Midwestjobseeker





Welcome to Midwestjobseeker

Employer Hints & Tips

Employers Hints &Tips 

Joblink Midwest Recruitment links employers and jobseekers and is a professional and affordable recruitment service for organisations with staff based in the Midwest whether your company base is here or elsewhere. This service is provided by us at very competitive rates due to our non for profit status. You are able to simply place your advert online or use our recruitment services end to end. You may not have an HR department, if not we can do everything for you, leaving you to get on with the ‘day job’.

 Advert writing… how to attract the right candidates

 

You want to attract the right candidates for the job –ensure they can do the job, but also fit into your organisation. You need to present the unique selling points (USP’s) of your company –why they should work for you.

Key details about the job

  • Position title –what it is but also keep it relevant and be gender neutral  -salesperson; consultant; plumber etc.
  • Salary and benefits  -candidates are more likely to apply when salary is stated, additional benefits such as Superannuation details and healthcare can make the difference.
  • Full time/part-time/FIFO
  • Location –this narrows a candidates search significantly
  • Provide only the important information and if you can cost allowing, use a format to maximise the impact. Always include company branding and some basic company information.
  • Online
  • When you are online you can be very flexible and include a lot more details. On Midwestjobseeker you can include company logo and links to your website where you will have company information.
  • Bullet points present the information in manageable pieces.
  • Make sure your USP’s detail the benefits of working for you to attract the best applicants.

Your business

Refer to the industry and environment you operate in. ‘Heavy engineering serving remote mine sites’. Mention company culture and what you are about -‘doing it right first time’. What makes you an employer of choice great opportunity to grow with our business; a reputation for excellence; people are what our business is about.

The job responsibilities and what is expected

Explain what skills are required and any knowledge specific to the job any applicant needs. This could be attention to detail, meeting strict deadlines or being able to communicate strongly.

There may be sales targets to reach, month end accounts to post, zero defects or strict adherence to safety procedures.

The skill set required and experience

The qualifications and experience required is a good ‘filter’ at an early stage. An applicant may undertake the job from day one, or an amount of training may be required and you can decide this. However, you may take on a candidate who does not have the exact skill set but would be a good ’fit’ in the company.

Experience can be essential or can be gained depending on the role and seniority required; Management experience in leading teams, a strong retail background, several years in business administration. If you need this sort of experience you need to say in the application.

Personal attributes

Someone who can get on with others, work unsupervised, excellent listening skills, friendly and open –this person may be the ‘face’ of the organisation and so this is an essential consideration in your selection process.

Closing Statement

Inspire someone to apply but make it real -If you want to take on something new and be challenged every day and be part of a winning team, we would love to talk to you.

Other criteria

Eligibility to work in Australia, drug and alcohol screening etc. should be highlighted at this stage.

Details on how to apply and closing date.

Applications close 5.00pm on Friday, August 3rd 20##

Screening applicants and reference checks

  • Separate your applicants into ‘Yes, No and Maybe’ and match the job advert criteria with resume details.
  • Prioritise your time and ‘Get on with it’ –good applicants will not be around for long.
  • Create three files: yes, no, maybe and be realistic on how many applicants you can interview.
  • Use your job advert to assist in the screening process – look for similarities in the resume
  • Contact unsuccessful applicants quickly. Turn the negative into a positive by quickly notifying people and thank them for taking an interest in your company. They could be future customers or employees one day. See an example of an unsuccessful applicant letter.
  • Contact successful applicants personally by phone if possible and organise an interview with them as soon as possible. Be as flexible as you can as they may have current work commitments but aim to make the whole process as quick as possible.
  • Identify the things that stood out for each applicant and note any concerns, issues or areas of weakness to address during the interview.

Conducting Referee Checks

Conducting referee checks is one of the most important parts of the recruitment process. Developing a checklist keeps you focused, consistent and provides you with a point of reference.

Conducting Referee Checks

Conducting referee checks is one of the most important parts of the recruitment process. Developing a checklist keeps you focused, consistent and provides you with a point of reference. Be aware of any legal aspects while doing these checks.

Referee Checklist

  • Confirm the referee’s relationship to the applicant and check employment dates, position and responsibilities.
  • Investigate how well the applicant worked with others – whether it be; colleagues, customers, suppliers managers, etc.
  • Find out how they dealt with authority and conflict?
  • Ask if the referee would hire them again?
  • Find out if the referee would recommend the applicant for your current position?
  • Pay attention to what is said, but more importantly what is not said. Is there hesitation when they respond to a certain question? If so probe further, but be aware first of legalities of what you are asking.

Interview tips

  • Remember this can be as stressful for you as the applicant being interviewed so preparation is key. Do not fall into the trap of doing most of the talking.
  • Understand that the purpose of the interview is to gain information that is relevant about the applicant in relation to; -their skill set and knowledge and their ‘fit’ into the role, your people and your culture.
  • Information gathering can be done by asking the right question sets;
  • Open ended questions
  • Closed questions
  • Probing questions
  • Behavioural questions
  • Explore and draw out information as the applicant should do most of the talking. Examples include:
  • Open ended questions
  • What do you know about our company and industry?
  • What are your strengths and how might they relate to this role and our company?
  • How do address your weaknesses you have?
  • What skills would you most like to develop?

Closed questions

  • Require yes/no answer. Examples include;
  • Are you able to work weekends?
  • Are you able to travel?
  • Do you have a driver’s licence?

Probing Questions

  • Used to clarify facts and gain insight into attitudes. Examples include;
  • How do you work under pressure?
  • Why are you leaving your current employer?
  • Give me an example of when you had to deal with criticism? How did it feel?

Behavioural questions

  • Assess behaviour in a particular work situation. Some examples are:
  • When you had to deal with conflict at work how did you handle it? Would you do it differently next time?
  • Describe a situation at work where you felt upset or frustrated by those around you. What did you do about it? What was the final outcome?
  • Give us an example of working in a team of people where it was difficult to reach agreement. Tell us what happened and how did you resolve it?

When candidates ask difficult questions

Jobseekers like never before have access to a lot of information both good and bad about your company. Have a checklist to ensure you are not de-railed;

Imagine you are the jobseeker and research your company as you would online. Prepare for any obvious questions that may come about.

A well prepared candidate may have an insight into a problem area for you. Do not ‘duck under’ it and give an honest response, all businesses have issues from time to time. A negative can become a positive in detailing how a positive outcome was achieved.

Some answers to questions that seem harmless on the surface may have legal ramifications. Responding to an applicant’s question of future financial performance, may lead to a claim of misrepresentation of the role if your speculation is incorrect. Sometimes, questions are better left unanswered. Simply state that you are ‘not in the position to answer'.

Questions relating to disability can also be difficult to deal with and jobseekers with a disability often know their rights and are often frustrated by bias or perceived bias. Be sensitive, and ensure that if they highlight an issue, that you as an organisation present an equal playing field during the interview process.

Answering a question with a question is often a tactic from a politician giving themselves a moment to prepare. It's a clever tactic, and if your applicant is using it to good effect, you may wish to award them extra points. Doing this too many times may suggest lack of preparation though. You can also do this too to a difficult question.

Interview Tips: Do's and Don'ts

Do

  • Plan, prepare and put in the time and effort beforehand
  • Present the USP’s of the organisation
  • Be welcoming and be available on the phone beforehand if required
  • Let the applicant do most of the talking
  • Compliment any good points they make
  • Ask the more difficult questions only after the applicant has ‘settled in’
  • Be aware of what you can and cannot say
  • Keep records of each applicant you see
  • State what the next steps are and timelines after the interview
  • Follow-up quickly and do as you say

Don't

  • Be rushed and ill-prepared
  • Be competitive, point-scoring and testing
  • Exaggerate the role
  • Hold a bias for any reason
  • Ask questions where legal action may result
  • Ask the answer in the question
  • Try and remember each person without note taking
  • Be too slow to make a decision
  • Allow the interview to go on too long S
  • Ask for questions just at the end

Feedback to successful interviewee

Usually this is a pleasant task and everyone is happy, but ensure all the details are covered and that you get the person you want and there is no reason for them to back down. Remember they could be getting multiple job offers at this stage.

Always confirm by phone and explain why they got the job. Confirm their start date, salary and any other top level important information. Confirm their acceptance or when they will let you know. They may wish to discuss with their spouse or other family members.

Follow-up your conversation with a written contract and offer as soon as possible.

Feedback to unsuccessful interviewees

This can be stressful but be prepared, do not do it until the successful applicant has confirmed their acceptance.

Always do this by phone and explain why they did not get the job with meaningful feedback about their interview performance. Include what they did well in the interview and where they could improve. Try and let them down gently, and if you do value them say you would welcome further applications from them. Do not make statements suggesting you will keep their applications on file which can be against privacy laws.

An employer of choice and staff retention

If you are considered a good employer, you attract more interest, get better staff, fill positions quicker and also reduce staff turnover significantly. After all, recruitment is a costly and time consuming process and can be distractive to the ‘day job’ and the service you deliver to your customers.

Use 10 questions to determine if current behaviour in your business is actually attractive to the type of people you want to have working for you.

1. Would the people in your team consider you an inspirational communicator?

2. What is your employees’ perception of your relationship with them?

3. What are you doing to develop your accountability as the leader of the business?

4. Are you clear about the key tasks being carried out by each team member?

5. Do you know how people feel about the jobs they are doing?

6. How frequently are you coaching them to be successful in their jobs?

7. How often do you voice appreciation to your employees about what they've done?

8. How often do you communicate with them in general?

9. Do you know the specific skill areas in which each of your team members need to develop to become brilliant at their job?

10. Do you know your own specific areas of development so you can lead these people toward becoming exceptional performers?

If you're able to come up with clear, positive and truthful answers to each of these questions then the chances are you have a culture that is highly attractive to prospective employees.

If you don't have good answers to these questions already then use them to plot a way forward to create a more attractive culture.

Legal aspects

You are responsible for no discrimination; age, gender, race/ national origin or religion etc. are not reasons why a candidate cannot be considered. Consider legal advice or contact the Equal Opportunity Commission www.eoc.wa.gov.au for more details. Ignorance is no defence and this can be extremely costly.

Some answers to questions that seem harmless on the surface may have legal ramifications. Responding to an applicant’s question of future financial performance, may lead to a claim of misrepresentation of the role if your speculation is incorrect. Sometimes, questions are better left unanswered. Simply state that you are ‘not in the position to answer'.

Make sure you are aware of privacy legislation when you conduct referee checks. Applicants have a right to know what former employers have said about them. There are certain things that referees can and cannot tell you. If you are not sure check with legal counsel or go to http://www.oaic.gov.au for more information.

When you contact unsuccessful candidates be careful what you say with regard to their personal details sent when they applied. Do not say you will keep them on file as this could be in breach of privacy laws. Instead say you would welcome a further application in the future.