12 min
Build your recruitment structure- roles and responsibilities, key questions with Lisa Askwith Engaging Your People for Success with Lisa Askwith
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Segment 2- Build your recruitment structure- roles and responsibilities, key questions
One question I often get from my clients is centred around how to motivate people, and in reality there is only so much you can do, so instead try and look for this key personality attribute at the interview.
Interestingly, John Maxwell says that he gets asked all the time, “How do you motivate your people?” and his answer is very simple: “Hire motivated people.” You want to attract and hire the best talent in order to continue your development, and growth as a company. You can have great processes and great products but the execution of your business plan is dependent on the people in your organization.
Clear Technical Requirements – The eligibility - intelligence & competence - requirements are clear and consistently applied throughout your organization. Fit test – The character, personality, and other desirable qualities needed for the position are clear – often it is easiest to develop your own key list of attributes and rate the candidate on a short list using a 1-5 scale after an interview as this helps keep everything consistent. Agreed and appropriate Job Description needs to be available Job Description- don’t use an old one with the plan to fix it after you have employed someone!!!! List of tasks, duties and responsibilities that the job entails. Need to create an effective balance between breath and specificity. Job Specifications List of skills, abilities, knowledge and other characteristics that an individual must have to perform the job- this is where you need some not negotiable areas.
Develop a core set of situational questions that you use for every candidate you see for the role. This is not negotiable. Without this you risk internal bias taking over and you missing key issues or experiences. You need at least 3 strong core questions that you ask every candidate. Make them large enough for the candidate to need to go in-depth in the answer.
Ensure the same hiring manager is involved throughout the process to prevent bias or missed opportunities. As interviews are often spaced out due to work commitments on both sides. You also need to have an internal rating scale you can use that you can rely on to keep you on track between interviews. This means, develop something that gives you an idea of how the candidate made me feel during the interview, as these key things can be forgotten in the rush to catch up on work commitments. Remember it is the aim to hire for attitude and motivation as well as core skills and experiences. So a behavioral scale helps keep you on track.
Have a clear structure around responsibilities- Main interviewer, recruiter and additional interviewers. Decide in advance how each interview is run and who is responsible for each part or particular questions.
Segment 2- Build your recruitment structure- roles and responsibilities, key questions
One question I often get from my clients is centred around how to motivate people, and in reality there is only so much you can do, so instead try and look for this key personality attribute at the interview.
Interestingly, John Maxwell says that he gets asked all the time, “How do you motivate your people?” and his answer is very simple: “Hire motivated people.” You want to attract and hire the best talent in order to continue your development, and growth as a company. You can have great processes and great products but the execution of your business plan is dependent on the people in your organization.
Clear Technical Requirements – The eligibility - intelligence & competence - requirements are clear and consistently applied throughout your organization. Fit test – The character, personality, and other desirable qualities needed for the position are clear – often it is easiest to develop your own key list of attributes and rate the candidate on a short list using a 1-5 scale after an interview as this helps keep everything consistent. Agreed and appropriate Job Description needs to be available Job Description- don’t use an old one with the plan to fix it after you have employed someone!!!! List of tasks, duties and responsibilities that the job entails. Need to create an effective balance between breath and specificity. Job Specifications List of skills, abilities, knowledge and other characteristics that an individual must have to perform the job- this is where you need some not negotiable areas.
Develop a core set of situational questions that you use for every candidate you see for the role. This is not negotiable. Without this you risk internal bias taking over and you missing key issues or experiences. You need at least 3 strong core questions that you ask every candidate. Make them large enough for the candidate to need to go in-depth in the answer.
Ensure the same hiring manager is involved throughout the process to prevent bias or missed opportunities. As interviews are often spaced out due to work commitments on both sides. You also need to have an internal rating scale you can use that you can rely on to keep you on track between interviews. This means, develop something that gives you an idea of how the candidate made me feel during the interview, as these key things can be forgotten in the rush to catch up on work commitments. Remember it is the aim to hire for attitude and motivation as well as core skills and experiences. So a behavioral scale helps keep you on track.
Have a clear structure around responsibilities- Main interviewer, recruiter and additional interviewers. Decide in advance how each interview is run and who is responsible for each part or particular questions.
12 min