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    www.recruitloop.com.au

    ATTRACT.SELECT.RETAIN.

    Recruitment secretsEXPOSED!

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    ATTRACT.SELECT.RETAIN.

    Recruitment secrets EXPOSED!

    Copyright RecruitLoop 2011First published November 2011

    All rights reserved. No part of this publication may be reproduced,

    stored in a retrieval system or transmitted in any form or by anymeans, electronic, mechanical, photocopying, recording or otherwise,without the prior written permission of the author.

    www.recruitloop.com.au

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    Table of Contents

    Foreword . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

    Part 1 Talent Attraction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7Chapter 1 Job descriptions: You cant not write one . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

    Chapter 2 Performance proles: Dening success from the get go . . . . . . . . . . . . . . . . 10

    Chapter 3 Writing a job ad: How to improve your response rate . . . . . . . . . . . . . . . . . . . 12

    Part 2 Candidate Selection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15Chapter 4 Screening candidates: keeping out the tyre kickers . . . . . . . . . . . . . . . . . . . . . 16

    Chapter 5 The interview: the essential dos and donts . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

    Chapter 6 Benchmarking: determining who makes the nal cut . . . . . . . . . . . . . . . . . . . 20

    Chapter 7 References: conducting your own background checks . . . . . . . . . . . . . . . . . . 22

    Chapter 8 The job offer: youre almost at the nish line . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

    Part 3 Staff Retention . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .27Chapter 9 Induction: your new team members rst impressions on the job . . . . . . . 28

    Chapter 10 Performance appraisals: nobody wants any nasty surprises . . . . . . . . . . . . . 30

    Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33

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    5

    ForewordWhen youre running a SME, its not always easy to keep on top of it all. You do everything

    possible not to drop the ball but inevitably the area in the business that is often the rstto feel the cracks is staffing . When youre juggling budgets, existing clients, new business,IT issues, sales and marketing, PR, accounts, and people, its unfortunately inevitable thatcorners might be cut and crucial steps overlooked when it comes to hiring. Then to makematters worse, you may not be able to invest enough time inducting your new hires andensuring theyre doing OK.

    One of the most overused phrases in business today is that our people are our greatest asset .However when it comes to SMEs in particular, staffing is often the rst area to suffer.

    Candidate attraction and selection and staff retention are critical to the success of anybusiness and SMEs are no different.

    Its often hard just to get your head around the entire recruitment, selection and retentionprocess let alone having enough time to see it all through. After all when youve got all theother balls in the air, who really has time to write a job description, performance prole orcapabilities statement for every role in the business? Not everyone is an expert copy writer,so how are you to know if the advertisement you plan to post on to a job board will evenattract the right candidate? Should you do it yourself, or should you engage the servicesof a recruitment agency? Do you have time to do it alone? But then again do you havethe budget to use a traditional recruiter? What do you look for in a recruiter? What do youlook for in a CV? How do you sort through the pile of CVs when you are inundated with

    applications to nd the diamond in the rough?And to think that all these questions need to be answered before any interviewing even takesplace.

    Of course you are an expert in what you do in your business. But when it comes torecruitment, all of a sudden you are expected to become an expert recruiter a specialistin personality assessment, organisational psychology, and behavioural analysis. How canyou really identify the ideal candidate? What should you really be looking for during aninterview? How can you really distinguish between the candidates skills and competencies?

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    6

    Your pulse rate and blood pressure are probably increasing just thinking about it.

    Then of course just because you interview a high calibre applicant, conduct some greatreferences and make your superstar candidate an offer, believe it or not it doesnt mean theywill even accept the role.

    Scary stuff.

    Assuming you do successfully make an offer, how can you prepare to bring them on board?Will you have time to personally induct them and show them the love ? How can you ensurethey feel welcome and wanted? But more importantly how can you ensure they staybeyond the probationary period? Just remember if they leave your business within the rsttwelve months, it can actually cost you up to three times their salary!

    Do you have an induction program? Do you have a performance review process in place?What about a staff recognition program?

    More confronting questions.

    There is a light at the end of the tunnel

    The good news is that this EBook is lled with 10 essential tips for any SME undergoing agrowth phase. It will help you work through the attraction, selection and retention processesmethodically and ensure you have a team of high quality, satised staff.

    Thats right tips that will help you create performance proles, write more powerfulrecruitment ads, create a more streamlined screening and interviewing process, not tomention helping you ensure a better rate of staff retention.

    We hope you enjoy the read but just remember RecruitLoop is always here to help you atevery step of the way.

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    Part 1

    TalentAttraction

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    8

    Chapter 1

    Job descriptions:You cant not write one.I cant believe how many clients over the years briefed me on a new position and when Iasked them for a job description said something along the lines of you know what werelooking for or Ill shoot you an email with a few bullet points later .

    To be honest quite often I didnt know exactly what they were looking for. And I should point

    out that a few bullet points does not a job description maketh!

    What also became apparent was that more often than not, they didnt know exactly whatthey were looking for either.

    Its not uncommon for an employer to know that they denitely need to bring somebodynew into the business, but to not have carefully thought out exactly what it is that the newteam member would be doing.

    This is a dangerous way to start.

    There is no question that every candidate expects to see a jobdescription if they are even going to consider a career move.If a recruiter cant provide one, thats another issue. But if youare planning to recruit yourself, what sort of impression are youcreating if you cant even provide a potential new employeewith a description of the job you are hoping they will do for you?

    The all too common Were hoping to create the job around thebest candidate depending on their previous experience doesntreally cut it either.

    There is no question

    that every candidate

    expects to see a job

    description if they are

    even going to consider a

    career move.

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    9

    Talent Attraction Job Descriptions

    Think about the following key points carefully:

    The actual position title must accurately reect what they will be doing in the role. Dontmake it too vague or creative. You will just confuse people or perhaps even put them off.Internally you might decide to call your receptionist the Director of First Impressions, but on a job description it should just say Receptionist .

    You need to dene the reporting lines and working relationships. Specically who they willbe reporting to, and who they will be working closely with.

    Most important is the list of duties in the role and what percentage of time you expectthem to dedicate to certain tasks. This will certainly help candidates better prepare to meetyour expectations.

    Sometimes its hard to separate the necessary skills required in the role from the corecompetencies required in the successful candidate. To make it easier here, think of the skills

    as something that a candidate may have learnt such as a particular software package. Thecompetencies are more natural traits or attributes like highly organised, team player,condent negotiator, someone who can multi-task or even someone who is hungry towin denitely a good trait for any sales person.

    If you dont want to commit to a xed salary, then at leastcome up with a salary range but do some research toensure that the range is within market rate. Its also a goodidea to include any benets that you offer your staff.

    A job description should be no more than one A4 page that

    includes a brief company overview (including locat