12 Tips for Hiring the Right Staff

June 29, 2010 · Posted in Company 

More than you imagine, your employees have much to do with the success of your business. They have the power to take you to the success or failure.

First I must clarify that these tips are aimed at entrepreneurs do not have the budget to hire a human resources company that does the work for them. Of course, if it is in your possibilities because they delegate someone better than professional, this important but often time-consuming task.

And is that getting personal is not easy, and getting qualified personnel with excellent attitude and confidence is something even more difficult.

Therefore, entrepreneurs should know that the first rule when hiring is not tempted to do so quickly.

1. Make a job profile. It is important in your selection process very clear what you want in a person for it, take 30 minutes to create a profile that clearly describes: the functions of the position, its powers, limitations, technical requirements and any other person important aspect to consider.
2. Define wage conditions. The salary to be paid and the conditions of employment should not be set lightly. This is a very common mistake especially in small businesses where an ill-defined procurement can impact on budgetary problems or even legal. So before you begin your selection process, be sure to thoroughly evaluate how much you really can afford and in which conditions everything is clear from the outset, both for yourself and for the employee.
3. Reports through various media (s) that offer employment opportunities. Once completed the above steps, make sure you have enough candidates to choose the right person. This begins to make known by various means the square you offer. You can place orders with friends, acquaintances or make publications for free Internet services. And if needed, and you budget for it, post your job opportunity in a local newspaper. This will give you different options for evaluating and choosing.
4. Ask them to send you their resumes before. Depending on the type of seat that you offer and the urgency you have to recruit, asks people to submit to an interview with your resume or send it to you previously by conventional mail or email. Where possible the second option is more desirable because it gives you the opportunity to read and evaluate more closely to the candidates to the square.
5. Narrow your possible candidates. Once you have several interested in the job, the next step is to filter them according to your priorities. My suggestion is that you set your priorities in what you most interested in and these are some suggestions: confidence, competence, attitude, academic preparation, experience. For example, if the experience is one of your main requirements, then choose in the first instance to candidates with the minimum required experience. The attitude and confidence should also be decisive and should not take account of prospects who have a history of dubious reputation or have attitude problems reported in previous works.
6. Interview. The next step required is a personal interview. This interview is crucial because in it you know the person and have an important “first impression.” The interview should have a clear objective is to observe the conduct of the person: how to express, as it arrives dressed, how they behave and generally you will assess aspects such as punctuality, dependability and desire to work. Questions, you must allow the person to talk, to express and meanwhile your look. In general, the interview involves a great deal of insight and intuition and it can determine whether that person is really to complement your team.
7. Evaluate your posture. People tend to express with words 20% and 80% with our gestures. During an interview is crucial to learn how to interpret some basic signs like the look, the way they sit, their speech and even a way to accommodate the arms. Usually a person who does not see you in the eye is reflecting shyness, insecurity or even you might not be telling the truth. Try during the interview to see beyond what you may be saying verbally.
8. Be clear in working conditions. If you perceive a person as a candidate (a) then you can proceed to talk about working conditions and wages. These must be in accordance with the provisions in steps 1 and 2 and do not necessarily represent that you are making a contract. The goal is to know what you offer and what you expect them to know if your interest in the square is genuine. This step is very important to avoid misunderstandings later and especially so you can be sure the person understands and accepts the conditions of work.
9. Make the necessary practical tests. Depending on the type of work to be done, in many cases is essential in practical tests. These, although they require time and resources are important to ensure that the person has the knowledge and skills they have said. For example, if you evaluate a pilot, be sure to make a good test drive. If a machine operator also must demonstrate that the computer knows and can operate it. These tests should be performed only those candidates who seriously are considering to hire.
10. Research references. As one of the final steps but no less important is the evaluation of their personal and work references. Anyone interested should introduce personal references and previous work that can be contacted. Calling your contacts and ask for a referral of the person can reveal important information and even help get a better picture of the candidate in question.
11. Analyzes each case and makes a decision. Finally, after completing all the steps and selected potential candidates, make an analysis of your options and making a hiring decision. If you’ve taken all the considerations suggested, this step should be relatively easy. Of course, if they have not yet found the ideal candidate, it is better to perform a new recruitment process to select someone who is not fully qualified for the job.
12. Try a fast and practical. Please note that the hiring process today can not be too long. This for two reasons: one is that people have great need of work and are not willing to wait so long to be hired, second because the good prospects are always hired quickly. Hence, if you do not care to quote, interview, evaluate and contract with agility, then someone else will. My recommendation is that a recruitment process should not take more than ten days to ensure the best results.

In conclusion remember that even if the selection process and recruitment is carried out carefully so that the employee hired to perform adequately there need to be later stages of training, adaptation and supervision equally effective.

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