What if PSHR could help to take the stress out of recruiting new staff?
A new Acas Poll has revealed that over half of workers (53%) believe that getting the right people with the right skills will be the biggest issue faced by their workplace in the year ahead.
Most employers fully appreciate that the success of an organisation can hinge on its staff. But, finding the right number of employees with the necessary abilities and attitudes – and then keeping them – requires skills and knowledge which can sometimes be undervalued, overlooked or simply rushed.
Preparation and Organisation
Securing the best person for the job entails an employer setting up a well-structured process to:
Many employment contracts include a probationary period of employment at the start, usually for three or six months. This is so the employer can see whether the new recruit is up to the job in practice, and so the new employee can decide to leave if they are unhappy in the role or with the organisation. Notice required by either side during this period can be very short – sometimes only a week.
However, it should be remembered that some of a new recruit’s employment rights start from their first day, including the right not to be wrongfully dismissed.
A job offer letter should say whether any probationary period will have to be completed satisfactorily. The employee’s Written Statement of Terms and Conditions of Employment must include the length and conditions of any probationary period.
At the end of the period, it is decision time. Is the new recruit going to stay or leave? If the employer is still unsure whether the employee is suitable for the job, it could extend the probationary period if the employment contract permits and/or the employee agrees.
Organisations should be aware they have a responsibility to ensure that no unlawful discrimination occurs at any stage in the recruitment process on the grounds of age, disability, gender reassignment, marriage and civil partnership, maternity, pregnancy, race, religion or belief, sex or sexual orientation.
There are two types – a professional reference, usually from the candidate’s current employer, or a previous employer or manager; and a character (or personal) reference which typically comes from an independent person, often in a respected position, who knows the candidate well. There is usually no legal requirement for an employer to provide a reference, but there are important considerations for employers who do not intend to give references.
What PSHR can do to help
We will take the time to understand your business, the role and the type of person you’re looking for in order to fill your vacancy. From there we will work with you to create a job description and person specification so that the recruitment process remains focused on the key skills and experience required, remaining legally compliant throughout.
We use various approaches to advertising including our own website social media threads, jobs boards and publications. The chosen method very much depends on the role, location and level of seniority.
Depending on the role and seniority, available selection methods can include telephone / video interviews, face to face interviews, ability and psychometric testing and assessment centres.
It doesn’t stop there
We will work with you, your managers and your new recruits to put an effective onboarding and induction plan in place to ensure success.