Every company may not have clarity on whom to hire first. Conceptually the idea of hiring someone new is scary because you don’t want anything to go wrong. However, once you’ve determined that you do actually need someone for the job, maybe because you can’t handle the workload, or you or your partners don’t have the specific skillsets required, it’s time to be on the lookout for your first employee. After completing the first hire evaluations sheet, you should have a basic understanding of what skillset is most required and for what time frame.
Preparation for the interview
Once the skill sets requirements are in place, you should draw up a basic outline for the interview. Keep in mind candidates will build their own perceptions and evaluations during the process, and every interaction with you as well as the company. In case you are a laidback business then stick to your work ethic and don’t need to adopt an extremely corporate approach. Whichever business culture, respect, and professionalism always come first. Interviews can happen in person, over video, or through phone calls. they could be conducted on a one-to-one basis or in a group. Questions could relate to behaviors, skills, or adaptability to specific situations. Generally, initial screening is done with a short phone call ranging from 20 to 30 mins. Here, along with your introduction, explain your role in the company and how long the interview is expected to last.
Remember, preparing for an interview is an art
An outline of some basic questions:
- What do you find appealing about this job?
- How informed are you about our company?
- Could you guide me through your previous positions and why you left them?
- Tell us a bit about your work experience
- What are your expectations in terms of salary?
These queries will benefit you to understand their interaction skills, interest in the job, and if they have the abilities required for your position. Always leave a window at the end for the candidate to be able to ask you questions. Through this interview, you can gauge if the candidate has the skills, potential and experience that is required by your company. You should ask behavior-based, competency-based, and situation-based questions. Candidates can provide examples of when and how they used specific skills.
In general, these questions look like this:
- Tell us about a time when you________?
- If this particular situation cropped up, how would you handle it?
- In a few words explain how you ________?
These questions are phrased in order for the candidate to be able to explain themselves in detail. Simple yes and no answers will give absolutely no insights about the candidate so frame the questions accordingly. There is absolutely no requirement for questions pertaining to an applicant’s marital status, children, pregnancy status, age, gender identity, prescription drug use, disability, national origin, religion, race, color, clubs, societies, lodge memberships, or health status. You cannot differentiate on the basis of these in your pre-employment tests either. Furthermore, the employer cannot use a test that in the absence of a reason, excludes applicants who are 40 or older. You could ask about citizenship before extending an offer.
A guide to Picking the Perfect Candidate for the job.
A strong underpinning gives you a certain amount of confidence as to what your business needs. Despite that clarity, choosing can still be challenging. It can be taxing to find the right person for a job. It might be tempting for you to go with your gut instinct. However, gut feeling is a shaky foundation for making a business decision. Decisions should be based on facts:
Candidate’s experience : A combination of experience, skills, and potential. What are the implications of those factors for your business? Is it necessary? In the event of a match, extending an offer is the next logical step.
Reference checks are contingent upon the successful completion of the offer. A background check and a drug test are required. Make sure you don’t skip them.
Screenings are important too. There is obviously no guarantee, but they can at least provide valuable information
A guide to some of the potential risks while hiring a candidate
Consider all legal implications before hiring someone for the job. You should not hire if you are unable to do so.
Extending the Offer
Making a job offer is one of the most exciting parts of the hiring process. Once you have a few potential candidates in mind, it’s common practice to make a verbal offer to someone who is a good fit for your business. You can reach your first choice by phone. High-level terms are covered in a verbal offer, describing the position, the salary, and the proposed start date. Please provide any information you have. Consider rehearsing your presentation with a trusted business partner or legal team and discussing your offer with them to get feedback.
The Way Forward
There are three responses you are likely to get. Either they accept your offer right away or ask for some time to mull over it or reject it. If they require time, agree but tell them to respond in a specified time frame. If the offer is rejected, express your regret and ask if they would consider sharing the reason. Depending on their response, you may or may not be able to meet their expectations. As a final step, if they accept, express your excitement, and welcome them to the club
Follow up with a written offer letter to the team.
The offer letter should be checked by your legal team and basically includes:
- The job title
- A commencement date
- Employment status (full-time, part-time, or contractor/project) and
shift (if applicable)
- A statement that employment is at will
- Salary structure and payment terms
- Benefits information (including paid time off information)
- Terms of employment, such as background checks and drug screening
- Whom to contact for questions
- Signature and date
The Importance of Culture at the Workplace
Would you be able to describe your company is asked? Owners of the company deeply influence the culture and it plays an important role in the success of a company contributing to profitability. In the event that the culture demonstrates any signs of being negative, you could very likely trace the issues back to the top. It is cultures that make up the essence of a company, not rules. Experience and observation are the best means of understanding, not written statements. Set an example for your employees by practicing what you preach.
Orientation for New Candidates
New hire orientation begins from the very first day on the job. Any candidate will start absorbing what he experiences from day one. Right from the start develop a positive and conducive environment for your employee so he enjoys working for you. You could prepare the new person’s cubicle with supplies, a welcome note, or some personalized paraphernalia. You should save time and paper by sending out most communication via email.
The first official day should include a tour of the workplace and a meeting with new There should also be a meeting with the new hire’s manager to talk generally about the company culture, mission, vision, and a basic outline of what is expected in the first week. Guidance should be provided for any resources they need. You could plan a lunch with other employees which is a healthy interaction and builds a comfort level. In the first month, there should be at least one meeting held every week to touch base on the work and smoothen their way into the company. Plan to schedule a meeting at the end of the month for the first three months to understand how it’s progressing and what improvements can be made.
It’s Beneficial to have Job Titles
If the Job title is incorrect, you may attract the wrong people for the job. For example, Alan, the CEO of a company posted his requirement with a very brief description for an HR specialist. There was an influx of candidates having experience in HR. In the interview process with a mid-career HR professional, Alan shared what he wanted to accomplish with this job. He received immediate feedback from the applicant explaining the job title did not actually capture the essence of what Alan truly required for his company. He was advised to rework it and edit it reflecting a lower level of experience and skills based on what his business needed now, rather than what he had imagined he would be needing in the future. It’s vital to envision the success of your company but you cannot base your requirements on future statics. You have to be realistic. The title was duly changed to an HR generalist with a job description that encompassed lower-level skills and junior-level experience. If Alan had not received this direct feedback from an applicant, he may not have realized the importance of a Job Title. inaccurate or wrong job titles not only lead to rejection and disappointment but also could conceivably harm the reputation of your company.
