OUT TO LUNCH

SHAMEELA WINSTON | Monday December 3, 2007 00:00

In other words, the more senior or complex the job, and the larger the organisation, the more rigorous the selection process.

So, this article is not meant for the seasoned recruitment professionals who only begin the process after a job analysis has been done. They use scientific techniques to shortlist and select.

This is for those who run the smaller operations and often find themselves 'feeling around in the dark' when it comes to 'these things'.

Recently, I was auditing a client's employment practices.

The business is in the IT sector and offers the usual hardware and software products and services, including selling accessories and Internet access.

The client was looking for a technician who could do hardware maintenance and software installation as well as supervise the Internet facility. I was shocked to learn that he relies mostly on word of mouth for recruitment, even though he has a high staff turnover.

When he has a vacancy, as he did, he tells his friends. Eventually, one or two people would present themselves as potential candidates. On this occasion only one person came in with his handwritten CV, and an impromptu interview ensued. As the auditor, I just observed the proceedings with dismay.

The candidate clearly knew more about the industry than the prospective employer, and was therefore able to take control of the meeting.

The employer was so relieved to have a potential candidate he allowed himself to be led. The candidate asked questions about the salary and other benefits, including accommodation, transport and overtime or out of station allowances.

It was clear to me that the employer had not thought about those details, but rather than extend the inconvenience of operating without a technician, he was flexible and gave the candidate carte blanche.

After agreeing on the benefits, the employer asked: 'Wena mme ga kere o ka kgona?' loosely translating to: 'But you are sure you can manage, aren't you?' to which the candidate replied: 'Ee, gone ke a leka,' loosely translating to: 'Yes, I do try'. The deal was closed and a starting date identified.

I wasn't comfortable with having just one candidate and forfeiting the benefit of comparison. I know some people prefer head hunting but that to me works where the sought-after candidate has a reputation, not where someone is sent to your premises.

I was also aware that the employer had failed to collect any useful information. He had not even established whether or not the candidate was even computer literate! I would have expected the employer to at least have some technical questions (even if they'd been drawn up by someone else or downloaded from the Net) and possible answers.

I would have expected the employer to have asked the candidate to install or assemble something in the workshop. How about some effort at verifying qualifications and references?

Admittedly, it is not easy to select the right candidate. Admittedly, we don't always have the resources (time and energy) to select in the right way.

However, if we want to get a reasonable candidate who is likely to fit into our operation and stay for at least a year, we must make the effort. You can't employ the 'wrong' person and hope to 'fix' it with training or abrasive remarks. Here are some interviewing ideas for a small business:  

* Understand exactly what you expect the person to do. This will help you formulate the relevant questions. Make a copy of the job profile and the advert for reference during the interview.

* Know exactly what type of candidate you are looking for. And how far you will compromise.

* Understand exactly what you are prepared to offer the person, so that you are not tempted or manipulated by a very experienced but unemployed candidate to exceed your budget,

* Draw up a set of questions and tasks that are all designed to assess the ability of the candidates to meet your operational needs. Identify all the areas that are important to effective service delivery and find a way to guage their presence in your candidates.

If it is a reception job, don't be shy to ask the person to go behind the desk and answer a phone call...I mean, you could go outside and call your landline from your mobile. If it is a cooking position, ask the candidate for a sample menu, or a recipe, for instance. Don't just take their word for it. Look, the more prepared you are, the more credible you seem to your candidates as an employer.

* Don't forget to create a pleasant atmosphere. Your candidates need to be relaxed in order to give their best.

* Be careful about giving a candidate the impression that he has made it if you are still going to interview more people, or if you are still going to do reference checks.

* Set aside enough time to conduct your interviews, and when you start, focus your attention on them. That means you cannot be called out for a phone call or a brief visit from someone.

* Remember to keep a summary of the interviews for your own reference later when you are ready to make a decision, but also to refer to in the event that a disgruntled candidate accuses your process of corruption.

Shameela Winston is a human resource consultant in private practice. She is available to readers on ponniewinston@yahoo.com.