How to Set Expectations for New Hires

Recruitment doesn’t end once the applicant is hired. It continues until the employee is acclimated to the company and contributing to a successful workplace. Ideally, that means that you carefully show the employee what is expected of them, what they can expect, and what will ensure that they’ll have continued success with your company.

Setting those expectations isn’t something you can do with the job description alone. It has to do with how you genuinely prepare the employee for what lies ahead. There are several tricks to setting expectations for new hires, including:

Understanding the Hierarchy  – Give them an opportunity to know exactly who they report to within the company, what will be asked when they meet, how often they’ll be coming, and so on. If they’re taking on a supervisory role, make sure they know who they’re responsible for and how that will be held accountable. You do not need to go into the negatives or threats, but keep them posted on what is going to be done to gauge their productivity and accomplishments.

Prepare Them for the Culture – Every workplace has its own culture, and part of an employee’s ability to fit in has to do with making sure they understand that culture. If a group of people joke around a lot, let them know that that’s what they do. If a group of people are very serious and quiet, let them know that too. Culture ensures no one is surprised, and that people are ready for who they’ll be working with and what they’ll be doing.

Outline the Tangible Results of Success – Once you believe you have given them a clear picture of the duties that will be required of them in order to meet your expectations, let them know what tangible results they should expect to see as a result of doing their job well. Explain how it will affect coworkers, customers, other departments, and anyone or anything else you can think of. This will both give them a sense of value within the workplace, and help them to recognize what doing their job effectively looks and feels like.

Always remember when setting expectations for a new hire that while giving them too little information does neither of you any good, too much specificity can also be problematic. You should give them a realistic sense of their duties and goals, but don’t go so far as to tell them exactly how you would do their job. Instead, allow them to use their personal strengths to achieve the goals you set for them. This will result in easier, more enjoyable work for them, and more satisfactory results for you. For expert Australia recruiters trained in finding you capable, receptive new employees, contact Recruit Shop today.

recruitment training

How to Perfect Training Your New Hires

Onboarding – the process of ensuring that a new employee has everything they need to succeed – is quickly becoming one of the most important tools in recruitment. That is because it’s being found that many unproductive employees are not struggling due to any character problems. Rather, they are struggling because they haven’t been property trained or placed in the company.
It’s hard for an employee to succeed if they do not know exactly how your company operates. That is why perfecting your training process is crucial for onboarding your new hires.

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4 Small Recruitment Things You Should Be Doing (But Probably Aren’t)

Recruitment is its own unique challenge for companies both small and large. Many companies, even those with years of experience, still struggle with their recruitment practices. There are many different, little activities and techniques that can help you with your recruitment, but many companies have not done them, either because they do not know about them or they prefer to avoid the extra work.

Consider reviewing your own recruitment processes and making sure that you have some of the following ideas added to your strategy:

  • Save All Resumes – When people apply to your company, you should save them. Those resumes are your chance to recruit without making a job available. They are people that already applied to your company, and even if you decided not to hire them for the specific job they applied to, a place for them may open in the future and you should have a process to both save and review them.
  • Tell Candidates They Are Not Hired – No matter how many applications that you review, there should be some system in place to tell people you haven’t hired immediately that they did not get the job. It is a good practice to be in, because one of the most stressful emotions to the applicant is not knowing their status.
  • Have An Objective Resume Scoring System – Whether it’s taking the names off of the resume or using a specific scoring mechanism, there should be something you and your team do to review resumes while trying to take away any accidental biases, and something you can use to compare applicants in a mathematical and logical way.
  • Accept and Review Resumes Year Round – If someone wants to apply for your company, and there isn’t a job open, do you let them and genuinely keep the resume? Because someone that wants to apply for you when a job isn’t open is someone that may genuinely care about you as a company. You should be accepting applications all throughout the year and have a method for evaluating them.

These are small changes that can make a major difference in your recruitment process. If you’re looking to be better at recruitment, little changes like this, along with using a recruitment company like Recruit Shop, can help your company find, hire, and attract better people.

When Should You Ask for a Resume, and When a CV?

For many in the recruitment world, resumes and curriculum vitaes (CVs) are by and large interchangeable. They are both part of the job application process. They are both designed for applicants to share their best achievements. They both contain a work history, an educational history, etc. In some cases, they may even literally be considered the same document by hiring managers.

But CVs and resumes are technically different types of documents, and in some cases it may be in your best interests to ask specifically for one type of application over the other.

The Differences Between Resumes and CVs

In the United States, Canada, and other parts of the world, resumes and CVs refer to very different documents. But in Australia and New Zealand, the two have no different meaning. Any time a job is open that is asking for a CV, they are also asking for a resume and vice versa. It is largely considered to be semantics. Yet technically they are slightly different types of documents. There are two primary differences between these two types of documents. The first is

Yet technically they are slightly different types of documents. There are two primary differences between these two types of documents. The first is length. CVs tend to be quite a bit longer than resumes and are not limited to the “1-page rule” that many people consider the gold standard for resumes – especially internationally. CVs are often 1.5 or more pages in length and have no such limitations.

But resumes also tend to only have three main sections:

  • Professional Summary/Objective Statement
  • Education
  • Work History
  • References (Optional)

CVs, on the other hand, include a variety of additional sections:

  • Publications and Presentations
  • Awards and Honours
  • Professional or Scholarly Memberships
  • References (Almost Always Included)

There may even be an “Areas of Interest” section in select cases. These sections are what push the CV well past a single page. They also provide more detail than resumes, although that detail is largely added to the additional sections. The work history sections tend to be fairly similar.

Still, these differences are mostly based on the origin of the two terms. These days there is almost no difference between them. Most people filling out a “CV” are really just filling out what used to be a traditional resume. Only those applying for jobs on academia tend to complete actual CVs.

So if There is No Difference – Which Do You Ask For?

Since there is no difference between them, it doesn’t necessarily matter which one you ask for in your job advertisement. The exception is jobs in the educational field, where a CV provides you with the amount of information you need to thoroughly vet a candidate.

That said, there are still scenarios where it may be better to ask for one or the other.

These include situations such as:

  • International Jobs – If you’re posting a job that is for an international audience (such as a tech job where you are willing to accept someone from the UK, or the US), it may be better to ask for a resume. Internationally, companies that ask for CVs are often looking specifically for the traditional CV, which is something that some international applicants may not be that familiar with.
  • Executive Jobs – By the time someone reaches executive level, chances are they have some idea of how to create a resume/CV. But if you must guide them, a CV may be more appropriate to request, because anyone hiring a high level position within the company should probably turn in a considerable amount of information to make the hiring decision easier.
  • Entry Level Jobs – If you are opening up a position and are accepting recent graduates and younger job seekers, it may be better to ask for a resume. Many are creating these applications for only the first or second time and may be researching how to create these documents online. Requesting a resume specifically can help them avoid confusion.

There are also some experts that argue that it may be better to ask for a resume because the term “CV” has become closer to obsolete, and may indicate that you are too formal for qualified applicants looking for a relaxed environment. But that is probably not going to be a significant issue.

Overall, at least in Australia and New Zealand, CVs and resumes are by and large the same document, with the same information, and asking for one or the other is really more of a preference. But if you want to be a bit kinder to your applicants, it may be better to ask for a resume for all jobs where a true, traditional CV would be inappropriate, simply to make the process a bit easier.

New Trends in Productivity Improvement for Existing Employees

Recruitment focuses on who you hire. But who you hire is only one part of puzzle. Once you’ve brought them on staff, it is your job to make sure that they continue to thrive and be productive as possible.

That is why it is important to watch for new advancements in productivity promotion, and the strategies that companies are using to increase how much work the individuals are able to produce.

The following are some of the more recent strategies that companies are using to improve productivity throughout their business, and encourage more work from existing employees rather than depending on new hires.

Invest in Happiness

Happy employees are more productive employees. This is a truth that has been outlined with numerous citations by Harvard-trained researcher and author Shawn Achor. In his book, The Happiness Advantage, Achor shows that employees who are happier are also more productive, and that by finding ways to make employees experience more contentment in life will give you more output on your investment.

Strategies you use to bring out this mood amongst your staff may also be easy to implement. Some examples include:

  • Recognising even small achievements
  • Setting the example by being an optimistic manager
  • Tying employees’ goals to their own goals outside of the workplace

You can also integrate other fun strategies into the workplace. One free day off of work each month for a fun activity, like hiking, can actually increase productivity once they get back. The best part is that by making happiness a priority, it may also increase other important employee qualities, like retention, since employees know that they may not be able to get that happiness from other places.

Shorten the Time Allowed to Complete a Task

Another way many companies have found to keep their people productive is by actually shortening the amount of time they give employees to get their work done.

The overriding principle is known as Parkinson’s Law. It states that “work expands to fill the time available for its completion.” In other words, if you give someone 40 hours to do their work, they will most likely take all 40 hours to do it.

Many companies are concerned that doing so could cause the work to become overwhelming. But as long as it is it is realistic and manageable, shorter deadlines can keep people focused, keep work ahead of the curve, and provides a challenge that for many can be a nice change of pace.

You can also benefit from Parkinson’s Law by turning some hourly employees into salaried staff members and allowing them to leave the office when a certain amount of work is done for the day. As long as quality checks are in place, this will be a huge incentive to meet these new demands, and can also increase employee happiness.

Ask for Feedback

At Google, a yearly survey – known as Googlegeist – is done to help influence how the company will move forward. The survey takes 30 minutes to complete but has an 88% response rate. Many have credited this unique survey as one of the driving forces behind Google’s unprecedented success. Employees can tell their voices are being heard and are therefore more willing to work hard.

Then, when changes are made to adapt to these requests, it brings about a feeling of community among the staff and helps ensure that you are meeting the needs of your employees. Any form of employee engagement can be beneficial, and asking for feedback is one way to make sure that your employees feel both engaged and valued.

Implementing Productivity Improvements to Get the Most From Staff

Hiring new people with excellent skills is a great way to make sure that your business is able to grow and thrive. But don’t limit your decisions to who you hire. You should also make sure that you’re looking for new and interesting strategies that can get more from the employees you already have on staff, no matter how long they have been there. The above strategies are some of the newer and popular trends that companies are doing to improve productivity throughout the workplace, and worth trying if you could use performance improvements.

 

When to Take a Chance on an Underqualified Employee

Recruitment is about finding the best talent. It is not about finding the person with the best CV. It is not about looking for a specific type. It is about evaluating every single possible applicant and determining which of them is going to be the best at the job, no matter their experience and background.

Sometimes that means hiring a candidate that has exactly what you wanted from someone. Sometimes that means hiring an overqualified candidate that comes with risks, but has experience that you cannot get anywhere else. And, of course, sometimes it means taking a chance on someone that is underqualified, but has given signs that they’ll still be highly productive.

Signs an Underqualified Applicant is a Worthy Hire

  • When ALL The Personality Factors Are There

If you ignore what’s needed for the job, the personality factors that make for a great hire are intelligence, critical thinking skills, energy, the ability to put in hard work, and more. Technical knowledge matters – you wouldn’t hire someone to code a software program if they have only worked in fast food – but the personality that makes for a great employee can still have a tremendous effect on their ability to thrive. If everything you could want from an employee is all there in the applicant, it may be worth their hire even if the qualifications are missing.

  • When Your Qualifications Were Not Static

If you have “5 years of experience” in your ad, and you have an applicant with only one year of experience but a great education and some strong achievements, then “underqualified” is simply a subjective phrase. Qualifications are often chosen by a company to find the best applicants. But the qualifications are preferred, but not mandatory, it may be worth taking the risk.

  • When Lots of Training Happens Anyway

Some jobs simply require substantial amounts of training, no matter how much experience the person has. For example, if you have an in-house system that the person will have to be thoroughly trained on, then the person’s previous experiences and education becomes less important. Their ability to learn and consume knowledge is what matters.

Hire the Best – Whomever They May Be

Underqualified, overqualified, or exactly what you expected – your job is to try to hire the best possible employees. Employee retention is important but once you’ve accounted for retention, your recruitment process should be about determining who will be the best employee, no matter their background. Sometimes that means hiring someone underqualified. You just have to determine when that is right.

Top Recruitment Tips for Franchisees

Skilled entrepreneurs that are looking for a bit of a head start in their business development often look towards franchises. Those that start a franchise often find that they are able to leverage the brand and business model of the successful franchise, while also putting their own unique touches that allow the company to thrive.

But for a franchise to succeed, it must be staffed with the right people. While some franchises help with staffing, others do not, and so those that are looking to find the right people to work for their company need to make sure they are making smart decisions with regards to their recruitment.

How to Recruit Better for Your Franchise

Recruitment for a franchise can differ significantly compared to recruiting for other types of companies. That is why it is critical to make sure you are aware of what you can do to improve your recruitment process. Strategies include:

  • Learn From Others – Whether your franchisor assists with recruitment or not, it is still important to do whatever you can to learn from their mistakes. Contact the head office and see if they have any recruitment tools. Speak with other franchisees and see if they have seen any unique needs. Unlike nearly any other type of business, the franchisee has the potential to learn from those that have come before them, and those that take advantage of that will be more successful.
  • Focus on Culture, Commitment, and Energy – Starting a franchise can be difficult, which is why there are several qualities that you need to find in your staff. The first is the ability to create a strong company culture. You’re looking for those that understand working as a team, as this will attract others to work for you. The next is commitment, because you’re investing in those you hire and you need them to stay with you. Finally, you need staff with energy – those willing to learn and put in the hard work.
  • Have a Strategy – Franchisees are often in a hurry to hire, and have a tendency to recruit quickly based on a few quick qualities. Lack of time to hire is one of the biggest problems with franchise recruitment, and can lead to poor staff and high turnover. It is much more effective to have a strategy, including a way to analyze candidates objectively and come up with a plan that is focused on what a successful applicant looks like. Even if you are in a hurry, some type of detailed strategy ensures that good candidates are found, and bad ones are missed.
  • Do More Than a Sign – A “Help Wanted” sign on the door is a good way to get some applications, but you want to attract more than just those that drive by in need of a job. You want highly skilled employees. Take advantage of affordable recruitment companies. Use unique and interesting job boards. Consider active recruitment through Twitter or LinkedIn. Don’t let yourself miss potential talent.
  • Do More Than an Application – For jobs that hire entry level employees, there is a tendency to recruit by accepting a very simple application from applicants. But an application is not enough. Ask for a resume/CV, have them fill out questions, etc. Give yourself more information to go from. You may find you get fewer applicants when you make them do more work, but that’s a risk worth taking because those unwilling to do extra work to apply for a job are more likely to avoid extra work at the job.
  • Create a Candidate Pool – The first few years of a franchise can experience considerable turnover, and in some cases you may not even know how many people you need to hire until you are up and running. Collecting information from all candidates and keeping them in some type of pool or database ensures that you have more candidates on hand if you need someone right away.

At Recruit Shop, one of the challenges we see regularly among those that are starting franchises is a tendency to make assumptions when they hire – from how to interview to what makes a good candidate. The best and most successful companies, however, leave little to chance.

If you want to start a franchise that invests in the best people and gives you the best opportunity to be successful, make sure you understand and recognise some of the challenges of recruiting for franchises and respond accordingly.

10 Behavioural Interview Questions For Accountant Recruitment

Almost every company needs an accountant or bookkeeper to help them manage their finances. Every single dollar that goes in and out of your company has to be correctly accounted for, in order to make business decisions, determine revenue, file taxes, and more.

But doing so requires the right type of accountant. Given how important your financial details are to your success, it is important to find the very best accountants – and the ones that are going to successfully thrive in your company.

Behavioural Interview Questions for Accountants

More and more companies are using behavioural interview questions as a way to determine who is prepared for the job. These questions ask for real life scenarios to see how the person handled them, and they force people to think back to experiences they are unlikely to have prepared for so that the interview is more genuine.

For those that need help finding behavioural interview questions for accountants, consider the following:

  • Tell me about a time when you had to meet a tight deadline. What steps did you take?
  • Describe a time when you had to work with another team member. What was your role and why?
  • Tell me about a time an error you made was discovered. What actions did you take?
  • Describe your most difficult client.
  • Tell me about a time an unexpected problem came up during an important project. How did you respond?
  • Describe the steps you have taken to make sure that a report is completed with attention to detail.
  • Describe a time you had to ask for help on a project. What steps did you take?
  • How would you manage multiple projects that are due at the same time?
  • Tell me about a time you had to lead an accounting project.
  • Describe a time you felt really stressed about work and what you did to overcome it.

You can use these questions as a reference to determine your own accounting interview strategy. Applicants that answer these types of questions well are the ones that are most likely to respond to similar situations well while at your company.

Recruitment involves asking questions that help you determine how someone will do at the job. The best way to do that is by asking about real situations, and these behavioural interview questions will help you make that determination.

 

10 Behavioural Interview Questions For Teacher Recruitment

When a teaching positions open up, finding the right replacement can be a challenge. It is difficult on paper to determine teaching style, and even harder to figure out how well students do under their care. Yet you have to make this decision using little more than an interview.

That is why it is important to pick the right interview questions, and some of the most successful questions types are behavioural interview questions. These are questions that allow you to learn about how a teacher handled previous situations. It gives the teacher an opportunity to use specifics and give details about their behaviours, and it gives you more concrete information to decide who to hire.

Sample Teacher Behavioural Interview Questions

The following are some examples of behavioural interview questions for teachers that you may want to consider at your next interview:

  • Describe a recent time you had to deal with a difficult student and his/her difficult parent.
  • Describe how the ideal student would describe you as a teacher.
  • Tell me how you would report a sensitive issue regarding a student to your supervisor.
  • Describe a time you felt most challenged by a student. How did you handle the situation?
  • Tell me about a time you gave misleading information to someone. How did you resolve the issue?
  • Describe your typical day in a classroom setting.
  • Give an example of a time someone gave you constructive feedback. What was the feedback and how did you respond?
  • Tell me about a time you gave a colleague some feedback or recommendations. How did you deliver the feedback and how did your colleague respond?
  • Give me an example of a teaching style that you implemented at your last position. Why did you implement it and what was the result?
  • Have you ever been challenged over a grade and found out you were wrong? What did you do?

These are simply examples that you can use to discover your own interview questions. Think about what the job entails, and come up with questions that reflect real life scenarios that could occur at the position. Doing so will give you information that can help you determine who the best hire will be, even without seeing them inside of the classroom.

3 Benefits for Providing a Set Career Path for New Hires

Companies are frequently looking for ways to attract more applicants and retain those applicants for longer. These days, the average individual stays at a job for no more than 2 years, and recruiting itself has become much more competitive – businesses are receiving more applications than ever before, often with fewer qualified applicants.

One strategy that some companies are implementing to both attract and retain better workers is creating a set career path – a series of promotions that employees can expect to achieve if they reach their performance goals. This type of implementation can be difficult. It requires

  • Data Driven Assessments
  • Expected Growth

But if you are able to create clear and fair performance goals and have paths that you can create for incoming staff, you may be able to take advantage of the many benefits that this type of strategy provides, including:

  • Greater Employee Longevity – Employees that know they can receive a promotion or raise if they simply work hard for X number of years are going to be less likely to leave. As long as they know they are reaching their performance goals and their promotion is in sight, the employees will be less likely to seek out their professional growth elsewhere.
  • More Security and Satisfaction – In addition, employees that know that they have the potential to grow with your company will often worry less about whether or not they need to look for work. They’ll be more likely to stay satisfied at the position and see that recognition and rewards are coming.
  • Easier Recruitment – If your employees are being retained and you’ve created a good culture with this type of strategy, you’ll also have an easier time with recruitment. Not only will you attract more employees, but you can recruit early for the incoming positions, knowing that they will open up soon.

This type of strategy cannot be completed by every company, but those that are able to initiate this type of recruitment and retention technique are likely to find that the benefits are able to improve productivity and reduce turnover in a way that can help your business thrive.