Home' The Channel Magazine : November-December 2011 Contents National Newsagent November/December 2011
AN EFFECTIVE RECRUITMENT PROCESS
Recruitment done well can
enhance the business, but
recruitment done badly can
sow the seeds of trouble for
the future. What are the key
considerations when recruiting
CONDUCT A NEEDS ANALYSIS
BEFORE STARTING THE
Decide whether the work being done in
the position still needs to be done;
• Consider alternatives to appointing
another employee, for example:
• Transferring or promoting another staff
• Changing the other employees’ jobs to
incorporate the tasks from this position;
• Offering existing employees overtime;
• Decide whether the job is to be full time
(an average of 38 hours per week), part
time (regular hours, an average of less
than 38 hours per week) or casual (as
needs, irregular and intermittent).
Decide who will conduct the
• In-house staff or;
• Recruitment agency – if an agency
conducts the recruitment, most of the
steps below won’t be performed by you or
ADVERTISE THE POSITION
• Decide whether to advertise internally,
externally, or both – internal
advertisement really only works in
• When writing the advertisement, be specific
about key selection criteria, and consider
the effects of equal opportunity laws.
• Consider the advantage of advertising in
different places – internet, local paper,
daily newspaper, local community, trade
publication, industry web site.
RECEIVE AND SCREEN THE
• Make sure the applications are kept
secure: people send a great deal of
private information to prospective
employers, and while employee records
are exempt from privacy legislation,
information sent in by people who don’t
get employed is generally covered by
the privacy principles if your business is
bound by the principles.
• If you have time, acknowledge each
application as candidates like to know
that their application has been received.
• Check each application against the key
selection criteria, and make a list of the
candidates you would like to interview.
• If there are any candidates who would
definitely not be suitable, now would be
an appropriate time to advise them they
have been unsuccessful.
• Decide how much time you will need for
each interview and schedule interviews
when you know you will have enough time
to interview each candidate properly.
• Ask questions that are directly relevant
to the candidate’s ability to do the
job – avoid asking questions that may
be interpreted as discriminatory, for
example, asking whether a candidate
has children breaches State & Federal
equal opportunity legislation.
CONDUCT SELECTION TESTS IF
• You may wish to test a candidate’s
written skills, or their computer skills,
or you may wish to see the candidate
perform a relevant task.
CONDUCT REFERENCE AND
• Ask the candidate to give you
the names and contact details of
referees, ideally three.
• Contact the referees and ask them
about aspects of the candidate’s
likely performance in the role you
are offering. For example, if you are
trying to fill a customer service role,
you might ask a referee how well the
candidate got on with customers.
• Bear in mind that some people have a
policy of not giving references, and the
candidate should only have given you the
names of people willing to speak to you.
• Check with previous employers that
the candidate actually worked for the
employer for the stated time.
• Check any claimed qualifications with
the issuing authority – are they genuine?
• Check the candidate has the right to
work in Australia.
• Prepare the final short list and rank
candidates in order of preference
• The order of preference will depend on
the candidate’s skills, performance in
the interview, performance on any tests
conducted and what their referees said.
DECIDE WHO IS THE PREFERRED
• Often there is a candidate who stands out,
but sometimes you will really need to think
about who would be best for the position.
OFFER THE POSITION TO THE
• The initial offer of employment can be
verbal, but follow it up with a written
offer, including an explanation of terms
and conditions of employment. Be
aware that you cannot make the offer
of employment subject to the candidate
making an Individual Flexibility
Arrangement under the award.
IF THE OFFER IS ACCEPTED,
ADVISE THE UNSUCCESSFUL
• This is usually best done by letter.
By Martin Rambow, Director, Finance For Life*
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