In the second of a three-part series, Peter Jones of Foyne Jones Recruitment Group, explains how planning your recruitment will help you source, onboard and retain the ideal candidate for your business…
If you only think about recruitment when an employee hands in their notice, consider this your wake-up call. The only constant is change in merchant businesses and if inflation eases and the UK avoids a recession, we’re anticipating that 2024 will be a much stronger year.
Now I know we can’t see into the future, but what I do know for sure is that your bottom line is always related to the quality and commitment of your people. With this in mind, recruitment needs to be a key part of your business plan.
What does this look like? For a start, you need to have a sourcing strategy which works for your business. The days of putting a sign up in the window or employing a friend or relative and hoping for the best are long gone.
Pre-selection planning
In fact, there are all sorts of creative pre-selection initiatives you can use to assist with recruitment, and I recommend considering video technology and digital introductions as part of the process instead of more traditional methods like the one-dimensional CV. The use of video is hugely beneficial, increasing the level of honesty and openness throughout the entire interview process so why rely on old methods when trying to communicate with the next generation.
This means you need to nail down the specific requirements for the job spec and be honest about the level of experience which is really necessary for the role. In my experience, personality and a hunger to learn can be your best asset on the ground. This is because skills can always be taught, but finding the right fit with your existing team which is in line with your business vision can be more of a challenge.
Be upfront about the salary from the very outset, tell the truth about pay reviews and perks, be honest about your expectations and take a two-way approach to communication to freely share thoughts, opinions and concerns applicants may have.
My career in merchanting was only made possible because someone gave me the chance to prove myself working front of house, on the counter, in admin, as well as pulling my weight in the yard. When I moved higher up the ladder, it became clear that good merchanting is very much reliant on its people and whether that is entry level apprentices through to middle management and senior level, they are 100% your biggest asset.
Honesty is the best policy
This means honesty is the best policy – both in terms of what you want and what you can offer. Be upfront about the salary from the very outset, tell the truth about pay reviews and perks, be honest about your expectations and take a two-way approach to communication to freely share thoughts, opinions and concerns applicants may have.
The longer a salary is kept a secret, the more room there is for disappointment and chance you will be let down last minute. Don’t be tempted to determine the level of pay during the interview as stating that a salary is ‘dependent on experience’ is not going to allow anyone to plan for the future, apply for a mortgage or even pay for a weekly shop!
Instead, it will simply deter experienced applicants, as well as anyone new to the industry as they don’t know what’s in it for them.
Interviews are the only way to truly check the temperature of a candidate in your business – virtual or in person – and while they take you away from the shop floor and sales office, you must take them seriously. So that you can concentrate on the person in front of you, prepare a list of questions before they arrive and create a clear structure for the interview itself.
In doing so, you’ll allow the time to get to know the candidate inside and outside of work and gain a better understanding of who they really are.
Establish your own policy with regards to feedback for unsuccessful candidates and stick to it. Be kind and constructive, so they can raise their game for their next interview and wish them well. It’s a small world, and you never know when your paths may cross again…
In my experience, personality and a hunger to learn can be your best asset on the ground. This is because skills can always be taught, but finding the right fit with your existing team which is in line with your business vision can be more of a challenge.
Understanding your business
If you need to enlist a third-party recruiter, make sure they understand your business, your sector and route to market. You are paying them to ask the difficult questions and cherry-pick the best candidates for you. Without this knowledge how can they support your business? If you’re not in alignment with your recruiter then just like potential candidates, you’ll end up out of pocket and unable to move forward.
Once you’ve found the right person – you need to make the start date and on-boarding process crystal clear. Assume nothing and make sure you flag where to park, where to go and what to wear on the first day before corporate dress is issued. You’d be surprised at what might seem obvious to you, is completely overlooked by someone who is new to your company.
I truly believe that failing to plan is planning to fail, so plan ahead in business and you’ll be setting your people up for success at the very start of their career with you.
Visit www.foynejones.com for more recruitment expertise.
Related Stories:
Foyne Jones Recruitment Bootcamp, Part 1: People Power
Foyne Jones Recruitment Bootcamp, Part 3: Pressure Points
