. Followup is essential!
 Training – your new employee doesn’t know what they don’t
know.
 Do performance evaluations – 3 months, 6 months, 12 months,
annually.
 Hold regular staff meetings.
 Ask for and encourage employee feedback and suggestions.