EMPLOYEE HIRING-Hiring personnel is a critical step for a business’s success, and as most successful small business owners know, the hiring process does not begin with the interview and finish with the job offer. Rather, it is carefully planning and considering the position prior to an interview, carefully recruiting and interviewing to bring in the proper individual, and providing new employees with an orientation that allows them to get off to a solid start with the organisation.
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WHEN AND WHO SHOULD BE HIRED
Before advertising a position, interviewing candidates, or making a hiring decision, the manager must examine some crucial factors of the vacant position and the individual they will seek to fill that staff opening.
THINK ABOUT THE JOB Any staff selection procedure must be carried out within the framework of the bigger corporate enterprise. An available position invites you to make good adjustments to your labour structure. Is it necessary to create or fill the position? Is it necessary to restructure it? These are the kinds of questions that should be asked before starting the employment process.
Consider the role itself first. Prior to the employee hiring process, business leaders should identify which duties must be completed by the workforce and how many individuals will be required to do those jobs. Consider the job’s ideal tasks and responsibilities, not the individual or people who previously held the post. It’s a good idea to write a job description and a job specification at this point. The job description outlines the position’s duties and obligations, as well as a ranking of the importance of each of these tasks. A job specification comprises a list of important skills—those abilities required for an employee to do the job effectively. The job description and specification are tools that can help an employer not only identify the right individual for a job opportunity, but also help the employee.
If the role exists and has been appropriately described, there is still room for improvement. Examine whether the position should be reformed. Do you want the position to have too much responsibility? Do you think you’re asking too much? Small business owners should also assess whether the tasks connected with a post may be merged into one or more current positions. It is often not essential to hire a new employee, but rather to re-evaluate current positions and redesign the work flow.
THINK ABOUT THE CANDIDATE After you’ve ensured that the role is completely defined, think about who you’d like to fill it with. What abilities, knowledge base, and personal characteristics will enable someone to complete these activities successfully? Should the candidate have a postgraduate degree? What kind of personality would be a good fit for the team? The manager will be able to obtain a good notion of the type of candidate who will be most likely to fulfil the challenges of the position by consulting the important abilities listed in the job description.
However, a recruiting manager must be careful not to get overly utopian when setting employment standards. Few small businesses have the luxury of waiting for the right prospective employee to come along. A potential employee may not possess every ideal feature on a business owner’s wish list, but he or she may nevertheless produce fundamentally sound performance. Finally, each business owner must decide for himself or herself whether a prospect’s positives exceed any negatives (such as a lack of experience, personality, or training) that they may bring with them.
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RECRUITING
When building a candidate pool for a position, small business owners and entrepreneurs might explore both inside and outside the organisation. Both systems have pros and cons.
IN-HOUSE HIRING Hiring from within the organisation provides benefits such as increased corporate expertise, continuity, and enhanced morale. An employee who has previously worked for a company is more likely to be familiar with the organization’s requirements and will be able to approach a new role with the extra viewpoint of his or her former position. Hiring from inside also provides a company with continuity because the skill of the workers remains within the organisation and is thus “re-invested.” Finally, employees often have a positive attitude toward a firm that promotes from within. It demonstrates a company’s confidence in its employees and the quality of work they produce, and it gives them with practical evidence that their own efforts can lead to career progression.
Hiring from the existing employment base has the problem of providing a limited pool of qualified candidates. There may not be a person qualified to fill the role inside the current employee bank, especially if the bank is tiny. There may also not be a person who wants to fill the post.
HIRING FROM AROUND THE WORLD At some point, every employee arrives from outside the company. Bringing in someone from outside the firm can be problematic at times due to the steep learning curve. External sources, on the other hand, are frequently required and beneficial. People within the business may lack a specialised expertise or a specific level of education or experience required for the demands of a role. Furthermore, when hiring from within is performed to the exclusion of all other options, any organisation faces the risk of becoming stagnant in its ideas and procedures. People from within a corporation tackle things in a way that has always worked for them, even if they are pushed by a new role. A new perspective can sometimes breathe new life into a business.
RECRUITING METHODS To find external candidates, a small firm can use a variety of recruiting strategies. By far the most popular and well-known of these approaches is newspaper advertising. A well-written advertisement can attract a large number of candidates. In general, the better suited the candidates will be, the more explicit the advertisement about the position and credentials sought. However, as Peggy Isaacson, a human resources consultant located in Florida, told Lynn, “[Small company operators] cannot expect to be overwhelmed with top-tier prospects simply by placing a help-wanted ad in the newspaper. While advertising has a place in the employment process, it is not sufficient. In this market, good people will not come to you; you must actively seek them out.”
Recognizing this reality, Isaacson advised Lynn that businesses investigate the following strategies of recruitment:
.Make use of your personal and professional networks—this includes everyone from your neighbours to fellow community/business association members.
.Create an employee referral program—Companies that offer cash incentives for referrals that result in hirings can find success with these programmes.
.Make use of school placement offices.
.Make an appearance at employment fairs.
.Place notices in senior centres.
.Make contact with local employment agencies.
.Post job vacancies on job boards—Many professional organisations keep employment banks for their members.
.Compensation packages should be competitive.
.Create a positive, appealing work atmosphere.
