5 easy ways to make your talent acquisition and new employee onboarding more effective

  1. Lead generation and sourcing talent
  2. Interviews and assessment
  3. Reference checking
  4. Making offers and hiring
  5. Onboarding and training
  1. Your Brand — it says a lot about your organisation and can help or hinder your ability to attract the best people. A professional and well executed recruitment process can elevate your brand and assist in making your organisation a sought after place to work.
  2. Detailed Job Description — this is not just the job requirements and duties. Your job description should also include the qualities you are looking for in a candidate. This increases the likelihood you will attract the right person.
  3. Candidate Sources — recruitment is a marketing exercise and like any marketing exercise, your efforts should be directed to where the target market is. Before you start advertising for a role, ask yourself where the best candidates are most likely to be, then focus your efforts there.
  • Skills — do they have the skills for the job? Can they be trained for the role and develop the skills within an appropriate time frame the role requires.
  • Experience — Do they have the experience for the role? Is experience required, or are other candidate attributes more important than direct or similar experience?
  • Salary — what is an appropriate salary for the role? What is an appropriate salary for this candidate? Does it fit the budget?
  • Culture fit — workplace harmony is important, particularly in a team environment. A wrong hire can cost the organisation time and money. Will this candidate fit into the team and enhance it?
  • What are your key achievements in previous roles?
  • What is an instance where you failed? What did you do?
  • How have you been a valuable team player?
  • What is an example of where you went out of your way to do something extraordinary?
  • Current or past employer ulterior motives — a previous employer may not be accurate when asked for a reference because they don’t want the person to leave their organisation, or they may be a difficult employer to work for.
  • Recruiter ulterior motives — when a candidate is looking likely to be placed with an employer, other recruiters will sometimes talk the candidate down to the employer. This is to change the employer’s mind, which then gives other recruiters the opportunity to place the candidate and receive the fee.
  1. In your past jobs, would you say you were a high, medium or low performer? The answer to this question gives you an indication of the candidate’s probable performance. Most people will answer honestly, however few will state they were a low performer.
  2. In your previous roles, what challenges did you face to perform better? If the candidate blames outside factors for low performance, is their blame justified or are they simply finger pointing to deflect lack of performance?
  3. What support do you require for high performance? This is another question that gives you an indication of how the candidate takes responsibility for their performance. Are they a needy person who needs direction? Or do they run a solo race?
  4. What were some of the qualities that made your peers stand out on their performance? The ability for the candidates to recognise the better qualities in others shows the qualities they may need to work on.
  5. How often do you reach out to seniors, peers or juniors for feedback? Feedback is always good to have. Importantly, when a candidate shows they have asked juniors and subordinates for feedback, they’re showing their ability to take and act on potential criticism from lower ranked team members.
  1. Make the offer quickly — good quality candidates can have multiple options for employment. By making an offer quickly you can secure a good candidate, rather than them being employed by a competitor
  2. Agree on salary and benefits — This can become a roadblock to employing the right candidate, so consider your minimum maximum band for the role. Then by getting agreement early, it removes a potential barrier to employing the right person
  3. Letter of offer — this should be a short document that contains a summary of the agreement between parties and conditions of employment. It should contain Position and job title, Start date, Hours of work, Pay and other entitlements, The terms of any probationary period and Termination of employment and notice periods
  4. Be ready for a counter offer — particularly if their current employer doesn’t want to lose them or the candidate has interest from other employers.
  5. Set a time frame for a decision — no one wants to be strung along. By setting a time frame for a decision, usually 24–48 hours, both parties can agree to accept or decline an offer within a given time frame
  1. Establish and document new employee procedures — this should be done prior to any candidate search, and should include Identifying tasks or procedures employees need to know, Identifying the best person to complete the training, Allocation of resources — supplies, equipment and time, Training — from online and microlearning to hands on practice and Checking for understanding — are the people being trained absorbing their training?
  2. Establish a new hire training checklist — This should include Sending a welcome email that includes info such as expected dress code and parking availability, Ensuring office space is cleared, stocked and ready, Pairing new employees with a mentor, Developing an individual training plan, Identifying priority topics employees need training on, Planning check-in meetings to help employees feel supported
  3. Start onboarding early — the recruitment process should be the first part of the onboarding process
  4. Onboarding best practices — should be part of the process, and these should include Designing and delivering a memorable first day, tailored to an employee’s needs, Using variable learning methods to sustain employee attention and aid in absorption of what is being taught, Plenty of time for questions and dialogue
  5. Train for culture — not just topics. A video message from the company CEO about company values, goals and aspirations is a great way to do this
  6. Build in regular reviews — to show new employees they are supported and valued. Regular reviews also give you the opportunity to make adjustments to your training program

--

--

Get the Medium app

A button that says 'Download on the App Store', and if clicked it will lead you to the iOS App store
A button that says 'Get it on, Google Play', and if clicked it will lead you to the Google Play store