The Skills Shack

<p>Running a business will likely involve hiring employees at some point. This course will support an employer through the recruitment and selection process.</p>

<p>So your business has a vacancy that needs filling...where do you start?</p>

<p> <span><img alt="What is your plan" src="https://s3.ap-southeast-2.amazonaws.com/s3.go1.service/the-skills-shack.mygo1.com/apiom/2036063/1570784792/1570784792-whats-yr-plan.jpg" style="float:right;height:199px;margin:25px;width:300px;" /></span></p>

<h3>First stop is planning!</h3>

<p>It is important to plan and structure the entire process from identifying the job requirements to inducting the successful applicant.</p>

<p>Careful planning at each stage provides yourself and the candidates with the best possible experience and helps reduce the stress level that can come along with a recruitment process.</p>

<p>Badly planned and implemented job requirements, job advertisements and interviews are not only frustrating and uncomfortable for everyone involved, but you are unlikely to obtain the best results and you may come across as unprofessional and inexperienced – you don't want to leave the candidate with a bad impression of you or your company.</p>

<p>Remember they are interviewing you just as much as you, them, to make sure they are a good fit for your organisation.</p>

<p>Recruitment can also be seen as a marketing process, so make sure you get it right, sometimes your brand will depend upon it.</p>

<h5>What does your plan look like?</h5>

<p><iframe allowfullscreen="" height="360" src="https://player.vimeo.com/video/366882003" width="640"></iframe></p>

Planning

<h3>Job Descriptions are important</h3>

<p><br />
Think of a job description as a “snapshot” of a job. The job description needs to communicate clearly and concisely a brief overview of the role, how it relates to your company vision, a list of key responsibilities, requirements and qualifications.</p>

<p><span><img alt="Job Advert" src="https://s3.ap-southeast-2.amazonaws.com/s3.go1.service/the-skills-shack.mygo1.com/apiom/2036063/1570786201/1570786201-job-ad.jpg" style="float:right;height:233px;margin:25px;width:350px;" /></span></p>

<p>Job descriptions are important for:</p>

<ul>
	<li>Attracting the right job applicants</li>
	<li>Helping employees understand their responsibilities</li>
	<li>Evaluating employees performance</li>
	<li>Forming the basis of the interview questions</li>
	<li>Determining areas in need of training and development when expectations or requirements are not being met</li>
	<li>Clarifying your expectations as an employer</li>
	<li>Providing a basis for measuring job performance</li>
</ul>

<h5>Sections</h5>

<p>Job descriptions typically have the following sections:</p>

<ul>
	<li>Summary of the key duties</li>
	<li>Identification of the values that should be demonstrated </li>
	<li>A detailed list of the responsibilities including any management or supervisory requirements</li>
	<li>Description of the experience, knowledge, skills and abilities required List of any special working conditions or minimum physical requirements - e.g... work a 9 day fortnight and must be able to lift 7 kg</li>
</ul>

<h5>What should it include?</h5>

<p>A job description should include:</p>

<ul>
	<li>Job Title</li>
	<li>Job Location</li>
	<li>Reporting arrangements</li>
	<li>The main purpose of the job</li>
	<li>Key responsibilities and duties or Skills and Competencies</li>
	<li>Information about your business</li>
</ul>

<h5>Key duties and responsibilities</h5>

<p>Key duties and responsibilities usually involve a list of between 6 and 8 dot points. Identifying the duties and responsibilities of a position involve considering the following:</p>

<ul>
	<li>What are the most important tasks of this role? It is a good idea to list them randomly at first and then prioritise them.</li>
	<li>What methods will be used to complete the tasks? For example computer software, forklift, Eftpos.</li>
	<li>Who does the position report to?</li>
	<li>How does this job relate to other roles in your business?</li>
	<li>What outcome should the role produce for your business? This could be improved customer service, more efficient sales, better processing of accounts, increased sales etc.</li>
	<li>What skills will the person need to fill this role? For example, will they require high-level computer skills, experience with a particular program or software, be able to demonstrate communication and customer service skills.</li>
	<li>Are there qualifications required? licenses?</li>
	<li>What are the personal characteristics the person in this position should have? For example the ability to communicate well with others, outgoing and friendly.</li>
</ul>

<h5>Templates</h5>

<p>There are numerous templates and examples of job descriptions available on the internet and we have provided a direct <a href="http://www.business.vic.gov.au/hiring-and-managing-staff/staff-recruitment/job-description-and-advertisement-template" target="_blank" rel="noreferrer noopener">here</a> to the template and guides provided by the Victorian Government and by Fair Work Australia.</p>

<p>Once you have a job description you have a better idea of what you are looking for and this will enable you to develop selection criteria.</p>

<p> </p>

Job Descriptions

<h3>Selection Criteria</h3>

<p>It is important to know what you are looking for.</p>

<p><span><img alt="Criteria" src="https://s3.ap-southeast-2.amazonaws.com/s3.go1.service/the-skills-shack.mygo1.com/apiom/2036063/1570787046/1570787046-criteria.jpg" style="float:right;height:300px;margin:25px;width:300px;" /></span>To help clarify the role requirements consider the following:</p>

<ul>
	<li>What are the essential skills required to successfully fill the role?</li>
	<li>What are the skills that you consider desirable that are not necessarily essential?</li>
	<li>Are their qualifications and/or licenses required?</li>
	<li>Consider people who have successfully held the position, what skills, knowledge, experience, qualifications and personal qualities made them successful and a good fit.</li>
</ul>

<p>If the position is new, identify the characteristics and qualities of your best employees and use them as a guide.</p>

<p>Make a list of these factors and make sure that everyone involved with the selection process agrees that this is the criteria they are looking for. </p>

<p> </p>

Selection Criteria

<h3>Shortlisting</h3>

<p>You've advertised the position and applications have flooded in, so now it's time to shortlist.</p>

<p><span><img alt="Shortlisting" src="https://s3.ap-southeast-2.amazonaws.com/s3.go1.service/the-skills-shack.mygo1.com/apiom/2036063/1570787224/1570787224-magnifying-glass-crowd.jpeg" style="float:right;height:200px;margin:25px;width:300px;" /></span>The goal of shortlisting is to screen and exclude unsuitable applicants prior to the interview, you are then left with a list of potential candidates to interview.</p>

<p>By following these steps, you should be able to compile your shortlist both quickly and effectively.</p>

<ol>
	<li>Know how much time you want to allocate to the task of interviewing, then you can determine how many applicants you can fit in.</li>
	<li>From your job description and selection criteria, you should have both the desirable and essential criteria identified. Essential criteria will involve experience, qualifications and essential skills or behavioural traits that the perfect employee would have. Desirable criteria are any other factors that might make an applicant more appealing for the role but not necessary. For example, an essential skill for the role of Administrator for the IT department could be a typing speed of 50wpm, but a desirable skill could be to have accounting knowledge.</li>
	<li>Eliminate all applicants that do not meet the essential criteria.</li>
	<li>Discard any applications who have numerous spelling and grammatical errors as this can be an indicator of poor or little attention to detail.</li>
	<li>Now filter using the desirable criteria.</li>
	<li>Your list should be getting considerably smaller. You can now also filter considering, work experience, qualifications and other skills you could consider beneficial to the position.</li>
</ol>

<p><br />
<em><strong>Remember to keep your standards consistent throughout the entire recruitment process and avoid bias at all times.</strong></em></p>

Shortlisting

Where to start!

<p>There are many different types of questions to ask at an interview, and they all give you different information.</p>

<p>We will look at the different types, what they are used for and what not to ask.</p>

<h3>Question Types</h3>

<p>The most common question types are:</p>

<p><strong>Informational or fact-based questions</strong><img alt="Ask the right questions" src="https://resources.skillsshack.com.au/files/image/Interview/askrightqs_opt.png" style="float:right;height:267px;margin:25px;width:350px;" /><br />
For example - How many years did you work in your previous role?  <br />
Most interviews include questions that clarify work history listed on the resume. Questions that ask about why the applicant wants to pursue a job in a specific field or with your company also fall into this category.</p>

<p><strong>Situational or hypothetical questions</strong><br />
For example -  If you saw a coworker doing something dishonest, what would you do? <br />
Asking the applicant what he or she would do if placed in a certain situation is a situational question and is designed to help you assess the applicant's ability to think quickly in response to a situation.</p>

<p><strong>Behavioural questions</strong><br />
For example - What process have you used to check that you have the right details from a customer?<br />
Behavioural questions are considered to be a strong indicator of the applicant's strengths and weaknesses because they reveal how the person actually acted in a certain situation.  </p>

<p><strong>Technical questions</strong><br />
Depending on the industry you are involved in will determine this type of questioning.<br />
For example - If you were in the business of marketing a typical question could be "What does a good marketer know how to do?"</p>

<p>There are no right or perfect questions for the interview. Your aim is to use questions to engage the applicant sufficiently to enable you to determine if they are the best person for the position you need to fil</p>

Question Types

<h3>Interviews are about communication</h3>

<p>There are so many different questions you can ask at interviews, too many to include in a resource like this. We have tried to put together a few examples to help you choose and/or develop the questions that will best meet your needs.</p>

<p><strong>Communication Skills​<img alt="Communication Questions" src="https://resources.skillsshack.com.au/files/image/Interview/communication_collage_opt.jpg" style="float:right;height:300px;margin:25px;width:300px;" /></strong></p>

<ul>
	<li>When you have entered a new workplace in the past, describe how you have gone about meeting and developing relationships with your coworkers, supervisors, and reporting staff?</li>
	<li>Have you ever had to “sell” an idea to your co-workers? How did you do it?</li>
	<li>Tell me about a time in which you had to use your written communication skills in order to get an important point across?</li>
	<li>Give me an example, from your past work (or life) experiences, about a time when you were part of a project or team and you were not fully aware of the activities of the other team members. How did you handle this situation?</li>
	<li>Give me an example of a time when you were able to successfully communicate with another person even when that individual may not have personally liked you (or vice versa)?</li>
</ul>

<p> </p>

Communication

<h3>About Teamwork</h3>

<ul>
	<li>Tell me about a time you pitched in to help someone finish a project even though it "wasn't your job." What was the result?</li>
	<li>Tell me about a time when you worked with a colleague who was not doing their share of the work. How did you handle it?</li>
	<li>What is essential for a team to be successful?</li>
	<li>Tell me about a time when you had to work on a team that did not get along. What happened? What role did you take? What was the result?</li>
	<li>Give me an example of how you work in a team?</li>
	<li>What do you enjoy most about working in a team?</li>
	<li>How important is it to build relationships with your team members? What are some examples of how you achieved this?</li>
</ul>

<p><span><img alt="Teamwork" src="https://s3.ap-southeast-2.amazonaws.com/s3.go1.service/the-skills-shack.mygo1.com/apiom/2036063/1570789380/1570789380-team-opt.png" style="float:left;height:293px;margin-left:100px;margin-right:100px;width:450px;" /></span></p>

Teamwork

<p><span><img alt="Time Management" src="https://s3.ap-southeast-2.amazonaws.com/s3.go1.service/the-skills-shack.mygo1.com/apiom/2036063/1570789551/1570789551-time-management.jpg" style="float:right;height:234px;margin:25px;width:350px;" /></span></p>

<h3>About Time Management</h3>

<ul>
	<li>Describe a situation that required you to do a number of things at the same time. How did you handle it? What was the result?</li>
	<li>How do you prioritise projects and tasks when scheduling your time? Give me some examples.</li>
	<li>Tell me about your time management skills?</li>
	<li>What do you do when someone else is late and preventing you from accomplishing your tasks?</li>
	<li>How do you determine what amount of time is reasonable for a task?</li>
	<li>Tell me about a project that you planned? How did you organise and schedule the tasks? Tell me about your action plan. </li>
</ul>

<p> </p>

Time Management

<h3>About decision making</h3>

<ul>
	<li>Describe the process you typically follow to make a decision?​</li>
	<li>Think about an occasion when you needed to choose between two or three options to achieve a goal. How did you make your decision about the option to choose?</li>
	<li>What is the most difficult decision you ever had to make at work? How did you arrive at your decision? What was the result?</li>
	<li>Give me an example of a work decision you made that you regretted? What happened?</li>
	<li>Tell me about a time when you had to make a decision without all the information you needed? How did you handle it?</li>
	<li>Do you always make decisions on your own without the help of others? In which situations do you seek other’s help for decision-making?</li>
</ul>

<p><span><img alt="Rock Paper Scissors" src="https://s3.ap-southeast-2.amazonaws.com/s3.go1.service/the-skills-shack.mygo1.com/apiom/2036063/1570789680/1570789680-rock.jpg" style="height:328px;margin:25px 100px;width:500px;" /></span></p>

Decision Making

<p><span><img alt="Initiative" src="https://s3.ap-southeast-2.amazonaws.com/s3.go1.service/the-skills-shack.mygo1.com/apiom/2036063/1570789790/1570789790-initiative.jpg" style="float:right;height:277px;margin:25px;width:400px;" /></span></p>

<h3>About Initiative</h3>

<ul>
	<li>Tell me about the initiatives you have taken to improve procedures at work? Were you successful? Would you do anything differently now?</li>
	<li>Describe a situation in which you recognised a potential problem as an opportunity. What did you do? What was the result? What, if anything, do you wish you had done differently?</li>
	<li>Tell me about a time when your initiative caused a change to occur.</li>
	<li>Tell me about a time you succeed in overcoming a major obstacle. How did it make you feel?</li>
	<li>Tell me about a project you initiated. What did you do? Why? What was the outcome? Were you happy with the result?</li>
</ul>

<p> </p>

Initiative

<h3>Questions to avoid</h3>

<p>In every job interview, the goal is to obtain important information while building a friendly rapport with the applicant. </p>

<p>Asking something inappropriate or unprofessional can be harmful to you and your brand.</p>

<p>Stay away from any question that concern:</p>

<ul>
	<li>Race</li>
	<li>Religion</li>
	<li>Age</li>
	<li>Ethnic background</li>
	<li>Gender</li>
	<li>Marital status</li>
	<li>Health and/or physical abilities</li>
</ul>

<p><span><img alt="Don't ask" src="https://s3.ap-southeast-2.amazonaws.com/s3.go1.service/the-skills-shack.mygo1.com/apiom/2036063/1570789946/1570789946-dontask.jpg" style="height:359px;margin:25px 100px;width:450px;" /></span></p>

DON'T ask these questions

Preparing your interview questions

<p>The interview is the most important part of the interview process, so take your time and prepare well.</p>

<h3>Interview Preparation</h3>

<h5>Interview formats...which will you choose?</h5>

<p><iframe allowfullscreen="" height="360" src="https://player.vimeo.com/video/366133582" width="640"></iframe></p>

<p>The interview process can be stressful for all involved not just the applicant, the key to reducing this stress and completing a successful recruitment process is being well prepared. <span><img alt="plan and prepare" src="https://s3.ap-southeast-2.amazonaws.com/s3.go1.service/the-skills-shack.mygo1.com/apiom/2036063/1571026388/1571026388-plan-prepare-perform.jpeg" style="float:right;height:200px;margin:25px;width:300px;" /></span></p>

<p>To help you prepare for the interview you should:</p>

<ul>
	<li>Ensure you have read the resumes and applications for all the candidates thoroughly</li>
	<li>Arrive at the interview venue early to ensure you have everything you need, including water, pens, chairs</li>
	<li>Supply the receptionist or person greeting the candidates with a list of their names and interview times allocated </li>
	<li>If there is more than one person on the interview panel ensure each person knows what question they will be asking and the rating system you will be using</li>
	<li>If the applicants are required to demonstrate a task check that you have every they will need to achieve the set task.</li>
</ul>

<h5>The Interview Process</h5>

<p><iframe allowfullscreen="" height="360" src="https://player.vimeo.com/video/366411623" width="640"></iframe></p>

<p><br />
 </p>

Interview Preparation and Process

<p> <span><img alt="ranking" src="https://s3.ap-southeast-2.amazonaws.com/s3.go1.service/the-skills-shack.mygo1.com/apiom/2036063/1571026937/1571026937-shutterstock-268067702.jpg" style="float:right;height:234px;margin:25px;width:350px;" /></span></p>

<h3>Interview Rating</h3>

<p><strong><em>Will you be using a rating system to evaluate the candidates? </em></strong></p>

<p>These are the three main reasons to use a scoring system during an interview:</p>

<ol>
	<li>To ensure good practice, as decisions are based on objective evidence and not subjective judgments</li>
	<li>To protect the organisation from discrimination claims </li>
	<li>To provide appropriate feedback to unsuccessful candidates</li>
</ol>

<p>Benefits of note-taking and scoring: </p>

<ul>
	<li>Helps the interviewer to be more objective and fair</li>
	<li>Gives the interviewer a level of security and confidence in their decisions</li>
	<li>Prevents snap decisions and stereotyping</li>
	<li>Helps to ensure all candidates are assessed equally<br />
	 </li>
</ul>

<p>It is up to you what system you use, it can be as simple or complex as you desire. The most important decision is for the panel to agree on a common rating system before the interview commences.</p>

<p>Please click <a href="http://resources.skillsshack.com.au/files/file/Interviews/InterviewRatingScale1.pdf">here</a> to download an example of a rating system.</p>

Interview Rating Systems

<p><span><img alt="Body Language" src="https://s3.ap-southeast-2.amazonaws.com/s3.go1.service/the-skills-shack.mygo1.com/apiom/2036063/1571117650/1571117650-bodylanguage-opt.png" style="float:right;height:280px;margin:25px;width:350px;" /></span></p>

<h3>Body Language</h3>

<p>Keep a keen eye on your and the applicant's body language as well as listening to their responses.​​</p>

<p>The vast majority of face-to-face communication is presented by our tone of voice and body language, with only a very small percentage being attributed to the spoken word. It is therefore extremely important that you are able to identify and understand non-verbal communication from the applicant as well as being aware of what you might be conveying. Consider the following:</p>

<ul>
	<li>Eye contact – are they engaged, looking down, gazing elsewhere?</li>
	<li>Body position.</li>
	<li>Facial expressions – are they minimal?</li>
	<li>Do they take time to consider questions before answering?</li>
	<li>Does their voice sound calm and relaxed or do they appear nervous by speaking in varied pitches, stammering or mumbling?</li>
	<li>Are they fidgeting or do their hands appear to be trembling? –  This is likely on account of nerves.</li>
	<li>Do they have their arms crossed? – This is often thought to be defensive but for some people, it is simply a comfortable way to sit with their arms if they are at a table!</li>
</ul>

<p>You should also consider whether the room is cold or the environment you have created is comfortable, relaxed and welcoming for the interviewee.</p>

<p>Sometimes they may just be defensive, but you should remember that the individual is likely to be very nervous so you should do your utmost to make them feel at ease.</p>

Body Language

Preparing for the interview

<h3><img alt="Reference Check" src="https://resources.skillsshack.com.au/files/image/Interview/ref4_opt.png" style="float:right;height:234px;margin-left:15px;margin-right:15px;width:400px;" />After the interview...reference checks</h3>

<p>Reference checking allows you to ensure that you are finding the most qualified person who is also a good match for the position and for your business.</p>

<p>Reference checking can also be considered a cost-saving initiative because you can avoid costs associated with failed probation periods and poor performance. It can also save you from damaging your image and reputation.</p>

<p>While most organisations prefer to undertake reference checks after interviews some opt to undertake referee checks of potential candidates prior to the interview and as part of the shortlisting process. No one way is more correct than the other.</p>

<h5>Why do you need them?</h5>

<p>Conducting reference or referee checks is a very important step in the selection process. Past performance is often the best indicator of future performance and talking to referees enables you to talk to past employers and colleagues in order to determine if the candidate being considered is suited for the role.</p>

<p>It is important that during the interview process, you obtain consent from the candidate to contact their referees and ask employment-related questions.<br />
It is good practice to speak to two or three work-related referees. If the candidates’ current employers do not know they are seeking work elsewhere, then go to the previous employers. All previous employers are in a good position to tell you about a candidate's work history. At the very least you should be able to verify the factual, objective information the candidate gave you. Employers' references can give you some or all of the following information:</p>

<ul>
	<li>Employment dates</li>
	<li>Job titles</li>
	<li>Rates of pay</li>
	<li>Nature of the tasks performed</li>
	<li>Work habits — including conscientiousness, sense of responsibility, and ability to work with others</li>
	<li>Whether they would hire the individual again, knowing what they know about him or her.</li>
</ul>

<h5>How to conduct a reference check</h5>

<p>Firstly prepare your questions and be clear about the information you require. Usually, referee checks are done after the interview and used as an opportunity to clarify impressions and/or concerns following the interview.<br />
<br />
The best reference checks are conducted as a conversation on the phone or face to face, where body language can often reveal more than words.<br />
<br />
Make sure you are asking predominately the same set of questions to all referees, giving you a consistent frame on which to base your decisions. All questions should be job-related and legal. You cannot ask questions during a reference check that you are prohibited from asking during an interview.<br />
<br />
(We have included a template provided by the Fair Work Ombudsman)</p>

<p><strong>Approaching referees</strong></p>

<ul>
	<li>Identify yourself, your title, organisation name and tell them you are calling about a reference for an applicant you are considering</li>
	<li>Ask if now is a good time to talk or whether they would rather schedule a call at a later time</li>
	<li>Make sure they understand that you have the consent from the applicant and that all responses will remain confidential</li>
	<li>It is important to give a brief description of the role you are considering the applicant for so that they can comment in context</li>
	<li>Give them time to answer your questions. Let them respond, and do not cut them off or put words in their mouth</li>
</ul>

<p>​<strong>Asking the right questions of the right people will help ensure that your reference checks do more than just reinforcing a resume, they'll clarify and give you the peace of mind that you’re hiring the right person</strong></p>

Reference Checks

Reference Checking Template (Fair Work Ombudsman)

<h3>Making the offer</h3>

<p>You've found the right candidate for your vacancy and now you're ready to offer them the opportunity to take the job.<br />
<br />
<img alt="you're hred" src="https://resources.skillsshack.com.au/files/image/Interview/shutterstock_217598371.jpg" style="float:left;height:197px;margin:25px;width:300px;" />Whilst it's great to be the source of good news, it's important that you follow the correct procedure in order to close the deal.<br />
<br />
It's a good idea to initially make the offer over the phone so you can judge if it is an acceptable offer and answer any questions straight away. You then should formalise the offer and put it in writing. It is important to get this letter correct as it is a legally binding document and forms the basis of employment.<br />
<br />
The letter should set out the main terms and conditions of the job and should include:<br />
<br />
<strong>Salary - </strong>State the starting salary, frequency of payment and method of payment, such as by cheque or direct deposit. If your company offers performance bonuses state these clearly and in full.</p>

<p><strong>Dates and Times - </strong>Be explicit. For instance, state when you want the signed offer returned, the length of the probationary period (if appropriate), expectations concerning hours of work per week, and the job start date and time.</p>

<p><strong>Conditions - </strong>Any conditions the offer is subject to, such as medical examination, criminal history check, probation period.</p>

<p><strong>Name Relevant Documents - </strong>If your company requires new employees to sign other documents, such as confidentiality agreements, attach them to the offer. Remember to note when you want these returned by and to whom.</p>

Making the Offer

<h3><img alt="follow up" src="https://resources.skillsshack.com.au/files/image/Interview/shutterstock_217075510.jpg" style="float:right;height:329px;margin:25px;width:300px;" />Following up</h3>

<p>Your preferred candidate has accepted your offer so now is the time to break the bad news to all the unsuccessful applicants. Do not do this any earlier, just in case your offer is not accepted.<br />
<br />
This is an essential step in the recruitment process and although it may seem time-consuming consider doing it via a personal phone call. This will also be an excellent opportunity to provide feedback if requested, so keep you rating sheets on hand to make the job easier.<br />
<br />
Remember this follow-up should be completed within or close to the timeframe you advised the applicants in the interview. If you do not, it is not only really bad manners; it is also bad for business and will not reflect kindly on your business.<br />
<br />
If the unsuccessful applicant has a bad or unprofessional experience, they will inevitably talk to others which could deter candidates from applying for and future positions.</p>

<p> </p>

<p><strong>Treat all the applicants with the respect they deserve, and it is also essential to remember that these people could also be customers.</strong></p>

The Followup

<h3>What's next?...orientation and induction</h3>

<p>During the time period, you have before the new employee commences employment it is beneficial to your business to have a full orientation/induction process in place so they can hit the ground running and not disrupt the everyday running of your business.<br />
<br />
Your orientation/induction should include things such as:​<img alt="new employee" src="https://resources.skillsshack.com.au/files/image/Interview/shutterstock_203176522.jpg" style="float:right;height:226px;margin:25px;width:400px;" /></p>

<ul>
	<li>Brief company history</li>
	<li>Value/Mission statement</li>
	<li>Policies and procedures</li>
	<li>Leave entitlements</li>
	<li>WHS policies</li>
	<li>Workplace tour</li>
	<li>The team meet and greet</li>
</ul>

<p> </p>

<p>Good luck.</p>

What's next?

<p>In this resource, we have considered some of the important areas you need to consider and plan for during the recruitment and selection process. The resource has focused on the importance of planning for the interview to ensure that you have the best chance of identifying and selecting the best applicant for the position.</p>

<p>You may also be interested in our resource: <strong>Workforce Planning</strong>. Developing a workforce plan is about building an accurate picture of your current workforce and your business environment.</p>

OVERVIEW

<p>The information in this course is intended to be used as resource material on the subject matter covered and we are not engaged in providing or rendering legal, safety or compliance advice. If expert assistance is required, the services of a competent professional should be sought to update the content.</p>

<p>The author and publisher shall have neither liability nor responsibility to any person or entity with respect to any loss or damage caused, or alleged to be caused, directly or indirectly by the information contained in the various pages within this course. While every effort has been taken to ensure that all details of this resource are correct, the authors or publishers cannot accept any responsibility for the accuracy of the information contained within this site, nor for the consequences of any actions taken or not taken as a result of this information.</p>

DISCLAIMER NOTICE

After the Interview

Personnel Selection

Investing in Employees

Conducting an interview

Interview techniques

Basic Selection Techniques

Creating succession plans

Employee management

When you begin a business, you must be aware that recruitment is an important part of building a great team, with this in mind, this course is designed to support employers through the recruitment and selection process.

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What you'll learn

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