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The decision of putting on an employee is perhaps one of the biggest choices an employer would make. Whether it be your first full-time staff or someone on casual hire the process of putting on staff is very important. I have made a check list of 3 do’s and 3 don’ts on recruiting someone.
First things first, a bit of background of my experience of being an employer. I started the construction game young commencing a carpentry apprenticeship at 17 then going into starting my own business at 20. The first day I put someone on was a very nerve racking experience. Doing the maths trying to figure out how putting someone on would fill the demand of my work load whilst also being worthwhile for increasing profits! I quickly learned the rewards whilst also the challenges of putting staff on. Due to the value of my experience as an employer I have gained a passion in the recruitment industry stemming from my experience of employing in the construction industry. So without further ado my three do’s and don’ts of putting on staff.
Always make the searching criteria prioritise qualifications. The value of resources due to someone’s skill and knowledge is a must. The difference between settling for someone that needs to be trained into the role compared to someone already able to fulfil the role is often substantial. This searching criteria is not always as simple as initial onset. The reality of a piece of paper showing one’s credentials can be far and wide to reality.
Always have general preferences. Maybe there are certain types of personalities that you know will not work in the particular work environment. The general preferences is making sure the person you are looking to recruit is properly matched to the social and general environment of employment. This can be so easily overlooked, however the gravity of this assessment can be costly. For the consequences of overlooking such a particular often leads to counter productivity and perhaps going through the whole recruitment process again.
Always have clear expectations in the position being filled. Maybe you are putting on a web developer with 5 years experience and diploma in IT. Although the qualifications check out the expectations narrow in the scope of work that is required in the applicant’s position of field. The expectations scope into the priories sought after. Often business just assumes the industry is enough, yet every business in each industry has lots of diversity.
Don’t employ in a state of desperation. Perhaps an influx of work or the loss of current staff has put extra pressures on the need to recruit whether temp or long term the spontaneous employment can be costly. It can pay to have good sources of people that will be suitable for your employing needs.
Don’t employ on charity. Someone needs work? Make sure charity is not from your source of income. The income you make can go into charity but never let it go to your income source. There can be a real pressure and expectation to employ out of personal charity to the friends and family in employment need. Recruiting is sometimes just too personal and it’s sometimes good to step back and look from a business analytical approach.
Don’t employ with expectation for instant delegation of responsibility. As a manager and employer of a business we can face a desire to search for a candidate to automatically assume part of the business responsibility. Responsibility cannot be delegated, rather it is through ownership one takes on responsibility. It is always good to look at how a potential candidate looks after his or her own assets in the quest of sharing responsibility. The reality is you cannot expect to recruit someone into taking business responsibility. However, given the course of time the employee can take on ownership in responsibility through personal attachment and goal driven purpose.