Best Practices: Hiring People: Recruit and Keep the Brightest Stars
Kathy Shwiff
Language: English
Pages: 94
ISBN: B00MCA5VSW
Format: PDF / Kindle (mobi) / ePub
Filling your ranks with exceptional employees has never been more important or more challenging. Hiring People, a comprehensive and essential resource for any manager on the run, shows you how. Learn to: / Attract, find and retain top performers / Conduct an effective talent search / Get the most out of interviews / Craft an irresistible offer / Use recruiters effectively / Build a referral network you can depend on The Collins Best Practices guides offer new and seasoned managers the essential information they need to achieve more, both personally and professionally. Designed to provide tried-and-true advice from the world's most influential business minds, they feature practical strategies and tips to help you get ahead.
The Evaluation of Risk in Business Investment
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Quick and Nimble: Lessons from Leading CEOs on How to Create a Culture of Innovation
Of recruiters to consider: retainer firms, which are at least partially paid upfront and work on exclusive assignments, and contingency firms, which are paid only after successfully placing someone and rarely receive exclusive assignments. Whether or not a retained-search firm places a candidate, they still receive a monthly retainer fee, and as a result are typically used to find high-salary, executive-level candidates. Most will also observe a year-long moratorium on recruiting employees after.
Prepare written material to present to customers or clients. In fact, some say that the structure of the resume—or lack thereof—reveals the working of the candidate’s mind. When evaluating resumes, look for stability by assessing how long the candidate has stayed at each job. Traditionally, stability is defined as at least three or four years in the same job, although corporate mergers and economic trends such as outsourcing have cost many people their jobs and resulted in shorter tenures in.
Vacation time can be carried over from one year to the next. Remember, a generous vacation policy makes a good job offer even more appealing—and may even compensate for a slightly smaller salary. Flexible Schedules If your salary offer isn’t quite up to par, you might still persuade a candidate to take the job by offering more time off or flexible work hours. As Jill Hamburg Coplan reported in “Making the Case for Telecommuting” in BusinessWeek Online, a recent survey by online benefits.
Your new colleague settled. Starting the Performance Management Cycle As you begin to put your new hire to work, it’s helpful to review the company’s business outlook, including its objectives and plans for achieving them. Go over corporate values, product information, competitive position, marketing strategy, manufacturing or service process, and personnel organization. Next, explain his duties and get him started on an assignment. Make sure he knows exactly what’s expected of him and when.
Waterman, Jr. (HarperCollins, 1986) Managing for Dummies by Bob Nelson and Peter Economy (Wiley, 2003). “To Hire Sharp Employees, Recruit in Sharp Ways” by William C. Taylor, New York Times (April 23, 2006). The Transparent Leader by Herb Baum and Tammy King (Collins, 2004). Managing a Small Business Made Easy by Martin E. Davis (Entrepreneur Press, 2005). The Daily Drucker by Peter Drucker (HarperBusiness, 2004). “How to Interview Legally and Effectively” by Mike Poskey, about.com, n.d.