Finding the Right Person For the Right Job

By

Lt Col P A K Reddy, M Tech, MBA

1. The hunt begins when the need exists. A man or animal looks for food
when they are hungry and at the same time in desperation, compromises on the
quality and variety. Similarly, if the requirement of a job is not identified and
planned in right time, chances of choosing an inappropriate person for the job
exist. Therefore it is of paramount importance to identify the requirement in time
and define the necessity clearly.

2. Having identified the requirement, the job content has to be defined well
to cover detailed aspects of role, responsibility, scope, employability, diversified
needs and skills, target oriented roles, organisational commitments etc. Once the
nature of the job is clearly defined, the next stage is to analyse the qualitative
and quantitative requirements which should cover the educational qualifications
required, experience, knowledge, personality traits to suit the job and the
organisation, technical skills and all other specific needs of the organisation. For
example, In an electronic component manufacturing company if there is a need
for a supervisor for packing section, then a person with knowledge and
experience in electronic components, with an appropriate educational
qualifications besides knowledge of packing, warehousing and marketing will be
more effective than a person without knowledge on electronic components, Arts
stream of educational qualifications. This kind of deliberate job description will
also help the organisations to utilise the person chosen, in dual roles or multiple
roles once they get promoted to the next higher positions. A well defined job
content not only helps the Managers to sort the appropriate but also narrows
down the eligible applicants. Therefore the hunt for finding the right person
begins here!

Resume Screening:
Odds are, you are one of the many organisations currently looking for
experienced employees to handle the sharp increase in business. After
spreading the word that you're hiring, hopefully, you are often faced with the
challenging task of sorting through a large number of resumes that you've
received, in search of those few that really stand out.

3. Effective resume screening is an important step in the hiring process. Your

role in this process is to find those potential candidates whose skills and
experience look good on paper and should be contacted for an interview. But
how do you know exactly what to look for in a resume?

4. Reading Between The Lines

Ultimately, you are looking at the content provided on the resume, such as past
experience, acheivements, skills and abilities. But there are also a few subtleties
that you should be aware of, whenever reading a resume:

5. Look for gaps - Has the applicant been absent from the workforce/studies
for a long period of time? Have there been significant gaps between
jobs/education? This doesn’t necessarily mean the individual is not qualified,
however may require extra training or time to readapt to a more structured work
environment. Gaps in employment/study history may also reveal behavioural
traits that otherwise could have gone unnoticed

6. Look closely at extreme employment patterns - Be weary of the

resume that lists several jobs and companies within a short period of
time. Jumping from job to job may suggest the individual lacks loyalty towards
their employer. Likewise, the applicant who has remained stagnant in the same
position without having gained additional responsibilities suggests a lack of
motivation and initiative

7. Don’t just look at experience - Never automatically dismiss an applicant

based on a lack of work experience. Perhaps the individual has a need-based
educational background, or has volunteered in an endeavor that involves social
interaction with others. Remember, the ability to interact effectively with
different individuals of varying needs is essential to the success of any
corporate-based operation

8. Extracurricular activities - Consider any extracurricular activities listed

on the resume, especially if the applicant is active in team-related activities that
help promote a sense of teamwork and camaraderie. A list of hobbies and
interests also suggests the potential employee has successfully created a
balance of personal and professional well-being.

9. Pay close attention to the small details - Has the applicant taken the
care of providing you with a professional resume that lists the pertinent skills
related to the job, and does not contain any errors in spelling or grammar? Also,
look for those cover letters that have been customized according to the specific
needs of the position and your business. These types of resumes and cover
letters send the message that the potential employee is sincerely interested in
the job you have posted or advertised by taking the extra step in demonstrating
their personal investment of time.

10. Stick to the requirements of the position - Never determine

someone’s suitability based on personal information that may be listed on the
resume, such as age, gender, marital status, sexual orientation, cultural
background or religious affiliation. Personal attributes such as these have no
bearing on whether the applicant is qualified for the job and basing employment
on this type of information is illegal.

11. Never hurry through the screening process - Take the time to
carefully review each resume that you’ve received. Speed reading may result in
your having missed important information on the applicant’s relevant
background and skills.

12. Carefully read work experiences - Note the detail given in descriptions
of job responsibilities or achievements as it may result in weeding the right
person out. General descriptions of work experience may indicate false work
experience. You will more readily catch exaggerated claims such as someone
with six months of experience claiming they manage an entire office, supervise
the staff and purchase all inventory

13. Effective Resume Screening

After carefully reading each resume, it’s always a good idea to sort it according
to its suitability in proceeding on to the next level:

Looks good on paper - let’s call to set up an interview!

Not sure - hold on for now; might consider at a later time

Not what we’re looking for

Sorting resumes in this way will help simplify and speed-up the recruitment
process by allowing you to select only those individuals for an interview who
have the knowledge, skills and experience you’re most looking for. During this
step, you should also make note of any information provided on the resume that
requires clarification or follow-up at the interview stage.

Planning the Steps in Your Recruitment

How you plan your recruiting is important not only to ensure you find the right
person for a job opening, but also because the costs of bad recruitment
decisions can be very high in terms of both time and money.

The following steps can help make sure your business has an effective
recruitment plan:

14. Determine your recruitment goals

A recruitment plan should be based on your business goals. For example, are
you planning to expand or change your business? What skills are required to
accomplish this objective? From there, you should establish specific recruitment
goals. One goal will be attracting the best people to work in your business. The
best people will make a direct difference to your bottom line, helping to raise
your service and quality level. People who are less than dedicated to your
business can compromise customer experiences.

Some other recruitment goals may be:

 Attracting a higher standard of candidate

 Attracting a candidate who has skills you currently do not have in your
organization
  Promoting your company as a dynamic place where people want to work

Determine your overall recruitment needs through having well established

business goals.

15. Review job descriptions

Take time to review the job description and do it in time, which may need to be
changed since the last person was hired. Or, if it is a new position, you may need
to create a new job description. Gather correct input on how the job description
could be improved, and what the highlights of the job were. Make sure the
description includes all of the critical job related components.

16. Consider people-finding strategies

How you find staff for your business can be divided into short-term and long-term
recruiting techniques. Short-term techniques are designed to generate an
immediate selection of candidates. Long-term techniques involve developing
relationships with key people and the community, and promoting your company
as a rewarding place to work. The focus is on keeping long-term relationships
with people who have the potential to work for your organization.

It may be a good idea to plan to use both short and long-term recruiting
strategies. Developing long-term relationships can include strategies like offering
scholarships to university students, donations and sponsorships to community
organizations, or opening up your business for high schools.

As well, there are always two pools of candidates available: employees already
working for you, and external candidates. Promoting from within can help create
a culture that shows that hard work is rewarded, and you may find that the most
qualified person for your job posting is already working for you. Friends and
acquaintances of employees are always a good place to start. You may want to
think about offering a recruitment incentive to encourage employees to spread
the word (for example, a cash incentive or gift certificate if the person they
recommend is hired).

When posting your advertisements, ask yourself if you’ve selected newspapers,

journals, websites and mailing lists that reach a diverse pool of applicants. Be
sure to allow sufficient time for both internal and external recruitment.

17. Use alternative labour pools

Have you considered hiring co-op students, immigrants, aboriginals, people on

social assistance or EI, persons with disabilities, or young retirees? Sometimes
the right person for the job may not be from the most obvious pool of applicants.

18. Appreciate the perception of your workplace from the outside

How your workplace is perceived or positioned will affect how candidates

respond to job postings. To stand out in the job market, employers must offer
something different from competitors. For example, many tourism employers
provide seasonal hiring; an inability to offer permanent, full-time positions can
set limits on the selection of candidates. Yet this can be turned into something
more appealing by offering ongoing summer employment from year to year.

19. Keep a short list

Once your job ads are posted, be sure that you are clear about your selection
criteria. What skills do you need to add to your business? How will you choose
one candidate over another?

Short-listing is the first step in identifying the candidates who display the skills
and selection criteria you are looking for. Short listing—when done well—can cut
down on interviewing time later on.

Be sure to notify short-listed candidates of the interview date and time as soon
as possible. It’s also often a good idea to keep a small number of applicants on a
reserve list in case some of the short-listed candidates are unavailable.

20. Hone your Assessing technique

Before interviewing, develop job-related questions so that there are no awkward

pauses, and so you remain in charge of the interview. Be sure to ask open-ended
questions that allow the candidate to tell you about themselves, such as "What
are some things you would like to avoid in a job? Why?" and "In your previous job
what kind of pressures did you face?"

21. Check thoroughly before making a job offer

Have you obtained a signed application, conducted reference checks and

scheduled background checks? Have you determined a salary offer based upon
market, qualifications and internal comparisons?

22. Follow through after a candidate has accepted

Have you confirmed the offer in writing and advised other employees within the
company? Be sure to make arrangements for the candidate’s start date well
ahead of time. You’ll also want to advise the other candidates that the position
has been filled.

With the right recruitment plan in place, you'll be in a better position to hire the
best people for your company.

Why You Need Job Descriptions

Writing job descriptions is an important step in planning your staffing

programs. They form the foundation for many important processes
such as job postings, recruitment, selection, setting expectations,
compensation, training and performance management. Job
descriptions should give a brief overview of the role, how it relates to
your mission or vision, a list of key responsibilities, requirements and
qualifications.
23. Time spent developing job descriptions has several pay-offs:

 Job descriptions assist in making sure your staff duties align with your
mission and vision
 They allow you to make informed hiring decisions by developing recruiting
strategies that clearly outline to applicants their role and responsibilities
 When conducting interviews, job descriptions should form the foundation
for the development of interview questions
 Job descriptions can also be used to determine areas in need of training
and development when expectations or requirements are not being met
 Having clear job descriptions also allows for a basis on which to develop
compensation plans that ensure jobs are being compensated in ways that
reflect their levels of responsibility and qualification in the organization
 Finally, when used as a means to communicate expectations, job
descriptions can also be used as a basis for performance management.
For the employee, having a clear job description allows them to
understand the responsibilities and duties that are required and expected
of them

24. Job descriptions typically have the following sections:

 Identification of the values that should be demonstrated by all staff

 A list of the tasks or functions that need to be done
 A description of the experience, knowledge, and skills required
 A list of any special working conditions or minimum physical requirements

Each task, function or responsibility should start with an action verb that
describes the activity in a way that clearly indicates what is expected.

Some examples of action verbs are:

 controls
 coordinates
 develops
 evaluates
 inputs
 maintains
 operates
 schedules
 supervises
 trains, and so on

By having a list of up-to-date job descriptions for all your positions, you will have
the foundation to develop many key HR programs to drive the success of your
business.

For example see a sample job description of an EVENT MANAGER

Event Manager
 An event manager is responsible for the planning, design, production,
promotion, overall co-ordination and profitability of an event. They
delegate many of the tasks and then oversee and support those they
delegated to. This is a creative position, sometimes allowing
opportunities for testing new ideas and themes. Like an event co-
ordinator, those who make a career of event management often move
from one contract to another.

Responsibilities:

 Determine parameters, policies and procedures of events plan

 Design, program and produce events
 Develop and implement a marketing plan
 Develop and produce promotional materials and presentations
 Develop a risk management plan
 Solicit event donors, sponsors and participation by merchants
 Oversee the financial management of events

Knowledge, Skills and Abilities:

 Experience in co-ordinating or managing events

 Marketing and promotional skills
 Problem solving skills
 Time management skills
 Human resource skills
 Financial management skills
 An out-going, people-oriented personality
 Fundraising experience an asset
 Knowledge of the local industry and area an asset
 Diploma or degree in marketing, communication, public relations or
business
 National Occupational Certification as an Event Manager is an asset

Possible Future Career Path:

 Convention/Meeting Planner
 General Manager
 President

 Owner/Operator

How to Find Good People

Simply put, sourcing is the art of finding skilled people to do the

work that needs to be done. Sourcing can be a challenge at the best
of times.
25. As we enter into an era of changing demographics, traditional sources of
young labour are getting tighter. Competition for the talent that does exist is
getting more fierce (from other operators as well as companies in other
industries), and it is getting even more difficult to match the expectations of
potential new hires with the reality of the nature of the work to be done.
Sourcing has become a critical element to an effective HR plan.

26. So where do you start? The answer to this question often lies in where you
are to begin with (both figuratively and literally). Your sourcing strategy may be
quite different if you are looking for a job position in a small place than if you
are in a large metropolitan area. Likewise, a larger organisation may have
different sourcing strategies from that of a small operator who is located just
down the street. In addition, if you have a reputation for being an innovative
employer who is fair and who values staff, your approach to sourcing will be
different than if you are unknown (or worse, known for having a poor reputation
as an employer).

There are, however, some common approaches to sourcing that may be of

help, whether you count yourself among the good, the bad or even the ugly.

27. Current employees

Have you got someone already working for you who can fill the vacant position,
maybe with a little bit of training, coaching and support? Having an internal
promotion policy is not only a good way to fill vacancies as they occur, it is also
a smart way to retain the good employees that you already have. People who
see their colleagues get ahead in the company will be more likely to stay,
because they see that hard work and effort are recognized.

28. Employee referrals

Can one of your employees refer someone who is capable of doing the job?
Employee referrals can be one of the most effective (and inexpensive) methods
of finding new people.

29. Friends, suppliers and customers

Another potential source for new employees is your network of friends,

suppliers and even customers. Just putting the word out (or, more formally,
posting the vacancy) can be an effective recruiting method.

30. Drop-ins

How do you recruit good people when you don’t have an immediate opening?
Big companies have elaborate (and often expensive) resume tracking systems
to keep track of good applicants, so they can contact them when an opening
occurs. The same principle can be applied for the small- to medium-sized
operator who can’t afford a computerized system. Simply collect resumes as
they come across your desk and during down time (as seldom as this may
occur) interview the promising ones. Put the resume of anyone who interests
you into a separate folder for review when an opening occurs. This sourcing
strategy works especially well if you have a good reputation in the community
as an employer of choice. If you use this as a sourcing method, you should keep
in contact with the promising applicants on a regular basis (every few months),
so they know that you are still interested in them. This allows you update your
files if the applicant’s circumstances have changed.

31. Memberships and associations

Use the associations that you belong to. Associations are there to serve their
members. Many of them have good communication channels for advertising
your vacancies. Even if the ad doesn’t reach potential applicants directly,
letting other employers know that you are looking for people can be useful if
they happen to be in a surplus situation.

32. The Internet

This can be a relatively inexpensive method of recruiting. There are a number

of job boards in the commercial marketplace that can get the word out that you
are looking for people.

33. Specialty placement agencies

There are a number of placement agencies that specialize in screening and

referring applicants at little or no cost to you. These agencies typically tap into
labour markets that are under-utilized (Employment Insurance
recipients, individuals on Social Assistance, new immigrants, etc.) and develop
a bank of pre-screened applicants that may fit your needs.

34. Commercial placement agencies

These agencies typically specialize in a particular area (management, clerical,

bartending, etc). Although these agencies can be somewhat expensive (they
can charge up to 25 to 30 per cent of the gross annual salary of the position
being filled), they can be an effective way of filling some specialized or difficult-
to-fill positions.

35. Classifieds and career advertising

Classified or career ads in community, provincial or national newspapers can be

effective, and can range from the relatively inexpensive (a classified ad in the
local community newspaper) to very expensive. An ad in the career section of a
national newspaper can run into several thousand dollars for one ad placed for
one insertion.

36. Colleges and schools

These can be an extremely potent method for sourcing applicants. Take

advantage of co-op placements, internships and work placements offered by
these institutions. This approach allows you to see a potential applicant in
action, while you are getting some essential work done. Equally importantly,
the student not only gains valuable work experience but also has the
opportunity to see what it's like to work for you. If you have the reputation of
being an employer of choice, this exposure can do wonders for your sourcing
 strategy. Even if you don’t end up hiring the student, the word will get back to
his or her peers about what it's like to work for you, and your next
advertisement in the local school paper or through the school’s placement
program will provide a number of good applicants. This strategy will be less
successful if the student finds your place of employment to be less than
satisfactory, or not as good as other work placement opportunities.

37. Open houses

An open house can be used successfully when companies are trying to fill a
large number of vacancies in a short period of time. For example, airlines use
this technique when they need staff for new routes and are looking to hire as
many as several hundred new flight attendants for start-up. Typically, an ad is
placed in the newspaper, inviting applicants to drop by on a certain date. A
recruitment team is there to meet them and do a quick screening interview to
assess communication skills, interpersonal and team skills, availability, etc.
Candidates who successfully pass this stage are invited to continue through the
recruitment process.

38. Seasonal exchange programs

Some innovative companies are forming partnerships with other organizations

to level off their peak seasonal requirements. Basically, this approach works
when two or more companies require the same basic skill sets but have
different seasonal staffing requirements. When one organization is busy and
needs employees, it has an arrangement with another organization that is
entering a shoulder or down period and can provide some of its surplus
employees.

The call to Innovate: Tips for Recruitment

With a labour crunch that knows no industry limits, creativity and

innovation often distinguish the recruiting efforts that work from
those that don’t.

39. Brand your company as a great place to work.

Developing a reputation as a great employer gives career seekers a reason to

want work for you. In fact, companies that are recognized as best workplaces
typically spend less money on recruiting because people come to them. Getting
your name out there as a great employer may be easier than you think.

 Always be interviewing and accepting resumes. Add a jobs/career section

 to your website inviting career seekers to submit an application.
 Promote sustainable and environmental practices. Send a press release to
local newspapers and relevant industry magazines and newsletters.
 Get involved in your community. Sponsor and participate in events that
get you out of the building and into the public.
 Sponsor a school in your community. Provide opportunities for the school
to fund raise using your product or service. Sponsor refreshments for
monthly parent council meetings and school-wide events.

40. Hire to fit.

For some organisations, finding staff is never a problem. In fact, the company
spends little on recruiting because people always come to them.

The formula for success? Knowing exactly the types of employees you are
looking for and going after them. Companies that succeed at recruiting often hire
for the fit rather than the skill set.

41. Simple Creativity.

Some of the best recruiting campaigns sprout from a simple idea that is
different, interesting, and easy and cost-effective to implement.

 For A&W Restaurants, placemats that contain employment ads are an

effective tool for reaching a targeted labour pool.
 Boston Pizza employees are empowered to hand out business cards that
offer a free pizza to anybody who pursues the employment process.
 Save the best advertising space for yourself. More and more, employment
posters are appearing in washrooms and lavatory stalls. Patrons have little
choice but to read the writing on the wall and ponder life as a member of
your team whilst visiting the restroom.

42. Go right to the source.

Little else can nudge a potential job candidate to work for you than a face to face
encounter. The chance to tout your business and praise the industry is one sure-
fire formula for recruiting success.

 Participate in career fairs organized by your company, sector, and

community. Let job seekers know you are serious about hiring and provide
them with an opportunity to connect with you.
 Build relationships with the high schools and post-secondary schools in
your region.

43. Approach under tapped and un tapped labour markets.

From persons with disabilities to foreign workers, many non-traditional labour

markets represent a multitude of individuals who are eager to work and even
more keen to build a long-term career.

To get started, research and connect with the appropriate agencies in your area.
Talk to other employers who have hired from these labour pools and seek out
contacts.
The author Lt Col P A K REDDY is comissioned to the Corps of
Electronics and Mechanical Engrs, is a graduate in Mechanical
engineering, MTech , MBA, MS ( cyber security and cyber law)
and is presently persuing Phd. The Offr is an outstanding football
player having represented Jr Indian team, played for Santosh
trophy and Sevices, is EME blue in football. The Officer is now
posted as a Group Testing Officer in 14 Services Selection Board.