Sharing ideas on best practices to optimize the way companies hire, manage, and structure teams.
You’ve posted your ad and received a big stack of applications from job seekers. But now, how do you decide which prospects are top candidates and deserve to come in for an interview? Below, we’ll take a look at why and how to shortlist job applicants, including how to establish your selection criteria for shortlisting applicants, and how to remain objective and fair during the process.
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You took the leap, became an entrepreneur, and founded your own company. Your customer list has grown, and you’re beginning to see real results — and also starting to feel swamped. Even if you realize you need help, you may be feeling anxious and wondering, “How do I know if I am ready to hire? What if something goes wrong?” These feelings are natural, but there are some telltale signs that let you know when a small business should start hiring.
Creating an attractive job ad can be challenging, but knowing how to write a job advertisement is critical to attracting top talent to your organization. Let’s take a look at why job ads are so important, how they differ from job descriptions, the necessary elements, and some tips on how to write a job advertisement that will get the attention of the best candidates.
Putting together a clear, thorough, and well-developed job description takes time and effort. In fact, many organizations fail to recognize just how a job description is different from an ad/posting and how valuable effective job descriptions are. And many companies don’t put in the work necessary to create them.
In a landscape of talent shortages and increased competition, hiring new employees can prove challenging. Top candidates are often swept off the market quickly, meaning businesses who fail to act fast are left to choose from a smaller, less-qualified applicant pool. And in addition to making you miss out on talented employees, a slow hiring process can create unnecessary expenses, straining your hiring budget.
If you’re like many managers, you’re looking for ways to reduce your employee turnover rate. Between severance pay, temp coverage, hiring expenses, and training new employees, the costs of losing staff — especially your top performers — can quickly add up.
There are two basic styles, or models, of interviews employers usually use when hiring new employees: structured and unstructured interviews. Just like job candidates, each one has its own strengths and weaknesses. But do the advantages of a structured interview outweigh the advantages of an unstructured interview?
When many business owners think about succession planning, they think first about creating an exit strategy before retirement or the sale of their business. Owners and executives consider who should take over the business at that time – for instance, will it be a family member, an employee, a member of senior management or an outside buyer? – and how the transition will take place.
At Hire Success®, our Personality Profile is designed to help you determine the dominant traits of your most successful employees and then use that information when interviewing new candidates for the same job. But what is a dominant trait, and why does it matter?