WHAT ARE THE MOST EFFECTIVE WAYS TO RECRUIT NEW

EMPLOYEES?

Among the best ways to recruit new employees are through:

- Referrals from current employees

- Recruiting at vocational schools and universities

- Advertising in classified sections of newspapers and

in trade and professional publications

- Job fairs

- Employment agencies

- Executive recruiters

Recruiting is the first step in the hiring process. The goal is to attract
qualified people whose skills and experience meet the demands of the job
you want to fill. Once you have an initial pool of qualified people, you can
use interviewing and references to screen for other desirable qualities. Later
still, you can zero in on candidates who show those qualities to the highest
degree.

Of course, in most companies the process begins with an employee

requisition--the written document specifying the need for a new worker.

WHAT IS THE BEST WAY TO DESCRIBE A JOB THAT NEEDS TO BE

FILLED?

Listing all the qualities wanted in a new employee might be the best way
to describe the job. But the problem with this method is that it can attract
just about anyone without drawing in applicants who meet the most vital
requirements. For example, you might think being "cooperative" is an
important requirement for a secretarial position -- and it is. But anyone can
claim to be cooperative, and really believe it, too. Listing that requirement
does nothing to attract individuals who have good typing, shorthand and
proofreading skills, which are the skills really needed.
 Instead, concentrate on the critical requirements for the job, the few
qualifications that are absolutely essential, no matter which method of
recruitment is used. They should be objective capabilities that anyone can
easily and accurately assess in themselves. To recruit a database
administrator who can provide an IDM knowledge base of both internal and
external parameters for IDMS-DB/DE, say so, and you'll draw in qualified
professionals. At the same time, you'll turn away people who don't know
what these terms mean.

It's also important to include reasons for a prospective employee to

consider joining your company. Mention your firm's reputation if it's well
known, its working atmosphere, strong benefits package, desirable location
-- items that will be attractive to prospective employees.

HOW CAN ADVERTISING WORK WELL AS A RECRUITMENT

METHOD?

Start by selecting the most effective advertising medium in your job

market. You wouldn't resort to a television advertisement to recruit
computer programmers, for example, because TV appeals to too broad a
market. Placing an ad in a programmers' magazine, or one discussing
software, would be a more likely source.

Once you've found the right medium, concentrate on the ad itself, keeping
these characteristics in mind:

- Design the ad so that it is distinctive in language

and appearance. Use typography and layout to make
your company and the job stand out from other ads on
the page.

- Highlight the major advantages you have to offer.

Address a prospective employee's most important
needs and concerns.

- State only the most critical job requirements. Make

half the ad deal with the job itself. Devote the
other half to selling your organization.
WHAT ARE THE SPECIFICS OF A JOB ADVERTISEMENT?

The well-structured ad includes:

1. The job title. Use the most familiar term for the
job to attract the most readers.

2. A strong opening statement. Use an attention-getting

opening that highlights the most attractive feature
your job has to offer, so people will want to read
further.

3. Specifics about the job and the job requirements.

4. The additional advantages of taking this job.

Include attention-getting information such as the
profitability of the firm, its interesting location,
advancement potential, etc.

Concentrate on benefits that are important to the type

of person you're seeking. If you're looking for professionals or managers,
stress a tuition payment plan for advanced degrees. Conversely, don't try to
sell your pension plan to entry-level applicants.

WHAT IS A JOB PROFILE AND WHAT IS IT USED FOR?

A job profile outlines what the company demands from the person who
holds it, expressed in terms of the type of behavior needed to do the job
well. Building a job profile is one way to systematically identify a job's
requirements.

WHAT ARE THE INGREDIENTS OF A RELIABLE EMPLOYEE

SELECTION SYSTEM?

A selection system is simply an organized hiring plan. It consists of these

steps, though the exact sequence will vary with the nature of the job:
 1. Advertising and recruiting

2. Initial screening and evaluations

3. In-depth screening and interviews

4. Preliminary selection of a candidate to fill the job

5. Reference and medical checks

6. Job offer

7. Handling of applicants who are not hired

8. Orientation and training

HOW SHOULD APPLICANTS BE SCREENED?

The first step should be to eliminate obviously unqualified applicants --

those who do not possess your most important job requirements -- by
reviewing resumes and application forms. For example, if you're looking for
a sales representative who has experience selling your product line, a quick
review of the resumes you receive will filter out those who don't have such
experience.

Questions on the application form will vary according to the specific needs
of your company but, in general, this is the kind of information you will
want to ask for:

- General identification: Full name, address, telephone

number.

- Work experience: Names and addresses of previous

employers. Positions held, starting and ending dates.
Names of immediate supervisors. Ask whether past
employers may be contacted for references.

- Personal references.
 - Education: Include formal schooling, special training,
military training and on-the-job courses.

- Statement and signature: Have the applicant sign the

form, including a statement that gives you permission
to verify the application and that the information
is correct to the best of the applicant's knowledge.

Refer to the Job Application Form, the Job Application Disclaimer and
Acknowledgement and the Job Application Update.

HOW CAN RESUMES BE EVALUATED?

Bear in mind that a resume is a selling tool. Many of them are

professionally prepared. They should be treated as a demonstration of the
intelligence, organizational ability and thinking of the individual it
describes.

Make notes on each resume for yourself. Indicate which areas should be
probed during the interview. Keep handy the list of the job requirements
and check them against the knowledge and skills claimed on the resume.

These four major areas are the most important ones:

1. Education --is it the right kind for the job?

2. Specific work experience -- good resumes give

details of achievements as well as descriptions of
main duties and responsibilities. If anything is
unclear, make a note to have it clarified in the
interview.

3. Progress in each job -- look at the numbers of

different positions the applicant has held in each
company, the kinds of positions, and whether the
progressions indicate promotions, lateral moves,
or even demotions. Look for signs of increasing
responsibility.
 4. Stability -- frequent job changes suggest the
candidate easily becomes dissatisfied, though
there may be extenuating circumstances that you'll
want to inquire about in the interview.

WHAT QUESTIONS SHOULD BE ASKED WHEN CHECKING

REFERENCES?

Normally, you want to obtain basic work experience information: the dates
of employment and positions held, attendance and performance at various
schools.

This information is quite valuable. If something is inconsistent, it can be

cleared up at the follow-up interview. Overt dishonesty about a past job is
grounds to reject the applicant.

Expect personal references to present favorable pictures of the applicant,

but they should be followed through with a phone call anyway. Specific
questions about a particular job qualification may yield a useful reply.
Another thing to consider: Many applicants list the most important people
they know. These people are often particularly frank and objective. Use the
Telephone Reference Checklist and Employment Reference Response Form.

One way to get good information from a personal reference is to ask about
some weakness already discovered. Normally, you'll get either a
confirmation or a detailed denial.

If a reference check raises questions about a candidate you've tentatively

selected, don't be too quick to reverse that selection. Be particularly
cautious if the unfavorable information is inconsistent with the results of the
other reference checks. It may indicate a biased or mistaken reference.
Another interview should be scheduled where the applicant is asked about it.
There may be a perfectly logical explanation.

An Authorization for Release of Prior Employment Information and

Request for College Transcript round out the information needed.

HOW CAN APPLICANTS BE COMPARED AFTER THEY'VE BEEN

INTERVIEWED?

Make up an Applicant Rating Form for each applicant. It calls for a

numerical rating for each of the major job requirements, plus overall
reaction to the candidate.

WHAT ARE THE DIFFERENCES BETWEEN HIRING SENIOR

EXECUTIVES AND LOWER-LEVEL INDIVIDUALS?

The hiring process is much the same at each level, though the job
requirements for senior managers are longer and more detailed. They
emphasize characteristics important to top management.

You'll want to have several senior executives interview a candidate for a

top-level position, while one or two interviews with the immediate
supervisor is usually sufficient for lower-level personnel.

Style and personality count more when choosing an executive, as do

leadership ability and the candidate's plans for the future of your company.
Intangible factors like organizational chemistry and "fit" with other
executives are also important considerations for executives.

WHAT INFORMATION SHOULD BE COVERED IN THE JOB OFFER?

After the decision has been reached on the person to be hired, the selected
applicant will be formally offered the job. At this time, all the details of the
offer should be explained and any questions that the applicant may have
about the offer answered.

There should be clear understanding about:

1. Compensation and benefits

2. Conditions of the offer

3. Relocation requirements (if applicable)

4. Travel requirements
 5. Starting date

6. Deadline for acceptance of the offer

7. Special job requirements

Normally, an oral job offer is followed by a Job Offer Letter.

HOW SHOULD REJECTED CANDIDATES BE HANDLED?

It's always to the company's advantage to personally contact those

individuals who have been interviewed but will not be offered a job. It's
possible, for example, that you might want to make an offer at some future
time to one of the applicants, either because your first choice didn't accept
your offer or didn't perform up to your expectations once he or she took the
job. Or you might have another opening suitable for a person you've
rejected for a different job.

Beyond those practical considerations, it is unkind and unethical to totally

ignore individuals who have applied and have taken the time to be
interviewed. It's also extremely poor public relations.

The Applicant Rejection Letter can be adapted to your own needs.

WHAT RESULTS SHOULD BE EXPECTED FROM A NEW

EMPLOYEE ORIENTATION PROGRAM?

A good orientation program can help a new employee realize his or her
full promise. Among the things an effective program can do are to:

1. Make an excellent first impression. The new

employee's early reactions can set the tone for his
entire career. This is when most newcomers
develop their attitudes toward the company, the job
and their supervisors.

2. Lead to better morale and motivation. It can prevent

 the errors, misunderstanding and discontent that poor
communication can cause.

3. Present accurate information. It's to everyone's

advantage that a new employee fully understand the
company's rules and practices, and the benefits
offered in return. Don't leave this important
information to chance or the grapevine. Poor
communications now can lead to serious
misunderstandings later.

4. Improve learning. The well-briefed employee is less

likely to make mistakes and will require less
training and supervision on the job.

WHAT SHOULD AN ORIENTATION PROGRAM COVER?

The plan should have several key components, to:

1. Let the new employee know what the company

expects of him or her. These are the basic policies
and procedures usually found in employee
handbooks and policy manuals.

2. Let the employee know what the company offers.

3. Provide information on whom to see for help or

information.

4. Introduce the new employee to co-workers,

supervisors, and the workplace.

WHAT IS THE SUPERVISOR'S ROLE IN ORIENTING NEW

EMPLOYEES?

The supervisor plays a vital role in orienting new employees. He or she

should personally welcome each new employee and introduce him or her to
other members of the department.
 Supervisors should be trained how to carry out this important task. An
Orientation Checklist for New Employees covers the subject.

The Confidentiality Agreement should be used if confidential information

will be available to the new employee.

WHAT PAPERWORK SHOULD BE FILLED OUT AT THE TIME THE

NEW EMPLOYEE JOINS THE COMPANY?

A New Hire Personnel Data Sheet should be completed and the Personnel
Department should collect the items described in a Personnel File Checklist.
The employee should sign a New Employee Acknowledgement Form,
acknowledging receipt of personnel literature.

If the employee is a part time or hourly worker, he or she should be given

the Part Time Employee Letter of Understanding or Hourly Employee
Information Sheet. In the case of an employee returning to the company, the
Rehire Form should be used to update records.