Job Description – Requirements
It is very important to list absolute requirements separate from preferred items. This tells the recruiter and candidate that this item is mandatory. Let the candidate know about time and travel requirements.
Job Description – Preferences
Once the required items are listed then the preferred items should follow. You might also say ‘or equivalent’ if you are willing to accept experience versus education, for example. Listing more preferred qualities will be extremely helpful to the candidate and ensure you get the best match for the position.
- Medical Care
- On-the-job Training
- Education Reimbursement
- Company-sponsored events
- Convey the expected work day schedule
- List lunch time and/or breaks
- List Overtime/DoubleTime policy or process – for example: Overtime pay only after 44 hours
- Discuss Shift Premium and/or staggered shift schedules if applicable
- Review flex-time opportunities if applicable
- List various site locations if applicable to the job or employee.
- List specific cross streets. This will allow the candidate to anticipate travel time and find the best route to your location.
- Be sure not to limit yourself to potential ‘good fits’ with your company when a benefits package may compensate for a difference in salary.
- Based on experience and willingness to learn, a candidate may be willing to enter your company at a lower wage.
- If a portion of compensation is to be provided through commissions, it is good policy to tell the candidate how the percentage is calculated. Providing an estimate based on past cases is also helpful.
- Open with a general question or discussion to create a relaxed environment.
- Provide general information about the company.
- Refrain from taking phone calls during the interview. Focus your attention on the candidate.
- Conduct the interview in a clean, tidy, and professional office environment.
- Have candidate sit on same side of the conference table. Two people on opposite sides of a table or desk suggests a barrier and will restrict communication.
- Offer the candidate something to drink. It is a good idea to at least have bottled water available on the table.
- Advise the candidate about how long you plan to talk.
- Have pen and paper available and tell the candidate they are welcome to take notes.
- Have a copy of the job description available as a handout.
- Do not cross your arms, this is an expression of negativity. Pay attention to posture and body language.
- Ask broad-based questions. This allows candidate to start the discussion in the area they are most comfortable. Listen carefully to the candidate, and ask follow-up questions.
- Avoid writing long notes during interview, this tells candidate you are not listening. It may confuse the candidate about what is important, or the candidate may interpret this as a negative reaction to an aspect of the résumé or discussion.
- If you must write, politely ask the candidate to stop for a moment so you can capture the conversation point.
- When interviewing several candidates for the same position, it is helpful to have a rating scale to assist in comparing the strengths of each.
- Printing a list of questions prepared for the interview will keep the conversation focussed and help with time management.
- Summarize the interview and close, asking the candidate if they have any further questions and inviting the candidate to call if they think of something not covered in the interview.
While it is an employer's right to establish job-related requirements and to seek the most qualified applicant for a job, inquiries about race, sex, disability, etc. are not relevant to an applicant's qualifications and most are illegal to ask.
The following examples are provided to help you understand what types of inquiries are acceptable and what types are not:
Steer clear of questions that could potentially violate the Privacy Act. These types of questions are almost always irrelevant to the candidate's ability to perform the work in question, open the door for crossed signals or potential legal issues, and have no buisiness in the workplace. Focus on the skills the candidate brings to the table, and their experience related to the job they are applying for.
- Race or Color – Illegal to ask.
- Military Service - Military experience or training only if job related
- Religion – Illegal to ask.
- Availability for Work on Weekends or Evenings – If asked of all applicants and it is a business necessity for the person to be available to work weekends and/or evenings.
- Language – Languages applicant speaks or writes fluently if job related.
- Marital Status, Sex and Age – Illegal to ask.
- Family Status, number and age of children, spouse's job - Illegal to ask.
- Child Care – No, unless job related and asked of all applicants.
- Disability – Only as relevant to whether candidate can perform job in question.
How you handle the effects of shrinking your workforce will determine how your business is perceived in the industry as well as the labor market. SRI is there to help in this delicate situation.
Your plan should include the following steps:
- Develop a proactive approach.
- Contact SRI to arrange a meeting with your upper management team.
- SRI is there every step of the way throughout the planning process..
- Utilize SRI's knowledge to help with résumé development.
- Count on SRI to assist with placement.
- SRI is available to offer guidance and assistance to the employee.
How you handle increasing growth of your company can have an impact on your bottom line if you hire the wrong type of people. Just as important is the assessment of your current work force capabilities and skill sets in relation to the anticipated growth. What this means is that just because your company is anticipated to grow 30% in the coming year, does not necessarily mean that you need to grow your employment base by that amount. A better strategy is to take the opportunity to evaluate the current work loads within your organization and reassess job assignments for greater productivity and work balance.
SRI is there to help you through this transition by:
- Analysing your current work load distribution.
- Allocate and distribute work assignments..
- Forecast what types of skill sets will be required for your company in the future..
- Examine whether outsourcing is a better option for certain tasks.
- Evaluate the level of experience required for new positions for the best fit at the best price.
- Research candidate availability in the job market to match your needs..