For Employers

Hiring Tips

 

Recruiting staff for your organization requires time and planning. Avoid common hiring pitfalls by adhering to a strategic recruiting plan and investing time and effort in conducting a thorough process. Kishurim suggests the following steps to ensure successful recruitment for your organization:

I

Design a realistic and focused job description

  • Define the tasks and expectations of the position.
  • Ensure that the description includes staff members’ needs from this position.
  • Ascertain that the job description is realistic.
  • Provide an organizational chart with clear reporting structures in place.

II

Publicize the position

  • Identify settings where your optimal candidate can be targeted.
  • Advertise your position in media accessed by your optimal candidate.
  • Network your position within targeted organizational communities and broaden it to neighboring ones, thereby
  • keeping your search focused and efficient.
  • Create incentives for employees who recruit appropriate candidates.
  • Avoid publicizing the position for long periods of time as this can reflect the organization’s inability to attract worthy candidates and damage its reputation.

Note: Press campaigns on irrelevant internet sites can result in a deluge of unsuitable candidates and inadvertently cause a neglect of attention to relevant ones.

III

Conduct a thorough interview process

  • Build a relevant interview panel comprised of professionals who are well acquainted with the requirements of the position and the organization’s culture.
  • Involve the direct supervisor of the position in the interview process.
  • Plan and coordinate interview questions in advance.
  • Treat candidates with respect and dignity, enhancing your public relations.
  • Interviewers should qualify their views of candidates and list their concerns.
  • Assign source from the interview panel to collate queries and concerns regarding the candidates and follow up on them.
  • Update the candidates periodically as to the status of their candidacy.
  • Sustain positive momentum during the search by avoiding cumbersome processes that can cause delay.

IV

Check References

  • Check references from former employers.
  • Do not rely solely on written letters of reference.
  • Speak to former employers at a convenient time for them and in a discreet manner.
  • Assure confidentiality of reference, allowing you to obtain information on possible weaker points of candidates.
  • Ask for references from employees at various levels within the organization to allow for different vantage points.
  • Ask for concrete examples of candidate’s strengths and weaknesses – don’t rely on platitudes.
  • Thank the referees for their time, leave the possibility open for additional queries later on  in the recruitment process.

V

Test the Candidate

  • Administer written exercises or requested oral presentations at an advanced stage of recruitment, enabling the search committee to obtain a clearer picture of the candidate’s professional, analytical, communication and presentation skills.
  • Fine tune differences between finalist candidates by administering an “identical question” answered in writing in at a prescheduled time.

Many Israeli employers use psychometric examinations as testing methods in order to determine personality and capability traits of potential candidates. An entire day of testing is an investment of time and energy on the part of candidates. Requiring that the candidate undergo external testing should be cited in the initial interview stage.

VI

Extend Job Offer & Negotiate Terms

  • Ensure clarity of job offer, including job description, gross monthly salary, benefit package, car allowance, vacation day allotment, and notice clause.
  • If necessary, tailor the position to maximize the stronger aspects of the chosen candidate and minimize his/her weak points.
  • Designate one authorized person in the organization to conduct negotiations.
  • Specify a three to six month trial period for the candidate. Benefit packages can be applied retroactively after the trial period.
  • Ensure that the candidate will accept the position even if his/her realistic competitive salary demand cannot be met. This can be accomplished by building a gradual incremental compensation plan based on  achievement of professional milestones.
  • Ensure signing of contracts by both parties prior to the candidate commencing employment.

VII

Train and Integrate New Employee

Facilitate a smooth integration process by availing someone on staff who can introduce the new employee to the staff, familiarize him/her with operations, and train him/her for the specific position at hand.

VIII

Evaluate Employee Performance

Conduct documented evaluation of employee performance no less than annually in order to enhance employee performance in a positive manner.
Reward outstanding employees, thereby promoting their productivity and loyalty to the organization.

IX

When You Can’t Find the Optimal Candidate

  • Ensure clarity of job offer, including job description, gross monthly salary, benefit package, car allowance, vacation day allotment, and notice clause.
  • If necessary, tailor the position to maximize the stronger aspects of the chosen candidate and minimize his/her weak points.
  • Designate one authorized person in the organization to conduct negotiations.
  • Specify a three to six month trial period for the candidate. Benefit packages can be applied retroactively after the trial period.
  • Ensure that the candidate will accept the position even if his/her realistic competitive salary demand cannot be met. This can be accomplished by building a gradual incremental compensation plan based on  achievement of professional milestones.
  • Ensure signing of contracts by both parties prior to the candidate commencing employment.

X

When the Hire Goes Wrong

  • Parting of ways should be executed as quickly and painlessly as possible.
  • If the employee is let go, he/she should not be physically present at the work place after the notification date.
  • Evaluation of what and why went wrong in the hire should be conducted immediately.
  • Steps should be taken to ensure that the hiring mistake will not recur.

Unfortunately, making a wrong hire is not unusual. An organization’s human resources is its most important asset. Careful and successful recruiting together with effective nurturing of personnel is the key to an organization’s continued success.