Start a New Hire Off Right: 7 Steps for an Effective Hiring Process

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Various human resource studies over the past four years have listed the top aspects of employee job satisfaction as job security, opportunities to use skills and abilities, the organization’s financial stability, relationships with immediate supervisors, compensation, benefits, career development and direction/culture of the organization. With this in mind a good training and orientation program can and should deliver a strong, positive message to new employees.

Many employer-employee relationships gone wrong can be traced back to a lack of training, orientation and setting expectations. So for your next new hire, have an outlined list of expectations (including job description), and a clearly defined training and orientation program. Having these things in place will help increase the success of your new hire—contractors, too—and come in handy if you need to terminate the wrong hire or contractor agreement.

In conjunction with your current business planning, you may be looking to identify hiring needs for the next year and beyond. Now is a perfect time to create or adjust potential job duties and expectations as well as update training and orientation programs. Here are some steps that may help:

  • Assess your the hiring needs based on your mission and future direction of the practice
  • What resources and investments (include human capital) are needed for the future?
  • What is your firm’s budget for hiring and career development? Keep in mind that we invest upfront for future returns. You want to have the proper balance of necessary skills, abilities and experiences that you will pay for, versus what you are willing to develop in the next hire.
  • In what areas would your firm want to hire employees or hire contractors (outsourcing) and why?
  • If you hire an employee or a contractor, what present and future business goals should be accomplished? What are your timeframes or deadlines for working on and accomplishing these goals? You can use these goals as the basis for the position’s duties and desired results.
  • How are you accomplishing your current goals?  Would a person currently fulfilling part of your business goals be a possible mentor and how? Can this person work with you to create or adjust the duties, expectations and training and orientation program? Your expectations for how to learn and complete the work rest partly on how well you are doing this now, and what changes to personnel or work styles could best meet the changing goals.
  • Understand the caliber of work your firm has now from current employees, contractors or owners/partners. This gives you informal benchmarks for rating the performance of future hires or contractors. The preciseness of these informal benchmarks varies, but they serve as a good starting point.

These broad, underlying questions should be addressed before you get involved in the actual hiring or contracting process.

This article is for informative purposes only and is not to be construed as legal advice. Consult your experts to be aware of federal, local and state regulations and exceptions.

Mary Dunlap, CFP®
Mary Dunlap Consulting
Pottstown, Pa.

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