Hiring People_ Recruit and Keep the Brightest Stars - Kathy Shwiff [2]
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TEN STEPS TO EXCELLENT HIRES
Harvey B. Mackay founded Mackay Envelope Company at the age of 26 and proceeded to build it into a $100 million company. The following ten-step program for filling jobs is based on Mackay’s own process for hiring executives.
Candidate is first interviewed by human resources.
Managers company-wide conduct follow-up interviews. These managers then compare notes and make recommendations.
Hiring manager meets with candidate for a 30-minute interview. Midway through, he or she asks for the name of a mentor or influential teacher who knows the candidate well and calls this person.
Hiring manager follows up with a 30-minute phone conversation to determine the candidate’s ability to project and communicate by telephone.
Industry people who may have come into contact with the candidate are called.
Candidate is interviewed at home.
Hiring manager socializes with the candidate and his or her significant other at a concert, theater, or movie. This step is especially important for salespeople, who may be seeing customers socially.
Peers in noncompeting companies are briefly interviewed.
Hiring manager has a conversation with the in-house person who is most knowledgeable in the candidate’s skill area—controller, purchasing agent, or the like.
Company psychologist or human resources person is consulted.
This rigorous process not only yields staff members who are a good fit—and who stay for years—it also enforces a sense of pride among existing staff at being part of such a select company.
SOURCE: Swim with the Sharks without Being Eaten Alive (Reissue Edition) by Harvey B. Mackay (Collins, 2005).
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If you’re going to add to your head count, brainstorm the many tasks and roles you anticipate that an employee may undertake in this new job. Again, consider your productivity and quality expectations.
It’s vital to have an accurate job description so that you and your new employee have a shared understanding of what’s expected of him or her. Moreover, writing a job description helps you clarify your thinking, set pay ranges, plan interview questions, and—after you have made the hire—evaluate the new employee’s performance.
When you craft the job description, you may also become aware of other job descriptions in your department that need revision.
The Basics of Job Descriptions
A good job description covers all the parameters of the position. It is detailed and specific, but also loose enough to allow the employee to grow with the job. Be concise and use language that can be readily understood by the general public. Don’t use idiosyncratic terms specific to your organization, or mention internal divisions that change frequently or wouldn’t be readily recognized outside the organization.
The job description should include these elements: the title of the position, a job summary, a list of key responsibilities, a statement of the minimum job requirements, certifications or licenses needed, physical requirements, a disclaimer, and details of hours and salary ranges.
The job title you post should ideally be a shortened version of the actual title—“graphic designer,” as opposed to “graphic designer for educational book division.” You can fill in the details later in your ad. The title should also reflect the various duties of the position, “filing clerk/typist,” for instance, and specify a level of skill required, “junior accountant” or “lead programmer.” Don’t inflate job titles to make them sound more important—opt for “assistant librarian” rather than “information resource technician.” Avoid any titles that might refer to age, gender, or race.
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CASE FILE
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RETENTION BEGINS WITH THE RIGHT PERSONALITY
In a 2005 National Restaurant Association study, restaurateurs called recruiting and retaining employees their biggest challenge. Not surprising, considering that the median length of employment for food-service workers is less than two years—half that of other industries.
Managers at Nick’s Pizza & Pub in suburban Chicago have learned that