Join and be active in trade and professional associations. Become a member of your local chamber of commerce. Think about the organizations where potential employees would most likely be active, and become involved in them. Make one or two calls a day to former colleagues you respect "just to touch base.
The nature of the staffing industry is to continuously network with prospects, clients and candidates, offering services and suggestions that continually replenish its resources. Because staffing services are in the business of matching candidates and companies, the relationships built are usually in-depth and on-going. Search professionals, therefore, have a continuous resource of candidates from which to draw.
A qualified recruiter has the time, resources and incentive to check deeper, test further, and evaluate with more scrutiny each candidate they propose. There are staffing services, which have developed special computerized skill assessment systems to test candidates and ensure the level of proficiency they profess. There are recruiters who request five or more reference checks be completed prior to any interview taking place. Still others verify qualification and certifications.
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The good ones do all this, and more. For these reasons, a qualified staffing service can complement your search and dramatically enhance the level of candidates you interview. Plus, most work on a straight contingency basis, so it won't cost you anything unless you hire one of their candidates. Consider using a specialized staffing firm if you are seeking candidates with special skills such as accountants, lawyers, healthcare providers, information technology professionals, etc.
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Thankfully, most employers have learned not to rely solely on the information contained in the mountains of resumes they receive when it comes to deciding which candidates to interview. Instead, a battery of tests, both psychological and skill-oriented, can be administered before an in-depth interview takes place.
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Similar to those tests conducted by staffing specialists, the examinations that have been developed can be demanding. But evaluating candidate skills does not have to be a test of your endurance as well. Using the list already compiled as functional prerequisites, assign a value to the experience, education or qualifications each applicant brings to the job. This "quantifying capabilities" method will bring you closer to identifying the necessary abilities a candidate should exhibit to achieve success in the given position.
The in-person interview is the meat of the hiring process. It's here where you'll separate the contenders from the pretenders and come to your ultimate hiring decision. Here are some tips and suggestions to help you excel as an interviewer:. This is a two-way street. Be on time, it's simply polite. Be sure the area in which the interview takes place has a neat, professional appearance. Remember, the impression you make is just as important as the way in which you perceive the candidate.
The Art of Hiring the Right Employees
Do not take a bad day into the interview with you. Your attitude creates a perception, whether good or bad. Make arrangements not to be interrupted, this time is an investment in the future of your company. Be cordial, right from the beginning. If you really want to find out what a candidate has to offer, make the candidate feel welcome and the interview more conversational than strictly a question and answer session. Yes or no answers won't yield the information you need to make a successful hiring decision. Ask questions in an open-ended fashion, and create scenarios that elicit thought by the applicant.
This type of probing will uncover the data that is most relevant to your search. This information comes from the list you compiled in the beginning of your search. Refer to it often during the interview process so you can continually direct the conversation toward the evaluation of these attributes. Make sure you take detailed notes of each candidate's responses. These notes will help define one candidate from another in the final decision process.
The best indicator of how an individual will perform is how he or she performed on previous jobs.
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If candidates can demonstrate past success, odds are they will be successful in the future. If a candidate can successfully provide proof of their ability to assume your open position, you still need to investigate their willingness to get the job done and their manageability once on the job. Explore personality and organizational traits to illustrate their approach to specific tasks. Probe past relationships with supervisors and subordinates. This portion of the interview can become uncomfortable, but it's absolutely necessary to avoid potential trouble.
Just as you are trying to determine if a candidate is a good fit, so is the candidate trying to determine if you represent a good opportunity. Once you are convinced a candidate is a contender to fill the position, you need to "sell" the prospective employee on the job, your company and yourself as the future manager. Explain the challenges and rewards of accepting this new responsibility. Stress the positives of working for your company. Be aware of the market value of the prospective employee as well as your budget limitations and be prepared to offer an acceptable compensation package.
Probe the candidate's interest by asking about other opportunities he or she might be exploring. Above all, remain positive — attitude will help immensely in bringing negotiations to a successful close. Once the interview process is over, it's time to review your notes carefully, evaluate how well the contenders stack up against your wish list, and pick your top three choices.
Remember, just because you are enthusiastic about working with a candidate, doesn't necessarily mean a candidate is enthusiastic about working with your company. Pick three winners, and try to close your number one choice first. Initially, starting a new company often requires you to wear a lot of different hats. However, once a startup starts to grow, making it successful becomes a team effort. Hiring the right people for your new startup is just as essential as having a great product or idea. If you are launching a new startup, follow these tips to ensure that you hire a team of people that will help you build something spectacular.
Carefully define what you want your company to be, what you want the atmosphere at the office to be like, and what the ultimate mission of your company is. Before you hire a single employee, you need to develop a list of specific positions that your company needs to fill. Think carefully about each of these positions and the role that they will play in growing the company. Determine which positions are most important for your company, and focus on filling those first with talented candidates.
By developing a list of specific employees that your company needs to find, you can narrow the focus of your search as well as better understand the type of employees that you ultimately want to find. Working at a new startup is not a job for the faint of heart or those who get frustrated easily. Every position within your new company is likely going to come with a set of challenges and obstacles that must be overcome, and you need to hire people who will respond to these challenges in a positive way. Asking questions such as these will help you get a feel for how a candidate is going to behave in the workplace and respond to the challenges that come along with making a new startup successful.
In the end, these factors are often even more important than the skills an employee brings to the table. Many modern startups make use of hiring freelancers online just as much as they do traditional employees, and, depending on the position and its role within the company, there are a lot of benefits to hiring a talented freelancer. Many positions within a new startup will not require enough day-to-day work to justify hiring a full-time employee.
Instead, you can rely on a freelance graphic designer to complete projects on an as-needed basis. Best of all, many freelancers have experience working with a wide range of large companies and new startups alike, and that experience can often offer a lot of value to your company. You should certainly take the time to thoroughly evaluate your options before you make a hire. The competition for the best candidates on sites such as these is often simply too stiff.
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Instead, narrow your search to more niche career sites and approach candidates directly using platforms such as LinkedIn. If your company has a website that receives a decent amount of traffic, create a careers page on the site that details the positions you have open and invites interested candidates to contact you. Work to expand your connections however you can, and always be on the lookout for talent.
Even if you form a connection with someone you might not need to hire right away, you should always be watching for talented individuals you can reach out to in the future when the need for their services comes up. New startups often live and die by the people that they hire. With this being the case, choosing the right people to hire for your startup is one of the most important decisions that you will make for your company.
Take your time, put in the work, and find a group of talented, hardworking people who will help you build the company of your dreams.
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