STEP 2- RECRUITMENT POLICY AND WORKFORCE PLANNING
We have previously delved into the importance of creating a great workplace and culture as Step 1 in attracting the best candidate to come and work for your organisation.
Step 2 is about managing the risk around recruitment and compliance, as well as legislation and your own recruitment policy.
Through our experience, no other policy has more effect on employee commitment, trust and motivation. Not only does a good recruitment policy ensure that your company is legally doing the right thing, it also demonstrates to your current employees that you are committed to their ongoing development and aspired career path. This can be done by ensuring all roles are advertised internally, especially for suitable roles such as secondments and or project roles.
Just as no other policy has more effect on the upside of employee engagement, no other policy has more effect on the down side too. A CEO who deviates from the ‘transparent and fair’ recruitment policy and simply appoints people to a position will instantly demotivate the team. Therefore, a culture of mistrust and cynicism will begin to set in…immediately.
Enough on the policy and sticking to it! What else should be part of the recruitment procedure to ensure that the best person for the role is hired first time every time?
1. Determining the dimensions of the role
This is about work force planning. Does the role need to be full time, part time, casual, fixed term? What do we need to pay to attract the right person and how are we going to find that person?
Depending on your own internal skills and resources, you may decide to go to a recruitment agency. Whilst agencies are great for those who don’t have the time to run a recruitment campaign in house, we would like to share some tips we have learned along the way from working with agencies that could save you thousands of dollars.
a. If the role is for a fixed term and you are considering using an agency to place a temporary worker into your organisation for more than three months, usually it is financially feasible to put the employee on a fixed term contract. This is because agencies will offer you a prorated fee for fixed term contracts, i.e. 3 month contract = ¼ of the placement fee. Three months is just a rule of thumb for a breakeven point between temporary fees and prorated placement fees. Ask your agency to calculate the fees for you to help you make your decision first! Keep in mind that if you extend the fixed term contract, you need to pay the difference to the agency.
b. If you are hiring on a temporary basis and then want to employ a person permanently, most agencies will reduce the permanent placement fee by a percentage depending on how long the temporary worker is employed for. Usually after using a temporary worker for 12 months in one organisation, there should be a zero charge for making that employee permanent.
Ensure there is a clear approval process in place and the hiring staff understand who needs to authorise a new hire. Authority is important at the time of identifying the need to fill a position and then when the final selection is made.
3. Position Description
Don’t authorise the recruitment without ensuring there is a valid and up to date position description. A position description is essential at all stages of the employment lifecycle, i.e. in selection, development, performance management and if required termination! It provides clarity to the employee and helps them understand the expectations from day one.
It should be used to develop the selection criteria during advertising, cull and prepare a short list and develop the interview questions.
It will also be added and referred to as part of the Employment Agreement.
Stay tuned for part three in our five part blog series- Searching for the Right Candidate!