Often the recruitment process starts with someone in the organisation wanting to employ a particular person. It may be someone they have worked with previously, or even a friend or a family member. This person may work out to be excellent in the role, however bringing someone in ‘on a handshake’ means the steps which make up good recruitment practice are missed. This leads to problems down the line - if the role is poorly defined it becomes hard to hold this new recruit to account. Preparation to make sure the role is clear to everyone will improve every new appointment, whatever their level or entry route into your employment.
If you are the business owner or MD, or if you are the Recruiting Manager, complete the 'recruitment requisition form' below to ensure you have considered the current needs of the business and acquired the necessary authority to recruit before you start.
Recruitment doesn’t have to be a ‘management challenge’, the people with the best idea of who will do well in the vacant role will be the existing team. Gather the input of long servers to inform your decisions about what to recruit. They are ‘at the coal face’ and may have a different opinion on what will work, or why recent appointments haven’t worked out.
Involving the wider team in the recruitment process doesn’t only give you a realistic view of what the job entails, if they have a hand in the selection process, they will take responsibility to ensure the new recruit succeeds.
It is also important to consider how the vacancy came about. If there is a vacancy due to someone leaving it is critical to find out important data about why. Even if you think you know why they have resigned, if you ask the right questions you may gain information which will help you shape the new job and ensure the best person for the role is introduced. See the next section about exit interviews.