Here we go!<\/p>\n
Provide a precise job description!<\/span><\/h5>\nAttract the right candidates by making sure the job description is clear and accurate (see an example below). Speak to current staff members who do the job and make sure the job description matches the tasks they actually perform. Establishing an accurate competency profile<\/strong> is a challenge and should be done carefully, as it is the basis for every following step of the process and for your final recruitment success. Mishires will cost the company a huge amount of money!<\/p>\n![\"2014-07-Job-profile\"](\"http:\/\/www.viasto.com\/en\/files\/2014\/07\/2014-07-Job-profile.png\")
<\/a><\/p>\n2) Structure your interviews! <\/span><\/h5>\nStructure your interviews – right from the beginning of your recruiting process because you need to make sure that you are keeping the good candidates in the process, right? A structured interview<\/a><\/strong> is the basis of making good selection decisions\u2026
\nUsing certain interviewing formats, such as competency-based video interviews<\/a><\/strong>, allows you to assess candidates objectively and fairly using the same criteria, and not just leaving it to \u2018gut instinct\u2019.<\/p>\nAsynchronous video interviewing<\/strong> makes sure all candidates answer the same structured interview questions. The candidates\u2019 assessment made by you and your hiring managers is focused on job-related competencies. As a result, you will be able to see whether your applicants really possess the required and relevant skills to perform the job.<\/p>\n3) Don\u2019t oversell the job
\n<\/span><\/h5>\nMake sure the candidate knows exactly what the job entails, not just the perks, but also the reality of the day to day work. Keep in mind that there is a risk of losing your new employees if they find out that the job reality is far away from what they imagines (and from what you promised in the advert, job interview, \u2026)<\/p>\n
Undoubtedly, when it comes to job interviews, you want to present your company as an attractive employer. You are kind of \u201cselling\u201d your company to the candidates<\/strong>. Recent studies show, however, show that \u201cInterviewers with a strong “sales orientation”, i.e. those who wanted to enthuse candidates about the company, tended to be less able to predict the candidates\u2019 future job performance<\/strong><\/a>, compared to those who focused on the actual assessment.\u201d<\/em><\/p>\n4) Make sure the candidate fits into the company culture <\/span><\/h5>\nAs we stated in on of our previous articles on cultural fit assessment, you need to define WHAT the candidate should actually fit: What are the values, expectations, and objectives of the company? If the basics of the company are not known, then one cannot know how candidates must fit exactly.<\/p>\n
Structure your interviews – right from the beginning of your recruiting process because you need to make sure that you are keeping the good candidates in the process, right? A structured interview<\/a><\/strong> is the basis of making good selection decisions\u2026 Asynchronous video interviewing<\/strong> makes sure all candidates answer the same structured interview questions. The candidates\u2019 assessment made by you and your hiring managers is focused on job-related competencies. As a result, you will be able to see whether your applicants really possess the required and relevant skills to perform the job.<\/p>\n Make sure the candidate knows exactly what the job entails, not just the perks, but also the reality of the day to day work. Keep in mind that there is a risk of losing your new employees if they find out that the job reality is far away from what they imagines (and from what you promised in the advert, job interview, \u2026)<\/p>\n Undoubtedly, when it comes to job interviews, you want to present your company as an attractive employer. You are kind of \u201cselling\u201d your company to the candidates<\/strong>. Recent studies show, however, show that \u201cInterviewers with a strong “sales orientation”, i.e. those who wanted to enthuse candidates about the company, tended to be less able to predict the candidates\u2019 future job performance<\/strong><\/a>, compared to those who focused on the actual assessment.\u201d<\/em><\/p>\n As we stated in on of our previous articles on cultural fit assessment, you need to define WHAT the candidate should actually fit: What are the values, expectations, and objectives of the company? If the basics of the company are not known, then one cannot know how candidates must fit exactly.<\/p>\n<\/a><\/p>\n2) Structure your interviews! <\/span><\/h5>\n
\nUsing certain interviewing formats, such as competency-based video interviews<\/a><\/strong>, allows you to assess candidates objectively and fairly using the same criteria, and not just leaving it to \u2018gut instinct\u2019.<\/p>\n3) Don\u2019t oversell the job
\n<\/span><\/h5>\n4) Make sure the candidate fits into the company culture <\/span><\/h5>\n