In order to keep your employment pool competent, it’s a good idea to take a deeper look into your hiring system. The following are four of the most effective tips that you can follow so you can improve your employee hiring from the ground up.

1. Make Job Posts Comprehensive
When it’s time to hire a new employee, step one should be putting together a comprehensive job post. It’s important to think about it like this — whatever you choose to write in the description will decide who applies for the job.

It’s that important. You don’t want to shoot for the moon and discourage someone who will be a good fit. You also don’t want everyone in the world to think that they are qualified enough to apply.
It’s a delicate balance to strike, but the best way to find it is to determine exactly what the responsibilities of the job will be and to write them in accurately. If you keep it simple, direct, and accurate, good applicants will outweigh unqualified applicants.

It also matters where you post. The company website is a no-brainer, but often, especially for smaller businesses, the large job search engines drown them out. It may be a good idea to go with a regional job site.

If your company is located in Staten Island, for example, it might be a good idea to target local sites like New York Jobs. If you’re looking for creatives, try a local arts job board. If you’re looking for tech workers, it might be worth reaching out to the tech community.

It’s all about putting your job in front of as many interested people as possible.

2. Conduct Interviews That Actually Work

The interview process is more difficult to handle than people think.

Some people looking for jobs thrive in an interview environment. They’re prepared, sure of themselves, and perform well under pressure. Some candidates will crumble in an interview environment.

Well, it’s the same deal on the other side of the table. Some employers do well with interviews, and others struggle.

If your job post campaign does well, you enter the interview phase with some solid candidates who look like they have perfect qualifications. However, it’s important to do a little investigating past just what job candidates deliver in an application. If you take a resume, cover letter, and references at face value, you may find yourself regretting your hire.

Already, 77 percent of job recruiters are required to look into candidates, and that’s a method that all companies should be taking advantage of.

Once you get the candidates settled, you bring them in for an interview. These interviews need to have structure. Unstructured interviews waste time and don’t give an equal evaluation of all candidates. You may miss critical information, and communication will not be as clear.

Pattern interviews, where the same questions are asked to every candidate, can achieve consistency, and, in the end, better results. Company’s who decide what they’re looking for, come up with an interview formula and ask the same questions across candidates end up hiring more qualified candidates.

These structured interviews are prepared well ahead of the interview, weighted, and asked to each candidate individually.

Structured interviews bring mainly bring three things to the hiring process:

  • Consistency
  • Question relevance
  • Repeatability

What’s important to include in the interview and what to leave off are things that can be determined by the companies and businesses conducting them. It really depends on the job and the industry.

Another aspect you have to consider whether to use a panel of interviewers or one or two people. Multiple interviewers is usually a good idea, however. It can bring a collection of opinions together. If more than one person is evaluating biases are less likely to come into play.

Avoiding bias can also be achieved if you make the decision as a company to avoid discussing candidates until interviews have been completed. This way you’re less geared for applicant comparison until the final decision is up for discussion.

You need to hear the candidates. This should not be a one-sided conversation. You should be asking open-ended questions to get them talking and see how they think on their feet. This might be the most important part of the interview process. You must be sure that candidates are not only qualified but a good fit personality-wise with your company’s vision and culture.

3. Use Repeatable Tests
This goes hand-in-hand with the structured interview.

Measuring an applicant’s ability through a standardized test is always a good idea if you have the resources. For example, say you’re hiring an editor or copywriter. You can give each candidate the same editing test and take the performance of each into account as you try to narrow down your decision.

You can also test existing knowledge in a certain subject by giving a short test on industry terms and abilities. This can be an easy way to determine who is experienced and who isn’t.

Tests must be relevant to the job, though. They should actually be predictors of job performance. If you give an IQ test, you can’t just pick the top scorer because it doesn’t determine how well someone will perform a job, unless of course, that job is performing well on IQ tests.

 

Rather, test results are just one more part that contributes to the whole of an application. It’s only a piece of what you have to consider.

4. Look For Continuous Improvement
Your hiring process will never be perfect, which means there are always ways to improve it.

Every now and then you should revisit your hiring process, including outreach, interviews, and candidate vetting. Especially if you’re a company that is constantly hiring new employees, a shored up process can help you get the best candidates available.

About the Author: 
Susan Ranford is an expert on job market trends, business management, and hiring. She is the Community Outreach Coordinator for New York Jobs. In her writing and blogging, she seeks to shed light on issues related to employment, business, and finance to help others understand different industries and find the right job fit for them.

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