Introduction to Staff Selection Making the right decision at the start We all know the effect of employing the wrong person for the job - time and money wasted in the selection process; tense counseling sessions as we try to correct problems on the job; dissatisfaction amongst other workmates; and low morale for all concerned. Then we have to go through the difficult process of giving notice. Most Small Business employers end up saying "never again - if I want staff I'll employ someone casual". Casual staff, however, bring their own issues - continual training, unavailable at crucial times, sometimes lack of commitment to the job or your business goals. For those people who would prefer a full time job, casual employment means continual uncertainty and the inability to plan for their own future. Planning is the key Staff selection is a planning exercise. The more thought you put into the selection before you begin, the fewer problems will emerge down the track. The steps to successful staff selection are: 1. Clearly set down what you expect your staff member to do. Also establish other conditions of employment such as hours to be worked pay and holidays. You can follow the relevant Award, or commence planning to negotiate a Workplace Agreement. 2. Once you know what the person is going to do, think carefully about what skills and personal qualities the person will need to do it. Write these down in such a way that they can be measured objectively. These become your "selection criteria" - aim to have no more than about six. 3. Work out how you are going to attract prospective applicants. The best way will depend on how specialised the skills you require are. A low skilled job may best be filled by the first keen and suitable jobseeker who knocks on your door. Highly skilled jobs will need to be advertised. Conversely, advertising a low skilled job will tie you up for days answering the enquiries, and will be a stressful experience for you and those who reply to the advertisement. 4. Work out how you will interview people before you start the interviews. To do this effectively, look at your selection criteria and choose a good question or method to test each of them. An interview may suit some jobs - a work trial or 'test' may be better for others. 5. When you do your interviews treat all your applicants the same. A common mistake is for the employer to do all the talking! At the end you may not have found out much about the candidates if you have not approached the exercise in a structured manner. 6. Follow up with all the unsuccessful interviewees. This is most important both for your business, and for the self esteem of those who applied to your job. At the end of your selection, review the exercise. Remember - you only need one suitable person to fill a job - if you interviewed six or more people and did not have at least four suitable applicants to choose from you need to do something differently. Want to find out more? Do you have some feedback on the above discussion or your own experiences? Back to Home Page             Questions or comments regarding the content of the JobNet Tasmania site can be directed to the JobNet Tasmania site editor by phone 1300 367 776; by mail: PO Box 206 Devonport TAS 7310; or by email (headoffice@jobnet.org.au).   Delivering the Highest Quality Employment Service in Tasmania Through Creativity, Innovation and Hard Work