Hiring the wrong person will cost you and your company time and money. 80% of employee turnover is due to bad hiring decisions, and a single bad hire can cost 2.5 times the employee’s salary after recruiting, replacing, and onboarding expenses.
On the other hand, by doing the grunt work of going through countless resumes, doing background checks on each applicant, and following a routine during interviews, you will get an employee who will truly bring value to the company.
Hiring the right person for a job will always be a challenging task, but the payoff is worth it. Here are the strategies that will help you along the hiring process.
Step 1: Define the Job Position
First, you need to define the job through a job analysis. When writing the job description, put all the relevant details and be clear on the responsibilities the position will have. It will give you a better understanding of what skills and personality types you should look for during the next phases in the process.
Here are the essential parts of a job description:
- Job Title
- Job Summary
- Responsibilities and Duties
- Qualifications and Skills
You can also check out effective sample job descriptions here.
For old job role hires, having regular employee performance appraisals can help define and form the concrete responsibilities expected of your company’s positions. Doing this will clarify the responsibilities of each position. It will also help you determine if an employee is exceeding company expectations and can be given bigger responsibilities.
Step 2: Sourcing for Applicants
There are many places and strategies that you can use to source candidates: recruitment websites, social networks, Boolean search commands, referrals, events, and talent pipelines.
Examples of websites include Kalibrr and JobStreet where your posting can be seen by all their users and can send in their resumes through the site.
You can also do social sourcing. While you can use Twitter or Instagram to look for candidates, the most recommended social networks to use are Facebook and LinkedIn. Facebook has recently added a feature wherein a business page can post job openings and advertise to the many users on the social network.
In LinkedIn, you will be able to see a candidate’s career history, their educational level, and their skills. Another way you can use LinkedIn is to search profiles who have experience in the job position that you are looking to fill in, and send them personal messages.
Using Boolean search commands allows you to target your searches to more relevant results. You can use Boolean strings to search for candidates by a given criteria such as location, job position, skills, or email address.
To reduce the time in sourcing applicants, you can also ask for referrals from your current employees. Ask them if they know anyone who qualifies for the job position, and put an employee referral program to incentivize your employees.
Joining job fairs in universities can increase the amount of applicants you get, and is especially useful if the position can be filled in by a fresh graduate. If you’re looking for candidates with more experience, you can host an open house and invite potential candidates to your office where they can meet the teams and learn about your company culture.
Lastly, a talent pipeline is a pool of candidates that have applied for a position in your company in the past. In it are the resumes, assignments, test results, interview notes, and referral notes. You can reach out to the candidates who scored well in previous recruitment waves and contact them to see if they are still interested in applying to your company.
Step 3: The Interview
After gathering and going through your list of applicants, you can now have your first run of interviews. This is an important step in the process since this is where you will assess if they have the essential qualities that you are looking for.
Before the Interview
Assessments help you gauge how a candidate can fit into the job role and how they work with other employees in your company. Used properly, these tests will give you valuable insights about your candidates. There are many pre-employment tests in the Philippines that can give you information on a candidate’s personality, work ethic, and level of knowledge. Some examples of pre-employment tests are Job Knowledge tests, Integrity tests, Cognitive Ability tests, and Emotional Intelligence tests.
Another type of assessment to consider is the Learning Identity Test, which can give you data on a candidate’s learning preferences, learning habits, learning style, and drive for learning. If you are a company that highly values learning and development, you will be able to see candidates who are driven for learning and those who are not. Having insights on their motivation level in learning can give you a good idea on which candidates can grow in your company and take bigger roles in the future.
During the Interview
When interviewing people, especially fresh graduates who may not be used to interviews, have some small talk before diving into the interview questions. Small talk can help them take their nerves off from the interview and it gives you a way to assess the personality of the applicant.
Then, transition to your interview questions. Ask how they approached projects and what challenges they faced along the way. Ask how they were able to apply what they learned in college or through their certification courses in their previous or current job, and if they plan to take more advanced courses for specific skills. This can give you an idea of how interested they are in their current field, or if they have plans in learning other skills. While they give their answers, it’s important to take note of how clear they can communicate their thoughts, their body language, and the tone of their voice. This will give you further insight into their soft skills and what could need work when you hire them.
You can also throw a curveball question to see how the applicant thinks. Try to ask questions like “how will you describe the color yellow to someone who’s blind?” and see how they react and answer. This is another way for you to see their personality and gives you an idea of how they might handle pressure.
Talk about your company and the industry that you are in. See if the candidate did their research. You would be able to see just how much they know and how they can be valuable to your company. This is also where you can open up the floor to clarify questions they might have. Discuss emerging trends and practices in the industry. It’s a good sign if they can keep this part of the conversation going.
By the end of the interview, invite your applicant to ask questions. Set their expectations regarding the job role, the working hours, the company culture, and the salary and benefits. This is where you sell your company to your applicant, as well.
Aside from the salary, there are many other reasons a candidate would want to work for a company. These include career development, company culture, benefits, and values. So be sure to inform them about the opportunities for growth in the company, the culture that you aim to foster in your company, the benefits that you provide, and the values your company upholds. Be as clear as you can be with the applicant so that they know what they are getting into.
Step 4: Create a Shortlist
Based on the job analysis you conducted, create a checklist to help systematize this part of the hiring process. Review your notes and the applicant’s test results. See if the applicant meets your requirements according to your checklist.
To create an effective checklist, first, determine your shortlisting criteria. These are the essential and desirable criteria needed to do the job, and the minimum level of skill a candidate should possess. This can include educational attainment, work experience, skills, and personality.
Then, create a scorecard with the first column having the name of the applicant, the criteria on the next columns, then the score on the last column. Decide on what scoring system to use. Often, recruiters use the scores 0 to 3: 0 for candidates who fail to meet the criteria, 1 for those who partially meets the criteria, 2 for those who meet the criteria, and 3 for those who exceed the criteria.
Determine how many candidates you want to include in your shortlist, and get the top scorers from your scorecard.
Step 5: Reference Check
Once you have your shortlist, it’s time to check their references. This will help you validate the information the candidate has given you. The common practice is to have three references that usually include previous managers and colleagues of the applicant. Note that having a reference list of only previous colleagues could be a red flag. Applicants who tend to do this are those who may have had a bad relationship with their managers. Having a reference in a managerial position is always better. If the applicant is a fresh graduate, the references can include university professors, thesis advisers, or internship supervisors.
Before asking about the applicant, ask how the reference worked with the applicant. Give them context by describing the job position the applicant will be filling in your company. This will help the reference answer your questions properly and in the context of the job position the applicant is applying for.
Avoid asking broad questions such as “what can you tell me about ___?” since you might get biased answers. When talking about an applicant, focus on facts. If they tell you that the candidate was driven or was able to think out of the box, ask for instances where they showed that trait. If they give a side comment that the candidate was sometimes lazy, ask why.
Here are some examples of questions you can ask:
- Was the applicant successful in fulfilling their KPIs?
- How did they react to roadblocks in projects they were leading?
- What differentiated them from their colleagues?
- What was it like to supervise them?
- Why did they leave your company?
Step 6: Decision Making
Now that you have all the information you can gather, it’s time to make a decision. Review your notes on your candidates. Check the strengths and weaknesses of the applicant from the scorecard, the red flags that may have come up from their reference, and the reason you are hiring someone for the company.
In this part of the recruitment process, you need to follow your instincts. If you have a candidate who has a relatively average score in your shortlist but has an immense drive for learning, then you may consider them over one who has a higher score but has trouble working in teams and has low EQ.
Remember that the decision needs to be based on the question of “what will be best for the company?”. It is your job to bring in someone who will bring value to the company. Through experience, you will become better at hiring the right person. Take your time, plan well, gather as much information as you can, and make your best decision.
Request for pre-employment testing through our training request platform. Have any other questions? Shoot SkillBean an email through [email protected]. Check out our Learning Identity Test.