Recruiting Tips on What to Look For26 Nov, 2007 By: Rich Sissen imageSource
Recruiting Tips on What to Look For
Selections errors are commonplace and their cost is staggering. Tens of
thousands of dollars are lost each year by companies of all sizes because they
select people who are not qualified to fill key jobs. The cost of turnover is
increased dramatically when we add in the training expenses, additional
recruiting and selection expenses, loss of productive time by management, and
lost business through dissatisfied customers who are served by incompetent
individuals. In addition, managers personally experience discouragement and
frustration in their own job when they realize they must begin all over to
recruit a replacement for a position.
The ability to match the capacities of people to the requirements of the jobs
is a vital personal management skill and a major factor in promoting your
company’s efficiency, growth and earnings. The underlying key to a successful
business operation lies in the initial selection of the right people for the
The first step in this process is a complete and comprehension job
description. Below is a step by step guideline to write a full and sound job
Job title. State the official job classification title. If the job primarily
involves sales, management or other kinds of responsibilities, please indicate
the percent of time that will be spend on the primarily.
Major goals and responsibilities. Briefly describe the basic purpose of this
job. In other words, what the results will be if this job is done successfully.
Include the most important goals, outcomes and responsibilities for which the
person will be held accountable. Indicate the criteria that will be used to
measure success in the position (e.g. cold calls per day, phone calls, quota,
Product and services involved in this job. Indicate those products or
services sold if it is a sales job. Otherwise, state the products and services
your company represents or produces.
Essential activities. Briefly state the five most important functions of the
job and what percentage of time should be spent doing each. Please list these
duties and responsibilities in order of their importance to the job. Be
People managed. If applicable, specify the number and job titles of the
people managed or supervised by the person in this position. Include those who
are directly managed by this person as well as those for whom this person is
only indirectly responsible.
Primary people contacts. Identify those people with whom the person in this
position will have frequent direct contact. Include people contacts both
internal and external to the organization.
Behavioral Characteristics. Attitudes and Skills Required consider the
specific job carefully and describe a successful person but not one who is
overqualified. Avoid the temptation to "idealize" every job.
Prerequisites. State the minimum requirements in terms of education, training
or experience needed to function effectively on the job.
Toughest Parts of the Job. Include the most difficult aspects of the job the
person is likely to encounter during start-up and on an ongoing basis on the
job. (e.g. new sales territory, lots of rejections, products knowledge, etc.)
Compensation Methods. Range (low to high) and Advancement Opportunities. This
information is crucial in selecting the right people. Be candid about
limitations as well as opportunities when completing this part of the job
description. Provide figures for the low and high range of salary or commission
earnings. What percent is commission of the total?
Outside Influences. Any unusual circumstances occurring within the team
environment or circumstances that will directly impact performance. ER: What
training, by whom and how much? What kind of support will they receive, from
whom will they receive from? What are the realistic advancement opportunities.
What behavioral characteristics should they have for this job? How many hours
per week are required?
The next step in the selection process is to match this job description to
the candidate’s skills, experiences and their behavior patterns. Which we will
take up in a future articles.
RICH SISSEN is president of SISSEN & ASSOCIATES, a top consulting and
recruiting firm working with office equipment dealers in the training,
development and motivation of managers. Rich has 30 plus years in industry and
can be reached at 314-570-0430 or