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Taken any shortcuts lately?

Preparing for the ‘Recruitment and Selection Essentials’ workshop later this week started me thinking about the shortcuts we sometimes take when recruiting new staff. 

Often this is because we’re in such a desperate hurry to get somebody (anybody?) onboard that we are willing to take a risk or two.  

Here are some suggestions for minimising the risks: 

Do have a systematic way to compare candidates in terms of the essential and desirable criteria for the role.  This will save you having to plough through each resume to find vital information in the early stages and make it easier to pick your top candidate(s).

Don’t brief a recruitment agency or write an advertisement until you know exactly what you’re looking for.  Clarity on this one point will save you time and money – every time.

Do conduct phone interviews in the first instance.  This is becoming more common and can save both you and your candidates a lot of time.  By having a few ‘make or break’ questions, you may find you have reduced the number of people to be interviewed face-to-face.

Don’t employ anyone without first checking their credentials.  You may be aware of a case before the NSW Supreme Court.  The investment manager for Astarra Funds Management, Shawn Richards, claimed to have both a degree and experience when he had neither.  If you don’t check, will your reputation survive a fraudulent employee?

Do always check the references given to you by candidates, even if it takes some time and trouble.

Don’t feel you have to stick to checking just the referees you have been given.  Recent supervisors and peers may be able to provide you with more information.  

Do spread your net to other people in the industry who might know the candidate and ask them for their feedback.  Your industry contacts can also save you time in identifying likely candidates.

Do find out as much as you can about the potential employee through pre-employment assessments and checks.

Taking shortcuts can result in getting lost! 

Implementing these simple guidelines will save you time (and money) in the long run.  More importantly, they will reduce the substantial risks to your business and reputation of employing an unsuitable, unqualified or unreliable staff member.

About Susan Rochester

BSc MHRM FIML
Susan Rochester has been managing director of Balance at Work since 2006. Susan has a natural tendency to balance analytical thinking with an optimistic outlook to set direction and solve problems. She is an effective facilitator and constantly creates new and more effective ways of doing things, motivated by helping others to achieve their goals.

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