Recruitment And Selection 101

The processes and stages involved before getting full-time staffs into most employment be it formally or informally are numerous and sometimes may seem endless to both parties involved. These efforts aim to allow an employer to work with only persons who both align with the organization’s vision and possess the corresponding competence and qualities needed to produce results because it is necessary to have those who understand clearly and can bring that vision to life.

Getting the right people is not a one-day task and sometimes even with the many strategies to weed out the chaff, some still fall through due to many different reasons. The reason why many establishments have not been able to organically grow their dream team at whatever level can be linked to the fact that the business has not been properly structured from the get-go which makes it hard to paint the bigger picture most adequately and accurately.

The structure includes having a detailed blueprint for a business and the ‘how’ of achieving it precisely. These tools come in the form of a well-written business plan and/or a well-defined business model canvas which lays out the nitty-gritty details about the company. From these tools, it becomes a walk-over to specifically identify ‘who’ and the skills that are needed for the respective roles necessary for fostering the company’s vision. Without these deliberate steps, it is more likely that certificates and qualifications would be hired rather than best fits in terms of personality, business culture-fit, amongst others.

To grow a group of the right kind of people who understands the vision requires time – time to see how their minds work, how they react to different work environment situations, attitude to work – like a courtship period before marriage. Especially for companies that have existed for a while and has passed the stage of being called a ‘start-up’, history has happened that would be best experienced than taught, read, or explained which recruits no doubt have missed out on as a result of not being there at the inception or incubation phase.

This poses a challenge because the lessons learned first-hand from those who have been present at the start will without a doubt elude or not be fully grasped by the newcomer, so the place of a probationary period which should be a minimum of 3 months before full absorption, should not be taken with levity, as this creates an opening for core values, relevant history, and the workings of the business to be eased into the minds of those coming in and to assess their performance capabilities to ascertain without a shadow of doubt the important truth that they are exactly what your dream team needs to come together.

Though it is practically impossible for all businesses shopping the labour market to be a start-up, being one is an excellent way to start and organically build the machinery of best-fits for any company. In line with what is realistic, which is the situation that the business is already in play, probationary periods are encouraged to be made compulsory and taken seriously to instill, observe, retain or let go accordingly.