This is the second instalment of our ‘Fool-Proof Recruitment’ blog- If you missed part one – click here to read!
First top tip: don’t abbreviate job analysis, especially in large writing in your work notepad that you regularly use whilst out on client meetings… 😉
So – we have a recruitment need which could be due to a number of reasons; replacement, growth, bringing an outsourced function in-house, or an expansion opportunity. Each reason brings its own challenges but we’re going to focus on our leaver, Jane. We haven’t been able to persuade her to stay, because it turns out that she quite fancies the photocopier guy at her new company and we just can’t compete with that. Firstly, we don’t have a photocopier guy and secondly, he’s got a twin.
Jane has reviewed her current Job Description and as we suspected, having worked for the company for a few years, she’s accumulated some additional responsibilities. This will obviously have an impact on the person specification and the attributes we’re looking for and we’ll need to evaluate the current skills within the existing team. It’s worth involving key employees in what they think they’ll be losing when Jane departs for her new career (and that photocopier guy). All employees have their individual strengths and weaknesses and we need to expose these to ensure we’re filling the skills gap – there’s no point hiring someone with great people skills if we’ve lost the only team member who can analyse our data!
Don’t just think about the tasks making up the job, but also the job’s purpose, the outputs required by the job holder and how that role fits into the organisation’s structure. Once you have a fit for purpose Job Description and Person Specification you’ll be in a position to consider all options available, which include:
- Has anyone been identified through succession planning to step up? They may not have all the relevant experience for the role, so you’ll need to propose a training and development plan. Developing employees for their future roles by giving them more complex tasks and investing in their growth keeps them focused, motivated and loyal to the company.
- Could you look at ‘carving’ the role? Identify tasks that could be allocated to an apprentice or entry level position, with more skilled tasks being used as progression for other members of the team. But don’t overload your existing employees and do ensure the additional work has added value or else within a few months you’ll be dealing with another resignation letter…
- Do you still need someone on a full-time contract or could you consider part-time or job sharing?
Think about parent-friendly contracts such as term time only and how that would fit within your HR strategy and future needs.
- How do your salaries fit within the industry and local area? Your salaries must be competitive but candidates base their choice on more than just salary alone, so highlight the benefits of working with you over your competitors. Not just the obvious – pension, holidays, training and development – but the less obvious perks like free parking, a great location and team socials. And what about corporate social responsibility? If you work with charities, have won awards or are concerned about your environmental impact, shout about it! We’re all looking for employees who match our culture and likewise candidates want employers who match their values and beliefs. Research can be conducted online via job boards and LinkedIn and recruitment agencies may be able to support as they conduct salary surveys, broken down into industry, locality and size of business.
It’s only after we’ve answered all these questions that we can begin to look at attracting a suitable pool of candidates to fulfill our needs, so in our next blog, we’ll be looking at creating the perfect job advert…