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How do you assess your staffing requirements?
Taking on a new member of staff can be costly when you consider the time and money spent on recruitment, the salary, training and other benefits your company may provide. Assess your staffing requirements carefully before recruiting.
Do you need to bring in a new skill to your business that none of your existing employees have, eg do you need an employee to carry out your marketing? If this is just a short-term rather than permanent requirement you could consider employing temporary staff or consultants.Cheap Custom Essays on Braintree
Has your workload increased? If so, is the workload likely to carry on increasing in the near future or is it just a temporary increase? If the increase is seasonal or a large one-off order, you might consider temporary staff, rather than permanent employees.
Are you replacing an employee who has left? Think about the reasons why the previous employee left and the skills and experience that your employee had. This may help focus your thoughts when it comes to creating the job advertisement.
When assessing your staffing requirements you need to consider alternatives to employing new staff.
Are there ways that you can improve the efficiency of your business to avoid the need for taking on more staff?
Can the additional work be distributed amongst your existing staff? Do you have staff looking to take on extra hours, eg moving from part-time to full-time?
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What sort of skills and experience are you looking for?
You will need to make a list of the skills and experience that are required in order to carry out the tasks associated with the vacant position. These can be written down as a job and person specification. A job specification defines the tasks that will be associated with the job and the person specification defines the skills and experience required to carry out the tasks. It is important to be clear in your own mind about the vacant position. This will help you to create the job advertisement. It is important that your job advertisement is concise and outlines all essential skills and experience. A well-defined job advertisement will help to ensure that suitably qualified candidates apply for the vacant position. This will save time when determining a shortlist of candidates and prevent the need to re-advertise the position if no suitable candidates apply.
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Where will you advertise?
This will depend on the level of employee required but could include one or more of the following
newspapers
recruitment agencies
Job Centres
the Internet
colleges/universities
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Are there any grants/incentives in your area for employing someone?
It may be possible to obtain financial help if you intend to take on new employees.
New Deal
If you have a suitable vacancy and sign up as a New Deal employer, you will be eligible for financial support for a limited amount of time. Contact your local Job Centre for further information.
Grants for job creation
Check with your local Business Link adviser to see if there are any grants available to help with projects that encourage job creation.
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What legislation is involved in employing someone?
Check that you are aware of the current employment legislation. Areas to be aware of include
Discrimination
It is essential that you ensure that your recruitment process does not discriminate against candidates based on for example, race, sex, disability or marital status and, from December 00, sexual orientation and religion. Any discrimination due to pregnancy or maternity is automatically unfair.
Eligibility to work in the UK
It is your responsibility to make sure that your employees are legally allowed to work in the UK.
Working conditions
You need to make sure that your contract of employment meets the current legislation defining working terms and conditions.
As the number of staff employed by your business increases, you will find that the benefits that you need to offer increase. For example, when you employ five or more members of staff you are legally obliged to offer a pension scheme.
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How do you want candidates to apply for the vacant position?
This may depend on the type of position that you have on offer, however some general ways of applying include
Application Form
There are several benefits of using an application form. While creating the application form may take some time initially, when you have done so, it can be used for future recruitment processes. It also enables you to obtain the same information from all candidates and this can help you to compare their skills and experience.
The disadvantages are the time the application form takes to create and the cost of producing and mailing to candidates. Some applicants may be deterred from applying for a job using an application form. It is also important to be aware of any questions that may be regarded as discriminatory.
Curriculum Vitae (CV)
Asking for CVs does not require any preparation time on your part, therefore they are a quick and easy way to gather information from prospective employees. However, CVs will not contain identical types of information and can therefore make it difficult to compare candidates.
Telephone Interview
In order to obtain an initial assessment of a candidate, a telephone interview can be a useful tool. It is also beneficial if the position involves a lot of telephone based work, eg telesales. However, they can be time-consuming and may affect other aspects of your working day.
Visiting the business premises
You may prefer candidates to call in to your premises, particularly if you have advertised your position at your business. This type of approach can be time-consuming and you need to be prepared for interruptions during your working day.
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How do you select suitable candidates for interview?
If you have drawn up a person and job specification, you will need to make a shortlist of the candidates who are the closest matches to the profile. You can then decide on how many candidates you want to interview.
Interviewing takes time; therefore you need to think about the number of interviews you will realistically want to carry out. As a general rule, interviews last between 0 minutes and an hour, however there is also preparation time and discussion time to consider. Interviews can also be quite demanding for the interviewer and in order to keep a clear perspective it is unlikely that you would want to interview more than three to four people per day.
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How should you conduct the interview?
There are several distinct parts to an interview
Introduction
Making the candidate feel welcome and comfortable will enable the interview to flow and will help you get the best from the candidate. Introduce yourself, and any other people taking part in the interview, and try to put the candidate at ease with small talk, for example weather, travelling, parking etc.
Company Background
When the candidate has settled, give them some background information on your business and the vacant position.
Getting information from the candidate
It's important to make sure that you find out as much about what the candidate has to offer as possible. You will need to prepare a set of questions in advance of the interview. You want them to talk about their skills and experience and how this will enable them to carry out the tasks required. Open-ended questions that cannot be answered with a yes or no answer are one of the best ways of doing this. The questions must be relevant to the job. When you have got the candidate talking freely, it is important that you stay in control of the interview. If you feel that the candidate is going off track, step in and turn the conversation back to the information that you need. You also need to think about the motivation levels of the candidates. For example, if you are looking for permanent staff you need to consider if they are genuinely interested in the position and likely to stay for a long time or if they are viewing the job as a temporary measure?
Ending the interview
When you feel you have the information that you need from the candidate, give them an opportunity to ask any questions that they may have regarding the position or the company.
The candidate should then be informed of the next stage of the recruitment process. You may want to invite candidates back for a second interview or to undertake tests. Alternatively, you may feel that one round of interviews is sufficient. Whatever you have decided, you should inform candidates of estimated timescales.
To complete the interview, thank the candidate for their time.
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How do you inform the candidates of the outcome?
You should inform candidates of your decision as soon as possible.
The first step is to inform the successful applicant. This is usually done via the telephone. If they agree, a written offer of employment should be made. This will include the main terms of the employment including start date, salary, hours of work, details of probationary periods and information on pensions, holiday entitlements and sick pay.
When the applicant has accepted the written offer and references have been checked, you should inform all other applicants that they have been unsuccessful.
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Hints and tips
Think very carefully about the skills and experience necessary for the job.
If it is appropriate, you may want to give potential employees a test at interview, eg speed of typing. Psychometric tests can also be used to test a candidate's aptitude for specific tasks eg numerical, problem solving etc. However, you need to have a suitably qualified person to administer the tests and a fee is charged for every time the test is taken.
Recruitment is an area that all businesses need to become familiar with. It is therefore useful to develop a procedure for future recruitment campaigns.
Set a closing date for applications.
Decide on who will handle enquiries and administration related to the recruitment process.
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What to do next
Assess your requirements for additional staff.
Outline the requirements of the vacant position.
Decide on the best source of advertising for your vacancy.
Decide how you want candidates to apply.
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Further information
Advisory, Conciliation and Arbitration Service (ACAS)
Website www.acas.org.uk
Chartered Institute of Personnel Development
5 Camp Road
Wimbledon
London
SW1 4UX
Tel 00 871 000
Website www.cipd.co.uk
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ACAS
Chartered Insititute of Personnel Development
Induction of new employees
Appointing staff
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