part 2 A: recruitment
Recruiting new workers can be the biggest investment an organisation can make in terms of time and/or money, so it needs to be done well. The following flowchart outlines the various stages in the recruitment process.
Draw up draft job description, person specification and salary range (if applicable) based on available budget |
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Get approval from management |
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Interview preparation
- type of interview
- panel (if applicable)
- time and venue
- shortlist candidates
- other
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Select preferred candidate |
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Appoint worker (send letter of confirmation) |
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Post-appointment follow up |
legislative influences
Keep in mind that certain legal requirements, especially the Employment Relations Act 2000, can impact on each stage of the recruitment process. Therefore it's important to use good hiring practices when:
- advertising for suitable applicants
- rating and short-listing applicants
- interviewing and selecting a successful candidate
- documenting and making the offer
- finalising the agreement and commencing the employment relationship.
Tip
See Part 1 for further details on the legislation that you should keep in mind when recruiting.
defining the job
Two elements involved in getting the right worker in the right job are:
- defining the task (job description)
- deciding what sort of person would do it best (person specification).
Job description
What's a job description?
A job description (or JD) is a way of formalising an organisation's expectations of a worker (see following checklist). It shows the worker what their contribution will be to the overall goals and objectives of the organisation. It is very important in affirming or valuing a person's contribution to the organisation. It is also important when it comes to clarifying their roles and responsibilities within the organisation.
A job description should:
- be concise and non-ambiguous
- accurately reflect the role and outline why it exists in the organisation
- describe the job and not the person (see "Person Specification" section)
- use facts and not opinion.
(From People Management, SPARC).
Job description checklist
Although job descriptions can vary, it is important that both the employer and worker understand what the job is and how it is to be done. Some of the main components of a job description include:
- the title of the position
- the purpose of the role
- who the person in the position will report to
- overall organisational goals
- the key responsibilities of the position
- list of working relationships (internal and external)
- any lines of responsibility
- any delegations of authority
- any decision-making responsibilities
- required capabilities
- key tasks and duties and any relevant deadlines
- dated signatures of the required manager(s) and employee
- the date the job description was last reviewed.
Tip
All positions should have a JD, whether they are for unpaid or paid workers or the management committee. Most funding bodies will require an organisation to have a JD written for a position before they will consider any application to fund a salary for it. Refer to SPARC's People Management (www.sparc.org.nz) for a sample job description.
Person specification
The person specification outlines the characteristics of the person best suited to do the specific tasks of the job. It should be drawn up before the job is advertised. It helps to clarify what qualities and skills are important for the applicant to have.
The job description and person specification together can be used to:
- make up an advertisement
- provide information for applicants.
advertising
How you attract the best applicants depends on the job, how much money you are able to spend on advertising, and how much time you have.
Some possibilities for advertising are:
- advertise internally — there may be an existing employee who is ready for a promotion
- engage a recruitment agency — this may seem costly but an agency can reduce the time required to shortlist applicants etc
- Work and Income's free service
- targeting industry journals, magazines and websites
- word of mouth
- local community networks, including community radio
- newspaper advertising (national and/or community)
- newsletters
- notices in local shops
- a leaflet in local letter boxes
- various iwi networks e.g. Māori Women's Welfare League branches, regional runanga (committees), iwi radio stations
- the internet e.g. www.community.net.nz — it's free
- graduate recruitment officers at local training providers and tertiary institutions
- direct approaches to potential applicants.
Advertisement checklist
An advertisement should contain the following key elements (see also the following sample):
- use the same title as the JD
- describe the organisation (in 1 or 2 sentences)
- outline the major responsibilities and purpose of the role
- define the level of skill and experience the role requires
- detail benefits, rewards, training etc
- tell the candidate how (e.g. by email or in writing) and when to apply
- be clear about the closing date and time.
Sample advertisement
ABC Community Development Coordinator (fixed term)
Do you enjoy working with community groups? Do you like taking projects from ideas to fruition? Do you like to see communities succeed? Then the role of Community Development Coordinator could be for you.
If you are an enthusiastic, organised, and talented person who is able to motivate people, we would like to hear from you. This position offers exciting challenges. Based in (location), the position involves implementing community-driven initiatives, planning and projects, along with promotion of the area, its people and products.
Apply in Writing to:
The Management Committee
[name and address]
Applications close: Monday 14 August 2006
For a detailed job description and application pack contact:
[name, phone, email contact details]
Tip
- The employer is responsible for what is advertised. Therefore ensure it is worded accurately (get it proof read) and is not discriminatory (e.g. advertising on the basis of age, gender, ethnicity is illegal).
- A checklist for what to include in a job advertisement is also available from the Department of Labour by calling free phone 0800 20 90 20 or by visiting www.ers.dol.govt.nz/publications/pdfs/checklist_job_description.pdf.
interviews
Preparation
Before an interview takes place, you will need to:
- decide what type of interview is best
- select an interview panel
- shortlist the candidates
- set the interview time(s) and venue(s)
- do some background preparation and familiarise yourself with the job, organisation and candidate.
What type of interview?
You need to identify the best method for interviewing your candidates. These may include:
- a one-on-one discussion or an interview panel (ideally)
- a written project or exam
- a workshop scenario
- skills and/or attribute testing
- a mix of some or all of the above
- phone interview for applicants unable to travel.
Tip
Remember to use the same method you chose for all applicants for consistency and advise applicants of what method will be used when you set up the interview.
Select interview panel
Ideally have more than one person interviewing candidates if possible. A panel of two or three would be good — any more and it may be intimidating for the candidates.
When selecting a panel, give consideration to:
- gender balance
- people with experience relevant to the advertised job
- cultural balance including tangata whenua representation
- the person who will supervise the position
- potential conflicts of interest e.g. it is not appropriate for family members or partners to interview one another.
Shortlist candidates
- Each member of the interview panel should read each application thoroughly, and check each applicant's skills and experience against the ideal person specification. Prepare a template to use for this process.
- Each member of the interviewing panel should rate each applicant's skills and experiences against each key attributes of the job description. The final scores will help identify and clarify a shortlist.
- The entire interview panel should then meet to discuss their individual scores and considerations in order to select an agreed shortlist of candidates. A shortlist of up to five applicants for each position is workable. This should provide a good selection of candidates and will require a full day of interviewing.
- Those not being interviewed can be notified in writing.
Tip
Applicants have the right to have their applications treated confidentially. That means the interviewers must not talk about who has applied or disclose any information about the applicants to anybody except appointed referees or other interview panel members. Those not selected for interviewing, can be notified in writing at this stage (see following sample letter).
Sample letter for a non shortlisted candidate
[name]
[address]
[city]
[today's date]
Dear [name]
Re: Application for position [job title]
Thank you for your application for the above position. Due to the high calibre of candidates who applied for this role, I regret to advise you have been unsuccessful on this occasion. I wish you all the best for the future and thanks again for your interest in [organisation's name].
Yours faithfully
Chief Executive
(From People Management, SPARC).
Interview times
- Timetable the interview date(s) — it is best to try to set aside a full day to interview the applications or spread them over 2 days if need be. If the panel is interviewing for a full day, make sure there is time set down for a lunch break.
- Contact the shortlisted applicants to arrange interview times. Most interviews should be able to be conducted within 45 minutes with at least half an hour between interviews, for recording how the applicant scored against the critical factors you want assessed at the interview.
- Check that all shortlisted applicants have a job description and other appropriate information e.g. pamphlets, the organisation's annual report, etc.
- Check whether applicants want to bring whānau support, and how many, so they can be made comfortable e.g. with enough chairs and a room big enough etc.
- Confirm the interview times with a letter.
- Make sure all the interview panel members have a timetable of who is being interviewed and when, and a copy of each person's curriculum vitae.
Interview venue
The interview room should:
- be quiet and comfortable
- have enough chairs, appropriately arranged (preferably with a table)
- be clean and tidy
- be a comfortable temperature and well lit
- have drinking water available (and coffee/tea if possible)
- be set up so the sun won't be shining in the face of the applicant
- have the phones diverted or off the hook.
Background preparation
Before the interview:
- familiarise yourself with all aspects of the role so you can explain the job to the candidates and select the right person for the job
- familiarise yourself with the organisation so that you're in a position to clearly outline the benefits of joining it at the interview
- familiarise yourself with each candidate's CV and the examples and information they supplied within their application form.
Other preparation
Before the interview, panel members should also:
- meet to develop a list of interview questions (based on certain critical factors) and agree who will ask what questions. It is important to ask questions that require the applicant to demonstrate their experience in that area e.g. "Tell us about (an) example(s) of when you …"
- ensure that interviews will not be interrupted on the day
- ensure they bring all the necessary paperwork e.g. a copy of the application and CV, and pen and paper to take notes
- greet applicants as they arrive and make them feel comfortable.
Conducting the interview
Treat all applicants with respect. Remember that applicants and their whānau are visitors and should therefore be hosted appropriately. To follow are various checklists that would be useful for the different aspects of the interview process.
Interview structure checklist
- meet and greet — introduce the candidate to all members of interview panel and outline roles
- offer tea, coffee, water and make the candidate comfortable
- explain the interview process — e.g. time allocated, let them know you will take notes, invite them to ask questions
- overview of the organisation — include information on the organisation's history, structure, mission and values
- overview of the role — include information on reporting relationships, technical requirements, a typical day, expectations
- ask the candidate to briefly outline his/her career history and relevant experience
- ask structured questions around technical and behavioural competencies (see section below on structured interview questions)
- clarify issues as required — e.g. gaps in career history, reasons for leaving previous jobs, why they applied for the role
- discuss the culture and environment of the organisation — e.g. social events, work hours, computer facilities
- discuss the benefits of joining the organisation — e.g. career progression, job satisfaction, training, remuneration and benefits package (often not until second interview stage)
- allow the candidate to ask questions
- close the interview — explain the next step in the process — e.g. when they can expect to hear back from you (be realistic with your timeframes and be true to your word), second interview, reference checking, who they can contact if they need to discuss anything
- thank them for their time and see them out.
(From People Management, SPARC).
Whānau support checklist
If the applicant has brought whānau support, then incorporate the following into your interview structure:
- the most senior member of the panel should welcome and greet the applicant and their whānau. In some situations it may be appropriate to begin the interview with a karakia and formal mihi and give the whānau time to respond
- a member of the interview panel should then establish the ground rules for the interview. Be clear about when it is appropriate for the support group to have input. Some options are:
- the whānau or support group can be asked to speak on behalf of the applicant at the beginning and end of the interview. The questions themselves would then be directed at the applicant
- the whānau or support group could be invited to supplement the candidate's answers to questions regarding his or her background and experience, either by prompting the applicant or by volunteering additional information; and specific questions about the applicant's background and experience could be directed to the whānau
- it should be made clear that the panel are there principally to gather information about the applicant's ability to do the job
- when closing the interview the most senior panel member should offer both the applicant and their whānau the opportunity to ask questions and raise issues. Depending on the composition of the panel, it may be appropriate for someone on the panel to close the interview by formally thanking the whānau for their support of the applicant and by leading a karakia.
Interview questions checklist
The panel should remember to:
- ask open questions — how, what, why, who, when e.g. "what can you tell me about… what examples of…?"
- ask probing questions — those that allow you to dig for more information especially when you haven't got the answer you were initially seeking e.g. "why did you leave your last job…?"
- ask about actual experiences and situations
- include some questions designed to test attitudes such as "what would you do if…?"
- avoid closed (those requiring a "yes" or "no") and multiple (numerous questions asked at once) questions
- keep an open mind — the last applicant interviewed may be the best
- be flexible in asking questions — if an applicant has answered two questions with one response, move on
- give the candidate sufficient time to answer questions.
Examples of interview questions
Below are some examples of structured interview questions which research shows results in better candidate selection. The interview questions should be based around any key competencies (as outlined in the JD).
Competency = leadership skills
"Can you tell me about a time when you had to assume a leadership role in either your personal or professional life?"
"How did others in the group react?"
"What did you achieve as a group?"
| ☐ No evidence |
☐ Some evidence |
☐ Satisfactory evidence |
☐ Solid experience |
☐ Is a strength |
Competency = teamwork
"Describe a time when you have worked as part of a team to complete a project"
"What did you enjoy the most/least about working as part of a team?"
"What did you achieve as a team?"
| ☐ No evidence |
☐ Some evidence |
☐ Satisfactory evidence |
☐ Solid experience |
☐ Is a strength |
(From People Management, SPARC).
Final interview tips
Panel members should also remember to:
- demonstrate active listening by using positive body language (e.g. eye contact, nod) and making interested noises (e.g. "I see"). This will encourage the candidate to open up.
- be aware of their own (e.g. open posture) and the candidate's (e.g. signs of nervousness) body language
- try to put a very nervous candidate at ease by asking them a few simple questions about themselves first
- keep to time and to the topic and make sure the candidate does too
- treat all candidates with respect and give them the benefit of a fair hearing — don't make up your mind early on
- follow the interview structure, refer to the structured questions and rely on the support of a fellow interviewer, especially if they are nervous.
Selecting the preferred candidate
Agreeing on the preferred candidate after the interview can be difficult. But this decision can be made easier if the interview panel have recorded their assessments of the candidate in a structured way against certain critical factors.
Assessing candidates using critical factors chart
One way of assessing each applicant's suitability for the position is to use a critical factors chart (see below).
To complete this chart:
- In the first column, list 5 or 6 critical factors or competencies (taken from the ideal person specification).
- In the next column, weight each factor in relation to its importance to the job, on a scale from 1 to 5 (1=lowest importance; 5=highest importance).
- In the next column, for each factor, rate the applicant's performance or demonstrated ability illustrated in their answers to the questions at the interview, on a scale from 1 to 5.
- Multiply the 2 scores to get the applicant's total score for each factor and add these total scores together to get an overall score for each candidate.
Sample critical factors chart
Job: Youth Worker
Name of Applicant 1: Jo Bloggs
| Critical Factors/Competencies |
Weighting out of 5 |
Score out of 5 |
Total |
| Experience in youth work |
5 |
5 |
25 |
| Communication skills |
5 |
2 |
10 |
| Experience in running life skills programmes, etc. |
3 |
2 |
6 |
| Overall score |
|
|
41 |
Name of Applicant 2: John Smith
| Critical Factors/Competencies |
Weighting out of 5 |
Score out of 5 |
Total |
| Experience in youth work |
5 |
4 |
20 |
| Communication skills |
5 |
2 |
10 |
| Experience in running life skills programmes, etc. |
3 |
1 |
3 |
| Overall score |
|
|
33 |
Tip
The panel should prepare the critical factors chart when they meet prior to the interviews and all panel members should have a say about the weighting of each factor. During the interview, each panel member should take notes to help them fill out the critical factors chart at the end of the interview. They should also take notes if they are not using a critical factors chart, as notes will refresh their memory when all interviews have been carried out and the panel is making its final selection.
Making the final decision
Using the critical factors charts or other interview notes as a guideline, the panel should discuss the merits (or shortcomings) of each applicant in turn. A recommendation can then be made to management that a certain person be selected for the position. It often happens that one applicant is preferred by all the panel members.
If, however, the panel is split on who should be offered the position, a process of negotiation should follow to achieve a consensus decision, using the critical factors scores and any other information offered by the panel members. It may finally come down to a majority decision among the panel (having three members on the panel is useful in this respect).
Tip
Second interviews should only be used as an absolute last resort — it is unfair to put applicants through further hoops just because the panel can not make a decision. A second interview should only be used if the panel genuinely believes it will provide additional information.
Reference checking
Contact at least two verbal referees before making an offer of employment (or make the offer subject to two satisfactory verbal references). The information obtained will help in your decision, especially if you can't decide between two strong candidates.
Verbal reference guidelines
To follow are some guidelines and sample questions for conducting verbal references.
Prior to calling a referee ensure you have:
- sought the candidate's permission to do so
- the candidate's CV to hand
- complete privacy and
- a pen and paper for taking notes.
Once you have made contact with the referee:
- introduce self and purpose of call
- advise length of call and check they have time and
- briefly describe the role for which you are recruiting.
Sample questions to ask:
- How long did x work for your organisation? (to confirm dates on CV)
- How long did x work for you?
- What was his/her job title(s)?
- Could you briefly outline his/her job key job responsibilities?
- How would you describe his/her performance in the role?
- What were his/her strengths?
- What are his/her areas for further development?
- What was your working relationship like as his/her manager?
- How did he/she relate to the wider group of employees?
- How did he/she relate to customers/clients?
- How would you describe his/her levels of motivation in the workforce?
- What is he/she motivated by?
- What was (are) his/her reasons for leaving the organisation?
- Given the chance would you re-employ the candidate in the future?
- Is there anything else you would like to say in support (or otherwise) of this candidate?
Thank them for their time.
NB: if you have any concerns about the candidate's ability to perform in the job, you can use the reference check to dig for more information. For example, if you are concerned about their ability to work autonomously, ask the referee for their view as to the candidate's ability in this area.
(From People Management, SPARC).
Tip
Always get written consent from the candidate before contacting referees. If possible, the referees should be from the candidate's two most recent employers.
offer of employment
Before making a formal offer, gain written approval for the terms and conditions of employment from the relevant person e.g. management committee/board or CEO. Once that has been signed off, contact the successful applicant and tell them they are the preferred candidate. Make them a verbal offer outlining the proposed salary etc.
This should occur as soon as possible after, but definitely within 5 days of, the last interview. Follow this up with a written offer of employment which would normally consist of a covering letter and employment agreement (see following pages).
Sample offer of employment cover letter
[date]
[name of successful applicant]
[address]
Dear [name]
We are pleased to confirm the offer of employment to you for the role of [title] at [location]. You will report to [manager's name] who is the [title].
Your role will encompass [brief role description].
The salary for this position will be [$ ] per annum, and your remuneration package will be made up as follows:
Salary $
Benefits $
Total Remuneration $
Salaries are reviewed annually on [date] therefore your first salary review will occur at that time. We will take into account your performance in the role, as well as other relevant salary information including internal and external market factors. We also operate a discretionary bonus scheme based on [e.g. company profit] and we are happy to discuss this further with you. Bonus decisions are made annually on [date].
We attach our [staff handbook/employment agreement] which outlines the terms and conditions of your employment with us. Please take the opportunity to seek independent advice on our offer. Please also feel free to contact me if you wish to discuss any aspect of this offer.
If you choose to accept this offer please sign and date the attached copy of this letter and return it to me. Please also confirm your start date which we anticipate will be [date] as discussed previously with you. If this date does not suit, please feel free to contact me to discuss an alternative.
We look forward to working with you.
Yours sincerely
[your name]
[your title]
[your contact details]
I, [name of successful applicant], confirm that I have read the terms of employment set out in this letter and in the attached individual employment agreement, that I fully understand them and their implications and that I now accept the offer of employment.
.........................................................
[name of successful applicant]
Date:
(From People Management, SPARC).
Tip
Guidance on drafting offer of employment letters (which differ depending on the type of contract offered) is also available by visiting www.ers.dol.govt.nz/letters.html or by calling free phone 0800 20 90 20.
Employment agreement
The type of employment agreement offered differs depending on whether there is:
- no relevant collective agreement in place
- a collective agreement covering the work to be performed and the applicant is a member of the union concerned
- a collective agreement covering the work to be performed but the applicant is not a member of the union concerned.
NO collective agreement — individual employment agreement
If there is no collective agreement in place you will need to consider the total wages and conditions that you believe are appropriate for the job and draw up an individual employment agreement (see following checklist).
An individual employment agreement is:
- the most common form of agreement within voluntary agencies
- covers only one employee and his or her employer (compared to a collective agreement which covers two or more employees)
- required to be in writing under the Employment Relations Act (which sets out most of the rules for forming an employment relationship through an employment agreement).
Individual employment agreement checklist
An individual employment agreement is required (under the Employment Relations Act) to contain as a minimum:
- the employer's and employee's names
- a description of the work to be performed
- an indication of the place and hours of work
- the wages or salary payable
- the right of the employee to receive at least time and a half if they work on a public holiday
- a plain-language explanation of the services available to manage any employment relationship problems including a reference to the 90-day period within which a personal grievance must be raised.
Tip
The minimum requirements applying to full-time employment situations (see checklist) also apply (with a few exceptions) to part-time, casual and fixed-term employment situations. For further details, refer to:
Collective agreement AND union member
In this situation, the employee must be offered the conditions in the collective agreement (see checklist).
Collective agreement checklist
A collective agreement must contain:
- a coverage clause
- a clause dealing with the rights and obligations of the employees and employer if the work is to be contracted out
- a plain-language explanation of the services available for the resolution of employment relations problems
- a clause providing how the agreement can be varied
- the expiry date or trigger event.
Collective agreement and NOT a union member
In this situation, the employee must receive the conditions in the collective agreement for the first 30 days of employment. If, during or at the end of the 30 days, they join the union, they become covered by that agreement. If they choose not to join the union, you and they can negotiate a new individual employment agreement varying terms and conditions as agreed.
Tip
Once in place, any employment agreement can only be altered if both parties agree to the proposed changes.
Seeking Legal Advice
The candidate has the opportunity to seek legal advice on the offer and should be given at least 5 working days to do that. If they sign and send it back, set up an employee file and store it in a secure place. If they wish to negotiate, you must decide your limits. If your offer is rejected you may wish to make an offer to the next best candidate on your shortlist.
Post-appointment follow up
As soon as possible after the successful candidate has accepted the offer of employment in writing, unsuccessful interviewed candidates can be contacted by phone and given feedback on their interview and why they were not successful. Follow this up with a letter (see sample) and if requested, attach all relevant candidate information e.g. CV, interview notes.
Tip
If the unsuccessful candidates do not ask for their information to be returned and they have given you permission to retain the information, under the Privacy Act 1993, that information must be treated in confidence and stored securely for 6 months. After this time, the information must be destroyed.
Sample letter for an unsuccessful interviewed candidate
[name]
[address]
[city]
[today's date]
Dear [name]
Re: Application for position of [job title]
Thank you for attending interviews for the above position. I/we enjoyed meeting with you.
As discussed with you, unfortunately we are unable to offer you the position on this occasion. We would, however, like to retain your CV in the event a position becomes available in future. Please advise if you would prefer us to return it to you.
I wish you all the best for the future and thanks again for your interest in [organisation's name].
Yours faithfully
Chief Executive
(From People Management, SPARC).
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