Good recruitment lifts whole operation

 The process is a challenge for those in the staff market so here are some reminders about what’s needed to attract the best and reliably evaluate their capabilities, attitudes and personalities.

Regardless of the role, jobs need to be advertised effectively and applications processed in a time- and cost-efficient way. The interview process must be a robust investigation so the appointee matches
the demands of the role and the dynamics of the
existing team. 

The starting point is to define the role and the attributes required. This ensures selections are made against predetermined criteria and reduces the risk of standards being compromised when there is a shortage of candidates.

The next step is to convert this to an advertisement that communicates opportunity and motivates readers to action. This should highlight key selling points such as career pathways, a positive team environment or benefits like location, work life balance and reward packages. 

Writing advertisements is still an area where many struggle. A quick review of roles being advertised online at present confirms most ads are relatively introverted. Many focus heavily on the employer’s wish list and fail to promote the benefits offered. To be effective, advertisements must be written with the reader in mind.

I’ve helped to write ads for roles across the dairy world. Regardless of an operation’s location or requirements it’s always possible to find a selling point: it’s simply a matter of assessing what top people will be looking for.

The trend to online advertising has been a real positive: it’s time- and cost-effective and can attract applications within hours of placement. 

Screening and shortlisting candidates is the next vital ingredient. Quality time needs to be allowed to get an insight into each applicant. Ideally this should be done with access to the applicant’s CV. Inviting electronic expressions of interest achieves this and has the added benefit of confirming people’s computer and communication skills. 

Screening should also include a brief discussion of reward expectations. Getting comment on this from all applicants provides a valuable read of market expectations for subsequent salary setting. 

Interviews need to be as much about ‘experiencing’ as ‘interrogating’ applicants. They should be interactive so candidates demonstrate their capabilities, attitudes and aspirations rather than just tell you about them. Personality profiles are also valuable to confirm likely work styles and behaviour patterns to ensure any appointment will complement the current team.

Reference checking before and after an interview helps get the shortlist right and saves waste of time for all. I recommend validating the credibility of referees before listening to their views. Questions need to be planned, searching and effective. They should always include an opportunity for the referee to volunteer comment on an applicant’s professional or personal attributes that may not have already been identified as strengths or weaknesses during the interview process.

My online resource centre has examples of formats, advertising and interview checklists, and audio presentations on how to telephone screen, interview and reference check.

Finally, it’s important not to compromise standards; better to delay making an appointment and re-advertise when candidates don’t meet expectations. If necessary make a temporary appointment to cover the short term and create time to review and repackage the position to get the right applicant. Sometimes it’s just a matter of patience.

Experience has taught me that success in managing people is 80% driven by successful selection. It can be time consuming and frustrating. However it is well worth the effort to future-proof the business and develop opportunity for everyone to move up a level -- including the employers.

• Kerry Ryan, Tauranga, is an agribusiness consultant. www.kerryryan.co.nz