How to make a successful recruitment? This file helps you in the recruitment of a new person in your company. It offers 10 recruitment tips for your company.
We're hiring!!! Your company is growing and you are now recruiting a new employee to support your success. Congratulations!
It is important to know that recruiting a new person is a difficult action to carry out. Indeed, the work of recruitment must be successful before hiring.
The definition of the position, as well as the job interviews have a definite influence on the work flow downstream if you are hiring. This influence can be positive or negative for the cohesion of the team, the person's work and your expectations.
In the end, recruitment has an influence on the whole company. How to make a successful recruitment? This dossier offers 10 tips for recruiting your team.
1- Clearly define the position
Don't say that this advice is trivial: if the definition of the position fits in two sentences, so much the better, and we advise it. Only to make the job definition fit in two sentences, you have to prepare. Indeed, it is necessary to describe precisely what will be the precise roles and responsibilities of the position being recruited.
The company is a system and recruitment changes this system, sometimes upsetting it. Beyond the position itself, it is the changes to the system as a whole that can be anticipated.
For example, if person B takes 10% of the work previously done by person A, what is person A going to do with that time? Next, one aspect of leadership is to be considered: how can we ensure that person A does not take this recruitment as a demotion since B will take part of his job?
2- Classify priority and secondary skills and abilities
One mistake one is tempted to make is to recruit a "perfect" employee. But this employee does not exist; if he existed, he would certainly ask you for a salary that you could not pay him.
That's why a good recruitment approach is to rank skills according to the priorities required by your position.
Priority skills are those needed to get the job done. The secondary competencies are based on your vision of the company, and your vision of how the position will evolve.
If you're thinking of exporting to the UK in 8 months, it may be worth adding oral English as a salesperson's secondary skill.
3- Create performance indicators for the position
Every workstation has its own "performance" criteria (indicators). Even if recruitment takes place in a very intangible sector.
These are factual data that allow everyone to give an idea of the work carried out. Both quantitatively and qualitatively. In doing so,
The person recruited knows precisely what he or she has to do and what the criteria for satisfaction are.
You, as an employer, are able to base your opinions and considerations on factual data.
So to speak, the performance indicators make it possible to carry out a recruitment that does not deceive anyone.
4- Create procedures, methods and means to raise these performances
Creating performance indicators requires procedures, methods and means. On the one hand, to achieve these performances. If you hire a marketer, and assign him/her the creation of events. Without associating a sufficient budget. How can he achieve your goal?
Secondly, it is necessary to provide methods (or even procedures) so that the newly recruited person can easily feed back his information.
5- During recruitment, think ahead
Use secondary skills you may need in the future.
If your business is growing and further recruitment may take place, plan for this in your recruitment. Same approach to the evolution of the company's products and operating procedures.
6- Don't over-sell the position during recruitment
Some companies dangle an executive assistant position for a secretarial position. Some companies sell a sales position when the position contains 80% cold calling. In both cases, it is not the same job at all.
In order to have the right people in the right place following recruitment, so that motivation does not wane in the first few days, do not oversell the position in question.
7- Talk about career opportunities
In connection with recruitment tips 2- and 5-, mention career opportunities at the outset.
Once again, this helps to address issues of motivation from the outset. And salary.
8- Trust your instincts during the hiring phase
There is some information that a CV and cover letter cannot say.
This is the case for example of motivation (more on that later!) and loyalty. And more generally of the person's potential. If a profile is a hair below your expectations but you feel the potential, what do you decide?
Both recruitment decisions make sense.
9- Involve your team in recruitment
When I was recruiting, I inadvertently made the mistake of letting it be known that it was a new salesman. But we already had a salesman... he understood that I was recruiting his replacement! This was not the case at all, imagine the damage.
As I said before, a company is a system. And every new hire changes the system. Notably, the cohesion of the existing team.
So when you're planning a new recruitment, contact your team. If you can, involve the team in that recruitment.
10- Plan ways for the person to be quickly operational
Last point if you are creating a new work center. If you can, prepare the ground so that the newly recruited person can be operational quickly.
You can use the trial period to create the basis for this position. But what happens after the trial period is over? It is possible that the trial period may not be sufficient for a newly recruited person to prove himself or herself.
This is frustrating for both!
In conclusion: Successful recruitment is hard work.
That's the key point of this case. Upstream, a great deal of preparation is required for recruitment.
This upstream work helps to recruit the right people, at the right value, without disorganising the existing team and by being operational quickly.
This work upstream of recruitment ultimately helps to modify the system smoothly.
