The Essential Guide to Recruitment

Chapter 1 Why you need the best person for the job Introduction; Your performance depends on your people; Appointing good people costs; Avoiding the common mistakes; Drawing a portrait of the best; What does the description of the job and the specification of the person look like?; Exercise Chapter 2 Fishing in the biggest pond Introduction; Why you should test the field; How do you test the field?; Discrimination; Don't make a fool of yourself in public; Exercise Chapter 3 Interview selection How will people apply?; Helping applicants get to know you; Finding out more about the applicants; Sifting the applications; Short-listing matrix; Getting the candidates to the interview; Preparing the space; Getting ready to interview; Exercise Chapter 4 Greatest questions The interview; Asking the questions; Unusual questions; Dealing with difficult candidates; Questions with dubious value; Questions not to be asked; Questions that need to be asked; Other indicators; Candidates' questions; Stress interviews; Other sources of information; Closing the interview; Exercise Chapter 5 Choosing the best person Introduction; How to avoid being taken in? Take up references; Making the decision; Notifying the unsuccessful candidates; Making the offer; Feedback; Making sure the best candidate accepts your offer; Summary; Exercise Chapter 6 Making sure you keep the best person Between the interview and starting; Getting the team ready to accept the new person; Introducing, inducting and inculcating; Probationary period; Final thoughts; Exercise Chapter 7 Good practice checklist

Margaret Dale