Where do you begin?

You've just gotten your funding, you're just about to move to the next stage of growth, or you have a couple of key spots that need to be filled... Where do you start? 

Know what you want... Putting the legwork in first will save you a lot of time, money and pain! 

·       Compile as detailed a job description as you would want to see if you were applying for a position. Specify what tasks, responsibilities and accountability are expected in the position. Review with the rest of the team to ensure as complete as possible. This gives you the basis for interview questions, a brief for any third party you may outsource to, and a framework for measuring and rewarding performance.

·       Identify any personal attributes and experience you feel are essential and/or desirable in the role and this will become your person specification. Is it important to be a team player, self-motivated, have a sense of humour and be able to work under pressure? Do they need 3 years experience or will 6 months do?

·       Make clear any special requirements which could help candidates self select e.g. extensive international travel.

Sourcing Candidates: A number of options are open to you depending on budget, urgency and in house capability.

·       Advertising: via press or internet. Can you use your company website? How about some of the internet job sites?  If nothing else they’re good for using as copy templates! If you're planning to use press adverts, check to see how effective if is in your field of work. Also remember to comply with the Equal Opportunities Act, Sex Discrimination Act, Race Relations Act and Disability Discrimination Act when writing your copy. (see link to open government below)

·       Networking:  groups such as HighTech Women, First Tuesday, City Women's Network are an invaluable source of referrals.  Are you a member of a professional organisation, Alumni groups, the Institute of Directors? Some of these have advisory services and/or job forums. You've paid your subscriptions so use them. What about "refer a friend" reward scheme for introductions amongst current employees? 

·       University Careers Services: make direct approaches to Careers services to contact students particularly MBA's who have work experience. Try and foster relationships with course tutors as well as staff in Careers offices. How about sponsoring an essay prize or competition? It is a great way to source candidates and raise your company profile. 

·       Agencies & consultancies:  contingency agencies  maintain candidate databases from people who have registered to change jobs. They work on a "no candidate no fee basis". Search consultancies will conduct a search or headhunt using your brief to identify potential prospects. The usual fee is ed approximately 30% of First years salary with 10% being a non refundable retainer fee. 

Make sure when dealing with third parties that you are specific in your brief, you now exactly what fee you will be charged and that YOU manage the relationship. Choose a company you can work with, understands your business and that you feel listens  to what you want rather than give you what they think you want. 

·       Independent recruiters: short term experienced people who can come in and take the load off your shoulders without your incurring the cost of a full time head. Usual charge  300/400 GB pounds per day. Choose carefully and again ask for referrals/client testimonials

·       In house recruiter: anticipated expansion of the company may be such to justify taking on an in- house recruiter to source candidates. Usually this is a poacher turned gamekeeper i.e. someone who has experience in a recruitment consultancy or search house and wants to jump ship. It can be very cost effective if they have the right network in place. To find this person, use professional magazines like recruitment international, Interviewer or Professional Recruiter for tips and sourcing candidates in this field.

Project Management:  Put together a project plan to help you manage the process and ensure you remember everything!

·       What is the process?  Interview only? How many? With who? Do you want to hold a group day, test them for team fit or aptitude?

·       Response: build in strict targets to respond to candidates CV’s, agency enquiries and decisions following interviews.  In this competitive market the maximum its 24 hours. 

·       Pencil in interview dates in diary:  for yourself and any others involved. Do it at the start and you can move quickly with "hot to trot candidates". Business always gets in the way. Be disciplined. Short-term pain for long-term gain.

·       Admin:  if there is no in house HR capability, appoint someone to manage the administrative aspects of the project i.e., recording and responding to applications, dealing with agencies, preparing screening sheets, questions banks, assessment forms, candidate care, sending out contracts and keeping paperwork safe and secure. Announce this both internally and externally to third parties.

·       Draft contracts: again an HR job, but if not are these in place? Do they need amending? What about restrictive covenants etc.? Who will check references? 

Process

·       Screening: what criteria do you use to see some candidates and not others? Can you defend it if challenged?  Be very clear why you see some candidates and not others and bear in mind again the employment legislation. Be aware that there maybe people out there who will test you by submitting exactly the same CV in two different names. Do candidate have to have the right to live and work in the country for which you are hiring them? 

·       Interviewing: Changes in the UK Data Protection Act mean candidates can now look at manual information held by a potential employer in written records. You could receive a request to view any interview notes taken/assessment decisions made. It is vital that you record notes during interview that you can use as evidence to decide on suitability. Best practice is to have 2:1 interviews, one to ask questions, one to take notes. Do you have any disabled candidates coming to interview? Are any special considerations needed? 

·       Question Bank: Questions should be designed to help you collect precise and specific evidence upon which to base any decisions. A combination of questions to determine competency for the role together with general "getting to know you" and clarifying CV questions should provide this.

·       Record what you see not what you think:  Concentrate on how people are giving answers, aggressive, diplomatic, mumbling and also look at non verbal behaviour, smiling, body language etc. Comments like jerk, smelly, awful dress, dirty shoes should be avoided.

·       Assessment write up:  Prepare an assessment form, which will give you indicators to benchmark and substantiate any decisions you may reach. Assessment comes AFTER the interview. Be clear about your reasons for acceptance or rejecting a candidate. Use the interview notes to help you. Again keep in mind the relevant employment legislation. Gut instinct is no defense in tribunal.  

·       Candidate questions: if you want to impress the candidate and save time, think of all the questions you could ask and find out the answers before interviewing. Questions usually revolve around role responsibilities, location, flexibility, progression, salary and benefits. Above all don't make any promises you can't keep they WILL come back to haunt you. Note down questions asked and answers given.

·        Post interview: get back to candidate ASAP and let them know the decision. Never give a decision there and then. It gives you no time to think or review the evidence and a verbal offer is legally binding. It will cost you money and damage your reputation. Make sure contracts are thoroughly before going out and keep in touch with the candidate. Keep your potential new CEO/FD/office manager warm by maintaining contact, especially if they are on notice period. You'll lose them if you don't.

For those that are unsuccessful, remember the golden rule: recruitment is the art of disappointing well… today's' candidate could be tomorrow's' client! 

Afterwards?  

·        Keep paperwork safe and secure: when the contracts are signed and the dust has settled, remember to keep all the paperwork for at least 6 months following interview. Candidates have the right to read it and you have to produce it 

·        Ask candidates for written permission to hold their details: if you or they want you to continue to keep their details on file you must get it in writing. Check backups and remove the details of any candidates you have not received permission from. 

·       Shred any paperwork you want to destroy.  

Not everybody recruits by the book, but more and more cases are going to tribunal, which means your company could be bust before it starts. By following the principles above, you have a reasonable process that can be applied to any campaign from CEO to office junior.

Resources:

www.prospects.ac.uk - run by careers services for under/post grad students

www.topjobs.co.uk - example of job site 

www.executive-grapevine.co.uk - useful for sourcing third party agencies

www.recruitment-intl.com - use to keep up to date and source in house recruiters

www.open.gov.uk - advice on employment, data protection and immigration legislation

www.ipd.co.uk - advice on employment issues, best practice

Based in the UK, ReSearch Selection Ltd recruits HR, IT and & eCommerce professionals for blue chip corporates and SME's. They work alongside in-house teams on resourcing strategies, succession planning as well as any requirement for search or assessment and development.

Do you have comments or suggestions or other ideas in this field? Give us your feedback.