Chris Zoller
The first thought that comes to mind when a vacancy occurs is a sense of urgency to fill the position. To avoid the hasty hiring of a new employee, several steps should be taken. These include: planning, developing a job analysis, recruiting applicants, interviewing applicants, and selecting employees.
Planning should precede the search for a new employee. The management team should develop a mission statement, goals, and objectives for the business. The planning stage forces the owner/manager and management team to look at the business philosophies, values, goals, and objectives for the business.
Planning involves several steps. These include: development of the mission statement, identifying goals of the business, and developing tactics.
Determining the mission of the business is the first step. The mission statement describes in a few sentences why the business exists. The mission of the business should be based on the values and beliefs of the owner and the management team. Objectives describe where the team wants the business to be in the future and should follow the mission statement.
Identifying business goals is the second step. The goals should be specific, measurable, attainable, rewarding, and timed (SMART).
The final step of planning involves tactics. Tactics are plans of action that answer the who, what, where, when, why, and how questions of achieving the goals and objectives of the business.
Planning can also incorporate the following guidelines:
Knowing yourself will help you find an employee who has the qualities compatible with your strengths and weaknesses. A self-analysis will allow you to understand how you will be viewed by employees.
Knowing your business allows you to understand its strengths and weaknesses. An important objective in filling a position is to address voids in skills and abilities, and avoid duplication of employee strengths.
Knowing the strengths and weaknesses of the position is knowing no position is perfect. Remember that what may seem an advantage to you may be viewed as a disadvantage to another and vice versa. For this reason, the manager should list all potential advantages and disadvantages associated with a position and discuss each with all applicants.
The planning stage is critical to success in finding a suitable employee to fill a position. The time and effort put forth during this stage will be reflected in the quality of the applicants and your success in filling the position.
A thorough, well thought-out job analysis will provide the framework for developing a job description. The job description will help to identify the person best suited to fill a vacancy.
The following questions will aid in writing effective job descriptions:
Recruitment is developing a pool of applicants. The quantity and quality of this pool is vital to the ultimate success in filling the position. A large quantity of applicants will allow you to draw from many backgrounds and develop a pool of higher quality candidates.
Advertising in newspapers and magazines offers the greatest potential for expanding the pool of applicants. Word of mouth, bulletin boards, and drop-ins will also expand the applicant pool. After you pick your advertising source it is time to write a want-ad. But what should be included? The following questions can aid in writing a want-ad:
Following is a want-ad that incorporates the desirable characteristics:
PERSONNEL MANAGER: Expanding, locally owned, family business seeks an individual to fill the position of personnel manager. Responsibilities include recruitment, selection, benefits administration, and development of employee training programs. Qualified candidates should hold a B.S. in human resource management, business administration, or a closely related field. Full benefits package offered. Persons interested in being a team player should send a resume to P.O. Box 1874, Anytown, Ohio 44683.
The want-ad must be thorough, well written, and appealing to attract qualified candidates.
As with all of the previous steps, conducting an interview with a potential employee cannot be done correctly without planning.
Before starting the interview process, it would be helpful to develop an employee interview form. The interview form allows you to record your thoughts and impressions and candidate responses to questions. The form helps document reasons for offering employment to one candidate over another. A variety of these forms are available through office supply stores. The important items to look for include: name and address of applicant, work experiences, reasons for leaving the previous job, and goals and objectives of the applicant related to the position. Regardless of whether you purchase interview forms or create your own, the form must fit you and the needs of your business.
The next step is interviewing. Those applicants who appear to be most qualified should be invited to the business for an interview. Interviews serve three functions:
Because the applicant is concerned with making a positive impression, often they will be nervous and anxious. The interviewer can help the applicant overcome this anxiety by approaching the applicant with a firm handshake and a sincere greeting and introduction. You will want to explain your background, and describe the position you are looking to fill. In turn, ask the applicant to introduce himself or herself and briefly describe his or her educational background, previous work experience, and goals and objectives as they relate to the position vacancy. The applicant should be given a copy of the job description and encouraged to ask questions during the interview.
Now is the time for you as the interviewer to begin asking a series of open-ended, thought-provoking questions. Avoid those questions that will lead to a simple "yes" or "no" response. Example questions include: "What have you learned from previous work experience that will help you with this job?" "What skills would you use to perform this job?" "What skills would you use to perform this job?" "Explain what you would do if..." These kinds of questions allow the interviewer to observe the applicant, formulate impressions, and decide if the experiences, attitude, and aspirations of the applicant match those of the business and its management team. During the process, remember to use the previously written job description as a guide. The questions of the applicant should be related to the job description and help determine if the candidate has the necessary qualifications to work as a team player to accomplish the goals and objectives of the business.
Work sample tests can be used when hiring employees. Work sample tests can be very effective at determining how well an applicant can perform a particular task. Examples may include assembling parts, typing, or driving.
All interviewers must be aware of the rules associated with the Americans with Disabilities Act when interviewing candidates. All employers should secure a copy of this publication.
When deciding which applicant to select, refer to the job description, interview summaries, and references. Never attempt to make the job description fit the applicant. The job description was written as a guide to finding the right person for the position - use it!
The steps involved in filling a position are numerous and require a great deal of time, effort, and thought. However, if the planning, job analysis, recruitment, and interviewing are all properly done, the selection of the best candidate will be easy.
Erven, B. L. (1976). Recruiting and Keeping Hired Farm Workers. Cooperative Extension Service, The Ohio State University, Columbus, Ohio.
Erven, B. L. Human Resource Management in Small Businesses, Course #560, The Ohio State University, Department of Agricultural Economics, Columbus, Ohio.
Kenneth, T. H. and B. L. Erven. (1989). Farm Personnel Management. North Central Region Publication 379.
Cascio, W. F. (1989). Managing Human Resources: Productivity, Quality of Work Life, Profits. McGraw-Hill Publishing, 2nd edition.
All educational programs conducted by Ohio State University Extension are available to clientele on a nondiscriminatory basis without regard to race, color, creed, religion, sexual orientation, national origin, gender, age, disability or Vietnam-era veteran status.
Keith L. Smith, Associate Vice President for Ag. Adm. and Director, OSU Extension.
TDD No. 800-589-8292 (Ohio only) or 614-292-1868