It is therefore very important that employers do everything possible to ensure that the right candidates are identified and then convinced to join their organisation.
Here are some simple guidelines that may prove invaluable.
1) Allow time for the recruitment process. The ideal time scale is 2-3 weeks to gather candidates, two weeks to set up and conclude interviews, a week to get an offer accepted and notice served and a further 4 weeks notice period. That's 10 weeks from start to finish if nothing goes wrong.
2) If possible prepare a job and person specification. Consider the ideal employee and describe them and their qualifications, experience and qualities. Describe all elements of the jobs dividing tasks into the major and minor ones. If you do not have job and people specifications try writing an "advertisement" to attract the person you want. Either will prove invaluable in ensuring that your recruitment company brings the right candidates to the table. Don't forget you normally only have one vacancy. Avoid the temptation to interview too many candidates. It wastes everyone's time and makes your decision harder. More interviews does not equate to better value for money from your recruiter.
3) Once you start the process it is essential to avoid delays. Remember the CVs you are considering are from people who are active job seekers. You are not the only company interested in them. All too often an employer draws up a list of candidates for interview some weeks after the original advertisement only to find that the best ones have been interviewed elsewhere and have accepted other roles. Even more infuriating is when it gets to interview stage and an offer is made only to find that there is now competition from other companies. When you decide to recruit, be prepared to act quickly and decisively. Any delay can be fatal..
4) Following on from the previous point. Second interviews are acceptable to tie up details and make a final choice. Third and forth interviews suggest a company that doesn't know what it wants, is indecisive, has an unwieldy chain of command or doubts the candidate's ability to fill the role. Equally, such prevarication often leads the candidate to accept a rival offer. A Psychometric Profile carried out by your recruiter has a small additional cost but can really focus the decision making process.
5) Keep your recruitment partner informed. If you receive CV's try to constructively feedback. No one knows your business like you do and, if you give feedback, the recruiter has a better chance of refining the search, ensuring you see the right candidates and avoiding wasting your time.
6) When you get to interview stage make the candidate feel "delighted" with your company. Make them welcome and "sell" the job to them. At this stage you have to attract their interest and make them want to work for you. Make sure that Security and Reception are expecting them and that you have some handouts available for them to take away. Even if they don't get the job you need to see them as a prospective customer or someone who can champion your company although they may be disappointed.Send them away desperate to work with you.
7) Make the next stage of the process clear to them. If you are going to reject them you may decide to leave this to the recruiter but tell the candidate at interview when and what the next decision will be.
8) At interview, make sure you obtain the information you require. Too often interviewers impart more information than they receive. The tendency is to talk too much and listen too little. A carefully constructed competency based interview concentrating on the core competencies is a good discipline and a good recruiter will build one for you.
9) Make your offer clear and concise. Either you or your recruiter should obtain verbal agreement from the candidate before putting the offer in writing. Try to avoid the temptation to pay the minimum you can get away with rather than what you originally believed the job was worth. One of the reasons they applied was to improve their terms. Don't disappoint at this late stage.
10) When they arrive on day one, have the day planned out in its entirety. "Sitting with Nellie" is no longer an option. The first day shapes the entire early career. Get it right and you are off to a good start. Get it wrong and you are playing catch up. Make sure all services including email, desk, telephone, stationery etc are ready. If possible, have a sign in Reception welcoming the new arrival. This not only makes them feel welcome but makes others aware that they have a new colleague.
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It is becoming increasingly difficult to attract and retain people of the right calibre. 8 out of 10 companies identified this as a constraint on business development in 2005.