10) Documentation. A good starting place is confirming job descriptions, employee handbooks and job specific training guides are accurate.
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10) Documentation. A good starting place is confirming job descriptions, employee handbooks and job specific training guides are accurate.
9) Internal candidates and referrals. For mid to senior level openings, hiring from within can be the best solution in terms of employee satisfaction and ensuring a successful fit. Additionally, asking your staff to refer interested applicants from their personal networks can be a rewarding strategy.
8) External sourcing. If you are interested in capitalizing on the area’s robust colleges and universities, Handshake is a great tool. This website allows you to post a single job opening, which is then advertised to several institutions of your choosing.
7) Pre-interview communication. While this information may have been shared, discussing the basics of your company and the position can help you identify if the applicant is a good fit on paper. Ideally you will be thrilled to uncover the applicant is interested in what you have to offer or you could be thankful to identify they are not a good match early on.
6) Application. Receiving a completed application prior to the interview can generate worthwhile discussion topics outside of what is shared through a resume and cover letter. Review your application to make sure it is compliant with updated state laws regarding criminal background and wage history.
5) Interview. Large interviewing committees can be intimidating. The applicant’s hypothetical future supervisor, in addition to a leader from the department with the job opening, is a great start in identifying who needs to be present to conduct the interview.
4) Reference checks. They can reveal meaningful insights, even if they only bolster your confidence. A small percentage of the time, you will speak with references who provide surprisingly critical statements.
3) Orientation. Thoroughly outlining the new hire’s first few weeks can be immensely helpful. Think through the best way to ease this individual into their new role by defining which responsibilities to teach first.
2) Introductions. In small companies, this could be introducing the new hire to each staff member individually. In a larger firm, this could be introducing the new hire to a contact person from each department. While basic, forming these one-on-one connections outside of the new employee’s dedicated work group is crucial in making the employee feel welcome.
1) Follow ups. Especially in circumstances where the direct supervisor is not conducting the hands-on training, the supervisor should aim to follow up with the new hire regularly. Prompting new hires to ask any questions or share any concerns can help minimize their confusion and stress, which should help the chances of the new employee becoming a long-term team member.
