Unless a right person is recruited in that position, the objective can not be fulfilled. It is one of the toughest jobs for the HR Director. In the words of Storry,
"Successful recruiting can be a Catch-22 scenario: the best people want to work for a company with an excellent reputation, but the only way a business can achieve a good reputation is by attracting the best people". (Storry. 2005)
Undoubtedly it is the best people that make the organization the best one. The first thing that should be done is to "identify the need before you begin recruiting, you must establish the positions you're looking to fill and identify the community in which new staff will work." (Schultz, B. 2008) This will go a long way in the selection of the best candidate. As the need has already been identified, it is clear what sort of person should occupy the new HR Assistant position. The objective behind creating this position should be made clear to the prospective candidates to the position. In this regard, networking expert Diane Darling says, "People don't know what you need. They just can't read your mind." So it should be clearly mentioned in the job advertisement regarding what sort of person and experience and qualification are desired to fill the post.
There are several ways in identifying the candidate for the position. An advertisement in the opportunities page of a popular news magazine or electronic media attracts the attention of hundreds of potential candidates. But the problem is how to identify the person we need. It will be a very complex task to identify the person out of hundreds of applicants. It involves a lot of time and cost in eliminating the unwanted and the less skilled people. Hence, "the traditional recruiting methods usually fail small companies." (Tozzi. 2008)
The recruitment process should start with inviting resumes from the eligible people. The resumes provide some vital information about the candidates. Schultz asks a pertinent question. He says, "If prospective employees can't sell themselves, how can they represent your business"
He strongly suggests that many of the candidates should be eliminated by seeing the mistakes, even though they are very small, like spelling or grammatical errors or sloppiness in presentation.
After short listing the candidates sending them questionnaire about the job they are going to fill and how do they manage in a particular context will be helpful in screening further. By seeing their answers to the given case study, people with the right attitude can be selected. Schultz suggests a rather practical approach in screening the candidates. He prefers to have a series of steps instead of single interview. He says the next step should be a telephonic interview which should be fixed through an email. He points out that if a prospective candidate misses to check his email, he is not the ideal candidate for the position. The HR Assistant should be ever vigilant in communication. In the telephonic interview, says, Schultz, if the candidate appears to be energetic and his answers reveal good common sense, then he should be called for face-face interview. Though it seems like a long process it is the most appropriate way of selecting the ideal candida