What is due to consider at the time of engaging new personnel
19 December 2008 - 15:46
We see next some advice or recommendations that we must consider at the time of incorporating new personnel to our business or company:
Competitions and characteristics according to the position
At the time of incorporating new personnel, we must in the first place define the personal competitions and characteristics that must fulfill a person so that it can postulate to since we are offering. And, that way, to summon to the tests of evaluation, only to the people who fulfill these competitions and characteristics.
We must consider of which each position will require of people with different competitions, different knowledge, information, abilities, skills, personality, values, attitudes.
For example, if we are offering a related position to sales or attention to the public, the profile who must fulfill the petitioner could be: experience in attention to the public, ability to be related to the others, extroversión, facility of word, amiable deal with the others, good communication, honesty, love by the work, tolerance to the pressure, etc.
Attitudes before knowledge
Nowadays, at the time of engaging new personnel, preference to the attitudes of the person occurs to major, before to the knowledge or experience that can have.
For example, as little it serves a worker who knows much or has much experience, if he does not have the attitudes to take care of the client, to be related to its companions, to work in equipment, or to communicate with the others.
We do not have to avoid the knowledge or experience that can have a petitioner, but must grant a greater value to the personality, attitudes and values, that this one can have.
To corroborate information
An important task within the evaluation process, is the one to verify or to assure to us that the data or the documentation that have offered the petitioner us, they are truthful.
For it we can call by telephone to the company where the petitioner says that it has worked previously, and to ask to them if the information that he has offered us is truthful.
And of step we can also consult to them on which it was its performance in this company, considering of which the best indicator of the future performance is the passed performance, if a person has been a leader in a company, is very probable that it returns it to be in ours.
Indicated personnel
We must try that the personnel to contract, is described for the vacant position, that is to say, that fulfills all requirements as far as knowledge, experience, abilities and skills; but also, we must try that it is not sobredescribed, that is to say, that its knowledge, experience, abilities and destrezazas is not so superficially to which they are needed bring up to full strength.
For example, we must avoid to engage personnel who has had in another company a position of greater hierarchy, majors responsibilities, where a much greater pay has been had him, etc.
When contracting sobredescribed personnel, we run the risk of which one does not feel motivated nor satisfied in our company, and that at any time can find one better supply, generating to us the loss of time and money that entails to engage and to enable new personnel.
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Labels: Human resources
Compártelo
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